HRO Today November 2016 - 59
Workforce Management
1. Make performance management real-time. Most
companies distribute a performance review questionnaire
to new hires, so they'll know what to expect. But true
performance management doesn't happen just once,
or even twice, a year. It happens daily, with real-time
communication to ensure both the employee and
employer's needs are being met. Use technology, such
as a gamifi cation, enterprise social or performance
management platforms, to recognize employees'
contributions on a regular basis, and communicate issues
or concerns before they become a problem.
2. Practice periodic goal-setting and review. Encourage
managers and employees to work together to devise
short-, mid-, and long-term goals that align with the
business strategy. Review progress frequently-weekly or
bi-weekly for short-term goals, and monthly or quarterly
for mid-term and long-term stretch goals. By checking
in on progress, both employees and the company have
a better chance of righting the ship if there's an issue
and amplifying the likelihood of success. Again, use
technology to track progress, recognize accomplishments
and take in feedback to make the process more effi cient
and effective.
3. Encourage career growth and professional development.
Helping new employees to build a career path plan
during the honeymoon stage demonstrates the
company's desire to see them progress. Provide learning
and development opportunities such as a stipend and
time off to pursue continuing education and skills
training. Establish a system for rewarding staff members
who improve their professional skill set, and encourage
them to present a synopsis of any relevant learning to
their team or department so that everyone can benefi t
from the new knowledge.
4. Ensure workfl ows are effi cient and well understood.
It might sound simple, but don't make employees
struggle to do their jobs. It's easy for even the poorest,
slowest, and most cumbersome processes to become
engrained in the workfl ow, causing employee frustration
and dissatisfaction. Instead, routinely ask if there are
bottlenecks or hurdles that cause problems, and seek
employees' input in addressing them. New employees can
provide a fresh set of eyes on a process that hasn't been
looked at in a long time. Not only can this approach help
solve the primary problem, but it also demonstrates that
the company invites and implements employee input.
For ongoing performance management to become a
reality, it must be intentionally built into the company's
culture. It must be part of everyday life, not just
an isolated activity with a stop and a start date. By
continuing to walk the walk after the new employee's
honeymoon period has ended, companies can maintain
long-term engagement and satisfaction among
employees and keep their best and brightest talent on
the team.
Dominique Jones is the chief people offi cer at Halogen Software.
NOVEMBER 2016 | www.hrotoday.com
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HRO Today November 2016
Table of Contents for the Digital Edition of HRO Today November 2016
HRO Today November 2016 - 1
HRO Today November 2016 - 2
HRO Today November 2016 - 3
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HRO Today November 2016 - 5
HRO Today November 2016 - 6
HRO Today November 2016 - 7
HRO Today November 2016 - 8
HRO Today November 2016 - 9
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HRO Today November 2016 - 11
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