Coor considers having a high-motivation employee index as a key driver for the entire organisation rather than something exclusively of value to HR. Employee performance and engagement are both essential to the business’s overall success, making HR a key part of organisational strategy.
For over 20 years, Coor has managed and developed service functions in offices, production facilities and properties. Their focus on people faces both outwards to customers and inwards to employees, with the performance of their 11,000 employees vital to their success.
“We work with people matters,” says Anders Asplund, Senior Vice President of HR, “which is something that’s of interest and value to our entire company. We don’t have a product and we don’t conduct research, so it’s the people who are our most important assets. We’re a people-to-people business.”
In 2016, Coor implemented CatalystOne’s performance management solution to track and evaluate employee performance alongside other systems and solutions in different countries. Using this tool, Coor’s managers are measured by the same criteria throughout the entire organisation.
“It’s vital for us to know how to grow while maintaining our core values, culture and being cost-efficient,” says Caroline Pettersson, Head of People Performance. “By having the information regarding our resources digitalised, it becomes easy to find, analyse and use data. This then creates a basis for decision making and strategic corporate development.”
By digitalising leadership evaluation in particular, HR and executive management have access to documentation and can track progression over time. They are able to see the effects of various leadership improvement initiatives and other valuable data that they can follow and act on strategically.
“Our HR department – and the company in general – is now digital to a good extent. We can see the benefits of expanding our use of digital tools and aspire to do so,” says Espen.
The digitalisation of performance management at Coor has had a significantly positive effect on the three identified key focus areas: Potential, Performance, and Succession.
“We started 20 years ago with seven people and today we are 11,000 and growing,” says Caroline. “That means we need to be as cost-efficient and effective as we can, which simply isn’t possible without digital tools. Culture and communication go hand in hand, and because of the nature of our business, we are dependent on good channels for transparency and communication.”
Coor needed to keep track of employee progression and evaluate leadership so that they could implement effective initiatives to improve management performance.
With Continuous Performance from CatalystOne, Coor is able to track employee progression over time, allowing them to identify trends that they can follow and act on strategically.
"Our managers are measured by the same criteria throughout our entire organisation. The system gives us easy access to valuable data that we can act on and follow over time."
“We started 20 years ago with seven people and today we are 11,000 and growing,” says Caroline Pettersson, Head of People Performance. “That means we need to be as cost-efficient and effective as we can, which simply isn’t possible without digital tools.”
Join 100+ other Nordic organizations (500-10,000 employees) that are already handling their HR with the CatalystOne HR software suite.
“Culture and communication go hand in hand, and because of the nature of our business, we are dependent on good channels for transparency and communication.”
– Caroline Pettersson, Head of People Performance
The future of Performance Management is here - and we call it Continuous Performance Management. It is a revolutionary model which is based around recursive processes and quick and easy feedback between all employees.
We have created a simple and easy module that supports the new Continuous Performance Management model. Read more about it on our solution page.
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