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The Challenge:

LBS was invited to meet with the bank president and Southeast Area Executive of a national commercial bank. The bank sought support to implement uniform best practices in performance management. The request included tailored formatting, questions, and training. When the LBS team dug deep into their motivations for this, we discovered that they had a lack of engagement at the core of their performance woes. The solution was not to improve performance management processes or conversations, per se. However, the need was to improve the level of engagement on their various teams.

The Solution:

LBS deployed a deep-dive assessment to uncover the levels of engagement within the organization. The findings showed a number of areas for improvement with a few areas that could be amplified.
LBS briefed the project sponsors. The presentation included a full explanation of our Employee engagement model and how we measure and understand it. Recommendations were made. Due to a limited budget, full training recommendation was not viable. To work within budget, LBS identified teams with the lowest levels of engagement among two engagement vantage points – engagement with peers and engagement with managers. These groups participated in a workshop which was specially constructed to build a bond with each other. It further provided the opportunity for them to take ownership of their own engagement and that of those around them.

The Outcome: