5alternatives Ebook PDF

Table of contents
Introduction: Is the annual performance review dead? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
The state of traditional performance management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Goals: Quarterly goal setting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Development: Development discussions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Feedback: 360-degree feedback assessments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Reviews: Project reviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Check-ins . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Wrapping it up . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
TOC INTRODUCTION 1 GOALS 2 DEVELOPMENT 3 FEEDBACK 4 REVIEWS 5 CHECK-INS WRAPPING IT UP
2 | 5 Ways to transform the annual performance review

© 2016 Halogen Software Inc. All rights reserved.
70% 57%
of organizations believe their of employees report an
performance management increase in the number of
programs are average or
50% coworkers they work with in
67% below average.

of all employees indicate
other geographic locations.
of employees report an a significant increase in

increase in work requiring stakeholders needed
active collaboration. to make a decision.
Organizations that do goal reviews

quarterly – or even more often are:
50% 65%
more likely to more likely to be effective
have above-average at controlling costs than
customer satisfaction. organizations that revise
goals only once a year.
Many organizations recognize

that performance management
Technology is altering how we do business, is no longer a
knowledge is doubling every year and once-a-year
new skills are outdated in process and that employees
who receive ongoing feedback
2.5 to 5 years. deliver greater returns.
The average employee

For performance spends
management to be
effective, employees must
have a clear understanding Employees that don’t fully
of what is expected of
them in their current and Nearly 50% of 50% understand their jobs, cost
US and UK companies
future roles, yet… employees don’t know what is of their time on
expected of them at work. non-productive work.
$
37 billion.
With over 2,100 customers worldwide, Halogen Software is a recognized

leader in talent management solutions and in customer satisfaction.
Our mission is to help our customers “Win with Talent,” and make next-generation
performance management a part of their unique business rhythm.

Introduction:
Is the annual performance review dead?
Results from Brandon Hall Group’s 20151 research survey, uncover
something quite revealing about how companies view their
performance management programs:
70 % of organizations believe their

performance management
programs are average or
below average.
So, why the lack of confidence in existing programs?

For starters, the traditional once-a-year approach to performance management:
Is viewed as a negative Isn’t able to flex Doesn’t provide

experience by employees with changing insight into progress
and managers business goals and gaps
By gathering information on performance once or twice annually, performance management becomes punitive
rather than productive in the eyes of employees. Furthermore, traditional performance management is not tied to
business outcomes or overall organizational success. Finally, many companies use outdated technology that fails
to align performance with overall company objectives.
INTRODUCTION
TOC 1 GOALS 2 DEVELOPMENT 3 FEEDBACK 4 REVIEWS 5 CHECK-INS WRAPPING IT UP

Considering all these negatives, is it time to say “good-bye”
to the annual performance review?
It’s a valid question, so let’s explore.
In the last couple of years there’s been a fair amount of discussion and research on how dysfunctional the performance
appraisal has become including how it can lead to lower employee engagement and productivity.
But there’s no reason to bid farewell to the annual performance review completely. It can still serve a valuable purpose
to organizations, which is why making it go away isn’t necessarily the only option.
The question is, “What can take its place?”

In this eBook, you’ll learn how to reinvent your old annual review process into something that’s more strategic and
responsive, and aligns and engages your entire organization.
More specifically, you’ll:

Gain a deeper understanding of the current problems with a traditional performance appraisal process.
Learn about the 5 best practices to transform the annual employee performance review.
Find out how to implement these 5 practices using the Halogen TalentSpace™ suite.
Performance management is often a source of great frustration for employees

who do not clearly understand their goals or what is expected of them at work.
For these employees, annual reviews and developmental conversations feel
forced and superficial, and it is impossible for them to think about next year’s
goals when they are not even sure what tomorrow will throw at them.
State of the American Manager: Analytics and Advice for Leaders, Gallup 2015
INTRODUCTION

The state of traditional performance
management
Many would agree that the common performance management practices
we’ve followed for years are no longer effective for several reasons. They’re
often a heavily process-driven, rating and ranking exercise that takes a
rear-view mirror approach to performance management. The result
is additional stress on an already overburdened and disengaged workforce.
Good performance management about building the relationship between

manager and employee, ensuring open and honest conversation around
expectations, coaching and development and reinforcing behaviors through
feedback and recognition.
Factors driving us to rethink

performance management How we work together is changing
67%
The organizational environment – where we work – has of employees report an increase
changed significantly from days gone by. in work requiring active
collaboration.
To stay competitive and profitable today, companies
must learn to navigate through today’s fast-paced,
unpredictable work environment. 1/2 of all employees indicate a
significant increase in stakeholders
needed to make a decision.
Technology is altering how we do business, knowledge
is doubling every year and new skills are outdated in
2.5 to 5 years.2 Demographic changes are having a 57% of employees report an increase
in the number of coworkers they
strong impact on how businesses are run. work with in other geographic
locations.
As workplaces become more complex, organizations
must seek ways to simplify to prevent employees from
being overwhelmed and disengaged. This requires
60% of employees report working with
10 or more people on a day-to-
day basis (half of which report
a change in how companies manage employee
needing to work with more than
performance today. Performance must be redefined 20 people).
and simplified.
INTRODUCTION

The purpose of performance management is to give employees an understanding of how they are
performing, areas they are succeeding in, areas they can improve in, and a plan for how to improve.
Performance management redefined

