Step 1: Create Champions team & Define World Class Profile
The first step is to define the profile of World Class. This details the practices, processes, behaviors and actions that equal in the minds of the business sponsors, respected leaders and field based thought leaders a definition of what it means to be world class. In order for the level of sponsorship to reach the required levels a team of field and HQ level champions should collaborate together to define the profile of world class.
Step 2: Assess Performance against World Class Profile
Once the world class profile is complete it is transposed into an online assessment that can be accessed and completed by all roles on a worldwide basis. The assessment calls for individual roles and managers to assess performance against the practices, processes and behaviors detailed in the profile. The assessment is rolled out according to the organization or business unit hierarchy so that at each level the importance of the assessment is perceived to be of high priority – the invitation is sent by the manager of the role to be assessed. Both individual roles (self-assessors) and managers (managers of self-assessors) complete the assessment.
Step 3: Generate World Class Performance Index
One of the key deliverables from the assessment is the World Class Performance index. The Index is developed according to the results compiled from the Manager assessment. Based on these results each individual role is ranked according to whether they are assessed to be in the top 20% of performers, middle 60% or bottom 20% according to their managers. Results are compiled at both individual and team levels so that performance can be evaluated at both levels.
Step 4: Determine Critical Gaps & Build Roadmap
The next step is to analyze the compiled data for gaps between manager and self-assessor scores. Positive gaps demonstrate that some managers are far more optimistic about the performance of their teams than the teams are themselves. This often highlights manager related execution issues that should be addressed. A negative gap demonstrates that managers are less optimistic regarding the performance of their team and should trigger important coaching discussions between manager and individual roles. Additional gap analysis evaluates the performance of roles at various levels of the organization hierarchy. Different region or country results can be compared against one another with drill down analysis that compares performance, highlights differences and provides opportunities to build tailored readiness roadmaps that drive improvements.
Step 5: Measure Success
The final step in our coaching approach is to go back and re-assess to measure the effectiveness of the program. Gaps between current performance and the world class profile are re-evaluated. Any existing gaps are identified, understood and actions defined to address the gaps that continue to impact performance. Importantly progress of individual roles is evaluated to make sure rankings are improving or if not important coaching discussions are planned between individuals and managers.