Porter Novelli, a global PR firm, aims to align its human resources management with business strategy through the implementation of Drotter's results-based leadership pipeline approach. The agency's 2004 strategic assessment identified the need for a more client-centric structure and improved performance management systems. The newly developed performance management system emphasizes measurable outcomes and continuous feedback to enhance organizational effectiveness.

1. PORTER NOVELLI

2. PORTER NOVELLI
GREG WALDRON
Introduction
Program Implementation
Performance Management System
Development
Evaluation

3. PORTER NOVELLI 1972
Jack Porter and Bill Novelli
Global PR, marketing and
communication firm(NEW YORK).
CEO Jillian Janaczek
Est. Employees 1.0-5.0K

4. Porter Novelli's
mission is to help
clients manage their
narratives and maintain
trust with stakeholders
through innovative and
strategic
communications.
MISSIO
N Porter Novelli's
vision is to
leverage smart
data and
authenticity to
drive
transformational
change and unlock
value for clients in
a fast-paced
cultural
landscape.
VISION

5. GREG WALDRON
 Porter Novelli’s Chief Talent Officer and partner.
 Leads the agency’s human resources, knowledge
development, and learning functions.

6. CASE STUDY
• Implementation of Drotter’s results-based Leadership
Pipeline approach.
• Aims to align: Human Resources
Management
Processes
Business Strategy

7. Drotter’s full performance definitions for each leadership level serve as
the "source code" for various HR applications, including
Source
Code
Selection
Talent
Manage
ment
Training
Planning
Performa
nce
Managem
ent
Training
Planning
Talent
Management
Performance
Management
Selection
SourceCode

8. “Leadership Pipeline Model”
Drotter’s results-based Leadership Pipeline
approach given by Ram Charan, Stephen
Drotter, and James Noel.
The model focuses on results-based
performance and systematic development to
ensure a steady flow of capable leaders who
achieve business goals.

9. Business Diagnosis And Assessment
• Strategic Assessment (2004)
Led by executives of Porter Novelli,to guide the next five
years. The vision focused on three key initiatives:
• Develop a more strategic and structured approach to
manage new clients.
New Client Account
Planning Approach
• Structure, process & culture to prioritise the needs and
satisfaction of clients.
A Client-Centric
Structure
• Collaboration and Coordination among globally
dispersed offices to better serve multinational clients.
Emphasis on
Multinational Clients

10. Strategic Needs & Employee Engagement
• Firm hired a Chief Talent Officer.
• CTO emphasized the needs & present the “four
entitlements of all employees”
What
specifically
do you
expect of
me?
How will
you define
success
(and
measure
me)?
What’s in it
for me if I
deliver the
results you
expect?
Will you provide
me the resource
I need/eliminate
the barriers I
face to achieve
these results?

11. Current Challenges
The firm’s existing performance management system
was complex and ineffective, lacking a leadership
competency model and alignment across HR processes.
The CTO identified gaps in performance management,
selection, and training, and proposed using Stephen
Drotter’s Leadership Pipeline to address these issues.

12. Management Interviews
• Summarize discussions:
i. Better alignment of HR processes with business
strategy.
ii. Increased collaboration across offices.
iii.Clearer role expectations and performance
definitions.
iv.Stronger links between performance and
rewards.

13. Vision 2004 Outputs
1. New client account planning method.
2. Management training in this methodology.
3. Focus on acquiring and growing large, complex client
relationships.
4. Interdependent operations across the global network.
5. Project management structure for initiatives and
implementation.

14. Business Results & Climate Measurement
• The strategic vision assumed strong business
growth over the planning period.
• The company conducted a biannual staff climate
survey assessed thirteen dimensions crucial to
organizational health and performance:

15. 13 Dimensions
Long Term
Focus
Implementation of
survey results
Morale &
Loyalty
Communication
Empowermen
t
Team work
Learning
Orientation
Organizational
Culture
Strategic
Planning
Leadership
Stake in the
outcome
Quality
Client
Satisfaction

16. Feedback and Recommendations
 Align HR processes with the business strategy.
 Define roles and performance expectations.
 Revise performance management systems to
support.
 Improve selection practices.
Align training programs with the company’s career
structure and priorities.

17. Program Design Considerations
Focus on work, role, and organization analysis before HR
applications.
 Use work results instead of competencies for performance
management.
 Address vertical distribution of work in the organization.
 Define management and leadership results as measurable
outcomes.
Ensure flexibility and relevance of the Leadership Pipeline
model for a professional services firm.
The Leadership Pipeline model isn't limited to big companies.

18. PROGRAM IMPLEMENTATION
•The re-introduction of the performance
management system .
•Aimed to address several key issues with the
existing competency-based approach.
•"Results Based Performance Planning and
Appraisal" system.

19. Key Design Considerations
• The new system must meet the following requirements:
Alignment with
Leadership
Pipeline
Principles
Specificity & Flexibility
Ease to Understanding &
Use

20. Chosen Approach
Manages Self
• Adm support, J. ind & S. ind professionals
Manager of Others
• Supervisors Managers & Managers

21. Rating Scale
Exceptional
Performance
Full Performance
Less Than Full
Performance

22. Conclusion
The new Results Based Performance
Planning and Appraisal system
successfully addressed.
Continuous feedback and updates.