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Reinventing Performance Management

• Marcus Buckingham
• Ashley Goodall

Like many other companies, Deloitte realized that its system for evaluating the work of employees—and then training them, promoting them, and paying them accordingly—was increasingly out of step with its objectives. It searched for something nimbler, real-time, and more individualized—something squarely focused on fueling performance in the future rather than assessing it in the past. The new system will have no cascading objectives, no once-a-year reviews, and no 360-degree-feedback tools. Its hallmarks are speed, agility, one-size-fits-one, and constant learning, all underpinned by a new way of collecting reliable performance data.

To arrive at this design, Deloitte drew on three pieces of evidence: a simple counting of hours, a review of research in the science of ratings, and a carefully controlled study of its own organization. It discovered that the organization was spending close to 2 million hours a year on performance management, and that “idiosyncratic rater effects” led to ratings that revealed more about team leaders than about the people they were rating. From an empirical study of its own high-performing teams, the company learned that three items correlated best with high performance for a team: “My coworkers are committed to doing quality work,” “The mission of our company inspires me,” and “I have the chance to use my strengths every day.” Of these, the third was the most powerful across the organization.

With all this evidence in hand, the company set about designing a radical new performance management system, which the authors describe in this article.

HBR Reprint R1504B

How one company is rethinking peer feedback and the annual review, and trying to design a system to fuel improvement

Idea in Brief

The problem.

Not just employees but their managers and even HR departments are by now questioning the conventional wisdom of performance management, including its common reliance on cascading objectives, backward-looking assessments, once-a-year rankings and reviews, and 360-degree-feedback tools.

Some companies have ditched the rankings and even annual reviews, but they haven’t found better solutions. Deloitte resolved to design a system that would fairly recognize varying performance, have a clear view into performance anytime, and boost performance in the future.

The Solution

Deloitte’s new approach separates compensation decisions from day-to-day performance management, produces better insight through quarterly or per-project “performance snapshots,” and relies on weekly check-ins with managers to keep performance on course.

At Deloitte we’re redesigning our performance management system. This may not surprise you. Like many other companies, we realize that our current process for evaluating the work of our people—and then training them, promoting them, and paying them accordingly—is increasingly out of step with our objectives.

• Marcus Buckingham is a researcher of high performance at work, co-creator of StrengthsFinder and StandOut, and a coauthor of Nine Lies About Work: A Freethinking Leader’s Guide to the Real World (Harvard Business Review Press). His most recent book is Love + Work: How to Find What You Love, Love What You Do, and Do It for the Rest of Your Life (Harvard Business Review Press).
• Ashley Goodall is the senior vice president of leadership and team intelligence at Cisco Systems and a coauthor of  Nine Lies About Work: A Freethinking Leader’s Guide to the Real World (Harvard Business Review Press).

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Performance Management Case Studies: Revolutionaries and Trail Blazers

Five com­pa­nies that have led the way in set­ting new per­for­mance man­age­ment trends

Note: This blog post was updat­ed in July 2019 for accuracy.

Per­for­mance man­age­ment is an ever-evolv­ing field. The more we learn, the bet­ter we can adapt our per­for­mance man­age­ment sys­tems to make our com­pa­nies health­i­er, more moti­va­tion­al places to work. This is why it is so impor­tant to keep up with the lat­est per­for­mance man­age­ment trends . Com­pa­nies who fall behind lose out to their com­peti­tors. They also run the risk of los­ing their best per­form­ers along the way.

Since 2012 , com­pa­nies all over the world have been mov­ing away from old-fash­ioned annu­al appraisals and towards con­tin­u­ous per­for­mance man­age­ment . More than ever before, human resources exec­u­tives and line man­agers alike under­stand the human need for reg­u­lar feed­back, effec­tive coach­ing and human interaction.

A num­ber of rev­o­lu­tion­ary com­pa­nies have led the way in dra­mat­ic changes to how organ­i­sa­tions — both For­tune 500 multi­na­tion­als and SMEs — con­duct their per­for­mance reviews and moti­vate their employ­ees. In their wake, com­pa­nies the world over are adapt­ing their per­for­mance man­age­ment prac­tices and read­just­ing their once-fir­m­­ly held beliefs regard­ing per­for­mance rat­ings and annu­al per­for­mance appraisals. Here at Clear Review, we have helped over 200 organ­i­sa­tions effort­less­ly shift away from tra­di­tion­al annu­al appraisals.

Below, we have col­lat­ed five notable per­for­mance man­age­ment case stud­ies. These organ­i­sa­tions have shak­en up their exist­ing process­es and have reaped sig­nif­i­cant ben­e­fits in terms of pro­duc­tiv­i­ty, employ­ee engage­ment, morale and performance.

1 . Adobe Intro­duced Con­tin­u­ous per­for­mance Man­age­ment in Place of Per­for­mance Appraisals

Adobe was the fore­run­ner of change when they aban­doned annu­al per­for­mance appraisals back in 2012 . They felt that while they were forg­ing ahead and evolv­ing as a com­pa­ny, their per­for­mance man­age­ment sys­tem was archa­ic and inef­fec­tive. It was a waste of time and had, ulti­mate­ly become a box-tick­ing exer­cise. Adobe esti­mat­ed annu­al appraisals con­sumed 80 , 000 man­age­ment hours each year . This was the equiv­a­lent of near­ly forty full-time employ­ees work­ing year-round. Clear­ly, a change was needed.

Adobe replaced annu­al appraisals with reg­u­lar one-on-one check-ins , sup­port­ed by fre­quent feed­back  — both pos­i­tive and con­struc­tive. There are no per­for­mance rat­ings or rank­ings and they allow dif­fer­ent parts of the organ­i­sa­tion to deter­mine how fre­quent­ly they should hold check-in con­ver­sa­tions, based on their work cycles. Now that forced rank­ing has been abol­ished, employ­ees at Adobe are assessed based on how well they meet their goals . Man­agers are also trained on the nuances of giv­ing and receiv­ing feedback.

The result has been a marked increase in employ­ee engage­ment, with vol­un­tary turnover decreas­ing by 30 % since check-ins were intro­duced. This makes Adobe a per­for­mance man­age­ment case study we should all be aware of.

Take a Tour of Our Con­tin­u­ous Per­for­mance Man­age­ment Soft­ware .

2 . Deloitte Saved 2  Mil­lion Work­ing Hours per Year with Week­ly Employ­ee Check-Ins

In 2015 , Deloitte was the first big name to announce it was scrap­ping once-a-year per­for­mance reviews, 360 -degree feed­back and objec­tive cas­cad­ing. This change occurred after the com­pa­ny cal­cu­lat­ed these process­es were con­sum­ing a remark­able two mil­lion hours a year across the organisation.

Deloitte’s new per­for­mance man­age­ment process requires every team leader to check in with each team mem­ber once a week to dis­cuss near-term SMART goals and pri­or­i­ties, com­ment on recent work and pro­vide coach­ing. The check-ins are ini­ti­at­ed by the team mem­bers, rather than the team lead­ers to ensure these check-ins take place fre­quent­ly. This also serves to give employ­ees a sense of own­er­ship over their work, role and time.

These week­ly employ­ee check-ins are sup­port­ed by quar­ter­ly reviews when team lead­ers are asked to respond to four future-focused state­ments about each team mem­ber. Rather than ask­ing team lead­ers what they think of the team mem­ber — which is what tra­di­tion­al per­for­mance rat­ings do — they ask what the team leader would do with the team member.

3 . Gen­er­al Elec­tric ( GE ) Put an End to​Forced Rank­ing per­for­mance Management

Under the reign of its for­mer CEO , Jack Welsh, Gen­er­al Elec­tric was the most well-known pro­po­nent of annu­al per­for­mance rat­ings and forced dis­tri­b­u­tion curves. 

For decades, GE oper­at­ed a ​ “ rank and yank ” sys­tem, where­by employ­ees were appraised and rat­ed once a year. After­wards, the bot­tom 10 % were fired. Not exact­ly a recipe for employ­ee engage­ment! Such an envi­ron­ment is a breed­ing ground for unhealthy com­pe­ti­tion, reduced team­work and employ­ee burnout.

