Estudo de Caso: Gestão de Pessoas e a Estratégia de Desempenho | Laura Widal

Summary

This video discusses the challenges a financial services company faced post-merger, specifically in rethinking their HR practices. The company aimed to instill a greater sense of ownership and agility, and the speaker shares insights from their collaborative approach in redesigning performance management cycles. Initially, a quarterly review cycle was proposed but later adjusted to bi-annual evaluations to align with business needs. The speaker also highlights key changes in compensation tied to business outcomes, emphasizing the need for employees to consider the overall company performance, not just individual goals. The case study illustrates the importance of aligning HR tools with the company’s current reality.

Takeaways

• 😀 The script discusses a case of a financial services company going through a post-merger phase and revising its HR practices to boost ownership mindset and agility.
• 😀 The project was collaborative, involving both the HR department and key leaders across different levels of the company.
• 😀 The majority of managers recommended reducing the performance evaluation cycle from annually to quarterly.
• 😀 After feedback and analysis, the company decided on a biannual performance review cycle rather than quarterly, to align with business needs.
• 😀 The key consideration in designing the evaluation system was to ensure it served the business objectives, not just follow market trends or fads.
• 😀 The company needed a model that reflected the fast-changing business environment, moving away from long-term competencies that might no longer be efficient.
• 😀 It was important to reassess HR tools and practices every 2-3 years to stay aligned with evolving business challenges.
• 😀 The project emphasized involving leadership in the process to avoid criticism of HR being too conservative and ensure a joint decision-making process.
• 😀 The company also revamped the criteria for variable pay by tying it to company-wide results, such as EBITDA, rather than individual targets alone.
• 😀 A key change involved ensuring that individual evaluations were aligned with the overall company performance, making sure individual successes contributed to the company's results.
• 😀 The company aimed to strengthen the ownership culture by linking personal success to the overall health and performance of the organization.

Q & A

What was the main challenge faced by the financial services company in this case study?

The main challenge was post-merger, where the company needed to reevaluate its HR practices to strengthen behaviors such as ownership and agility.

How was the project structured to address the company's needs?

The project was structured collaboratively, involving key leaders from various levels within the company to gather insights about their current challenges and future needs for HR tools.

Why did the company consider reducing the evaluation cycle from annual to quarterly?

The company wanted a more dynamic and continuous approach to performance evaluation, reflecting the fast-paced changes in the business environment. Many managers suggested a shorter evaluation cycle, ideally quarterly.

Why was the idea of having quarterly evaluations not feasible for the company at that time?

The leaders realized that while quarterly evaluations were a trend, implementing such a cycle would be impractical given the company's current business moment and the heavy workload post-merger.

What solution was implemented after considering the feasibility of the evaluation cycle?

The decision was made to implement a biannual evaluation cycle instead of quarterly, balancing the need for frequent evaluations with the constraints of the company's business demands.

How does the performance evaluation model relate to the business context?

The performance evaluation model must align with the business context to avoid consuming excessive time from leaders, especially when they need to focus on other critical post-merger activities.

Why is it important for HR tools and models to evolve over time?

It's important because the challenges and context of the business change rapidly, and what worked five to seven years ago may no longer be effective. HR tools, including competency models, should be revisited periodically to ensure relevance.

How did the company modify the compensation structure to reinforce a sense of ownership among employees?

The company adjusted the rules for variable compensation, linking it more directly to the company's overall performance and the individual contributions, emphasizing that employee success should be aligned with the company’s results.

What changes were made to the performance evaluation and compensation rules?

The company introduced a new rule where a percentage of EBITDA attainment would trigger certain performance bonuses, and they required individual evaluations to reflect the company’s collective performance, not just individual success.

Why is it essential to balance individual performance with company-wide results?

Balancing individual performance with company results ensures that employees not only focus on their personal goals but also consider the company's overall success, fostering a sense of shared ownership and aligning everyone towards collective objectives.