THE NEED FOR TALENT & PERFORMANCE MANAGEMENT

THE NEED FOR
07 |
web-based
10
®
The Magazine of WorldatWork©
T &
ALENT
PERFORMANCE
MANAGEMENT
By Paul Loucks, Halogen Software
Traditionally, employee performance
tify and develop key personnel, as well as
related business functions including
and talent management were viewed
enable organizations to align corporate
compensation, succession planning and
as tactical HR functions involving job
vision and goals. In a highly competitive
goal alignment into the performance
ads, occasional training and employee
marketplace, instantly understanding
management process. This holistic
appraisals. For the most part this was
the competencies, strengths and weak-
approach ensures all related information
done on spreadsheets or paper docu-
nesses of the workforce is a powerful
is instantly and easily accessible to those
ments, and the information gathered
management tool.
needing to make accurate decisions about
was filed away and not looked at further
Companies are increasingly squeezed
employees, including their compensa-
by the executives—except perhaps to
when it comes to finding the skilled
tion adjustments, promotions, risk of
justify a raise.
workers they need to get the job done and
leaving, etc. Managers often want to
However, faced with mounting pres-
reach company objectives. A recent U.S.
compare the skill level of employees
sures such as an aging workforce and
Commerce Department study indicates
with others in their group—how well
increasing skills shortage, executives in
that 60 percent of new jobs in the 21st
they performed on their goals year over
all industries are becoming more inter-
century will require skills held by just 22
year, what new training they completed,
ested in their human capital. In the past
percent of U.S. workers. In such a tight
how close are they to any targets set for
few years, leading organizations have
labor market, companies need to not only
career advancement, etc. This informa-
started to adopt new technology and
attract workers, but create an opportunity
tion can be easily tracked in one system
strategies in an effort to streamline
for them to grow within the company to
and instantly available to make it useful
traditional HR processes. With the help
retain them over the long term.
of Web-based performance and talent
In addition, some industry experts
QUICK LOOK
management systems, companies can
are predicting that automated talent
. Some industry experts are predicting that
develop a holistic, real-time view of indi-
management and employee performance
automated talent management and employee
vidual, team, department and company
measures will become a standard part
performance measures will become a stan-
dard part of Wall Street critiques.
performance, which enables critical
of Wall Street critiques and corporate
. An automated employee performance and
workforce planning—a necessity in
annual reports within the next five years.
talent management system can be used to
today’s increased regulatory environment.
map goals for divisions, teams and individuals.
A Holistic Approach to Automation
. The Zoological Society of San Diego’s
Why Is Automation Important?
While employee appraisals are at the heart
employees are now able to see a clear
connection between individual goals and
Automated employee performance and
of performance management, organiza-
organization objectives.
talent management systems help iden-
tions should focus on integrating closely
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Through Web-based employee performance and talent
management systems, EXECUTIVES CAN LOOK DOWN INTO THE
ORGANIZATION TO SEE THE GOALS of any individual or team.
for workforce planning.
focused on achieving employee accounta-
intervention is required.
Most companies set strategic objectives
bility. To reach the goal of accountability,
With employee performance and talent
on a yearly basis, which provides the
Mulligan introduced an effective and
management systems, executives can
overall direction for the company. An
easy-to-use Web-based employee
now have unparalleled insight into their
automated employee performance and
performance and talent management
workforce—who is performing well,
talent management system can be used
solution. The goal of the new solution
who should be rewarded for outstanding
to map these goals for divisions, teams
was to introduce performance accoun-
work and who is at risk. This enables
and individuals. The end result is that
tability and to give employees a clear
the executive team and the organization
management, as well as the employees,
understanding of what they were
as a whole to take action, keep high
has a clear idea of what each employee
responsible for on a daily basis.
performers happy and retain their best
must achieve on a daily basis to ensure
Since implementing the system,
employees. A company can also gain an
the company meets its strategic objectives. the society has achieved a number
understanding of where it is positioned
Mort O’Sullivan, CEO of a leading
of benefits including establishing
from a skills and competency perspective
accounting firm in Florida, uses an auto-
greater employee motivation as well
so that it can constantly help employees
mated performance management system
as employee accountability. Mulligan
improve and advance the yardstick of
to communicate team goals to all team
says the society’s 17-person executive
success. Executives are then able to assess
members and help them to understand
team has wholly embraced the solution
whether they have the right people doing
each other’s roles: “Our firm has goals
because it has more visibility into the
the right jobs, and who they need to
for growth, marketing development,
day-to-day operations of the organiza-
attract in order to meet tomorrow’s
and team recruitment and retention,”
tion. Additionally, with the Web-based
strategic objectives.
he said. “These now cascade down so
system, the zoological society’s emp-
that each individual knows how they
loyees are now able to see a clear
ABOUT THE AUTHOR
contribute. Before employee perform-
connection between the objectives that
Paul Loucks is the president of Halogen Software and
ance management, many people simply
have been set for them and the overall
can be reached at 613/270-1011, Ext. 254.
didn’t have a clue how what they did
objectives of the organization, which is
was important to the overall mission of
driving stronger overall performance for
the firm. People get it now.”
the organization as a whole.
The Zoological Society
Conclusion
of San Diego
Through Web-based employee perform-
RESOURCES PLUS
The Zoological Society of San Diego,
ance and talent management systems,
For more information related to this article:
which operates the 100-acre San Diego
executives can look down into the
www.worldatwork.org
Zoo, the 1,800-acre San Diego Zoo’s
organization to see the goals of any
• Type in this key word string on the
Wild Animal Park and the department
individual or team, providing a new
search line: Automation or performance
management.
of Conservation and Research for
ease of visibility and accountability
www.worldatwork.org/bookstore
Endangered Species (CRES), in January
where before they would have spent
• Quest for Balance
2005 rolled out its new strategic plan.
days sifting through reams of paper.
• Reengineering Performance
Management.
Tim Mulligan, director of human
With just a few mouse clicks, an
resources, was responsible for the
executive can track how the company
www.worldatwork.org/education
• C11: Performance Management—
supporting process component of the
is progressing toward achieving objec-
Strategy, Design and Implementation
plan, and a large part of that component
tives and identify where, or with whom,
• T1: Total Rewards Management.
70
workspan 10/07

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