An international office supply retailer acquired a business to business office supply company in a bid to become a more diversified, competitive player in the market. The deal was signed but the hard work was yet to be done to build the new organization – “a billion dollar start-up” as the new CEO described it. Core values were articulated as the bedrock for the new culture. We developed a custom leadership competency model to serve as the foundation for new leadership development and performance management systems and tools. The role of leader in the company came into focus as expectations of leaders were clarified. Working with HR business partners, the jobs were refined to include increased emphasis on people development and ongoing performance management. Curriculum, training, and learning resources in core leadership skills were developed, addressing key competencies at all levels. Operational processes and priorities were reevaluated to enable managers to focus on proactively managing performance and developing people, in balance with their operational responsibilities. As a result, there was a 28% increase in the number of people receiving performance feedback and reviews, reflecting a more balanced view of leaders’ priorities.

A formal talent review process was developed to systematically learn about the top talent in the organization and determine how their talents could best be used and developed. The output informed the company’s formal succession plan, providing the Board with insight into the leadership pipeline. The process resulted in individual development discussions at all levels, and systematic development activities including targeted job assignments, training, and individual coaching.