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Is your Performance Management keeping up with the pace?
Adjustments to priorities is essential for the ability to change direction quickly. When business priorities shift due to changes in the market or even the economy, company and individual objectives must follow suit. Adopting more agile performance management practices are a much more effective way to respond, while ensuring delivery of current goals.
Seeing their work contribute to company goals is one of the top drivers for employee engagement and productivity. Working flexibly shouldn’t make a difference in how people are rewarded or praised for tasks done well, completed on time, or even ahead of schedule. Equally, it’s important to recognise when goals aren’t being met so you can understand the reason and assess if further support to those employees is needed so they do not feel isolated. As companies move to more agile ways of working and agile workstyles, individuals work on shorter-term projects of various lengths, often run by different leaders and organised around cross-functional teams. The notion that performance feedback then would happen annually, from one line manager, is no longer sufficient for business success. Employees need more coaching, more often, from more people both inside and possibly outside the business.
An agile performance management happens in 2 angles:
- continuous employee development combined with,
- continuous conversations
This shift in focus from traditional performance management recognises that a more skilled and capable workforce can perform better and boost company performance. Just like any sports team, regular feedback, communication and coaching is needed to create excellent performance to survive in a highly competitive environment. In order to support employees and drive performance outcomes even in uncertain times, HR and People leaders must encourage managers and employees to adapt their conversations and processes.
Agile performance management enables HR and People teams to create enthusiasm and engagement through continuous conversations and coaching. This would require HR teams to:
- Using objectives to provide clarity on individual goals and their direct link to the overall business goals, even in challenging business environments.
- Reinforcing the organization’s commitment to the long-term success of the employee, even in the face of constraints on new investments, resources or pay.
- Continually develop and expand skills and talent pools among existing employees to address the markets’ changing needs.
- Tailoring acknowledgment of employee efforts, especially when employees go the ‘extra mile’ to avoid disruption for customers.
- Rewarding employees for their great work with tokens of appreciation, development opportunities and low cost perks.
- Encouraging innovation, even when the organization has budget constraints, managers can emphasize the need for incremental innovation or process improvements.
- Using continuous conversations to enable a two-way dialogue that focuses on both the positive and negative implications of business conditions.
- Creating end-to-end accountability over projects and responsibilities to support cross-functional teams and agile ways of working.
Traditional performance management processes and systems have struggled to motivate and develop employees because their approach led to infrequent and ineffective feedback, resulting in unfair employee evaluation with misplaced accountability.
Agile performance management needs to support cross-functional teams, project work, changing needs and use feedback to improve growth. The right HR system can help manage your peoples’ development with continuous conversations and goals setting.
Here’s how PeoplesHR can support agile performance management:
- Enable open discussions and continuous conversation between managers and colleagues to improve and enhance performance.
- Update objectives in real time as they evolve, rather than waiting until the end of a financial year when they may have become out of date.
- Align and track performance regularly against individual goals, linking them to the organisation’s objectives.
- Enable 360 feedback through internal team members as well as external assessors outside of annual or other formal periodic reviews .
- Match or Bridge skill gaps by easily searching for skills and capabilities across your global workforce for job roles.
- Ability to identify learning needs and create career and professional development plans as part of your employee performance management process.
- Access a multi dimensional succession plan in real time with an accurate and up to date view of multiple successors, level of readiness, level of importance and supporting development plans.
The world of work is changing at pace, interested in keeping up? Connect with us on a Live Demo and we can show you how.
The last impression matters too
Every organisation will go through the moment an employee is ready to move on from their career within the organisation. Offboarding even though is not discussed as much as onboarding, is highly integral for HR departments to correctly undergo in a manner that is highly respectful for the employee yet also captures various analytical information the organisation could utilise.
The offboarding stage of the employee lifecycle specifically involves how an organisation successfully separates with an employee who was working within the organisation. Specifically, off boarding encompasses the specific way HR departments are able to understand the reason for the employee leaving the organisation and then utilising key information in creating organisational plans to make future critical decisions unto how to improve any current business processes. Off boarding is the last stage of the employee lifecycle and is a highly critical aspect of the employee lifecycle that HR departments within an organisation must get right. This is largely due to offboarding being a key definer of how an organisation can learn from an employee leaving the organisation. Throughout this offboarding process, HR departments will find capturing the feedback of the outgoing employee highly valuable, this is constantly done through various exit surveys and further interviews with the employee.
