making the move from paper based to online performance management
DESCRIPTION
Online performance tool, Vaado.TRANSCRIPT
Making the move from paper-basedto Online Performance Management
Stuart Hearn, Commercial Director, Vaado
Diane Gill, Head of HR Projects
Agenda
• Why go online?
• The 7 pitfalls when moving online
• Case study from
– Background
– 5 Strategies
– The Benefits
• 5 ‘must do’s’ for a successful online project
• Questions & Answers
Why go online?
• ‘Generation Y’ expect everything to be online
• Streamline the administration of the process
• Encourage year-round performance management
• Easier to update objectives during the year
• Higher quality data around performance and development
7 Pitfalls when going online
1. Assuming that a new system will solve all existing problems
2. Not involving end users in the design stage
3. Getting carried away with the possibilities
4. Changing the process too much from the paper version
5. Believing that every element of the performance discussion needs to be captured on the form
6. Focusing training on the system rather than performance management skills
7. Not leveraging the benefits
Case study
Case study
How did HarperCollins UK transfer from an annual, admin heavy performance review system to a user-
friendly system, used all year round?
Diane Gill
Head of HR Projects
HarperCollins
We started from a solid base
Our existing system worked
– Forms/guides fit for purpose
– Employees were using them
– Training in place
– Training/career development included
1,000 employees across 3 sites
– 700 users (300 in distribution with a different system)
– 90% return rate
– Paperwork to central HR
We didn't add value; staff expected more
Chasing bits of paper we didn’t use (that’s if we could find them)
– Transactional conversations between HR and the business
– HR admin resource tied up for long periods – filing/chasing
– 5 months to get the paper work in
Our people wanted more– People survey feedback
– Publishing moving to online content
HarperCollins US online system failure– Too complex
Better, faster, information
The desire to move to a high performance culture– Conducted a critical talent review
– Longer-term aim to integrate into performance reviews
– To introduce mid-term reviews
Management Information– Couldn’t extract any meaningful data
– Publishing moving to online content
Keeping an eye on costs– Worry that going online meant significant cost increases
How could HarperCollins UK transfer from an annual, admin heavy performance review system to a user-friendly system,
used all year round?
The question we asked ourselves…
Overcoming:
• The ineffective chasing
• A well known online failure
• Slow and reactive MI
• Limited budget
• Nervousness over the change
• Non-alignment to system V high-performance culture
Whilst exploiting:
• Current content fit for purpose
• HR skill and expertise
• Good base level of 90%
• Desire for HR process to fit with business model
• Employees asking for more feedback
5 strategies were needed
1. We engaged our key stakeholders
2. Select an on-line product to deliver our aim
3. A communication plan
4. Training programme
5. Create a focused approach to support
Each strategy was fully executed
1. We engaged our key stakeholders
– Full sign off from CEO/COO– Presentations to Exec– User involvement at design
stage– Ensured HR and IT were on
board
2. Selected Vaado
3. We communicated– Presentations to departments– Emails– posters
4. We conducted training – 1-2-1 Exec training– Super users– Line Managers– Employees
5. We provided swift and tailored support– System issues fed back
immediately– Quick turnaround– Vaado help desk support– Desk visits
The benefits
Engaged more effective approach that employees like • 98% completion rate• Reviews conducted within set timescales• Real advocacy
Rich management information• Freeing up of limited resources• Greater emphasis on year round performance
management• HR focus now adds value, aids business objectives
Flexible system that will meet our future requirements
5 Must Do’s for success!
1. Ensure your system is simple and intuitive
2. Maintain the emphasis on the conversationand not the system
3. Avoid making too many changes to the existing process and forms
4. Involve end users in the process and system design
5. Set up robust and responsive system support processes
Vaado Contact Details
Leanne Hayward, Sales & Marketing Director
Tel: 07557 199509
Email: [email protected]
www.vaado.com