IntermediateLEADERSHIP
Tell me about a time you led a cross-functional HR initiative (e.g., performance management redesign, engagement turnaround, or culture change) across multiple teams or locations. How did you align different stakeholders, secure buy-in, manage resistance, and ensure disciplined execution against milestones?
senior hrbp
General

Sample Answer

In my last role, I led a global overhaul of our performance management process across 6 countries and about 1,200 employees. Engagement survey data showed only 38% felt reviews were fair or useful. I started by building a coalition: I pulled in two BU heads, a high-credibility line manager group, and HR co-leads from each region, and we co-designed a simpler quarterly check-in model with a stronger coaching focus. To get buy-in, I piloted with our sales and product teams first, shared early data (manager satisfaction up 30 points, completion time down 40%), and had those leaders present the results to the broader ELT. Resistance mainly came from long-tenured managers, so we ran targeted training and provided scripts and templates. I ran the project like a product launch, with a clear roadmap, fortnightly check-ins, and dashboards. Within a year, on-time review completion hit 96% and perceived fairness rose to 71%.

Keywords

Global performance management redesign across 6 countries and 1,200 employeesBuilt a cross-functional design coalition and piloted with two business unitsUsed data and leader voices to secure buy-in and reduce resistanceDisciplined project governance led to 96% completion and major fairness gains