An HRIS plays a vital role within HR departments throughout the offboarding stage of the employee lifecycle. Traditional HR management throughout the offboarding process is largely paper-based and takes quite a lot of time out of both the exiting employee and HR department which may, in turn, leave a negative exiting impression upon the organisation. Correspondingly, an HRIS aims to ensure that this negative impression is turned into a positive impression whereby the process may be conducted all online if the HR department desires to do so. This ensures that paper-based offboarding materials are removed from processes of the HR department freeing up time and increasing overall organisation efficiency.
This final impression can be tricky to make, with multiple statutory requirements that need to be tackled by HR before the employee bids his final goodbye. Here’s how PeoplesHR can help you make a lasting final impression.
This final impression can be tricky to make, with multiple statutory requirements that need to be tackled by HR before the employee bids his final goodbye. Here’s how PeoplesHR can help you make a lasting final impression.
- Define actions, configure properties and create alerts to be sent at different stages of the offboarding process.
- Authorised admin users are able to define and configure the initial stages of the offboarding process.
- Define exit types and question groups relevant to various scenarios.
- Off boarding actions can be managed through a configurator checklist.
- Reallocate and retrieve tasks and properties granted to the employee involved (allocated company resources and official documentation).
- Analytics on employee’s exits for varying reasons.
- Automatically trigger notifications to key personnel when an employee submits his/her resignation online.
- Ensures that the inactive employee no longer has access to the organisation’s sensitive information and blocks access to confidential documentation.
- Identify and evaluate the reason for the employee’s departure to reduce the risk of potential lawsuits by ensuring that the complaint procedures are followed across all locations.
- Customise exit questionnaire to be sent to different employees focused on their area of expertise.
- Initialise exit notices through a predefined cycle of approval level.
- Exit finalisation with payroll, rehire recommendations for all offboarding employees.
- Exist clearance process of all recoverable assets with pre – configured clearance procedures.
Tech-savvy HR and People teams are not just those who can use the tools they are given, but who can develop their skills with them, achieving greater results while remaining flexible to the type of HR technology they use.
Is your technology skills ready for tomorrow’s HR?
The recent events have forced many organisations to work remotely and has acted as a catalyst to accelerate digital transformation. Now is the time to ensure your HR team is equipped to lead further changes today, in order to be ready for the challenges of tomorrow and ensure your organisation can adapt, and be resilient and brisk.
The recent events have forced many organisations to work remotely and has acted as a catalyst to accelerate digital transformation. Now is the time to ensure your HR team is equipped to lead further changes today, in order to be ready for the challenges of tomorrow and ensure your organisation can adapt, and be resilient and brisk.
What technological skills are expected from the HR team of tomorrow?
Best-in-class organisations who use HR technology to deliver seamless and engaging workforce experiences today, will become the norm tomorrow. Some HR and People teams are already leading the way with HR technology, but there are many organisations that still are not. With just a quarter of HR leaders rating their HR tech skills at expert, there’s a long way to go.
The HR team of tomorrow, technologies like cloud, automation, self-service HR and mobile apps will become the basics and fully adopted across the board. We know this because these technologies are already vital today. The HR team of tomorrow simply won’t be able to function without them, just as many HR teams are struggling without them already.
Beyond that, other technologies like artificial intelligence and intelligence augmentation, virtual reality and gamification will also be commonplace. HR and People teams will navigate the HR technology landscape with confidence and savviness, with the ultimate aim to use HR tech to drive engagement, build better experiences and boost productivity in tomorrow’s workplaces.
Never underestimate the need to be tech-savvy to improve workplace culture which gives you a competitive advantage. For quite some time, HR leaders have shied away from technical conversations as it was felt the greatest value that they bring to an organisation is their heart. Organisations need to understand that the world around us has become more advanced.
Try taking your IT leaders out for coffee, or a video conference call, and pick their brains about progress in their field. HR must accept the reality that the world has evolved and is not in the same professional landscape as it was a year ago. Ignoring this would be at your own cost.
Tips to bring your A game in tech skills needed for tomorrow’s HR
Tech-savvy HR and People teams are not just those who can use the tools they are given, but who can develop their skills with them, achieving greater results while remaining flexible to the type of HR technology they use.
- A good place to start is to compare your tech skills in relation to the business. Do you understand as much as the wider organisation or are there specific knowledge gaps you need to address?
- Once you know what you need to improve in, you can take a long-term approach to acquiring the skills. Try to immerse yourself in the world of technology to gain a holistic understanding as you go along.
- Attend industry exhibitions for both the HR sector and your wider industry, these are great places to discover and learn how emerging tech can benefit your organisation.
- Keep an eye out for technology that can serve your organisation’s specific needs versus chasing down the hot new tech platform. Be intentional.
- Read thought leadership publications. Industry experts often give unbiased advice about products they have encountered and can be a key source for news within your sector.
