A global Fortune 500 technology company with 49,000 employees worldwide
Developed detailed change strategy to support journey to a more holistic, growth mindset approach to performance management
Helped client successfully reinvent organizational culture to emphasize collaboration over competition
When a Fortune 500 company split into two entities, leaders saw an opportunity to reinvent their organizational culture. Cultivating a spirit of innovation where everyone is encouraged to learn and grow became a top priority, both to ensure a smooth transition and to safeguard long-term success. Part of this effort included a shift to rating-less performance management.
The company envisioned a culture that favored collaboration over competition, and growth and development over rigid, arbitrary standards of measurement. Removing year-end ratings and forced employee rankings as a way of evaluating and rewarding employees made sense. But the shift for managers would be significant – they would now be accountable for having performance conversations with a much clearer focus on growth and learning as well as allocating rewards in the absence of ratings. To support the change to a more holistic, growth-mindset approach to performance management, the company turned to Blue Beyond.
80% of managers felt they received the right amount of information throughout the process to support the change
The sense of urgency was high. The first stages of the new program needed to be in place within a few months to meet fiscal year deadlines. Without time to pilot key concepts and processes, there was little room for missteps. The project team had to assemble and work fast, and embrace a growth-mindset approach to the rollout. Another challenge: HR team members were accustomed to working in their own functional silos, yet this change effort was going to require significant cross-functional collaboration and insight of the global employee audience.
Blue Beyond partnered with the core project team to manage the change initiative. Over the course of five months, we collaborated with the Executive Sponsors and functional HR teams to accomplish the following:
During initial phases of the change project, more than 80% of managers agreed that the changes would support personal growth and development and drive a culture of innovation. Additionally, 80% of managers felt they received the right amount of information throughout the change process, and 77% of managers rated their experience with the new performance management process “better” or “much better” than previous years. To date, the organization and HR teams leading the change continue to receive positive feedback.
With a change strategy that aligned to culture goals and reinforced a growth-mindset, this global organization was not only able to make the shift to rating-less performance management, but they are set up to continue to support the roll-out today with plans to introduce new guiding practices and principles aligned to the new culture.