Brand & Business Consultancy
RWE Innogy successfully aligned its workforce around a customer-first mission through an enhanced, interactive performance management approach.
Background
RWE Innogy, a leading energy company, recognized that while its employees were aligned with the company’s mission of prioritizing customers, many of their aims and objectives did not meet the actual needs of those clients.
With more than 7,000 employees nationwide, RWE realized that they needed to adjust their approach to better serve their customers. To facilitate this change, they hired 3WH to review and redesign their performance management processes, ensuring that the key goals of the strategy were driven by customer needs.
With more than 7,000 employees nationwide, RWE realized that they needed to adjust their approach to better serve their customers. To facilitate this change, they hired 3WH to review and redesign their performance management processes, ensuring that the key goals of the strategy were driven by customer needs.
Problem
RWE Innogy had a strong vision and goals; however, many employees across various departments were not fully engaged in the performance management process. Best practices were applied inconsistently, and several departments struggled to align their efforts with the company’s customer-first strategy. RWE needed to revamp its performance tracking system to involve all staff members and establish a consistent, customer-focused approach.
Solution
Over the course of six months, 3WH and RWE collaborated to review their existing procedures. They engaged employees from across the country through forums and focus groups to gather insights on best practices and challenges. This effective collaboration allowed them to share effective strategies and gain valuable information across various departments.
As a result, a new standardized approach was developed, which included training materials, manuals, and resources to facilitate staff onboarding and the implementation of the revised performance management process. Additionally, an interactive roadshow was created to provide employees with an engaging and hands-on learning experience. Teams participated in exhibits featuring challenges, soundbites focused on customer experience, and goal-setting exercises centered on customer priorities.
As a result, a new standardized approach was developed, which included training materials, manuals, and resources to facilitate staff onboarding and the implementation of the revised performance management process. Additionally, an interactive roadshow was created to provide employees with an engaging and hands-on learning experience. Teams participated in exhibits featuring challenges, soundbites focused on customer experience, and goal-setting exercises centered on customer priorities.
Outcome
The new performance management process was implemented smoothly, leading to a more cohesive approach across RWE Innogy. Customer-focused objectives were prioritized, resulting in increased staff engagement. The roadshow ensured that employees understood their role in achieving the company’s goals, fostering a sense of enthusiasm. This program aligned the company’s objectives with customer needs and strengthened a consistent success culture throughout the entire organization.