Dual Performance Appraisal System

Impact

Enforces accountability for good leadership

Our experience from the Leadership Transition Programmes^® is that many leaders unconsciously consider their leadership role as something that comes on top of their job rather than as an integrated part of their job. Indicators of this issue is that budget, sales meetings etc. are booked well in advance in the calendar whereas performance reviews are always conducted in the last minute before deadline.

General developments in the market can influence the leaders' business results significantly. And if sales leaders do not meet the target is it then due to low performance or is it because the product development team did not provide them with a product in demand? There are many interdependencies in a company but one thing that leaders almost solely influence is how they lead. This is something you can hold them distinctively accountable for.

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	Your challenge - our response Struggling with developing a sufficient number of qualified leaders internally? Finding it difficult to identify talent within the organisation without using expensive external assessment centres? Wasting too much money on duplicating various HR tools within the organisation? Finding it difficult to compare performance appraisal scores across the organisation? Spending too much money on external organisational consultancy services without achieving the required results? Realising that existing leadership programmes do not create the required behavioural change? Experiencing that 360° systems have too many questions that are not relevant or too abstract in relation to building a personal development plan?

Dual Performance Appraisal System

Impact

Enforces accountability for good leadership

Your challenge - our response