In 2015 , under CEO Jeff Immelt, GE announced it was replac­ing this approach with fre­quent feed­back and reg­u­lar con­ver­sa­tions called​” touch­points ” to review progress against agreed near-term goals. This new approach was sup­port­ed by an online and mobile app, sim­i­lar to our own Clear Review per­for­mance man­age­ment tool , which enables employ­ees to cap­ture progress against their goals, give their peers feed­back and also request feedback.

Man­agers will still have an annu­al sum­ma­ry with employ­ees, look­ing back at the year and set­ting goals. But this con­ver­sa­tion is more about stand­ing back and dis­cussing achieve­ments and learn­ings, and much less fraught than annu­al reviews.

4 . Accen­ture Aban­doned Rat­ings for per­for­mance Development

As of Sep­tem­ber 2015 , Accen­ture, one of the largest com­pa­nies in the world, dis­band­ed its for­mer rank­ing and once-a-year eval­u­a­tion process . Like GE , Accen­ture has decid­ed to put fre­quent feed­back and con­ver­sa­tions at the heart of its new process and focus on per­for­mance devel­op­ment, rather than per­for­mance rating.

As Accenture’s CEO , Pierre Nan­terme, stat­ed at the time ​ “ It’s huge, we’re going to get rid of prob­a­bly 90 per cent of what we did in the past.”

As Ellyn Shook, Chief HR Offi­cer at Accen­ture , stat­ed:​“Rather than tak­ing a ret­ro­spec­tive view, our peo­ple will engage in future-focused con­ver­sa­tions about their aspi­ra­tions, lead­ing to actions to help them grow and progress their careers.”

5 . Cargill Intro­duced Coach­ing Con­ver­sa­tions in Place of Annu­al Appraisals

Like Adobe, Cargill, the US food pro­duc­er and dis­trib­u­tor, start­ed to trans­form its tra­di­tion­al per­for­mance man­age­ment process­es back in 2012 , when it intro­duced ​ “ Every­day Per­for­mance Man­age­ment ”.

Cargill removed per­for­mance rat­ings and annu­al review forms and instead focused on man­agers hav­ing fre­quent, on-the-job con­ver­sa­tions and giv­ing reg­u­lar, con­struc­tive feed­back. They have made this work by:

• Reg­u­lar­ly reward­ing and recog­nis­ing man­agers who demon­strate good day-to-day per­for­mance man­age­ment practices.
• Shar­ing the expe­ri­ences and tips of their suc­cess­ful managers.
• Hold­ing teams account­able for prac­tis­ing day-to-day per­for­mance management.
• Build­ing the skills need­ed to suc­ceed at Every­day Per­for­mance Man­age­ment, includ­ing effec­tive two-way com­mu­ni­ca­tion, giv­ing feed­back, and coaching.

The out­come has been impres­sive, with 70 % of Cargill employ­ees now say­ing they feel val­ued as a result of their ongo­ing per­for­mance dis­cus­sions with their manager.

Per­for­mance Man­age­ment Lessons to Be Learned from These Per­for­mance Man­age­ment Case Studies

When we look at what these five organ­i­sa­tions have imple­ment­ed, we can see some evi­dent trends emerg­ing, which are like­ly to form the basis of per­for­mance man­age­ment for the years to come. These trends are:

• Reg­u­lar one-to-one per­for­mance con­ver­sa­tions, or ​ “ check-ins ”, ini­ti­at­ed by the employee.
• Fre­quent, in-the-moment, pos­i­tive and con­struc­tive feed­back from peers and man­agers Near-term objec­tives rather than annu­al objec­tives. Set­ting and review­ing objec­tives reg­u­lar­ly, rather than once a year.
• For­ward-look­ing per­for­mance reviews, focus­ing more on devel­op­ment and coach­ing and less on assessment.
• Drop­ping per­for­mance rat­ings .
• Per­for­mance process­es sup­port­ed by mobile-friend­­ly, online per­for­mance man­age­ment soft­ware .

Move away from annu­al appraisals to con­tin­u­ous per­for­mance management

Find out how our sim­ple, effec­tive per­for­mance man­age­ment soft­ware can help you move away from annu­al per­for­mance appraisals towards a more agile, intu­itive per­for­mance man­age­ment sys­tem. Book a free demo of Clear Review where our expert team will take you through the platform. 

Relat­ed articles 

5 great examples of agile organisations, why is performance management important.

How Deloitte Reinvented Their Performance Management

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This article on performance management was originally published on business.com .

Deloitte is the largest professional services network in the world in both revenue and number of professionals. In 2013–14, they earned a record of $34.2 billion USD in revenue. So, when one of the biggest companies in the world takes on reinventing performance management, they do it with a bang.

Marcus Buckingham and Ashley Goodall described the process and findings of the large-scale Deloitte  performance management survey in the Harvard Business Review . We also examine how Deloitte changed their approach to performance management. In addition, we review the practical takeaways from Deloitte’s case study. The goal is to reexamine our own performance management system and how we can change it.

Old vs. new approach to performance management

Deloitte found that their current approach to performance management, annual 360 feedback, was wasting a shocking 2 million hours per year. Even more significant, they realized that their system wasn’t engaging employees at all. Performance levels were also dropping drastically. In an effort to combat this, Deloitte built something much more nimble, real-time, and individualized. They wanted something that was focused on fueling performance in the present rather than assessing it in the past.

First, let’s look at how Deloitte needed to change. You will find some of your own problems there. You should identify any issues. This is the first step to towards a useful solution.

With 360 feedback, goals were set once a year and reviewed once a year. The problem with this approach is that annual goals are too “batched” for real-time situations and a lot of time is wasted on performance ratings. Instead, this time should be spent on talking to people about their performance and careers consistently.

[Tweet “Insight: “Shift your performance evaluation focus from the past to the future””]

Their next realization was that assessing someone’s skills is always subjective.  The process says much more about the evaluator instead of the person being evaluated. This is called an idiosyncratic rater effect.

The discovery left Deloitte puzzled. They knew that in order to get the best feedback, it needs to come from a team leader. But how do you deal with the idiosyncratic rater effect?

[Tweet “Insight: “Ratings reveal more about the rater than they do about the ratee.””]

Before deciding how to deal with biased assessments, let’s take a look at another insight Deloitte discovered. They used the Gallup 1.4 million employee study to see what the similarities are between high and low performing teams .

The most powerful characteristic was that the high-performing team members felt they were doing their best to accomplish meaningful goals. On that basis, Deloitte identified 60 high-performing teams from their own ranks. Using these teams, they conducted a six-item survey to find out what their own high-performing teams had in common.

Insight: The most powerful commonality between Deloitte’s highest performing teams was the belief that “I have the chance to use my strengths every day.”

When the results came back, the most common trend was that their own high performing team members felt that they had the chance to use their strengths every day.

So, what can we learn from these results?

Deloitte set out a clear goal: “We want to spend more time helping people use their strengths.”

So, for a quick recap: Deloitte was able to recognize the strengths in performance. The concern came with evaluating it. They also now knew that the best insight comes from the immediate team leader, but how can they do provide it without the idiosyncratic effect getting in the way? That’s the million (or even a billion) dollar question.

Insight: “The key is that people rate other people skills inconsistently, but they are highly consistent when rating their own”

We also know that everyone rates other peoples’ skills inconsistently. To combat thisDeloitte did not ask team members what they think of each team member. Instead, they asked team leaders to rate their own future actions regarding each team member.

Here are the statements Deloitte asked leaders to select about an employee in order to overcome the idiosyncratic effect:

• Given what I know of this person’s performance, and if it were my money, I would award this person the highest possible compensation increase and bonus – this measures overall performance and unique value.
• Given what I know of this person’s performance, I would always want him or her on my team – this measures ability to work well with others
• This person is at risk for low performance – this identifies problems that might harm the customer or the team on a yes-or-no basis
• This person is ready for promotion today – this measures potential on a yes-or-no basis

[Tweet “Insight: In effect, they are asking what the team leaders would do, not what they think.”]

This evaluation is called “process performance snapshot.” The big difference is that it evaluates performance in real-time. Now they had the system to measure the performance. The question next became – how can we improve it?

Suggestions to reinvent performance management

One factor stood out the most from Deloitte case study – frequency. Deloitte points out that the optimal frequency of these new performance reviews should be weekly . They also suggest that the best way to ensure frequency is to have regular check-ins about near-time work initiated by team members.

