How do you get managers and senior executives from the company’s five huge business units to agree on a performance management system that integrates calibration processes, relative and absolute assessments, and a linkage to compensation?
Our Solution:
We worked with a high-level Strategic Action Team of knowledgeable and sophisticated HR professionals, charged with developing a set of recommendations regarding performance management to the HR Leadership Council and, from there, to the Lockheed Martin executive officers.
Successful Result:
The team developed a common understanding of all the complexities of performance management among themselves. They then — with agreement among all team members — proceeded with their recommendations.
