By Lisa Sterling, Vice President Of Dayforce Talent Management, Ceridian
In the last decade or two, business has evolved considerably, taking on a new and unprecedented level of complexity. There are four generations of employees attempting to coexist peacefully. There are countless technologies changing the ways we complete even the most basic everyday tasks. More companies are setting their sights high – looking to defeat their competitors and go national, or even global.
It’s a fast-paced, challenging world, and it can sometimes feel difficult to keep up. So what’s the secret?
To ensure your business is built for today’s competitive climate, you need to have continuous conversations focused on development versus focusing on the past to drive better performance. In short, what you need is a good plan for performance development. No longer are today’s performance management events enough to keep employees engaged and productive.
Many changes impacting the state of HR
A number of ongoing changes in the world of work are impacting the way companies manage the performance of employees. For example, rapid technological innovation and increased collaboration is changing the way people do work, and many employees and managers are becoming dissatisfied with their company’s outdated performance management processes. As well, the intersection of four different generations of employees means not every employee wants to engage in performance experiences the same way.
Why engage in performance development?
Because of the reasons above, engaging in performance development is more important than ever. To run a business effectively, you need to align the entire organization towards a consistent set of goals. By doing this, successful employees know what is needed to meet broader organizational goals, allowing them to take ownership of their own career development.
Examining the challenges that lie ahead
There are a lot of inherent challenges that come with the task of moving from performance management to performance development. For the most part, employees and managers are dissatisfied with their current process, which is why more and more companies are upgrading their current performance management systems with real-time, forward thinking, continuous feedback. The challenge still for employees, managers and HR is corralling that feedback and tying it back into career path decisions.
How performance management has evolved
A growing number of companies are replacing their formal once-a-year appraisal with more informal, frequent and developmentally focused conversations. Social technologies are helping facilitate this process, by improving dialogue and providing continuous coaching opportunities through mobile access. But there is still more to be done: Performance management would benefit from numerous adjustments. For example: Instead of being a top-down procedure, it should be collaborative. Instead of handling performance using scattered paper forms, companies need to provide employees and managers with access to the tools and information they need to provide continuous feedback and coaching.
How to improve the employee experience
Employees deserve to get more out of the performance process. Ideally, it should gauge their strengths and weaknesses and give them the recognition (and compensation) they deserve. Ultimately, companies should strive to simplify the appraisal process, create shorter feedback loops and design streamlined processes that will obtain better, more reliable data. This can only be done when employees are able to view and participate in their performance conversations every day, using the same system they access their pay, schedules and complete other common processes. So I ask you, are you ready to move from performance management to performance development? If not, your employees may be the ones making a move.
Ceridian. Makes Work Life Better™
As Vice President of Dayforce Talent Management for Ceridian, Lisa is responsible for the creation, design and execution of Dayforce talent management products and services, including the TeamRelate™ product.
Prior to joining Ceridian, Lisa served as a Partner and Technology Solutions Leader for Mercer’s Talent Solutions business. Lisa also served in both a product and people strategist role at Ultimate Software as Head of People Engagement. As a Partner at Kenexa – an IBM company – she led the design and deployment efforts of the organization’s performance, succession and career development solution.
Lisa’s career has focused on designing, executing and bringing to market leading talent technologies that foster the employment lifecycle from recruitment to retirement. She’s currently a Human Capital Executive Research Board Member and sought after speaker on various talent management topics.
Lisa earned a degree in business administration and management from the University of Nebraska-Lincoln.