Performance Management

Performance Management
An Organizational Tool to Better Performance

The development of a Performance Management program must be highly customized in order to create an effective, enduring, and successful system. In the development of your Performance Management program we will take the time to collect input from the users of the system, involve leadership throughout the process to ensure the new program meets the desired objectives, facilitate program development utilizing a design team to gain organization wide acceptance and commitment, and provide comprehensive implementation expertise.

Our objective is to help you increase management and employee accountability, enhance employee engagement, integrate the organization’s values into performance evaluations, and create alignment between individual, department and organizational goals.

Our consulting process will address three major phases:

  1. Development of Performance Criteria – goals, factors, competencies, and ratings
  2. Establishment of Performance Management Process – type of appraisal (single versus multi-rater), how feedback is provided, frequency of feedback, etc.
  3. Development of Link to Rewards – linking appraisal outcome to rewards

Specifically, Wilson Group will work with your organization to:

  • Identify and select the criteria that are consistent with the strategy and values of the organization and the employee group (hourly, salaried, sales, executive).
  • Identify and select the technology “vendors” needed to support the program. (e.g., Promantek, Success Factors)
  • Train and communicate the new program at all levels of the organization to enhance the application of the program.
  • Align the performance management program with total rewards such as base pay increases, bonuses, recognition, etc.

Client Illustration:

We worked with a major private research and development organization to help resolve conflicts between evaluating current performance and the longer-term potential of key contributors. We guided an internal advisory team to examine their current practices, examine alternative models and best practices, and develop core principles for their performance management process. While we started with designing “the form,” the team quickly understood the importance of developing a process that both provided meaningful feedback against performance goals and standards, and provided an assessment of the individual’s competencies and potential for the future of the organization. The process then created a more effective link between total pay and performance, but kept the focus on performance, contributions and development. Our engagement provided them with the structure as well as tools, communication and training of managers that supported the effective implementation of the new performance management process.