The customer had historically developed role models with little formalization. The role descriptions were heavily activity-oriented, non-standardized, and not harmonized across products and business areas.
Performance management was rarely objective, not observation-based, and was inadequately supported by the organization.

We defined role models based on clear areas of responsibility (“What”) and behavioral segments (“How”) in order to shift the focus of activities to impact. In doing so, we developed behavior-based standards (‘Is’ & “Is not”) together with the client. The introduction took place along the entire value chain, starting with the sales force. In addition, we empowered managers to implement differentiated, observation-based performance management.

To promote employee development, a three-stage competency model was introduced that defines clear responsibilities. This model forms the basis for behavior-based role models that have been successfully transferred to two other business areas. The measures received full support from the works council and led to increased employee satisfaction. This development is based on objective feedback, which now serves as the basis for continuous further development.