How can organisations cultivate a performance-driven culture that aligns performance with the employee deal, while shaping the employee experience?
As Methodist Welfare Services (MWS) expands and faces increasing demands from stakeholders, the organisation recognizes the importance of driving and evaluating performance so that they can continue to deliver excellent services to their beneficiaries. Through a comprehensive analysis, MWS reassessed and enhanced various components of their Performance Management processes, with a focus on empowering employees and managers to independently drive their goals and monitor their progress.
Crucially, MWS prioritized continuous improvement through actively listening to employees, acknowledging that transformation is an ongoing journey. By incorporating feedback through surveys, MWS ensures their performance management approach remains responsive and aligned with employee needs and expectations.
- MWS conducted an analysis of its performance management processes, specifically examining elements such as goal setting, performance monitoring, and linkages to outcomes to uncover opportunities for improvement.
- Goal Setting: To address concerns surrounding inconsistent goal setting and alignment, MWS introduced ‘goal pillars’, which are predefined categories reflecting the organisation’s strategic priorities, providing greater clarity and flexibility in goal-setting.
- Performance Monitoring: To address the pain point of a lack of structure in performance discussions, MWS implemented a simplified mid-year review and two quarterly informal check-ins. This empowers managers to effectively address performance issues and create an environment of psychological safety.
- Establish linkages between Performance Management & other HR areas: To clarify the connection between performance and outcomes, MWS engaged in a thoughtful process of determining what truly matters to employees. Subsequently, they aligned and documented criteria and effectively communicated the ratings and behavioral expectations to all employees, enabling them to understand the linkages between performance and outcomes.
- As MWS transitions towards their new framework, the organisation focuses on enhancing employee experience through identifying personas, user journeys and key moments that matter for different employee segments.
- To address potential resistance, MWS delivered multiple training sessions and planned communications to employees and managers, helping them to understand the impact of the changes and facilitated a smoother transition.
- To evaluate the effectiveness of the new framework, MWS implemented a post-implementation survey to assess the impact on employees and managers, enabling them to drive continuous iteration and improvement.
Close to 8 in 10 of employees agree that they feel recognised when they perform well
Close to 8 in 10 of employees are excited for professional growth within MWS
Increase of 10% in employees’ understanding of how their work goals relate to organisation goals
Additional 10% of employees believe that the way performance is managed at MWS allows them to identify their strengths and improvement areas
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The IHRP Body of Competencies (BoC) outlines the competency standards required for HR professionals to be future-focused, ready to deliver impactful employee experiences and create sustainable value for the organisation.
Comprehensive overview of the 21 job roles outlined in the HR SkillsFuture Framework, with corresponding competencies from the Body of Competencies (BoC) framework tailored to each role.
Discover, learn and explore how the IHRP Body of Competencies have been used to empower individuals and organisations in driving effective and meaningful transformations.