- Take online courses. These help you to acquire the tech skills you require which can get handy even for developing skills such as coding.
- Attend webinars. Often hosted by technology experts, these will give you an overview of both current and emerging technologies and help you to make informed decisions.
- Apply for demos of new software. This is the best way to test and understand what your team’s limitations are when it comes to understanding and applying technology.
People Analytics: The latest addition to HR’s ever changing role.
People analytics has become vital for HR and People leaders as they’ve navigated through recent uncertainty. Understanding where your workforce are, sickness and absence levels, and using data to inform business planning and flex organisational direction has enabled HR to become a valued insight-driven leader in today’s boardroom. From adapting to shifting priorities, to using workforce visibility for resource planning, HR teams who have had People analytics at their fingertips have provided immeasurable value at a time when leaders need it most.
According to research, even before the impact of the pandemic, just a quarter (26%) of HR leaders were using People Analytics, despite widespread recognition of its importance in decision making and in directing strategy. Effective People Analytics goes way beyond just simple analytics.This does not mean just the task of mining data and reporting it but whereas identifying the actionable insights which leads to solutions. An effective outcome of innovative People Analytics requires data-driven approaches to be applied to improve workforce visibility and the management and engagement of your workforce. The aim of this is to understand your people and their behaviour and convert it into actionable insights to help you make informed evidence-based decisions.
Traditionally, Sales, Marketing, Finance and other operational teams use data to plan and measure activities and gain actionable insights to show their value and contribution to the business.And there should be no exception for HR, as they take care of the most important asset of any organisation, it’s people. The C-suite expects this in decision making and the HR of tomorrow can provide this confidently and seamlessly.
Here’s how you get ready to upskill for tomorrow’s people analytics, today.
Forward-thinking People leaders are hiring from non-traditional roles to get data experts into HR teams quickly, whether they’re data scientists, economists, or analysts from other fields, to get ahead. Upskilling goes beyond just that, however,
- Start working by making room for analytics in your team, this includes creating data-driven roles and recruiting from different fields. It is important to make a business case for this head count.
- There is no point in talking about People Analytics in the first place if the right technology is not available.A cloud HR system with comprehensive People analytics functionality is critical. Look for a system that enables you to visualise people data in dashboards that are ready to share, drill down into data and run what-if analyses,and lets you generate reports to notify your managers of any exceptions from the regular pattern.
- Work with your vendors to understand what your system is capable of and what the next steps are for you in your organisation’s People analytics journey. Can you leverage ideas from other customers? How can you create dashboards to identify your priorities and drill down to the relevant data?
- It is important to create a deeper and closer relationship between HR and Finance.As data experts already, they can support HR teams on their People analytics journey and allow both teams to benefit from better alignment.
- You don’t have to go on the skills journey alone, take your C-level with you.Present this as mission-critical for your organisation and highlight the advantages of analytics maturity (and the business risks by not), so they can understand the challenges and huge benefits that lie ahead and you can solve them together.
These five steps to better workforce visibility form the basis of most organisations’ People Analytics journey. They are:
- People data collection
- People analytics reporting
- Analysis of the data
- Insights from analytics
- Using these insights to proactively identify problems and make informed business decisions.
Best-in-class People teams are further along in their People analytics journey, and the People team of tomorrow will be at full analytics maturity. In practice, this means CHROs can access up-to-the-minute data from a single reliable source of truth, providing credible recommendations with interactive dashboards that can be shared across the C-suite to make informed business decisions in real time. It means ‘SMART’ HR KPIs aligned to business objectives, using ‘leading’ metrics instead of ‘lagging’, and going beyond just KPIs to understand the why – for example, how more women can be promoted to senior levels, or why engagement may be lower in certain teams.
Bursting the stereotypical L&D bubbles
Every organisation will go through the moment an employee is ready to move on from their career within the organisation. Offboarding even though is not discussed as much as onboarding, is highly integral for HR departments to correctly undergo in a manner that is highly respectful for the employee yet also captures various analytical information the organisation could utilise.
The offboarding stage of the employee lifecycle specifically involves how an organisation successfully separates with an employee who was working within the organisation. Specifically, off boarding encompasses the specific way HR departments are able to understand the reason for the employee leaving the organisation and then utilising key information in creating organisational plans to make future critical decisions unto how to improve any current business processes. Off boarding is the last stage of the employee lifecycle and is a highly critical aspect of the employee lifecycle that HR departments within an organisation must get right. This is largely due to offboarding being a key definer of how an organisation can learn from an employee leaving the organisation. Throughout this offboarding process, HR departments will find capturing the feedback of the outgoing employee highly valuable, this is constantly done through various exit surveys and further interviews with the employee.
