- About The Myers-Briggs Company
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- Pension Insurance Corporation
- What do we expect from our managers and employees?
- What does ‘great’ look like?
- What does the organisation stand for?
- How do we ensure we continue to recruit top talent?
- How do we develop our people and manage their performance?
We worked with PIC for over a year to implement a range of solutions to address their needs.
Company values and competency framework
The first stage of the project was to develop values and capability frameworks which articulated:
- PIC’s culture
- The behaviours it expected from all employees
To ensure this was an inclusive process, all staff were invited to take part in focus groups to scope out the frameworks.
The result was a set of six values that captured what it means to work at PIC, and six clusters of expected capability behaviours. These frameworks then went on to underpin all the work we delivered.
Revised performance management process
We also embedded the new frameworks into their performance management process. PIC was keen to include behavioural (as well as technical) capability in their appraisals, which meant moving towards a performance management process that was more developmental and empowering. To achieve this The Myers-Briggs Company:
- Redesigned the appraisal forms to allow collection of behaviour-based observations and feedback. We also made them easier to use
- Adapted all role profiles to include the critical capability behaviours to be successful in each role
Delivered training workshops to all managers to ensure they had the skills and knowledge to:
- gather and evaluate behavioural information
- set stretching goals
- hold appraisal conversations that would be motivating and developmental
- Delivered training workshops for all employees to encourage them to take responsibility for setting their own development goals, and gather behavioural examples of great performance
Taking the organisation through this process proved more challenging than anyone expected. It raised many useful questions about how the organisation rewarded employees, viewed success and achieved fairness across teams. By allowing these questions to be asked, and by providing employees with answers, PIC created greater transparency and openness in its reward and performance appraisal processes.
Prior to this project, recruitment involved a semi-structured first interview followed by an in-depth technical interview. With the introduction of the capability framework there was clear scope to include behavioural assessment in the recruitment process. Working together with PIC, we:
- Designed a bank of capability-based interview questions for use with employees and managers. It has more than 60 questions, along with guidance notes and assessment criteria
- Designed and delivered capability-based interview training for all managers and HR professionals across the organisation
Both the values and capability frameworks really feel like PIC. They are used in everyday language and have really come to life across the organisation.
Kim Gozzett, Chief Operating Officer. PIC