What we Solve
It's all too familiar and frequent. It seems that everyone has the same iconic complaints about performance reviews.
"My annual review never represents my actual year-round performance!"
Samantha is a star performer for the company and a team player. She knows she delivers and she hopes Upper Management also knows how valuable she is to the organization. Unfortunately, Samantha doesn’t feel she gets accurate feedback from her boss. She feels invisible and is terrified of annual reviews that impact her compensation, merit increases and advancement opportunities. She’s afraid of surprises in her annual review and gets more and more nervous as review time nears. She doesn’t think her Manager “likes” her. She’s frustrated that she has to do the work of others on her team, but her Manager has no idea what she does. She’s not even sure he cares. Her team knows what she does, but she wishes her Manager and his bosses knew better.
"I do my best to tie my team's performance back to their objectives, but it doesn’t seem to capture everything. Of all my work, annual reviews are what I am least proud of as a Manager."
Charlie has been with the company for 5 years. After a few years of being a superstar in his role, he was promoted to Manager. He excitedly took the job, but wasn’t really prepared for it. His boss figured that since Charlie was so good at this previous role, he would be equally as good at managing others in the same position. Now, Charlie is no longer doing the daily tasks he was so good at and instead is trying to manage and motivate his team.
As part of his responsibilities as a Manager, Charlie knows that he will have to provide on-going feedback as well as year-end reviews for his employees. The company has a terrific HR management platform to manage benefits, recruitment and compensation, but the tool used to keep track of his employees' daily performance, objectives and achievements is inadequate and cumbersome. It creates more work which he doesn't have time to keep up with.
"The review process should be vital to the lifecycle of an employee and yet it is the least valued and causes stress for everyone."
Jack has always wished there was a better way to get performance information about the Company’s employees. He wishes the Managers in the organization would do a better job of documenting employee performance because, as the HR Director, he knows how important it is to have the right people in the right roles. All too often, he works with Managers who have an employee they don’t see “cutting it” and want to make changes without any supporting documentation. One of the
roles of HR is to identify issues related to compliance, fairness and risk associated with the performance review process. This requires supporting documentation. The problem is, Managers don’t always have the time or skills to keep the kind of information Jack needs to do his job successfully.
"I want my teammates reviewed fairly and compensated accordingly. That delivers results."
Mary is the dynamic CEO of a well respected company. She is known for being a strong leader driving a successful business. She is seen by her colleagues as caring, motivating and a capable leader. Mary wants to ensure her employees feel recognized, supported and valued. In overseeing the operations of the business, she is driven by statistics, KPI’s and dashboards. She is able to successfully execute on her business strategy because she has access to operational data. But when it comes to her employees, Mary finds it challenging to get actionable, relevant and valid information about individual employees, the teams they work on and the performance of the entire organization.