This case study outlines how Let’s Talk Talent partnered with a global technology and telecommunications organisation to completely redesign a performance management approach that was failing to drive business results . The existing system had become a “tick-box” compliance exercise where mediocrity was tolerated, goals were set annually and rarely reviewed, and managers treated the process as an administrative task rather than a leadership responsibility . Additionally, the previous model focused only on outcomes, ignoring the “how” of performance, which meant organisational values were not embedded in evaluations .

To solve this, the consultancy conducted comprehensive research, including stakeholder interviews and benchmarking, to design a framework built on four key elements: clear expectations and goals, ongoing performance conversations, proactive management of under-performance, and the fair use of performance ratings . The new approach transformed the annual cycle into a continuous rhythm of quarterly check-ins and integrated organisational behaviours into the evaluation framework with equal weight to business results .

The implementation strategy was designed to be sustainable, featuring a two-phase pilot programme and a multi-year roadmap that acknowledged the time required for genuine cultural transformation . The outcome was a holistic framework that established a shared definition of a “high performance culture,” enhanced the rating scale for better differentiation, and balanced global consistency with local flexibility . By basing the design on evidence and being realistic about change timescales, the project successfully shifted the organisation from tolerating mediocrity to driving high performance .