Deloitte performance is also getting impact from a consumer technology platform that is designed to be simple, quick and above all, engaging. People tend to be interested in themselves – their own insights, achievements, and impact, so they believe that employing such a method would engage an employee around their own performance in a way they had not done before.

We’ve sorted the reviewing, so what about the reviews? Most team members are rated on a single number, but Deloitte began to wonder if that was the easiest way of viewing personal performance.

Deloitte hasn’t found the answer yet. From our perspective, team members should get a weekly progress report where there are 4 different indicators that correlate into the weekly score. The weekly score takes into account the individual’s happiness, progress, overdue Plans, and Problems. We don’t know if this is what Deloitte might be looking for, but it is definitely a step forward in the right direction.

To conclude, Deloitte realized that traditional, once-a-year, 360-reviews were inefficient. They also do not give a transparent view of the current working situation. It is time to reinvent the performance management process . Ask your team leaders to assess their team members through statements that describe what they do, not what they think.

Employee performance snapshots should be regular and weekly. The technology should be designed to be simple, quick, and above all, engaging to use.

And if you’re looking for a world leading software tool to implement this try Team Compass for free.

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Case studies: FedEx and HSBC's revamped performance management approaches

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Eric Tan, Managing Director, FedEx Singapore, and Vishesh Dimri, Lead - HR Consulting, HSBC, both place importance on trust, honesty, transparency, and ownership in their approaches, as we find out in these interviews.

Fedex singapore’s new management system drives trust & transparency.

Eric Tan, Managing Director, FedEx Singapore, shares insights into this performance review approach — from its inception, to what it entails, along with what employers could consider in the intended shift to such a model.

Delivery service provider FedEx Singapore (FedEx) is a keen advocate of a culture of continued engagement and transparency at its workplace, one where open communication and trust thrive amongst its over 1,000 employees.

This is done through a series of engagement initiatives such as its ‘Open Door Policy’ and ‘Survey Feedback Action’ (SFA), says Eric Tan, Managing Director, FedEx Singapore (pictured above, left) . “This allows our employees to understand the big picture and the part they play in the success of the organisation. FedEx lives up to our corporate philosophy of ‘people-service-profit’: By taking care of our people, they will provide outstanding service for our customers, which enables business growth, and we reinvest this revenue back into our people. All programmes and policies, at every organisational level, synchronise with this philosophy,” he affirms.

One way the company has been driving this is through a change in its performance management system — from a conventional performance appraisal system that utilised a comparative 10-point rating scale leveraging the bell curve methodology, to an enhanced performance review structure, which focuses on the work that employees accomplish (goals), and how it is accomplished (competencies).

Tan explains: “As a ‘people’ company, FedEx strives to continuously improve its performance management processes to drive individual, team, and organisational performance. To achieve this, we assume a holistic approach towards performance management and the employee experience. With a continuous improvement mindset, FedEx across Asia Pacific proactively anticipates process and technological enhancements so as to enable us to successfully transition into a new performance management process.

"These are all part of our concerted efforts to sustain a workplace culture where our people stand at the centre of our corporate philosophy."

What this enhanced performance review structure entails

According to Tan, this enhanced structure is designed to provide an in-depth understanding of what success looks like for the employee. It adopts an absolute rating scale to evaluate employee performance, based on the ratings of “Exceeded Expectations”, “Met Expectations”, and “Did Not Meet Expectations”.

Competencies refer to observable behaviours that an employee exhibits in their role when applying their knowledge, skills and abilities. To ensure these competencies are applicable to employees’ job roles, varying competency models for frontline employees, professionals and managers have been built for their individual application. To illustrate:

• Frontline employees are customer-centric and team-focused. Hence, the focus for them is to adapt to changes and communicate well to both internal and external customers.
• For professionals, having a business thinking mindset is imperative, so they need to build on their analytical skills and make timely decisions and recommendations.
• As for managers, it is critical for them to be equipped with the ability to lead, influence, inspire, and serve, as well as to cultivate exceptional team performance while ensuring their team members are valued and empowered in their day-to-day responsibilities.

No doubt, this change involved several key considerations, with the most impactful one being to instil a growth mindset that encourages employees to focus on future performance as opposed to reflecting on past performance.

It also came with its own set of challenges, with the main one being to manage this change as well as facilitate it. To address this, the HR team developed a collective approach to help prepare and support all employees through the transformation, ensuring a seamless process from start to end.

The employees responded “very well”, as a result. Tan notes: "We focused on employee engagement and concentrated our efforts on fostering genuine commitment between the manager and employee as we recognise the value in supporting our employees in their learning journeys as they develop and grow professionally. We believe this will, in turn, result in higher levels of productivity by our team members."

Overall, this new system goes hand-in-hand both with FedEx’s rewards framework, and career development framework. Tan highlights: “Building a performance-based work culture not only serves to boost employee morale, productivity, and performance, but also prepares the company for strategic workforce planning. It is especially pivotal for us as industry leaders to look at a blend of individual and organisational components to instil a growth culture for our people to be successful.

"Every employee is given the chance to pursue their dream in FedEx, and support is always readily available to help maximise their potential, through training and development platforms accessible to all."

Words of advice

Like Tan and his team, more leaders are shifting away from “quantitative” rating scales, to a more “qualitative” approach to appraisals. Yet, there are still leaders who prefer the former approach. And as Tan points out, there is no perfect structure to follow, as every approach comes with its unique pros and cons.

Thus, he says, it is more important to look at the direction the organisation is headed and adapt a model that works best for both the employees and the organisation at each stage. "The goal is to move all stakeholders, including employees, in a concerted manner toward our collective goal that serves people growth and business profitability."

At FedEx, this also means that apart from working closely with key stakeholders including but not limited to HR and senior management teams, the management is well supported in performance, development, and management skillsets through avid training programmes.

This encompasses effecting a mindset change by shifting from system-related work to providing resources and tools, to empower managers to conduct effective and meaningful performance & development conversations, build manager-employee relationships, and consistently engage their team members by leveraging coaching and feedback skillsets.

Reflecting on the company’s experience, Tan shares his words of encouragement for employers intending to improve their own performance management processes. "Performance is an ongoing journey, and we need to recognise the importance of continuously looking at improving the overarching employee experience by encouraging ongoing learning and communication rigorously and regularly. In any scenario – whether personal or professional – one should not stop learning, developing and upskilling to make the most of their talents and grow on the right trajectory, thereby bringing value to their teams and peers.

"Human performance is the function of many influences: accountability, feedback, motivation, skills and knowledge, rewards and recognition. These influences are interdependent and ultimately result in the desired performance."

HSBC drives manager-employee ownership of performance & development

Vishesh Dimri, Lead - HR Consulting, HSBC, shares how a focus on digital enablement, process effectiveness, and people manager capabilities helps drive open and honest conversations during feedback, foster stronger relationships, and more.

Banking and financial services firm HSBC focuses on three key pillars in driving the new way of work — digital enablement, process effectiveness, and people manager capabilities. 

These pillars are what help ensure a holistic approach towards performance management and enablement for both its employees and managers,  Vishesh Dimri, Lead - HR Consulting, HSBC (pictured above, right)  shares.

First, as part of digital enablement, HSBC has in place an HR mobile application that allows an "easy and simple" adoption of everyday performance on a real-time basis, where employees and managers are able to capture achievements and share regular, two-way feedback via the use of technology. More than an app, it is "a demonstration of flexible and remote working, without compromising on outcomes or comfort", Dimri highlights. 

With this app, employees are able to access an HR to-do list, their everyday performance & development plans, online learning resources (Learning On-the-Go), manage personal and employment information, as well as view real-time people manager dashboards, HSBC connections, and the organisation chart. 

Additionally, managers are empowered to handle key approvals on-the-go, as well as manage the personal and job details for direct functional reports.

Next, process effectiveness involves the use of everyday performance principles including goal setting and regular check-ins to facilitate the achievement of career aspirations as well as maintain productivity. 

"It fosters stronger relationships between managers and colleagues. Managers can support their team members in the right ways and, at the right times, towards a meaningful year-end assessment," Dimri explains. 

