Case study · PMS and KRA/KPI systems
Making Performance Management Work at Scale
The intervention established a performance management system and helped managers and employees connect role-specific goals with business priorities.
Reference case · Illustrative figuresThe impact
Employees understood their measures and managers gained confidence
These reference measures show the movement from the starting condition to the outcome the intervention was designed to strengthen.
The figures are illustrative reference values from the Impact in Action portfolio; they are not independently verified client results.
- Employees
- 650
- Department heads
- 12
- Focus
- System design and adoption
The change in numbers
Before and after.
Each indicator has its own scale and unit.
Changes are shown in plain language.
Understanding of the system increased by 37 percentage points.
Higher is betterManager confidence increased by 29 percentage points.
Higher is betterThe share able to explain their own measures increased by 35 percentage points.
Higher is betterThe quality-audit pass rate increased by 38 percentage points.
Higher is betterThe figures are illustrative reference values from the Impact in Action portfolio; they are not independently verified client results.
How to read these figures
The charts retain the portfolio's adoption and quality indicators. They do not imply revenue growth or financial ROI. The source does not give a total intervention duration, so none has been added.
The organisation needed a system people could use at review time
A new performance management system had to serve 650 employees across different job families and levels. It also needed to support year-end performance decisions. A common process was useful, but common paperwork alone would not explain what good performance meant in a particular role.
Understanding and ownership mattered as much as the framework
The reference starting indicators showed PMS understanding at 47%, manager confidence at 52% and the share able to explain their own KPIs at 49%. These figures pointed to a practical risk: the process could be completed administratively without becoming useful in management conversations.
Business priorities, role measures and manager conversations were brought into one performance rhythm
The intervention brought together a business-priority cascade, role-wise KRA and KPI design, manager enablement and employee orientation. Twelve heads of department were part of the scope. Practical alignment sessions gave functions a way to discuss how their responsibilities contributed to the wider result.
- 01
Translate priorities
Connect business outcomes to department and role responsibilities.
- 02
Build the system
Design KRAs, KPIs and the performance-review approach.
- 03
Enable adoption
Orient employees, support managers and reinforce use through practical alignment.
Employees understood their measures and managers gained confidence
The reference PMS-understanding indicator increased from 47% to 84%, while manager confidence rose from 52% to 81%. The share of employees able to explain their own KPIs moved from 49% to 84%. These measures describe adoption, rather than a direct measure of productivity or financial return.