New PerformanceHub Release

Chairman support, competency reports and an improved Grandfather experience

 

PerformanceHub now supports a new special type of user – ‘Chairman’.

You can now add a chairman to PerformanceHub and optionally make the chairman the CEO’s manager.

If you make the chairman the CEO’s manager, the CEO can be appraised by the chairman and can have ‘personal objectives’, i.e. objectives that are not company objectives, and are proposed and agreed between the CEO and chairman.

If you just want to add a chairman to the system because they have a direct report you want to be appraised (such as a PA) but don’t want to appraise the CEO, then you don’t have to make the chairman the CEO’s manager.

 

Other updates in this release

Competency information added to the Excel report

We have added competency review information to the Excel report emailed on a Monday.

The new information allows you to find people who are performing/under-performing in role and find people with particular competencies and ratings. For example, find everyone in the company that has excellent communication skills.

If you are not already subscribed to the report, HR admin users can subscribe by logging in, clicking your name and selecting Reports.

Rolled-up Grandfather dashboard notifications

We noticed that some users had a lot of dashboard notifications about grandfather meetings. To avoid cluttering up their dashboards with repetitive information, we rolled the alerts up to make the dashboard less daunting.

Improved appraisal status reports

We have added a new column to the appraisal status reports to show when appraisals are waiting for Grandfather sign-off.

Squished a bug

In some circumstances, if a user’s manager was changed, their objectives were not reassigned to the new manager. This prevented the new manager from completing their part of objective reviews. The bug fix prevents this from happening in the future. Any objectives that got into this funny state before the bug fix was released will be updated.

Performance Review Tips – Getting the most out of performance reviews

 

 

Performance reviews are sometimes seen as stressful by employees and managers alike. Or worse, a time vampire with little payback. However, with a simple bit of preparation, performance reviews can go from a dreaded process to a rewarding way to develop and motivate your employees. Here are some tips on how to make the most out of your Performance Reviews:

 

No surprises

Make sure that you have regular meetings with your direct reports during the course of the review period. If something important comes up (good or bad) provide feedback as soon as possible. There should never be any surprises when it comes to the final performance review.

 

Get to know your direct reports

Discuss where your reports wish their careers to go, what they enjoy doing, their expectations, etc. This will allow you to develop and motivate them accordingly. Create a good working relationship with your team members; you will both feel more comfortable in each other’s company. Your role is as much to act as a mentor as it is to manage day-to-day activities.

 

Set clear objectives

Set clear, achievable and time-bound objectives. Make sure that time frames are realistic and discuss the objectives with the employee beforehand, making sure that you both agree on what they are expected to do. Have regular meetings to discuss these objectives. This will enable you to make sure that your direct report is doing the right thing and allow you the coach them in the right direction. This will make their performance much more effective and you will both know how they are doing prior to the performance review, so there won’t be any nasty surprises.

 

Evaluation

Make sure that both you and your direct report agree on how they are to be evaluated prior to the performance review. You must be clear about how you are going to evaluate, and what part they are going to play in the process. This way you will both know what to expect.

 

Preparation

Preparation is key for both you and your direct report. Make sure that you inform them about the upcoming performance review; this will allow them to complete any relevant documentation or finish up any objectives. For you, remember to make notes about their performance during the course of the year and bring along notes from your regular meetings held during the year. This will ensure that you do not focus the meeting solely on recent events, which may not give a fair representation of the entire year.

 

Constructive Feedback

It is important to discuss both negative and positive points during the performance review; do not just focus on one area. Give constructive feedback. Remember that this should be a two way conversation, instead of just giving negative feedback ask your employee how they feel they did on certain objectives and what they feel they could have done differently, in other words, let them self evaluate where appropriate. This is your chance to coach your employee and to give them the opportunity to see where they went wrong and how they could have done better, instead of simply giving negative feedback which could demotivate them instead of encouraging them to do better. Spend time exploring your direct report’s strengths and make plans to capitalise on them in the future.

 

Most importantly, remember that your direct report will respond best when they feel ready and they know what to expect from you. Develop a strong professional relationship with them; this will allow you know how to challenge and motivate them accordingly and, as a result, create a successful working environment.

 

Plan for the future

You know what your direct report’s career aspirations are; you know their strengths and weaknesses. Set objectives or make development opportunities to help them realise their aspirations, building on their strengths and help reduce their weaknesses.

 

 

One final note, some people just aren’t great in some areas. No amount of motivation (positive or negative) will make a difference. If it doesn’t REALLY matter and, in particular, they excel in other areas, don’t dwell on the weaknesses and play to their strengths.

New release: Objective types and more

 

Today we released the latest version of PerformanceHub. In it, we have added support for employee objective types, introduced new features into HR’s dashboard and have improved the way review periods are selected.

 

Here are the details.

Development Objectives and Functional Objectives

Users can mark objectives as either Functional Objectives or Development Objectives, and HR can track progress against each objective type separately in the KPI charts and weekly Excel report.

This allows HR to track progress against personal development activities vs functional deliveries, and ensure your managers are taking development of staff seriously.

 

Other updates in this release

 

A more intelligent review period selector

PerformanceHub will select the most appropriate review period more often. Before this change, if you didn’t explicitly select a review period, PerformanceHub would select the current review period. Early on in a period, people are still wrapping up the previous period rather than starting to set objectives in the new one. PerformanceHub will now select the previous period until the appraisal deadline date has passed.

 

3 new HR and CEO dashboard entries

These new entries help:

  • Keep track of the appraisal completion process and provides a reminder button for you to send email to managers lagging behind the process
  • Keep track of the interims and provides a reminder button for lagging managers.
  • Keep track of the appraisal balancing process, provides onscreen completion rates and provides a reminder button

 

We squished a couple of bugs too

  • Managers were being alerted to unlinked draft objectives their direct reports had created.
  • The CEO couldn’t reconsider a completed company objective.