Finally, the third pillar of people manager capability is enhanced through constant engagement, coaching, and providing content support such as training and briefings, support resources, and guides.

One of the key elements of HSBC's year-end assessment is the 'Fairness Review', which has in place the following governance processes to ensure it remains unbiased: 

• seeking risk stewards’ inputs relating to non-financial performance,
• senior management reporting,
• audit checks, and
• evidence of all Fairness Review meeting discussions.

Dimri and his team also make it a point to support people managers in carrying out these reviews, through scenarios-based, bite-sized videos available via e-learning; briefing sessions; by refining the HSBC values to align with its behaviour rating scale to reflect the focus on Fairness Review, as well as via a continuous feedback tool.

Elaborating on this tool, Dimri shares that the feedback functionality enables employees to give, request and receive feedback. This can be done on a continuous basis — for example, when an employee has completed a key meeting or project milestone — or he/she can request feedback on a specific activity.

"We believe that by receiving feedback from their people manager, team members or colleagues can help each employee to better understand how he/she is progressing against his/her goals and what he/she may need to do differently to be successful in the future."

The process also helps to present evidence of employees' performance & development outcomes for their year-end assessment, wherein f eedback employees receive can flow into their year-end review forms.

"With this tool, feedback can be requested and sent to multiple colleagues at the same time across a wider network. This supports teamwork, collaboration, and agile ways of working," Dimri notes.

Top tips for employers

Having benefitted from this revised performance management process, the leader shares his learnings and words of advice to employers looking to improve their own processes in this area.

First, he shares, managers must focus on everyday performance & development by having simple conversations throughout the year supporting performance, development, and wellbeing.

"A two-way open and honest conversation is the key to successful performance management, developing trusting relationships, and supporting career aspirations."

Next, he notes the importance of recognition in driving successful performance management. "Recognising our people not only for a job well done, but also for effort and even for taking up a challenging or difficult task. In HSBC Singapore, we have 'At Our Best Recognition', an online tool for employees to celebrate colleagues who bring HSBC values to life. The programme helps to promote a better understanding of values in everyday practice and enables a consistent and equal way of recognising people globally."

Last, he also adds that having enabling tools to help support the performance & development conversation is critical. At HSBC Singapore, this involves a continuous performance tool that helps employees to stay connected with their manager and colleagues, anytime, and anywhere, playing an even more critical role with the "majority of the workforce working from home.

This tool lets employees take ownership by:

• Creating and tracking key activities, including regular conversations with managers, at their convenience; and sharing daily key activities with managers and documenting progress.
• Facilitating regular feedback such as conversations that can be initiated by the employee, manager, or colleague to request, give, or receive feedback to recognise positive performance and behaviour or support future improvements.
• Raising a topic for discussion — for example: discuss the strengths & development plan and focus on wellbeing development.
• Capturing achievements — celebrate success and share experiences.

4 key steps to implement a performance management strategy that supports your business objectives

From the Human Capital Implementation Toolkit , we share a snapshot on how employers can work towards a performance management strategy that cultivates the right environment that connects employees with the organisation and motivates them to excel.

Step 1: Set a strategic performance management philosophy

HR plays a strategic role in ensuring that company goals can be met through Human Capital programmes.

• Establish strategic organisational goals with senior leadership, detailing the key thrusts, KPIs and targets needed in the short, medium and long term to support their vision.

Step 2: Cascade and communicate goals

Provide a clear line of sight to create a more engaged and motivated workforce.

• Cascade corporate goals through business units down to individual employees, enabling them to understand how their actions influence the success of the organisation.
• Communicate strategic objectives and how each performance measure supports those objectives.
• Develop training/development plans for employees to achieve the capabilities to reach these goals.

Step 3: Manage performance

Supporting managers as the main link between employee performance and business outcomes.

Differentiate rewards  

• Cultivate a strong pay-for-performance culture.
• Communicate the wage structure so employees understand how it impacts them and how to change their behaviours.
• Design discretionary monetary or non-monetary recognition schemes.

Empower managers

• Empower managers to recognise and reward beyond targets and goals.

Reinforce desired behaviours

• Address the past year’s performance gaps and set new goals for the next year.
• Reinforce desired behaviours by recognising, rewarding and cultivating them. Identify role models within the organisation to be champions of certain desired behaviours.

Step 4: Evaluate and reward performance

Managers’ ability to evaluate and reward performance, and optimise touchpoints for growth and learning will be key to the success of this step.

Track performance

• Track performance against targets and schedule periodic performance reviews.
• Seek timely and multiple sources of performance feedback, e.g., managers, peers, customers, etc. to provide a fair and holistic assessment.

Equip and train managers to

• Drive and evaluate performance.
• Coach poor performers.
• Conduct performance conversations.

Conduct performance conversations regularly at meaningful points

• These allow managers to manage employee expectations, identify performance gaps, address performance concerns, discuss future growth plans, and enable employees to voice their opinions.

While systems and practices are essential, a key differentiator for an effective performance management practice is the alignment between culture, values and systems. This involves establishing an organisational culture that provides steadfast support to employees in their personal learning and development that views every touchpoint as a growth opportunity.

The performance management process should not be solely centred on employees’ past contributions but perform as future-focused stay conversations that support and engage employees in ways to grow, learn and improve.

FedEx Singapore and HSBC are Human Capital Partners in the Human Capital Partnership Programme .

The Human Capital Partnership (HCP) Programme is a tripartite initiative that brings together a community of exemplary employers in Singapore who have progressive employment practices in their organisations and are committed to developing their human capital.

Photos: Provided (L-R Eric Tan, MD, FedEx Singapore, and Vishesh Dimri, Lead - HR Consulting, HSBC)

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Reinventing Performance Management at Deloitte (A)

• Format: Print
• | Language: English
• | Pages: 14

About The Author

Francesca Gino

Related work.

• Faculty Research

Reinventing Performance Management at Deloitte (B)

• Reinventing Performance Management at Deloitte (B)  By: Francesca Gino, Paul Green, Jr. and Bradley Staats
• Reinventing Performance Management at Deloitte (A)  By: Francesca Gino, Paul Green, Jr. and Bradley Staats

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Baker Tilly Overcomes Biggest Obstacles to Implementing New Performance Management System—Change Management and Adoption

Employee Performance Case Study

100% Performance Completion

10x more project evaluations completed, consistent decrease in turnover, the company.

As a leading advisory CPA firm, Baker Tilly knows that its talent is its biggest lever for business success. Without its people, there would be no Baker Tilly.

Relationships are the foundation of the firm. Its team members are dedicated to creating meaningful experiences with clients to solve their most pressing problems and seize opportunities.

To ensure the success of its clients, the firm understands it must also drive the success of its employees—creating a foundation in which they can develop and grow in a dynamic, innovative, and competitive industry.

The Challenges

Traditional. Antiquated. Cumbersome. Baker Tilly knew its decade-old performance management program was not serving its employees or its rapidly growing firm.

“Our story is similar to a lot of other organizations,” said Michael Lariosa, Baker Tilly’s Senior Manager of HR Operations. “We were dealing with a performance management tool that was ineffective. Our program was further hindered by homegrown technology that slowed down our success. It was prescriptive, unconfigurable, and didn’t meet the needs of our different business units.”

The firm’s engagement survey consistently showed the same theme—that its performance management program didn’t add enough value for employees.

• Performance conversations were only happening one to three times per year.
• Goals were being set at the beginning of the fiscal year, but weren’t being revisited until the end.
• The program in place wasn’t helping Baker Tilly's talent develop or progress in their careers.
• They were just going through the motions of performance conversations.

“Our leadership recognized that they needed to do a better job of putting our people first. How were we supporting our people and their development if we didn’t have the foundational things to support them? We identified performance management as a big area we could impact. So, we went to work to find a solution,” Lariosa said.

Already partnering with Quantum Workplace for years on its employee engagement strategy, the firm felt confident that the software company could also deliver with its performance solution. It wasn’t the actual implementation of the new performance platform that worried Lariosa. It was the change management and training needed to drive successful adoption that seemed overwhelming.

"We weren't just rolling out new tools," Lariosa said. "We were building an entirely new culture built on feedback and coaching."

