Setting the standard for performance management in Aldermore Bank

The client was a new start up bank targeted at the SME market with a niche product offering. It has grown through the acquisition of a number of regional invoice discounting businesses all with different PM policies and practices and has built from new asset finance, commercial and residential mortgages and savings product lines for their client base.

They needed to implement a standard and consistent approach to PM building on existing good practice and introducing best practice approached and upskilling managers to deliver within a limited budget. The business is spread across 8 regional sites and 2 HO sites.

There was a strong resistance to PM within some of the acquired businesses due to previous poor experiences/practice so employee engagement was essential.  A staff engagement survey had highlighted a number of key issues which included line manager capability, a failure to address under performance, a lack of consistency leading to distrust of management especially at a senior level and no perceived value of the process and development and learning aspect of PM plans.

Within an 8 week period, the design work had been completed and signed off by Exco which included a behavioural framework, support materials, new PM plans and training courses for staff and managers.

150 managers attended a one-day Introduction to PM workshop and 350 staff attended half day briefings which included a video message from the CEO. As a result of feedback managers subsequently attended a 1 day follow up workshop to develop feedback skills, a consistent approach to differentiating performance, calibration and upskilling on how to deal with difficult performance conversations.

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Last updated: 10 Jan 2019