Saudi Information Technology Company (SITE)
Riyadh, Saudi Arabia
The KPI Institute Consulting assisted the client in developing a Performance Management System, supporting the efforts to align its resources, employees, tools, and processes to the strategy. In this way, we enhanced the visibility in terms of the level of performance. Also, we ensured an efficient Strategy Execution.
Saudi Information Technology Company aims at revitalizing the Kingdom’s Digital Services and Solutions at the hands of capable and qualified Saudi human capital. We met them in 2018 when invited to assist them in developing the Performance Architecture. Besides developing and designing the new system the strategy was cascaded from the corporate to the division, directorate, department, and employee levels.
Approach
With due consideration to effective project management standards, we divided the assignment into 5 workstreams, system conception, and implementation, organizational-wide alignment as well as standardization.
The project debuted by designing and developing the Performance Architecture at the corporate level. For this reason, we priorly delivered the training sessions, meant to secure the critical skills and competencies on Performance Management. When it comes to developing the capabilities, we used the workshops technique to leverage collective intelligence, gather insight and engage the stakeholders in creating their Performance Management System.
On the other hand, A Performance Management System Audit was conducted, meant to objectively evaluate the existing procedures, processes, and tools. In this way, it was the Maturity Level determined, accompanied by recommendations paving the way to the next one. Thus, we assessed the client against our models for achieving performance excellence and stepping closer to the desired state.
Having the performance function developed at the organizational level, it was time to aligning it at the divisional level. For this purpose, we replicated the interactive approach, cascading the related strategic objectives, and adding support ones when applicable. The targeted divisions were thus endowed with a custom-built Performance Management toolkit, in compliance with those compiled at the corporate level.
With cascading at the divisional level concluded, we moved forward to complete the process at the departmental level. Mirroring the aforementioned approach, the departments had the divisional objectives cascaded according to their peculiarities, with support ones inserted as deemed necessary. Similar to the divisions, the departments had their custom-made performance-related instruments compiled.
The final stage of the assignment was dedicated to matching the employee effort with the corporate goals. Due consideration was paid to measuring, improving, and managing the individual performance, besides enhancing the human capital planning. In this way, we brought all organizational components on the same page, nurturing a vivid performance culture.
Outputs
Instrument we developed to help
