This major Los Angeles City Department wanted to design a flexible performance plan that coupled individual goals with organization goals. The unions opposed any type of performance evaluation system. The HR department wanted the system to be primarily used for justifying discipline.
Designing a relevant personnel evaluation system that people actually use and that unions will support is difficult. Furthermore, many different legitimate interests want very different outcomes. Some want the work performance plan to be developmental, others want it tied to compensation yet others want it to be the basis of disciplinary and termination actions. The key issue was to devise a plan that would meet common needs.
Taylor-Nelson gained the trust of the union and management and then did extensive team building between managers and employee representatives. They facilitated system design meetings over a six-month period finally reaching consensus on a tough, virtual performance contracting system supported by both unions and management.