1.
Today’s Presenters
Chris Wright, Ph.D.
Founder, President & CEO
Reliant
Michelle Davis
Training Manager
Flash Foods

2.
What We’ll Cover Today
Why people dislike
the performance
review process
Why performance
feedback is so
critical
What the current
trends in performance
management are
How to reinvent your performance
management system to drive
engagement
How Flash Foods is using
technology to increase performance
results and retention

3.
Live Poll
How would you grade your company’s current
performance management process?

4.
How do HR leaders feel about their performance
management processes?
Source: Global Human Capital Trends 2015, Deloitte University Press

5.
Look
familiar?

6.
Why?

7.
Performance feedback is given
infrequently or not at all
The annual review
process is a dated
model.
Annual reviews make it difficult for
managers to remember behavior and
work progress throughout the year.

8.
Performance feedback is given
infrequently or not at all
Managers often provide as little feedback as
possible for fear of not “doing it right” or saying
something that could be used against them.
Many organizations don’t hold
managers accountable for delivering
feedback to employees.

9.
Measuring
the wrong
things

10.
Companies do not measure
the right things
Most companies
struggle to define core
competencies.
We over-complicate or
over-simplify what is
being measured.
We struggle to
integrate goals into the
performance
management process.

11.
Focusing on
the negative

12.
Managers focus mostly on
the negative
Companies have not
trained managers how to
deliver performance
feedback in a positive,
constructive manner.
Constructive criticism is
given, but managers don’t
work with employees to
create development plans.
Reviews become more
about what employees are
doing wrong rather than
what they’re doing right.

13.
People are not invested in the process

14.
Managers are not invested
in the process
Reviews are a
“copy and paste”
from prior years.
Assistants
complete the
review forms.
Managers procrastinate until the
last minute, and provide no
written feedback to support
ratings.
They pass their
own goals down
to subordinates.

15.
Forced distributions have tainted the
process and lowered morale

16.
Forced distributions have tainted
the process and lowered morale
Only allowing managers to
give out a certain number of
high scores
Forcing managers to place employees into
a normal distribution so that many high
performers are rated as “average” or
“underperforming”

17.
Forced distributions have tainted
the process and lowered morale
Implementing across-the-board
salary increases despite
performance differences
Rater bias is most prevalent
here; managers rate and reward
favorites highest

18.
Using
software that
is overly
complicated

19.
Source: Guide Spark Survey, 2014
So why do performance reviews?
89% of employees say they
want frequent performance
feedback
89% of employees say they
want their manager to be
direct when giving feedback

20.
So why do performance reviews?
Develop & Manage Talent
● Identify strengths and weaknesses
● Identify potential leaders
● Spend training and development
budgets wisely
● Identify capability gaps to drive hiring,
training, succession
Drive Business Value
● Improve customer experiences
● Improve services
● Make better products

21.
Watch out for bad advice
“Scrap reviews, you don’t need them …
just do goals.”
How a person accomplishes a goal is just as
important as whether the goal gets accomplished!
People can accomplish goals, but also leave
a trail of scorched earth and burned bridges
in the process.

22.
Watch out for bad advice
“Scrap reviews, you don’t need them …
just do goals.”
Rating people on critical behaviors and skills is
very important - it just needs to be done right!
Without reviews it is impossible to offer career
progression advice and do succession
planning well.

23.
Is it time to reinvent the performance
management process?
Source: Deloitte University Press

24.
Measure
the
right things
Increase the
frequency of
feedback
Simplify
rating
scales
Use the
right
technology
High-Impact
Performance
Management
1 2 3 4

25.
2014-2015 How Hourly Workforces Work
Survey Results
Switching from inconsistent feedback to
a consistent quarterly review process
increases high efficiency in controlling
turnover rates and costs by 247%
Hospitality businesses are most likely to
have inconsistent and varied feedback
processes. More than 1 in 5 hospitality
employers don’t have a consistent
feedback process in place.

26.
2014-2015 How Hourly Workforces Work
Survey Results
Increase in customer-service satisfaction when switching from a standalone
performance management system to an integrated workforce management system
Companies using a workforce management system for performance tracking
report the highest customer-service satisfaction
12%

27.
Measure the right things
Only rate employees on
behaviors/competencies that you are willing to
invest money to develop.
Eliminate ratings on behaviors/competencies
that are truly irrelevant to streamline
the process.
Focus less on past behaviors and actions and
more on future behaviors and goals (i.e. the
“how” goals were accomplished).
Place more emphasis on
employee strengths.

28.
Source: Gallup
At work, I have the opportunity
to do what I do best every day
more likely to earn
high customer
satisfaction scores
44%
more likely to have
low employee
turnover
50%
more likely to
be productive
38%
Businesses whose employees chose “strongly agree” for this statement were:

29.
Increase the frequency of feedback
Make the process simple (short, mobile-
friendly forms).
Streamline review forms so that they require no
more time to do quarterly than annual reviews.
Review performance
“when it happens.”
Review people within
30-90 days of hire.
Conduct targeted, simplified reviews
more frequently (i.e. quarterly).

30.
Source: Deloitte Global Human Capital Trends, 2015
Increase the frequency of feedback
“At Deloitte we live and work in a project structure, so it
makes sense for us to produce a performance snapshot
at the end of each project. For longer-term projects we’ve
decided that quarterly is the best frequency. Our goal is
to strike the right balance between tying the evaluation as
tightly as possible to the experience of the performance
and not overburdening our team leaders, lest survey
fatigue yield poor data.”

31.
Simplify rating scales
Include qualitative feedback
with any behavioral rating to
give employees a clear
understanding behind
the rating.
Develop rating anchors that
are “positive and
developmentally-oriented.”
Eliminate “forced-
distribution” approaches.

32.
Source: Deloitte Global Human Capital Trends, 2015
Simplify rating scales
“Done poorly, performance management can not only
waste valuable time, but also have a negative effect on
engagement and retention. Done well, it can be one of
the most inspiring and developmental events in an
employee’s career, as well as drive performance
improvements and organization-wide results.”

33.
Use the right technology
“More than 70% of our respondents are
upgrading or have recently upgraded
their core HR systems with new cloud
platforms.”
Source: Deloitte Global Human Capital Trends, 2015
Clients have reduced time spent on
conducting performance reviews by 30-
60% using PERFORM™ and have
improved the quality of the performance
management process.

34.
Headquarters: Waycross, GA
Locations: 194
Employees: 1,700
Website: www.flashfoods.com

35.
Challenges before
performance management
software
● Time-consuming, handwritten reviews
● Form-focused, rather than people-focused
evaluations
● Inability to measure competencies
● Difficulty tracking performance throughout
the year
● Lack of resources to build leadership bench

36.
Custom evaluation
form for each role
Quick and easy
adoption for all team
members
Goal-setting tools and
progress tracker
Skill competencies to
encourage growth
Custom career paths
to develop leadership
bench
Performance Management Today

37.
ROI
750
hours saved
annually
75%
increase in
evaluation efficiency
5
competencies
measured

38.
“PeopleMatter isn’t just a solution provider; the
company is also full of educators. They know that not
every manager conducting reviews is a seasoned HR
professional. The implementation team took the extra
time to ensure we understood how to create
customized competencies and rating scales that truly
measure the performance of our team members
effectively.”
Michelle Davis
Training Manager

39.
Q&A
Chris Wright, Ph.D.
Founder, President & CEO
Reliant
Michelle Davis
Training Manager
Flash Foods

40.
HRCI
Program ID: 262830
Recertification Credit Hours Awarded: 1
Specified Credit Hours: HR (General)
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