We help our clients attain meaningful organizational outcomes.
Case 2: Standardizing job architecture to support performance and career development
The client, a ~800-person small business, had multiple unique leveling structures in use. Consistent application of the compensation philosophy was challenging, mobility across the organization was complex, with unclear paths for growth, and comparison of talent, particularly at more senior levels was particularly challenging.
We defined one unified organizational leveling framework and re-aligned the organization and its compensation approach to this framework. As a result, the organization:
Decreased time spent aligning on appropriate title, level, compensation for every new hire or transfer
Increased organizational confidence in the equitable application of the company’s compensation philosophy and performance standards
Case 1: Raising the talent bar through manager enablement & greater clarity
The client, a ~300-person department within a large (100k+ employee) Fortune 100 technology company, reported low sentiment with respect to how closely employees felt the evaluation of performance matched manager expectations. This mismatch drove low employee engagement, decreased productivity, and increased workforce distraction.
After re-designing and simplifying their competency model and adding focused learning support for both employees and managers:
% of employees reporting receiving actionable feedback from their managers rose from 48% to 73%
Employee sentiment related to performance evaluations compared to expectations rose from 63% to 84%
44% of managers reported less time spent revisiting performance conversations and ratings.
Case 3: Boosting talent development and density through increased feedback flow
The client, a ~300-person remote organization, wanted to increase the amounts of multi-directional feedback exchange between team members, their manager, and stakeholders. Leadership had concerns that the lack of continuous feedback could eventually decrease talent density and inhibit organizational performance.
We co-created a vision of performance excellence and used existing tools to support a feedback pilot. During the pilot, we observed:
A new, shared understanding of performance excellence, providing a foundation for the feedback exchanged
Greater flow of observable feedback between peers, direct reports and managers, and stakeholders to individuals, with individuals taking advantage of 1:1 “office hours” to thoughtfully prepare for effective written and live feedback delivery