In order to manage the change effectively, Baker Tilly decided to use a very simple and purposeful approach to its performance management program rollout. “We weren’t going to turn on the fire hose and give everything to our team members. We kept it simple in order to make the program sustainable,” said Lariosa.

Here’s how Lariosa’s team successfully managed the rollout:

“The thing that I love about Quantum Workplace is your library is amazing—the resources and content that you build, curate, and continue to update because it’s technology (so you’re constantly changing)," said Lariosa. "You update the library pretty quickly and exhaustively, so that’s awesome! That made me feel good that I had the resources to help us navigate the training needs we have, but also people think I’m the expert—like I’ve had some sort of special training with Quantum Workplace. But it’s all thanks to your help library.”

Staying focused on the goal to not overwhelm employees, the actual rollout of each tool was just as intentional. Lariosa’s team first introduced the Feedback tool to help build the foundation for a feedback culture. “We wanted employees to request performance feedback, and if they received constructive feedback, we wanted them to be comfortable with it. A lot of organizations struggle with anonymity of feedback, but we wanted folks to trust in the feedback and the process,” said Lariosa.” “We really wanted to motivate our workforce to have continuous, meaningful conversations about performance throughout the year.” Next, the team introduced 1-on-1s to deliver a more formal, annual performance review on top of the continuous feedback. Next, Goals was launched. Employees were asked to create 2-3 active developmental goals that directly tied to the firm’s business strategy. Then, they could create one optional, personal goal focused on health and self-improvement. “The tool allows goals to be fluid,” said Lariosa. “Goals can shift as priorities shift. Our employees create their goals and work with their coach to develop and discuss them. And they can easily track and measure progress.”

Following Feedback, 1-on-1s, and Goals, Baker Tilly also launched Recognition as a platform for public celebration of employee success. The firm hopes to roll out Talent Reviews soon to help leadership proactively make talent d ecisions that help the firm grow and succeed.

"After our first year utilizing Quantum Workplace's performance management solution, we had the best year we've had in decades," Lariosa said. "I'm confident that it was one of the factors that contributed to our stellar success."

The Solution

In order to drive a more modern, feedback-focused performance management program, baker tilly uses quantum workplace to:.

• Create a culture of continuous, purposeful employee-manager conversations to drive development and career growth
• Collect robust people data to help the firm in its decision making and analysis—helping them tackle things like turnover and retention
• Configure their performance management system in a way that works best for the firm, no matter how simple or complex the need
• Keep goals and performance top of mind all year long
• Educate key stakeholders and users on product enhancements and best-practices to drive product usage

We want to be able to compel our coaches and team members to have meaningful conversations, and Quantum Workplace allows us to do that because the technology isn’t in the way. It’s not too complicated, and it’s easy to use. I have been in HR technology for over 20 years. I’ve seen lots of performance management systems, and this is by far my favorite because it’s so configurable and supports many different use cases.

Michael Lariosa Sr. Manager of HR Operations Baker Tilly, LLP

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Case Study: Designing HIPO Programs That Work

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JANUARY 27, 2016

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JANUARY 24, 2018

But you’ve reviewed industry best practices and case studies from fellow HR practitioners, and you know these nightmare scenarios are merely justification for your master plan: to relaunch newer, better performance management . Here are the core areas to consider when choosing a performance management tool: Goals.

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MARCH 16, 2017

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NOVEMBER 30, 2020

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FEBRUARY 26, 2020

Modern performance management . Janna Stewart, HR manager , Kansas City Zoo. Download the full case study here. Required multiple data entry points. Streamline open enrollment. Employee self-service. Cloud-based employee recordkeeping. PRODUCT FEATURES. Automated workflows. Drives efficiency with actionable insights.

CASE STUDY: When The Private Equity Bears Show Up To Eat Your Company

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OCTOBER 3, 2016

But what they're also looking for is bloat on the people side - not just too many people, but performance processes that are non-existent and full of bloat and non-focus they can exploit. . We use the case study of 3G capital – acquirer of Heinz, Burger King, Anheuser Busch and others – to show you how to bear-proof your company.

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Our online Performance Management system has been a definite contributor to the increase in the organisational engagement level, now at 93%, where this was previously much lower.”. Improved Alignment & Strategy Execution. The Client.

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Develop training materials Create training materials such as presentations, handouts, worksheets, and case studies . Interactive activities Incorporate interactive activities such as group discussions, case studies , and role-plays to reinforce learning and encourage participation.

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Enterprise performance management case study

Holger lindner, cfo, explains his company's transformation of budgeting, planning and forecasting activity, rolling forecasts .

At TÜV SÜD we want to be able to look forward with more confidence, to understand the trajectory of the business and if you like 'cast a shadow' of our targets for the proceeding years out to 2020 and to 2025.

We continue to recognise some of the traditional shortcoming of the traditional budgeting process, which is why as a business we are transitioning to rolling forecasts.

TÜV SÜD's current budget essentially forms its one year detailed operating plans which is linked to the strategic plan. One driver behind the transition to rolling forecasts was the desire of the company to move from absolute targets to relative targets. They are aspirational but also at the same time realistic with a decent amount of 'stretch'. This puts a different frame and context on the planning process across the business.

Challenges in the budgeting process

Findings from the ACCA/KPMG work highlighted how traditional budgeting and planning process is under pressure. Too often plans and forecasts have been too financially focused and not tied into the real business drivers in the organisation.

Like many organisations, TÜV SÜD's historic approach to planning and budgeting has suffered from two key challenges:

Reducing the complexity of the process and the information required.  Ultimately great planning, budgeting and forecasting should be a really useful tool for commercial decision making, it has to be agile and informative enough for the organisation to take corrective actions in a timely manner. Companies need a process which is well governed has clear accountability and where individuals can be incentivised around aspects of the process which are in their control. Planning and budgeting must be kept as simple as possible. 

Collaboration: historically the finance team has been part of the planning process.  However, it was never entirely connected to the wider business planning process to be effective. We are now on a journey to much better integrated business planning across the organization that joins together the different planning and forecasting activities. Finance has a huge role to play in facilitating this greater integration but we also need advocacy and support from the top across the business. 

You need to get leadership buy in for enterprise performance management (EPM) to be truly successful.

Evolving KPIs

Performance reporting process also continues to evolve at TÜV SÜD with an emphasis on ‘less is more’. Key Performance Indicators (KPIs) have been reasonably well aligned to the strategic objectives of the business.

However, like many organisations, the business has probably had too many and that has hindered driving the accountability the company wanted. Now KPIs are not fixed to absolute targets instead the company is making them more focused and sharper in a bid to improve performance. 

We call these dynamic improvement targets and they are essential to driving our business forward. Linked to KPIs we are also continuing to evolve the different ‘dimensions’ on which we report our performance.

Historically our performance reporting was typically focused on products and services but increasingly we are moving to much clearer reporting on customers and specifically exploring reporting initiatives in terms of customer segmentation.

But there is more work done. One key area is customer analysis. TÜV SÜD knows which is its most profitable customers but it does not necessarily always know the attributes and characteristics that make them so. 

Businesses should think carefully about KPIs ensuring that they are aligned, driving visibility over profitability and costs across different ‘dimensions’ but be careful not to over engineer this.

Data governance

An important element of EPM is building better internal management reporting. The first step is to have good data. That means data is consistent; has integrity; is accurate, timely and aligned to KPIs This is achieved through strong data governance.

TÜV SÜD says it has looked at Centres of Excellence models that can drive standardisation, timeliness, and sustainable control over report production. Critically such a model also frees up precious finance business partnering resources allowing them to focus on actionable proposals for the business.

Centres of Excellence are economically efficient and support greater specialism allowing time to be spent on value-added commercial insight. 

Encouraging the right behaviours for finance business partners to succeed is particularly important here – they have to walk a fine line between being independent but partnering and collaborating with the business too.

One business partnering challenge is to understand what data the business needs to make decisions. Sometimes the business knows what it doesn’t need, but doesn’t always understand what it does need.

Finance Business Partners have a key role to play in helping articulate this need so that they provide more focused analysis to the business to help them make better decisions. It often means working on a smaller but more relevant data set.

Technology helps data analysis providing informed and timely decision-support. 

