Aligning Performance Management Across Countries At Different Stages
13 March, 2019
In my role as Technology Executive I have to manage 3 different development centres across Europe (Rumania, Spain, Germany). All of them with a different mentality and company background. Spain and Germany were relatively new sites (<2 years old), whereas in Romania we have people which are with us for almost 20 years. So how to align performance figures, when those sites have so little in common?
Performance Management is not only a driving vehicle to ensure your strategic goals will make it to the market. There is also a strong human aspect associated, as most employees will see it as THE method to evaluate their value for the company. To tackle that sensitive topic, I have created my personal agenda for those sites. Those included skill development, focus areas for the upcoming 12 months AND a collaboration component. Each development lead had one major development project, which required support from a peer from another site. As you can imagine, the presentation leads to a lot of resistance and arguments on why this is not possible. In order to take all arguments seriously I had both individual sessions and joint sessions (one peer from each site, which are supposed to work together). It was super important to stick in those talks solely on facts. It turned out that after several sessions and follow up discussions we had a unified goal set for the entire company which included collaborative tasks and shared KPIs.
This is a good example of turning an obstacle into an opportunity. What seems to be a problem upfront - aligning goals across several sites, turned out to be a good vehicle to foster collaboration. It is important that mutual agreements and transparency key to get that concept also working in reality. If you are facing the same issues in your organisation, please feel free and reach out to me.
Sameer Kalburgi, VP of Engineering at Fieldwire, debunks the hidden meaning behind the recurring requests for transparency and shares how he managed to enhance collaboration with other stakeholders by drawing his team’s boundaries clearly.
VP of Engineering at Fieldwire
Raghavendra Iyer, Head of Engineering at ReachStack, explains how he envisioned a new product and engineering stack that he was trying to roll out for a yet-unknown problem.
Head of Engineering at ReachStack
Matt Pillar, VP of Engineering at OneSignal, shares how he improved the reliability of high scale systems by securing investment in infrastructure and on-call services.
VP Engineering at OneSignal
Jackson Dowell, Engineering Manager at Asana, discusses how he approached legacy service migration by stabilizing the existing stack and getting Engineering and Operations to work together to address the underlying problems.
Engineering Manager at Asana
Jackson Dowell, Engineering Manager at Asana, explains how he moved his project forward by coming up with a clear model of the system and problem that provided guidance to the team and helped communicate their efforts outward.
Engineering Manager at Asana
You're a great engineer.
Become a great engineering leader.
Plato (platohq.com) is the world's biggest mentorship platform for engineering managers & product managers. We've curated a community of mentors who are the tech industry's best engineering & product leaders from companies like Facebook, Lyft, Slack, Airbnb, Gusto, and more.