Malaysian Resources Corporation Berhad (MRCB)
Kuala Lumpur, Malaysia
The KPI Insitute Consulting designed and developed a Performance Management System. After building the capabilities at the corporate level, we cascaded them to the departmental and individual levels. For this reason, the expertise was deployed in bringing all the organizational components on the same page of Performance Management.
Malaysian Resources Corporation Berhad provides services in property development, engineering, and construction. We met them in 2020 to reinforce their capabilities through a Performance Architecture. Besides the system implementation, the clients had its key stakeholders attending training sessions for developing the related skills and competencies.
Approach
The project was composed of 3 different stages corresponding to the alignment level.
We started the project by determining the organizational identity, as the cornerstone for capabilities to be built. With the vision, mission, goals, and values defined, we move on the track to building the Performance Management System at the corporate level. Based on the inputs collected from key stakeholders during the workshops the Integrated Performance Architecture was operationalized.
With the Performance Management System enforced at the organizational level, we moved forward to aligning it to the departmental level. During the dedicated workshops, the objectives were cascaded, with support objectives added when applicable. At this point, the performance-related capabilities were mirrored when it comes to the departments.
With the Performance Management System enforced at the organizational level, we moved forward to aligning it to the departmental level. During the dedicated workshops, the objectives were cascaded, with support objectives added when applicable. At this point, the performance-related capabilities were mirrored when it comes to the departments.
Going further, we created the Individual Performance Scorecards, thus making sure that the employees have their activity correlated to the strategy. In this manner, the newly created Performance Architecture reflected the way the employee conduct their daily activities. For this purpose, we fostered employee buy-in, since their performance was reflected through the same lens as the departmental and corporate one.
Outputs
Instrument we developed to help