What finance should report on

Performance management reporting can risk over reporting Think about the 80-20 rule – trying to report 100% on everything is too time-consuming and non-value adding for the finance team and for the business. Be clear on what matters in your organisation, the activities that are important and that drive value. Focus your reporting around these to drive better decision making.

Culturally it is a big step for finance to report on 'less' and so it is difficult to instill this discipline but it is incredibly important.

• Back to enterprise performance management

Key elements in driving improvements in EPM:

1. Ensure support from leadership across the business 2. Recognise the importance of consistent and accurate data 3. Drive collaborative processes and ways of working. Finance team have a huge role to play in facilitating moving away from silo-based thinking; 4. Build effective finance business partnering capabilities 5. Think about the appropriate models and operating structures to support the provision of better insight 6. Ensure KPIS are focused and relevant to value-driving activities.

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Data-smart city solutions, case study: performance management and lean process improvement - results washington, an operational excellence in government success story.

• May 31, 2017
• Operational Excellence in Government

This resource is part of the Ash Center's Operational Excellence in Government Project.

Executive Summary

This case study is one of three highlighting successes identified as part of the Operational Excellence in Government Project. The purpose of the case studies is to elevate and document the successes, and in doing so to provide a greater amount of detail than is typically available about such efforts. The case studies explain the implementation steps, the key challenges, and the driving factors for success. With this work, we hope to reduce the cost of identifying opportunities for efficiency and cost savings across all layers of government, and to accelerate the transfer and deployment of successful cases.

This case study describes how the state of Washington implemented two key operational efficiency strategies for government — performance management and employee-driven process improvement. The effort, called Results Washington, sets priorities and then focuses on delivery to achieve results that make a difference in the lives of Washingtonians. Results Washington was launched in 2013 by Governor Jay Inslee. He established five top-priority statewide goals and challenged state government leaders to track their progress against these goals and to apply Lean thinking and tools to improve their processes. Highlights of the success of the initiative include:

Performance management. Every activity of state government aligns with one of five priority goals: World-Class Education; Prosperous Economy; Sustainable Energy and a Clean Environment; Healthy and Safe Communities; and Effective, Efficient, and Accountable Government. Indicators of progress toward these goals are tracked on a public dashboard ( www.results.wa.gov ), and the underlying data is publicly available too. Success to date includes:

• 50 percent of the nearly 200 Results Washington goals are on track to meet or beat targets  
• Many of the indicators tracked are complex challenges that require collaboration across departmental lines, such as homelessness, pollution, offender recidivism, and teen pregnancy. State employees work with private and nonprofit partners as well as customers to devise strategies to deliver results.    
• Monthly progress meetings are public and are also live-streamed. All data, agendas, and meeting results are published to the Results Washington website.

Process improvement. Lean process improvement empowers employees to remove bottlenecks and unneeded processing steps. This puts problem solving where it is most powerful, in the hands of those who best understand processes- from the frontlines of service delivery to backend administration. This approach has proven successful- a study showed that $4.5 in value to taxpayers is returned for every $1 invested in the Lean process improvement program. A total of $33 million in savings and avoided costs have been achieved, as well as countless hours saved via streamlined processes, resulting in improved customer satisfaction.

Selected individual project results include:

• One million hours [1] of time saved waiting in Department of Licensing lobbies using process improvements and partnering with private driver-training schools  
• 15-percent [2] decrease in speed-related deaths  
• 20-percent [3]  faster processing of DNA tests at the Crime Lab, reducing the backlog by 10 percent and cutting staff overtime 56 percent   
• $6.2 million in recovered overpayments from Department of Labor and Industries, a 28-percent increase in one year  
• $2.3 million in savings a year on long-distance phone calls

One key to the success of Results Washington is that it is both top-down and bottom-up. Top-level executive sponsorship has been consistent and high profile — the governor not only presides over monthly meetings, he walks around in state agencies asking employees for input and holds department heads accountable for delivering results that span the silos of government. Employees are empowered — a third of the workforce has been trained in how to improve processes, and 11 percent of all state employees have participated in a Lean process improvement project — it is becoming part of the organizational culture.

The state employees who have accomplished this did not do it alone — the public and the private sectors both contributed. The public contributes ideas via an interactive survey on the state website and through public results meetings. Private-sector Lean process improvement experts from 130 companies have contributed thousands of hours of expertise teaching, coaching, and mentoring state staff working on process improvement projects. 

Other state and local governments do not need to reinvent the wheel but can instead borrow from what Washington has done on both performance measurement and process improvement. As Rich Roesler, former acting director of Results Washington says, “We steal ideas from other states and welcome people to steal our ideas.”

The pages that follow describe how Results Washington was implemented and how it operates, and provide resources to help other jurisdictions achieve more efficient operations.

Download Full Case Study (PDF)

Learn more about performance and accountability.

• Operational Excellence

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Building a Business Case for Performance Management

It’s hard to make a business case for performance management when the CEO only thinks about old-school review processes. Some traditional performance review processes are so bad that they make performance worse one-third of the time . 

CEOs and CFOs think about how ineffective reviews can be . It’s understandable that they would hesitate to start a new performance management process. 

Modern performance management makes a difference. The right strategy with the right software can boost employee performance, but you’ll have to make a business case for it. CEOs and other leaders may not understand how important and impactful the right performance strategy can be.

This article can be your guide to making a business case for performance management. Use the facts and case studies below to build a convincing business case for performance management.

First, let’s talk about what good performance management looks like in a business.

Need to show your CEO why performance management is worth it? Learn More

What Does Performance Management Look Like in a Business?

Bad performance management techniques are like a one-sided interview. The employee feels like they are being judged. These reviews are so bad that 22 percent of Millenials have admitted to calling in sick rather than face a review. Another 59% say that their manager wasn’t prepared to give meaningful feedback.

A performance review should feel collaborative. Feedback should be clear, the next steps should be laid out, and employees should have plenty of time to offer feedback of their own.

But, how does that work?

There are many types of performance appraisals you can try:

• Check-ins create a more consistent time and space for discussions about long-term performance
• 360 Feedback incorporates input from coworkers, as well as managers
• Project-based reviews focus on employee contributions to specific projects

The key is selling your management team on the fact that your performance management process needs an overhaul . 

Here’s everything you need to know about building a business case for performance management.

Building a business case for performance management is all about presenting accessible statistics. These facts will show how the right strategies and software can impact your organization in positive ways.

A few benefits of overhauling your performance management strategy include:

Reduced administrative cost

Reduced turnover, reduced liability, improved organizational alignment, reduced succession gaps, improved workforce optimization.

Poor management leads to lost productivity. It has been estimated that U.S. employees who aren’t engaged cost businesses and organizations a whopping $960 billion to $1.2 trillion per year .

A good performance management strategy saves money. This is true even if you pay for performance management software.

The right performance management software can reduce administrative costs. It does this by automating review distribution, collection, and recording. The software saves time, which saves money. Strong performance management systems motivate your employees to perform their best.

Use PerformYard to save time and money with new performance management. Learn More

Employee turnover is a serious problem. When an employee leaves their position, it costs over 20% of their annual salary on average to replace them. 

It pays to get to the bottom of employee discontent. An effective performance management strategy reveals problems before they arise. It also encourages employees to stay.

In 2012, Adobe had a revolutionary idea that led to a revolutionary approach to performance management. This approach influenced big-name companies from Microsoft to GE along the way. The companies chose not to continue slogging along with traditional performance appraisals.

Instead, they implemented regular performance check-ins. These check-ins provide employees with ongoing, real-time feedback . There are no forms to fill out and no deadlines. The companies can now respond to organizational or market adjustments more quickly. 

This Adobe performance management case study shows how Adobe achieved a 30% decrease in employee turnover. 

Crunch the numbers for your particular organization. You’ll be amazed at how much you will save when you choose a performance management strategy that works for your business.

Decentralized performance reviews can lead to false statements appearing in employee reviews. That can spell real trouble for your organization. Managers may report false or confidential information to third parties without employee consent.

These mistakes can lead to costly litigation. The mistakes also reflect a lack of respect that can lead to decreased productivity among employees.

A formal approach to performance reviews fixes this. It features measurable objectives, self-assessments, and reliable data storage. These features reduce the chances of your organization experiencing a lawsuit. 

