The Laminex Group (Laminex) is the leading marketer, distributor, and manufacturer of premium decorative surfaces in Australia and New Zealand and has a portfolio of market-leading brands. The organization has a long history in the manufacturing sector, approximately 1,900 employees, and about $1 billion in annual turnover.
The Situation
Laminex was aiming for:
- A stronger human performance management focus to the business
- An increase in executive development, leadership training and overall accountability for results as the economy turned downward
We used a combination of the following:
- Senior leaders completing the High Performance Environmental Structure (HPES) diagnostic
- Individual performance plan design, i.e., all leaders to develop performance plans to: (1) Address individual performance and training measures in their own teams, (2) Increase accountability for outcomes among their direct reports
In the words of CEO David Worley:
“The HPES contribute[s] to my ability as a CEO to contribute to performance. Tension around performance is a good way of stimulating and containing performance. There is good communication and clarity between what is expected of the individual or the team. I don’t think without the HPES, I would see as many individuals hitting objectives.
The HPES helps the leaders implement change in a clear way. The common language in the approach is extremely helpful and we have adopted the language in our business. Without the HPES process, I would not have gotten as much out of my management training investments and team performance as I have over the past 12 months. The process has been very helpful and is a complement to how I am aligning my leadership team and not a distraction. The HPES principles, levers that can be pulled, and concepts are easily applicable to a corporate context.”
