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Calibrating Consistency
Merging Cultures
Consistency in performance ratings becomes particularly important following a merger or acquisition. "Following an acquisition, calibration is virtually mandatory because the two companies will have two different cultures and different expectations of performance," says Grote. "Get people with different backgrounds together to talk through those issues."
When Lawson Software merged with Intentia International in 2006, it grew from 1,400 employees in three countries to 4,000 employees in 30 countries. Calibration was essential to make sure managers were assessing performance consistently on a global basis, according to Kristin Trecker, SPHR, senior vice president of human resources in St. Paul, Minn. This was particularly true because Intentia had not done a lot of performance rating and its employees and managers had to get used to the ratings and what they mean.
"Much of the discussion focuses on those employees who are rated highly because those are really our top performers," says Trecker. "This process was a good way for each company's employees to get to know each other's talented employees." Lawson plans to introduce a calibration process for its senior-level people led by the chief executive officer and one or two other executives. The focus will be to identify key executives, discuss why those individuals deserve that designation and discuss their performance. For the company, this is an opportunity to make sure those employees are being rated appropriately and for senior managers to get to know those individuals and their work better and discuss development opportunities.