1) Performance Consultants partnered with Mastercard to launch a coaching initiative called "Coaching for Impact" to improve employee engagement. 2) They examined employee survey feedback and identified that managers needed to develop coaching skills to empower and engage employees. 3) The initiative trained over 1,500 people managers globally to incorporate coaching behaviors into their management styles and provide meaningful performance feedback.

1. A Presentation on Mastercard
by
M. Anitha Jesinth
II MBA

2. Mastercard
MasterCard is a multinational financial
services corporation employing
approximately 6,700 people. The company
has an annual turnover of approximately
USD 7 billion.

3. The Goal for training
O To take coaching in MasterCard to the
next level, create a performance feedback
culture and deliver an improvement in
performance and employee engagement.

4. The Challenge
O In order to support the new business remit of
“competing to win”, managers and leaders
needed fully to incorporate coaching skills and
behaviours into their management style.
O Performance feedback is critical to improving
performance and employee engagement.
O In 2011, MasterCard approached
Performance Consultants to partner with them
to launch a new coaching initiative, Coaching
for Impact.

5. Needs and Objectives
O The Learning & Development team
identified that in the existing business
environment this required leaders to
develop empowered, engaged and
energized employees who would take
ownership to create solutions in the face
of current challenges.
O Their main objective was to improve
employee engagement and they would
measure this using the annual Employee
Engagement Survey.

6. Erich Fromm, Life Between
Having and Being says
O“it is only when a person is
engaged, or interested in what they
are doing, that they can begin to
fulfill their potential. Focusing on
transformational rather than
transactional coaching, our
experiential programmes show
managers and leaders how to grow
people, performance and purpose.”

7. Also he says
O “A person is happy only when he is
interested in what he is doing; only
then does he feel that the power of his
own being is confirmed; only then can
he express that power; only then is he
not isolated; and only then does he
feel connected with the world and not
powerless. He can love things, he can
love his work and he can love people.”

8. I) Performance Consultants’
Approach
Creating a Performance Feedback Culture to Improve Engagement
1) The company started with a thorough examination
of the needs. Employee Engagement Surveys
have become the ultimate test for how
organizations are inspiring and engaging their
people.
2) Questionnaires commonly include 50–75 rating
questions and a handful of open questions so that
employee opinions can be captured.
3) The surveys cover a broad range of topics
including Feedback, Teamwork, Communication,
Opportunities for Growth, Work/Life Balance,
Fairness, Respect for Management, Respect for
Employees, Performance & Accountability and
Personal Expression/Diversity.

9. II) Coaching for Impact
1) With MasterCard, the company tailored a
coach training programme called Coaching for
Impact that addressed each of these topics.
2) A key area for development was feedback. In
an Employee Engagement Survey, rating
questions asked about feedback could be:
O I receive feedback that helps me improve my
performance.
O I have an opportunity to participate in the goal
setting process.

10. Cont…
3) Equipped managers with the practical ability to
score highly in response to such questions.
4) Once managers and leaders incorporate coaching
skills and behaviours into their management
style, they have the critical skills needed to
create engagement.
5) The method of delivery of such a programme is
also important. In line with the winning formula
that we have developed over 30 years, the
programme is high-energy, interactive and, above
all, practical.

11. Global Delivery
O After an initial pilot, we trained 42 internal
trainers to deliver Coaching for Impact to
all 1,500 people managers globally. The
project spanned 15 countries in Europe,
US and Asia-Pacific and was supported
by local Performance Consultants team
members in each country. Getting the
skills out to all managers in a timely
manner was key to its success; all
managers went through the programme in
1 year.

12. Client Testimony and
Impact
O An Employee Engagement Survey was completed once all
the managers had gone through the training. It showed an
improvement across the board with a noticeable jump in the
area of feedback. Below, the client sponsor of the work,
Don K Carter, Vice President of Management Development,
Global Talent Development & Org Effectiveness of
MasterCard Worldwide (2011–2014), talks about the impact
of the programme and how it was recognized as a success
by senior management:
O “One of the key objectives of the programme was to
improve our Employee Engagement – we have seen
significant improvements and the programme is
recognized as a great success by our senior
management.”