Circumstances :
- A major Belgian food retail chain was working since 12 months to implement a new leadership competency model based on 360° assessments, which however mixed competencies and behaviors.
- The model had been used for the first time in the course of the previous year at the senior management level and had thus been validated
- Shortly after the Organization & People Development Director position became vacant, and an interim manager has been appointed to cover the position during the permanent recruitment process so as the ensure that the key performance and evaluation processes were being set in place in time for the annual performance appraisals and extended to all the levels of the organization.
Assignment objectives :
- Support the Senior VP Human Resources & Organizational Development in the deployment of the performance evaluation model to all levels of management in the organization.
- Maintain momentum and enthusiasm for the change that such evaluation system would bring.
- Implement a separate function evaluation model based on the required competences.
- Establish a model for linking compensation to the competencies levels and negotiate the model with the work councils.
Management approach:
- A rapid analysis of situation showed that the original competence model despite not being ideal could nevertheless be implemented and improved in following reiterations.
- When the interim manager joined the team the Human Resources team was overworked and de-motivated: many projects had been started and left un-complete. This led to the implementation of a project prioritization exercise.
Operational and strategic results:
- Implemented the competency model on budget and on time. The Interim Manager ensured all documentation and communication around the process as single person of contact.
- Documented the process and the model and produced a model user guide, distribute to all management levels.
- Developed the function evaluation model to be associated to the competencies model in use.
- Developed the compensation model to be associated to the competencies model and provided support to the Senior VP Human Resources in the negotiation with the work councils.
- Transferred knowledge from the Interim Manager to the HR team, who regained in autonomy, confidence and motivation.