Best Practices in Performance Management Transitions

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Performance management software is an on-demand SaaS system that lets an organization process and standardize appraisals of employees and managers. Ideally, it is an opportunity for managers to clarify employee work expectations, align set personal goals with corporate objectives, share constructive feedback, and identify and develop talent.

Succession planning and talent management depend on performance management. So, it contributes to continuous improvement, builds relationships, justifies compensation, and rewards employees. Finding affordable software solutions suitable to industry type and size presents some challenges in a market full of available products.

Reviewsnap – Best Practices at Penske Racing

A self-service, fully-automated performance management system, Reviewsnap has 1,200 customers worldwide. Intuitive, dependable, it provides SaaS solutions to improve your organization’s performance management.

A one stop source for performance appraisals, 360° feedbacks, and compensation tracking, Reviewsnap engages employees and management. It improves efficiency with communication and coaching, and seeks to align individual performance with team and organizational goals.

Penske Racing tried several products before opting for Reviewsnap. They found them difficult to use, and while they continued their legacy paperwork process creating more work and frustration all around.

Collaboration between teams from Penske and Reviewsnap decided to continue use of Penske’s existing review form. And, Reviewsnap would easily integrate with ADP, Penske’s employee portal and payroll system. Both issues enabled a seamless installation.

In addition, the new system generates reminders to managers, thus, saving time. More important, the software allows authorized users to see how managers are meeting their obligations.  As a result, employees are happy performance reviews are done on time and HR is happy to save hours on processing.

Skillrater – Best Practices at Becton Dickinson

The difference between Skillrater and other performance tools is that it is concise and provides specific feedback, less rating and it is based on positive dialogue and feed-forward – all of which reduce rater fatigue and increases respect for the employee.  This has enabled BD Early Career Experience employees to be more likely to give, receive, and request feedback on a more frequent basis.  This is the direction in which BD was moving as it offers an alternative to other, more traditional, 360-degree processes which are long and create a great deal of rater fatigue.

Using Skillrater has been an effective way for BD- ECE associates to reach out quickly to stakeholders and get feedback.  In addition, it provides me and other leaders with access to big data around the star performers and leaders whom we may need to position for specific project assignments in the future.

Appraisd – Best Practices at Charles Trywhitt

A global, multi-channel, clothing retailer, Charles Trywhitt needed to upgrade and update its systems for 400 employees. They were tired of what had become a useless system at odds with what they considered their entrepreneurial culture.

Appraisd gave them what they were looking for in two weeks. Customizable features let them build an approach that employees readily adopted. For example, Appraisd bunches reminders into one email to prompt manager response. Assessment results rate performers to help executive leadership strategize plans and actions.

The software initiates 360° feedback in a process customized with Charles Trywhitt. And, this effectively coaches and monitors line managers into better performance management. It even increases the frequency of reviews by posting objectives for a 15-minute monthly sit-down session between manager and employee.

SilkRoad – Best Practices at SIRVA®

The global reach of SIRVA® lets it relocate thousands of people annually. Holding mortgage companies through moving vans, SIRVA® has a surprisingly outdated performance management system. Because they move people, families, and belongings, they have to be flexible, agile, and innovative.

Team driven by a Six Sigma orientation, SIRVA® HR found itself fighting to satisfy and engage thousands of employees over scores of global locations. The could not keep up with scattered and frequently changing membership. Scheduling, meetings, reviews, and goal setting took too long, and they proved meaningless by the time they were finally completed. So frustrated, HR throughout its software and returned to manual processes until they could find an adequate solution.

SilkRoad gave their search team a cloud-based, scalable, and intuitive solution at a more than competitive price. SilkRoad would integrate data from all brands and locations and put it in one accessible place.

SIRVA® made a bit of a cultural move touting the transition as “Moving through SIRVA®,” and management could finally see all employees in one place. They could observe each employee’s talents and goals and assess how their performance was or was not taking them there. The process freed hours of administrative work on the part of individual managers and HR at headquarters. Employees have found added value in the user-friendly interface and in HR’s new agility and responsiveness

Louis Carter, MA is author of over 10 books on best practices in leadership and management including Change Champion’s Field Guide and Best Practices in Talent Management. He is one of the top advisors to C-level executives – helping them and their organizations achieve measurable results. Carter is the recipient of ELearning! Magazine’s Trailblazer Award, HR Tech Conference’s Top Products Award, and Leadership Excellence Magazine’s Best in Leadership Development for his work as Chairman and CEO of Best Practice Institute. He received his MA in Social/Organizational Psychology from Columbia University

Websites: http://www.louiscarter.com http://www.bestpracticeinstitute.org

 


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Louis Carter
Louis Carter founded Best Practice Institute in 2001 after completing one of the world's first studies on high impact leadership development with Warren Bennis. Since then, BPI has become one of the top associations for leadership and human resources development in the world. He has written 10 books on best practices and organizational leadership including Change Champions, which has been translated into 8 languages and the Best Practice book series published by Jossey Bass/John Wiley and Sons including Best Practices in Leadership Development and Organization Change. He is a highly regarded authority on learning, talent, leadership development and change.

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