As the company scaled, Oyster sought to implement objective, transparent performance management and career development practices. An exhaustive, dissatisfying search for solutions left them with no options that aligned with their mission—until they found Pando. When Oyster started partnering with Pando, Chief Workplace Officer Mark Frein had a simple reason why—it was the only solution that fully supported the company’s philosophy of transparency and equitability of rewards.

Challenge: Ad hoc performance management did not align with Oyster’s mission or support
talent needs.
Prior to partnering with Pando, Oyster did not have a leveling structure or a means to evaluate staff against role-specific competencies. Frein noted that performance management was ad hoc. This lack of structure meant it was possible for bias to creep in and made it harder to maintain trust.

Recognizing these issues, leadership wanted a platform that could solve these challenges going into the review cycle. Talent had clearly demonstrated a strong interest in more robust career development. Thus, Pando was adopted as the solution that could accelerate business outcomes and mitigate risk.