We redesigned Talent and Performance Management systems aligned with new organizational models, starting from each organization’s specific starting point and integrating management paradigms with digital technologies. The following are examples of our approach across companies in different sectors.
The need
The HR departments we work with share a common need: to adopt a Performance Management system that is not a year-end formality, but a development lever aligned with business goals and with a new work culture.
This gives rise to the most frequent request: to build a tailor-made model, rather than adopt an off-the-shelf solution, capable of measuring results (the what) and behaviors (the how) together, enhancing the role of managers in people management, and laying the groundwork for reading performance through data, with an HR Analytics perspective.
How we worked
We adopted an iterative path that starts from listening to the organization and leads to the system going fully live, structured in three phases.
Design
Together with the client’s HR team, we define what is assessed — Values, Soft Skills, Knowledge — translating it into observable behaviors differentiated by level (C-Level, Manager, Employees). We then design the performance management process, integrating the specifics of the company and its managerial culture, for example by introducing check-ins initiated by employees. We also build an initial prototype of a tool to support data collection, validating the assumptions with a small group of company leaders before proceeding. If a company tool is already available, we integrate it into this process.
Training
We design a blended training path for managers and employees. The goal is to work on work culture and convey how assessment supports results and the business, and to give managers concrete techniques for evaluation and for conducting the interview, with purpose-built content, exercises and role plays. To engage the entire company population, we also create self-training modules delivered on the client’s LMS platform, so that every person understands the model, the values and their own role in the process.
Pilot and roll-out
We test the system with a pilot group, supporting managers with one-to-one sessions in filling out the forms and preparing the interviews, gathering friction points and opportunities for simplification. The model is then revised and progressively extended to the entire population in subsequent cycles.
HR Analytics
To turn assessments into knowledge, we develop interactive dashboards that collect historized assessment data, with the option to enrich it with demographic and organizational data, modeled in Power BI. This enables HR to run analyses and consult the data independently. A structured listening activity with participants closes the loop, feeding the continuous improvement of the process.
The results
In the initiatives we supported, Performance Management became a living, recurring process rather than a one-off exercise. The combination of classroom and self-training made it possible to involve the entire population, from leaders to employees, building a shared language grounded in the organization’s values and behaviors.
Companies adopted HR Analytics practices with dashboards at their disposal: decisions on development, evaluation and talent management are supported by data. The role of managers in people management has strengthened, evolving their relationship with employees thanks to a clearer, more structured and development-oriented process.