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The findings from e-reward's research programme are published in a series of research reports, launched in June 2002 - a collection of case studies, surveys and toolkits on contemporary reward issues.

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Managing performance: Case studies of CEMEX UK and DHL

E-reward has undertaken an in-depth, case-history research project, covering five very different organisations, on every aspect of performance management to find out more about its application in today's organisations. Our research is published in three parts. Here in the concluding part we feature case studies of CEMEX UK and DHL.

CEMEX UK

Employee nos. (UK): 4,000.

Business activities: Global building solutions company and leading supplier of cement, ready-mixed concrete and aggregates. In the UK, CEMEX also provides asphalt, roof tiles, concrete block solutions and railway sleepers.

Location: UK supply network with over 500 locations.

DHL

Employee nos.: Staff worldwide, with the EMEA region of DHL Exel Supply Chain (DESC) comprising around 90,000, of which 45,000 come under the geographical remit of Mainland Europe – the focus of this case study.

Business activities: A subsidiary of Deutsche Post World Net (DPWN), DHL is a global market leader in the international express and logistics industry. The DPWN logistics group generated revenues of more than €63 billion in 2007 and its international network links more than 220 countries and territories worldwide with expertise in express, air and ocean freight, overland transport, contract logistics solutions as well as international mail services.

Location: Worldwide, with the UK head office in Milton Keynes.


REPORT CONTENTS

INTRODUCTION

CASE STUDY 1: CEMEX UK

  • Initial aims

  • The annual cycle

  • Objective setting

  • Mid-year and final review

  • 360-degree appraisal

  • Online tool

  • Consistency and effectiveness monitoring

  • Bonus scheme

  • Non-performers

  • Training

  • Guidance on feedback

  • Lessons learnt

  • A final word

CASE STUDY 2: DHL

  • Setting the tone for the year

  • Performance management tools

  • The annual face-to-face meeting

  • Development objectives

  • Competencies

  • Integrating the new competency model

  • Where competencies fit in

  • Progress meetings

  • Performance measurement/scoring

  • Succession planning

  • Consistency

  • Challenges and the future

  • A final word

DOCUMENTS

  • Document 1: DHL – The new logistics model competencies

  • Document 2: DHL – Behavioural differences by management levels for business acumen competency

LIST OF BOXES

  • Box 1.1: Where performance management fits in at CEMEX

  • Box 1.2: The performance management system at CEMEX

  • Box 2.1: DHL’s annual performance management cycle

  • Box 2.2: DHL’s performance management cycle and the tools used to capture information and support the process

Issue - 62

Pages - 20

Type - Case Study

Date - 23/01/2009

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