Challenge
Implementing an integrated sales force performance management system, which combines the processes carried out online with those carried out offline.
Transforming performance into a desirable and tangible goal and implementation of a real-time performance measurement process.
Correct identification of performance indicators for each position, so that the assessment objectively reflects the employee’s performance. The indicators had to be chosen so as to be relevant both for the employee and for the company’s business objectives, to be motivating, measurable and quantifiable at the level of individual performance.
Context
External: extremely competitive retail market, a field in which technology develops quickly (electro-IT).
Internal: Flanco is a dynamic employer, with a team of over 1500 employees, subjected to daily pressure to assimilate the news in an extremely active field (electro-IT), to react quickly and to perform.
Therefore, it was opportune to activate in real time the individual and team performance, in order to offer the employees the control over their own performance, in order to accelerate the business performance.
Objectives
1. Creating a culture of performance to value individual and team performance, to adequately reward it and to promote performance models
2. Implementing a coherent, consistent, fair and transparent process through employees’ access to an online platform that manages their monthly, quarterly, biannual and annual performance
3. Improving internal communication and collaboration, by creating an authentic, human work environment in which employees are encouraged to communicate openly
4. Information and access for all employees to their own objectives, their own level of performance and real time structured and constructive feedback
5. Real-time fair, equitable, objective, transparent assessment of employee performance, so that we can establish a standard applicable to all network stores and to all internal functions or roles
6. Aligning employees to the values, mission and vision of the company and awareness of the importance of personal contribution to the company’s business objectives
The action for achieving these goals had to be a unifying and relevant one for the whole group, in order to generate enthusiasm and adherence.
Stages
The project started with analysis, identification and assignment of importance weights of the performance indicators (quantitative and qualitative) at the level of each position / role in retail and it continued with setting a performance standard or performance model) and the steps according to which employees were positioned in bands of underperformance, average performance or superior performance.
The next step was to associate an internal communication mode, highly interactive and designed to stimulate communication (bottom-up and top-down), giving employees the opportunity to make a personal contribution, but also the sense of belonging to a community that shares the same values, the same mission and the same goals.