An HRIS plays a vital role within HR departments throughout the offboarding stage of the employee lifecycle. Traditional HR management throughout the offboarding process is largely paper-based and takes quite a lot of time out of both the exiting employee and HR department which may, in turn, leave a negative exiting impression upon the organisation. Correspondingly, an HRIS aims to ensure that this negative impression is turned into a positive impression whereby the process may be conducted all online if the HR department desires to do so. This ensures that paper-based offboarding materials are removed from processes of the HR department freeing up time and increasing overall organisation efficiency.
This final impression can be tricky to make, with multiple statutory requirements that need to be tackled by HR before the employee bids his final goodbye. Here’s how PeoplesHR can help you make a lasting final impression.
This final impression can be tricky to make, with multiple statutory requirements that need to be tackled by HR before the employee bids his final goodbye. Here’s how PeoplesHR can help you make a lasting final impression.
- Define actions, configure properties and create alerts to be sent at different stages of the offboarding process.
- Authorised admin users are able to define and configure the initial stages of the offboarding process.
- Define exit types and question groups relevant to various scenarios.
- Off boarding actions can be managed through a configurator checklist.
- Reallocate and retrieve tasks and properties granted to the employee involved (allocated company resources and official documentation).
- Analytics on employee’s exits for varying reasons.
- Automatically trigger notifications to key personnel when an employee submits his/her resignation online.
- Ensures that the inactive employee no longer has access to the organisation’s sensitive information and blocks access to confidential documentation.
- Identify and evaluate the reason for the employee’s departure to reduce the risk of potential lawsuits by ensuring that the complaint procedures are followed across all locations.
- Customise exit questionnaire to be sent to different employees focused on their area of expertise.
- Initialise exit notices through a predefined cycle of approval level.
- Exit finalisation with payroll, rehire recommendations for all offboarding employees.
- Exist clearance process of all recoverable assets with pre – configured clearance procedures.
Tech-savvy HR and People teams are not just those who can use the tools they are given, but who can develop their skills with them, achieving greater results while remaining flexible to the type of HR technology they use.
The horrors of payroll
As we step into the month of Halloween, we address the biggest nightmare of any organisation: Payroll! With the world more connected and impatient than ever before, it is critical for successful organizations to pay people accurately and on time. In the digital age, issues that previously stayed behind closed doors are visible for the entire world to read about, which can result in serious ramifications.
For many organizations, payroll is one of those back-office functions that largely goes unrecognized. A series of systematic processes – managed by a few ghostly, yet diligent payroll administrators – which results in a 100% accurate paycheck deposited into our bank account not one minute later than anticipated.
What could possibly go wrong? The answer: A lot.
For every single step in the payroll process there’s a possible misstep. Someone can enter data incorrectly – it might even be done by an employee processing their own changes through self-service. Maybe time entry is missing. An employee’s address could be wrong, affecting taxation. Or perhaps the taxes built into your system aren’t quite up to date or a compensation change was entered incorrectly.
The fact of the matter is that payroll relies upon the inputs of individuals across the organization who report to different departments with different key objectives.
Add to that the underlying effort required to maintain the system. Such as lifecycle management, security roles, governance, risk management, ongoing legislative updates, and the continuing education of payroll administrators to remain up to date on local, regional and national regulations. It becomes quite evident that payroll can no longer remain siloed or be considered a one-person job.
The scary thing about payroll is that getting it wrong can be devastating not only for your employees who were counting on that paycheck, but also for your brand.
We believe there’s a better way...
To look at payroll not as a standalone process, but as the output of a successfully integrated and orchestrated set of processes that run the business. And, that it may be time for your organization to rethink how payroll is done.
The main aim of the Payroll module is to bring structure into the compensation process, where all necessary functions are conducted with higher efficiency and reliability. This means functions such as generating payroll reports, pay slips, increments, processing loans and reimbursements to multi-currency transactions are dealt within a single platform. The organisation also has the capability to define specifications with regard to transactions to fit their policies with the configurable features available within the HR solution. The payments are simply made based on the employee information such as overtime, no pay and other attendance incentives captured through the absence and attendance modules in the system.
And here’s how it’s done through PeoplesHR Payroll…
- Configure earnings and deductions according to business requirements and policies.
- Remove uncertainties with segregated security associated with information sharing or third party involvements.
- Speeds up the stages in the process through automated and predefined logics, calculations and features.
- Comprehensive validation procedures to avoid human errors on data insertions from occurring.
- Built – in expertise within the system reduces the need of specialised professionals to handle the processes involved.
- Accurate, efficient and reliable payroll calculations that abide with the organisation’s policies and statutory fulfilment frameworks.