Talent Management and Employee Engagement
In France, 69% of employees see themselves as "not engaged" and 25% consider themselves as "completely disengaged"...
Continuous approaches more and more replace daunting annual or biannual evaluations, building upon a more continuous dialog on engagement and development.
Project Example: Redesigned Professional Development and Skills Assessment approach for a public organisation (250 employees, 15 locations in France)
- Performance reviews refocused on yearly OKR setting and continuous dialogue between managers and team members on their achievement
- New development reviews based on a skill progression matrix enabling:
- understanding of skills requiring development within current role
- identification of skills requiring development to reach next expected roles
- codification of individual personal training and development plan
Project example: new continuous performance assessment process for consultants, based on a skills progression matrix (consulting firm, 50 employees, Paris)
- Definition of key skills for each practice area, as well as progression from junior consultant to senior partner
- Deployment of a SAS system allowing:
- assessment of demonstrated skills versus expectations for consultants on each assignment
- Semi-anual consensus performance review, based on assessment conducted on each assignment
Project Example: Redesigned a Performance Management approach for a global company prior to deployment of its new global HRIS (BtoB services, 100,000 employees, 50 countries)
- Alignment of country CHRO's on talent ambition
- New continuous evaluation approach based on:
- Annual OKR setting, reviewed regularly by managers and their team members
- Global behaviour evaluation framework (Leadership Culture Framework) and OKR achievement rating - tied to bonus pay out plans
- Individual Development Plan framework
- Talent review matrices ('9 box' performance x potential, risk x impact of loss)
- Succession planning framework