The process outlined here represents a project undertaken by a client to improve its management of development and performance.  There are limited resources available outside the budget allocated to a learning and performance software platform and existing team members in human resources and learning & development.   The organisation has approximately 2,500 employees.


The goals for this project were identified and quantified prior to being presented to the executive leadership team.  Most of these goals had been on the radar for some time and were worked on but never completed as part of a formal project plan.




  • establish a centralised information source for performance and competency management.
  • consolidate and standardise job titles across the organisation and map to remuneration packages.
  • standardise competency frameworks mapped to job titles and business units.
  • enable employees and managers to capture ideas and observations between reviews.
  • provide the tools for employees to conduct self and 360 assessments.



This list of goals is ambitious.  As you can see they are all integrated and interdependent.  The core of the whole process outside of the software implementation has been the standardisation of competency frameworks.  These competency frameworks are the hub for the performance management and job title consolidation.


The software solution comprises a learning management system that includes competency management, job titles, assessment tools and performance management.  The LMS has been integrated with the payroll system and the HRIS.  The HRIS has become the single point of truth for management reporting upstream.  The LMS is the point of truth used by the learning and development team.


The change management program included a pilot launch of the software initially to a group of approximately 200 users.  The pilot was run in parallel with the larger implementation of the job title consolidation, performance assessments and competency frameworks.   The pilot program was 6 months and the system went live just after six months from commencement.


These are some of the benefits that were identified and measured one year after ‘go-live.’

  • surveys indicate employees are more certain of their goals and how they align with the organisation’s big picture strategy.
  • the HR and L&D teams are able to generate meaningful reports to assist senior leadership in planning.
  • performance assessment meetings are occurring and followed up.
  • productivity has been increased with automation of processes and notifications.

If you would like to learn more about this project and the processes that were used to achieve successful outcomes, please get in touch using the form on this website or contact our office directly.

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