Do your employees understand what their performance reviews are trying to achieve? Chances are, they don’t. A measly 14% of employees understand the organization’s strategy .

This disconnect happens when organizations fail to use cascading goals .

Cascading goals strategy requires that you first identify organizational goals. Next, break them down so each member of the team can contribute to the same common goal. With cascading goals, everyone in the organization knows what to do, how to do it, and why they’re doing it. 

Everyone’s actions align with the goals of the organization.

Software for cascading goals does cost time and money. Employees who spend time on misaligned activities cost time and money too. You’ll save in the long run if you ensure the actions of every employee align with your organization’s big goals.

Do your top performers know who they are? Do they know that you have plans to promote them in the future?

Without a clear system for performance reviews, you aren’t communicating your appreciation. That comes with expensive consequences. Nearly 80% of employees who quit their jobs say that a lack of appreciation is one of the major reasons they left.

Top performers who don’t stick around can leave a huge hole in your business. For example, executives can cost over 200% of their annual salary to replace. 

Telling your top performers that you have plans to advance their career path helps prepare them for leadership positions. Employees are more likely to stay in organizations when they see a clear path to leadership positions. This will reduce the costs associated with searching for and interviewing new candidates.

Some business leaders and managers fall into the trap of thinking that performance management is a waste of time. They think that time would be better spent on letting employees do their jobs. In fact, the right performance management strategies optimize the time your employees spend on work.

The key is choosing performance reviews that improve workforce optimization.

They are reinventing performance management at Deloitte. Their case study demonstrates that performance management doesn’t have to be a lengthy, complicated process. Instead, they ask four questions — questions managers can answer. Deloitte now spends less time than ever on reviews. The company does conduct more often though and has more accurate data as a result.

What Are the Stages of Performance Management?

Once you’ve built your case for performance management, it’s time to show the leadership team exactly how a new strategy is implemented.

Check out the three-step process below. It will help you choose performance management tools that get leaders excited about changes..

Choosing a performance management process

Nine out of ten managers are dissatisfied with how their companies conduct annual performance reviews. When deciding on a new performance appraisal strategy, ask for manager input. Discuss the five modern alternatives to annual performance reviews . Determine which one your team thinks will best support individual, team, and organizational goals.

No matter what process you choose, make a plan to check in on how it’s serving your business. If the performance management plan isn’t supporting your employees, try something different.

Implementing a performance management software

No performance management process is complete without the right software. The software allows you to manage goals and check-in with employees according to the process you have chosen. Performance management platforms also create reports. These reports allow you to compare employee performance over time. The reports also provide data to track the effectiveness of the performance reviews themselves.

PerformYard is a favorite among leadership teams, managers, and employees. Its flexible, streamlined system makes it easy for everyone to use the performance review process. The platform can be slimmed down for simple annual reviews or built up for more complex strategies. 

PerformYard’s visual reporting makes it easy for every member of the team to see how the results of each review impact your organization.

Show your C-Suite why PerformYard is worth it. Learn More

Getting buy-in from managers and employees

There are two ways to get manager buy-in when choosing a new performance management process. You can start by gathering manager input when selecting a new process. Next, be sure to show them the process with a demo.

The best way to get managers and employees on board with the new process is to let them experience it for themselves. 

Managers will be glad to give up the old way of doing reviews once they see the benefits of modern performance management. These benefits include clearer expectations, more aligned goals, and an open dialog about progress. 

You should also reward employees after the reviews are complete. Clear data will help you identify top performers and reward them for their efforts. The reward will make them look forward to performance reviews instead of dreading them.

A revamped performance management process may be what your organization needs. Show your leadership team the statistics and case studies from this article. It will help you build an irresistible business case for performance management. 

The tools to streamline your performance management process.

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Performance Management at Vitality Health Enterprises, Inc.

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Performance management at vitality health enterprises, inc. description.

Vitality Health Enterprises, a medium-sized firm that manufactures health and personal care products, has experienced six straight quarters of strong revenue growth. James Hoffman, the new Senior Vice President of Human Resources, fears that the chain of success is shifting the company's focus away from effective performance management. Recently, Vitality has been faced with increasing turnover among the company's talented research scientists that may be due to a performance management system that leaves top performing employees slighted by the practice of uniform ratings. In an effort to retain top employees, the company institutes a forced distribution model of performance rankings, moving from an absolute ranking system to a relative one. Hoffman and his performance management evaluation team must assess the practical and strategic effectiveness of the new system and present their findings and recommendations to the Board.

Case Description Performance Management at Vitality Health Enterprises, Inc.

Strategic managment tools used in case study analysis of performance management at vitality health enterprises, inc., step 1. problem identification in performance management at vitality health enterprises, inc. case study, step 2. external environment analysis - pestel / pest / step analysis of performance management at vitality health enterprises, inc. case study, step 3. industry specific / porter five forces analysis of performance management at vitality health enterprises, inc. case study, step 4. evaluating alternatives / swot analysis of performance management at vitality health enterprises, inc. case study, step 5. porter value chain analysis / vrio / vrin analysis performance management at vitality health enterprises, inc. case study, step 6. recommendations performance management at vitality health enterprises, inc. case study, step 7. basis of recommendations for performance management at vitality health enterprises, inc. case study, quality & on time delivery.

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Case Analysis of Performance Management at Vitality Health Enterprises, Inc.

Performance Management at Vitality Health Enterprises, Inc. is a Harvard Business (HBR) Case Study on Leadership & Managing People , Texas Business School provides HBR case study assignment help for just $9. Texas Business School(TBS) case study solution is based on HBR Case Study Method framework, TBS expertise & global insights. Performance Management at Vitality Health Enterprises, Inc. is designed and drafted in a manner to allow the HBR case study reader to analyze a real-world problem by putting reader into the position of the decision maker. Performance Management at Vitality Health Enterprises, Inc. case study will help professionals, MBA, EMBA, and leaders to develop a broad and clear understanding of casecategory challenges. Performance Management at Vitality Health Enterprises, Inc. will also provide insight into areas such as – wordlist , strategy, leadership, sales and marketing, and negotiations.

Case Study Solutions Background Work

Performance Management at Vitality Health Enterprises, Inc. case study solution is focused on solving the strategic and operational challenges the protagonist of the case is facing. The challenges involve – evaluation of strategic options, key role of Leadership & Managing People, leadership qualities of the protagonist, and dynamics of the external environment. The challenge in front of the protagonist, of Performance Management at Vitality Health Enterprises, Inc., is to not only build a competitive position of the organization but also to sustain it over a period of time.

Strategic Management Tools Used in Case Study Solution

The Performance Management at Vitality Health Enterprises, Inc. case study solution requires the MBA, EMBA, executive, professional to have a deep understanding of various strategic management tools such as SWOT Analysis, PESTEL Analysis / PEST Analysis / STEP Analysis, Porter Five Forces Analysis, Go To Market Strategy, BCG Matrix Analysis, Porter Value Chain Analysis, Ansoff Matrix Analysis, VRIO / VRIN and Marketing Mix Analysis.

Texas Business School Approach to Leadership & Managing People Solutions

In the Texas Business School, Performance Management at Vitality Health Enterprises, Inc. case study solution – following strategic tools are used - SWOT Analysis, PESTEL Analysis / PEST Analysis / STEP Analysis, Porter Five Forces Analysis, Go To Market Strategy, BCG Matrix Analysis, Porter Value Chain Analysis, Ansoff Matrix Analysis, VRIO / VRIN and Marketing Mix Analysis. We have additionally used the concept of supply chain management and leadership framework to build a comprehensive case study solution for the case – Performance Management at Vitality Health Enterprises, Inc.

Step 1 – Problem Identification of Performance Management at Vitality Health Enterprises, Inc. - Harvard Business School Case Study

The first step to solve HBR Performance Management at Vitality Health Enterprises, Inc. case study solution is to identify the problem present in the case. The problem statement of the case is provided in the beginning of the case where the protagonist is contemplating various options in the face of numerous challenges that Vitality Hoffman is facing right now. Even though the problem statement is essentially – “Leadership & Managing People” challenge but it has impacted by others factors such as communication in the organization, uncertainty in the external environment, leadership in Vitality Hoffman, style of leadership and organization structure, marketing and sales, organizational behavior, strategy, internal politics, stakeholders priorities and more.

