Client: Canadian Institutes of Health Research
Solution: Change and Transition
The need for engagement: Gathering support for change
A new job evaluation and compensation system introduced by the Canadian Institute of Health Research (CIHR) marked a significant change for the organization—especially in its performance management process tied to incentive pay. The system was designed to strengthen equity within the organization: its success depended on the buy-in of employees and managers—and on the ability of managers to oversee the annual performance management cycle.
Shaping the solution: Transition management and support
Intersol helped CIHR’s project director, project sponsor and steering committee implement effective change management activities. Among our many roles, we planned communications activities—creating, reviewing and editing communications documents; planned and facilitated consultation and information meetings and workshops; designed and delivered performance management training; and familiarized CIHR’s own trainers with the program.
Assessing the outcomes: An engaged team
Engaging employees in the transition process was key to the success of the first annual performance cycle. Most managers and employees participated in training sessions, employees were active participants in writing their year-end performance reports, and managers completed and submitted performance documentation on time. A peer review process for performance ratings ensured consistency across the organization.
