Case Studies » Managing Performance
Company Challenge
A large pharmaceutical company was experiencing slumping performance
and an onslaught of negative media reports. Management was having difficulty motivating
employees and driving performance. Poor performance was rarely addressed and high performers
were leaving the company. The company sponsored several leadership courses for management,
however, these failed to produce the desired result. Workshops on managing poor performers
with company structured improvement plans also failed to achieve the desired results. Company
morale was at an all-time low.
RightHands Resources™ Needs Assessment
A needs assessment showed that many of the company’s
managers did not know how to have critical conversations with team members regarding
performance and had not had discussions to address the negative media reports that the
company had experienced over the past year. Most managers used the same coaching practices
with high performers that they used with low performers. Company sponsored leadership
programs were more philosophical than practical. Research showed that managers needed
more “hands on” training to develop the skills needed to communicate with team members
about performance expectations. Managers had a tendency to focus on poor performers when
they could no longer be ignored and to ignore high performers altogether. Managers and
poor performers frequently sited the negative media exposure as the reason for the drop
in performance.
RightHands Resources™ Industry Research
Industry research found a host of leadership and
coaching developmental opportunities. The resource list was narrowed to the opportunities
that addressed the most critical needs—communication and accountability. An additional
resource was secured to provide training on working effectively in a highly charged
environment. An analysis was given to the company’s leadership team.
RightHands Resources™ Solutions
Industry resources that integrate a more practical approach,
skill application, and business metrics were incorporated into a management development
week. Resources were secured to teach managers to have critical conversations with employees
around performance on a consistent basis and provide an environment where dialogue about
performance is comfortable and welcomed. Additional resources were secured to help managers
understand how to coach appropriately according to the employee’s competency for a particular
task. Managers and employees were given extensive training to address customers concerns
regarding the negative media coverage.
Outcome
As a result of a cultural shift in coaching and communication, retention of high
performers increased and disciplinary employee improvement plans decreased significantly.
A structured management development curriculum was also put in place for new and tenured
managers. And the training on working effectively within an intimidating environment was
integrated into the overall learning curriculum.