Step 2 – External Environment Analysis

Texas Business School approach of case study analysis – Conclusion, Reasons, Evidences - provides a framework to analyze every HBR case study. It requires conducting robust external environmental analysis to decipher evidences for the reasons presented in the Performance Management at Vitality Health Enterprises, Inc.. The external environment analysis of Performance Management at Vitality Health Enterprises, Inc. will ensure that we are keeping a tab on the macro-environment factors that are directly and indirectly impacting the business of the firm.

What is PESTEL Analysis? Briefly Explained

PESTEL stands for political, economic, social, technological, environmental and legal factors that impact the external environment of firm in Performance Management at Vitality Health Enterprises, Inc. case study. PESTEL analysis of " Performance Management at Vitality Health Enterprises, Inc." can help us understand why the organization is performing badly, what are the factors in the external environment that are impacting the performance of the organization, and how the organization can either manage or mitigate the impact of these external factors.

How to do PESTEL / PEST / STEP Analysis? What are the components of PESTEL Analysis?

As mentioned above PESTEL Analysis has six elements – political, economic, social, technological, environmental, and legal. All the six elements are explained in context with Performance Management at Vitality Health Enterprises, Inc. macro-environment and how it impacts the businesses of the firm.

How to do PESTEL Analysis for Performance Management at Vitality Health Enterprises, Inc.

To do comprehensive PESTEL analysis of case study – Performance Management at Vitality Health Enterprises, Inc. , we have researched numerous components under the six factors of PESTEL analysis.

Political Factors that Impact Performance Management at Vitality Health Enterprises, Inc.

Political factors impact seven key decision making areas – economic environment, socio-cultural environment, rate of innovation & investment in research & development, environmental laws, legal requirements, and acceptance of new technologies.

Government policies have significant impact on the business environment of any country. The firm in “ Performance Management at Vitality Health Enterprises, Inc. ” needs to navigate these policy decisions to create either an edge for itself or reduce the negative impact of the policy as far as possible.

Data safety laws – The countries in which Vitality Hoffman is operating, firms are required to store customer data within the premises of the country. Vitality Hoffman needs to restructure its IT policies to accommodate these changes. In the EU countries, firms are required to make special provision for privacy issues and other laws.

Competition Regulations – Numerous countries have strong competition laws both regarding the monopoly conditions and day to day fair business practices. Performance Management at Vitality Health Enterprises, Inc. has numerous instances where the competition regulations aspects can be scrutinized.

Import restrictions on products – Before entering the new market, Vitality Hoffman in case study Performance Management at Vitality Health Enterprises, Inc." should look into the import restrictions that may be present in the prospective market.

Export restrictions on products – Apart from direct product export restrictions in field of technology and agriculture, a number of countries also have capital controls. Vitality Hoffman in case study “ Performance Management at Vitality Health Enterprises, Inc. ” should look into these export restrictions policies.

Foreign Direct Investment Policies – Government policies favors local companies over international policies, Vitality Hoffman in case study “ Performance Management at Vitality Health Enterprises, Inc. ” should understand in minute details regarding the Foreign Direct Investment policies of the prospective market.

Corporate Taxes – The rate of taxes is often used by governments to lure foreign direct investments or increase domestic investment in a certain sector. Corporate taxation can be divided into two categories – taxes on profits and taxes on operations. Taxes on profits number is important for companies that already have a sustainable business model, while taxes on operations is far more significant for companies that are looking to set up new plants or operations.

Tariffs – Chekout how much tariffs the firm needs to pay in the “ Performance Management at Vitality Health Enterprises, Inc. ” case study. The level of tariffs will determine the viability of the business model that the firm is contemplating. If the tariffs are high then it will be extremely difficult to compete with the local competitors. But if the tariffs are between 5-10% then Vitality Hoffman can compete against other competitors.

Research and Development Subsidies and Policies – Governments often provide tax breaks and other incentives for companies to innovate in various sectors of priority. Managers at Performance Management at Vitality Health Enterprises, Inc. case study have to assess whether their business can benefit from such government assistance and subsidies.

Consumer protection – Different countries have different consumer protection laws. Managers need to clarify not only the consumer protection laws in advance but also legal implications if the firm fails to meet any of them.

Political System and Its Implications – Different political systems have different approach to free market and entrepreneurship. Managers need to assess these factors even before entering the market.

Freedom of Press is critical for fair trade and transparency. Countries where freedom of press is not prevalent there are high chances of both political and commercial corruption.

Corruption level – Vitality Hoffman needs to assess the level of corruptions both at the official level and at the market level, even before entering a new market. To tackle the menace of corruption – a firm should have a clear SOP that provides managers at each level what to do when they encounter instances of either systematic corruption or bureaucrats looking to take bribes from the firm.

Independence of judiciary – It is critical for fair business practices. If a country doesn’t have independent judiciary then there is no point entry into such a country for business.

Government attitude towards trade unions – Different political systems and government have different attitude towards trade unions and collective bargaining. The firm needs to assess – its comfort dealing with the unions and regulations regarding unions in a given market or industry. If both are on the same page then it makes sense to enter, otherwise it doesn’t.

Economic Factors that Impact Performance Management at Vitality Health Enterprises, Inc.

Social factors that impact performance management at vitality health enterprises, inc., technological factors that impact performance management at vitality health enterprises, inc., environmental factors that impact performance management at vitality health enterprises, inc., legal factors that impact performance management at vitality health enterprises, inc., step 3 – industry specific analysis, what is porter five forces analysis, step 4 – swot analysis / internal environment analysis, step 5 – porter value chain / vrio / vrin analysis, step 6 – evaluating alternatives & recommendations, step 7 – basis for recommendations, references :: performance management at vitality health enterprises, inc. case study solution.

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Balboa Mohamed

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The WaterAid Performance Management System is a global process with consistent guidelines, an appraisal form, ratings, and a common timetable for all WaterAid offices. The system was developed against a background of existing appraisal processes in various forms. It was therefore developed with an aim of harmonising performance management practice in WaterAid globally Observations in the Malawi Country Programme indicated that the system had not been successfully implemented, as less than 30% of all employees were been able to develop and be guided by objectives, and formal one to one discussions were rarely being done. The system was also characterised by ill prepared objectives and appraisals that were conducted just to tick off the task. One other indication of poor adoption of the PMS was the absence of appraisal reports in staff personal files. An examination of staff files showed that only Four out of 11 and 6 out of 20 personal files in 2011/2012 and 2010/2011 respectively had performance appraisal reports. One other apparent problem with the system was the performance rating. Both line managers and appraisees expressed uncertainty on the application of the ratings with some people seeing gaps in the ratings while others felt that the ratings overlapped. The business impact study was aimed at re-implementing the performance management system at WaterAid in Malawi to ensure that it was properly established and embraced by all employees.

Azahari Jamaludin

rolan bangalan

Katarína Staroňová

This comparative study on the individual performance appraisal systems in the EU member states, the European Commission and associated countries was conducted under the Slovak EU Presidency in 2016 and EUPAN. It comes 10 years after the review of the performance appraisal under the German EU Presidency in 2007 (Demmke 2007). Since then, classic performance appraisals were reviewed very critically, by both academics and practitioners, asking for considering the contextual factors in the set up of the overall performance appraisal systems. Some experts (e.g. Antonioni 1994) argue that rather than throwing out the entire performance appraisal systems and process, we should try to improve it. And many of the EU member countries did exactly that. Thus, in the past decades the performance appraisal research has examined the effects of the social context (e.g. Levy, William 2004) within which the performance appraisal operates, motivational basis of the civil servants (e.g. Perry, J.L., Hondeghem, A. and Wise, L.R., 2010), work approaches of millennials (e.g. Twenge, J.M. and Campbell, S.M., 2012), perceptions of fairness (e.g. Choon, Emli 2012) and most importantly the various uses of information from the performance appraisal (e.g. Moynihan, Pandey 2010). This has widespread implications for practical application. And since performance appraisals play an important role in individual careers of civil servants and public organisations, it is important to understand the process and design of the instrument in individual EU member states and the European Commission vis-à-vis the latest developments in performance appraisal research.

Jyotsna Bhatnagar

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