If you feel like your organization’s performance management system is:

Clunky

Painful

Outdated

Confusing

Not actually driving results

It’s time to talk about what meaningful change could look like.

Performance management is a critical function in organizations, especially if pay is linked to performance. While many organizations pride themselves on staying up-to-date on the latest software and processes for their business operations, many business leaders find themselves stuck with a performance management system that is based in 1950s-era management philosophies. Many companies implement the performance management product included in their HRIS software, without considering whether the interface and options for ratings, cadence of events, etc. is appropriate for their organization’s culture, or the goals they want employees to accomplish.

It doesn’t have to be like this.

It is possible to develop performance management systems that serve the organization, beyond providing ratings to feed into a compensation model. Performance is the key to business results: without an appropriate, meaningful way to measure performance, it’s difficult to measure effort, drive for excellence, and incentivize people to do their best. Performance management systems are a gold mine of information about what’s happening in your organization, and even in the age of large language models for artificial intelligence, most organizations are leaving that information resource untapped.

I have helped multiple organizations examine their existing performance management systems, find areas for improvement or iteration, and implement changes that make the system easier to use, easier for employees to navigate, and easier to get data from. I have also helped organizations parse information that already exists in their systems for business intelligence around employee satisfaction, employee performance, potential risk for regulatory complaints and lawsuits, and actionable information for human resources business partners (HRBPs) and others to use to guide decision-making about HR programs and functions.

I have also assisted organizations who have ad-hoc or informal processes - or no performance management process at all - figure out the best path forward to implementing performance systems in their organizations. If you’re still doing reviews via Word doc, fillable PDF, or even on literal paper forms - there are excellent, cost-effective options that can integrate with existing HR information systems that can make things easier for employees and managers alike, and provide you with actionable business data you would otherwise have to gather through surveys or focus groups.

Sound interesting? Get in touch today! I’d love to talk about how to solve your pain points related to performance management.