Platform for further development of individual performance

The challenge The Performance Dialogue process carried too much the character of “voluntariness” and the quality of the goals and the ongoing follow-up had to be improved. The solution The process was revised and includes a combination of objectives/performance, behavior and personal development. CatalystOneTM Appraisal Manager was introduced to ensure process efficiency and better follow-up. The gains Storebrand has experienced a higher accomplishment and increased importance of the Performance Dialogue and better quality. Clearer goals and better follow-up also form the basis for higher productivity.

Kai Lohre HR director  Storebrand

The need for quality enhancement
“We recognized that our Performance Dialogue process to a great extent, showed signs of voluntariness. The quality of the goals and follow-up of individual employees in their daily lives had to improve. In addition, we realized that our former IT tools did not support the process well enough,” begins Kai Lohre. This was the starting point when Storebrand in 2009 started the development of a more binding process for the Evaluation and Planning Dialogues throughout the Group.
“The initiative was, and is, solidly anchored in the management team. CEO Idar Kreutzer has a large ownership of the subject and speaks frequently about the importance of a more systematic approach to clear leadership, improved performance management and consequences,” says Lohre. “This anchoring has proved to be very important during the implementation of the initiative because challenges shows up that require prioritization and support," he says.

Long-term partner
We started by describing how the process should work and then finding a vendor that could assist.
“We wanted a long-term partner, not a vendor in the traditional sense,” continues Lohre. “We put emphasis on proximity, expertise in both process and IT tools and the ability to challenge and advice. The people and tools from CatalystOne met these criterias.”

Ambitious project plan
“The implementation project started in late November 2008. The plan meant that we, in the course of 2 months, were to make the final adjustments of the process and content, then mobilize and deploy the IT solution in both Norwegian and Swedish, and implement Performance Dialogue for 2200 employees,” says the HR director. “We were aware that a tight schedule could result in noise in parts of the organization, and we might well have wished for more time. But to prevent a full year of delay, we had really no choice. We reached essentially our goal, and the learning we have as an organization is invaluable. All the input about improvements and adjustments will bring us forward faster,” says Lohre.

Experience and effects
A summary of lessons learned so far:

• Higher accomplishment and increased importance of the Performance Dialogue
• Better quality of the Performance Dialogue
• Clearer goals and better follow-up make the basis for higher productivity

“We think that one of the most important achievements to date is the establishment of a solid platform for further development of our leaders, employees and management processes,” said Lohre. “We see that the future competence of the individual clearly can be seen in connection with the performance, behavior and career choices. Assessments that are made in the Performance Dialogue form the basis for Talent Development and Succession Planning.”

Further plans
“Our highest priority is to further improve the Performance Dialogue process for 2010 based on input and experiences. At the same time, we will implement IT support for the overall planning process, which is prior to the Performance Dialogue process. We do this by also using CatalystOneTM, so that the transition from plans of the business areas to the individual plans is as smooth as possible. When the Performance Dialogue for 2010 has been completed, we will run calibration meetings in the top management teams to ensure consistency in reviews and objectivity when we nominate talents and point out the successors to critical positions. When we now get more capacity in HR, we will also consider whether we should introduce IT-support for our processes for talent development and succession planning as well,” ends HR Director Kai Lohre.

Performance Dialogue in Storebrand Assessment-/planning in December – January Includes topics such as compliance in behavioral principles, assessment of performance, goals for the next period, personal development, job description, job satisfaction and leadership. Mid-Year Review Status review and adjustments .

Facts on Storebrand Storebrand Group is, with its 2,200 employees, a leading player in the Nordic market for pensions, life and health insurance, banking and asset management. The Group's activities are carried out through four main business areas: • Life insurance • P&C insurance • Asset management • Banking Storebrand offers a coprehensive range of products to individuals, businesses, municipalities and public antities.