Australian Retailer (IT Department) – from Performance Management to Cultural Change

Problem Definition

The organisation had recently appointed a new CIO to ensure the IT department was fit to support further expansion in Australia and globally. There was no formal approach to performance management and the CIO was looking to create a consistent proactive working culture.

Approach/Method

In consultation with the CIO and senior management team, Irina was charged with developing a performance management system, guidelines, forms, online reference tools and the delivery of related training and change consulting advice on implementation. In order to create a working culture that could be defined and that people could be measured against, Irina designed and facilitated a values development workshop with departmental staff. This resulted in the creation of five core values to align individual behaviour with the corporate and group strategy. Irina then translated these values into work behaviours which were incorporated into the performance management system. A values working group was established to develop ongoing tactical reinforcement strategies to ensure the consistent incorporation of values into their work practice.

Results and Benefit to Client

Tools, systems and processes were established to allow managers to align and monitor individual performance with departmental goals and strategic drivers. New employees were also assimilated more effectively into the desired culture.

Due to the success of the project, Irina was asked to stay on and prepare a People and Culture strategic plan for the department and was retained for an additional year and half. During this time, she created people and culture policies and procedures and related process maps. She also conducted a departmental training needs analysis, sourced external providers, developed a Learning and Development directory and devised the content, layout and site maps for the People and Culture, Learning and Performance Management intranet sites.