Globosat
Globosat .
Challenge
Globosat needed to bring innovations to its performance management plan, which was not generating the expected results in terms of productivity and engagement. The feedback cycle was long and there was not much clarity about the objectives and ramifications of the process, which left employees unmotivated, in addition to the fact that the 360 evaluation did not overwhelm managers.
It was necessary to make the system present a new value proposition to the employee, offering a chain of incentives for high performance and proposing a development plan based on data intelligence.
What have we done
Mapping pains and raising challenges through a workshop
Custom and proprietary performance management framework development with data intelligence generation for development
Executive mentorships focused on the new value proposition for the employee
Workshop to present new roadmap and receive evaluationsCo-creation of a new cycle of people and management including structured feedback, individual development plan and proposal for variable remuneration
Destaques
12
Hours of workshops and focus group
two
Follow-up mentorships throughout the process
2 GRANDES ENTREGAS
1
New performance management model with 360 assessment and internal development plan
two
Communication plan for the new model based on the protagonist's journey
1- New performance management model with 360 evaluation and internal development plan
INTRODUCTION OF MORE CONSTANT FEEDBACKS, 360 REVIEWS AND OKRS REVIEW
It was proposed that there be some structured feedback throughout the year using a simpler framework than the previous one, in addition to continuous feedback by a 360-degree evaluation system (everyone evaluates their peers, managers and subordinates). Teams and the company as a whole are also evaluated. OKRs are now periodically reviewed and can be reset throughout the year.
IMPLEMENTATION OF AN INTERNAL DEVELOPMENT PROGRAM
A development plan model was structured, designed by HR and aligned with managers and employees at the beginning of the year, allowing everyone to follow a path of evolution based on their performance: employees with low adherence must be developed, those with average and full grip, strengthened, and those with superior grip, challenged. All using materials, courses and workshops.
2 - Communication plan for the new model based on the protagonist's journey
ESTABLISHMENT OF PARALLELS BETWEEN THE NEW MODEL AND THE PROTAGONIST'S JOURNEY
A campaign to publicize the new performance management model was planned using storytelling, with total resonance in the brand's universe, focused on audiovisual production. The campaign brought relationships between the new model and the hero's journey, in this case called the protagonist's journey: the definition of OKRs was the call to adventure and the mentorships of the internal development plan were the meeting with the mentor, for example. Everything with the employee at the center, as the main responsible for the development of the company and his own professional trajectory.