Many organizations recognize that performance management is no longer a once-a-year process and that employees who
receive ongoing feedback deliver greater returns. For performance management to work (really work), it must undergo
significant changes and shift toward:
Ongoing, less formal performance conversations
Developing managers to be better coaches
Helping managers foster a development environment while encouraging employees to own their
development
This begs the question, “How can this shift happen?”. That’s where the 5 best practices come into play.
Organizations that want to mature their performance management practices need to adopt performance and
development activities that happen throughout the year. Here are 5 examples of ongoing activities that can take
your performance management process to the next level:
Quarterly goal setting
Development discussions
Project reviews
360 feedback assessments
Check-ins
Now, let’s look at these in more detail, including how you can implement them with the
Halogen TalentSpace suite.
INTRODUCTION

Quarterly goal setting
Aligning, setting and managing goals are at the heart of performance
management. When it comes to setting goals, the best outcomes result from
goals that are both meaningful and challenging for employees.
The problem is that traditional goal setting practices often fail to engage
employees, which is why organizations are now choosing a more collaborative
and agile approach to goal management.
Research shows that organizations that frequently review and revise their goals
realize better business outcomes than those that do not. Specifically,
organizations that do these reviews quarterly – or even more often are:
50% more likely to have above-average customer satisfaction
more likely to be effective at controlling costs than

65% organizations that revise goals only once a year3
A Bersin by Deloitte study suggests that executives revise goals almost three times as
frequently as employees4. So if this is the case, why wouldn’t you want employee goals
to change too? If they don’t change with strategic goals, the alignment is lost.
Looking at the what and how of goal setting

Usually goal reviews look at what was achieved, but let’s not forget the how. Whether it’s via competencies or
accountability measures, it’s important to discuss the performance factors your employees are demonstrating or might
need to develop. It’s ideal to have these discussions on a regular basis.
For performance management to be effective, employees must have a clear understanding of what is expected of them
in their current and future roles, yet…
50% Less than 50% of employees know what is expected of them at work.5
50% The average employee is spending 50% of their time on non-productive work..6
$37 Employees that don’t fully understand their job costs US and UK companies
BILLION $37 billion USD each day.7
1 GOALS
TOC INTRODUCTION 2 DEVELOPMENT 3 FEEDBACK 4 REVIEWS 5 CHECK-INS WRAPPING IT UP

There should also be clear alignment between business objectives and what employees spend time doing. Make sure that
goals are achievable both individually and as a group. Assigning too many goals, even though each one might be achievable
on its own, sets the employee up for failure.
TIP Schedule a meeting at least once a quarter, where managers can discuss the what
(i.e., goals they’re expected to achieve) and the how (the competencies that reflect
your culture of high performance). If there are areas that need development,
managers can create a separate development plan to address areas for improvement.
Check out these employee goal setting templates that prompt managers for all
the information they should discuss and document when setting goals with employees.
How the Halogen TalentSpace suite

supports quarterly goal setting
With Halogen Performance – part of the Halogen TalentSpace suite – managers and
employees can set goals as part of a regular performance review process, part of
a separate goal setting process, or in the course of their day-to-day activities. Your
organization can ensure goal setting is collaborative by including appropriate steps
in your performance review or goal setting process.
Aligning employees’ goals to strategic business goals provides necessary line-of-sight

for employees so they understand how meeting their objectives will contribute to
organization’s success. This results in higher employee engagement and better
business results.
When managers and employees set quarterly goals with

Halogen Performance, they’re able to view the list of
organizational goals, and select and link the employee’s
individual goal directly to the organizational goal it’s
designed to support. Employees can easily see their
individual goals and the organizational goal each one
supports at any time.
Adding Halogen 1:1 Exchange™ to the equation, ensures

managers and employees have an easy and effective way to
discuss and update goal progress and status in their regular
one-on-one meetings.
1 GOALS
TOC INTRODUCTION 2 DEVELOPMENT 3 FEEDBACK 4 REVIEWS 5 CHECK-INS WRAPPING IT UP

Development discussions
Employees have growth on their Discussions about career progression drive employee engagement
and productivity. They also play a fundamental role in creating a
minds, whether you address it
dynamic workplace that engages managers and employees. By
or not. Withholding these
fostering a culture of personal development and career progression,
conversations presents a greater organizations can increase retention rates, reinforce their
danger to the status quo than commitment to employee learning and attract top talent.
engaging in them.8
The “but” is that development efforts are an often overlooked part
of employee investment – or companies take a one-size-fits-all
approach to employee development. Given that no two employees
are the same, this approach has the potential to make some
development discussions go terribly wrong. For example, while
the approach you take with Employee A might be highly successful,
it could prove disastrous with Employee B. In fact, getting it wrong
with Employee B could lead to feelings of distress, anger and
disengagement – which can be costly to organizations.
Appreciating differences:
It’s important to keep in mind that today’s workforce is diverse and
multigenerational, with each of four generations (soon to be five)
having a distinct set of values, attitudes and behaviors. Regardless
of generations or life experience, organizations must find ways to
drive optimal performance from everyone across the workforce.
With each individual having their own expectations, priorities,
approaches, and work and communication styles, it only makes
sense that development plans should consider these differences.
Whether creating unique, new challenging learning experiences for

Millennials, or investing in the ongoing development of employees
who have been with the organization for decades, employees have growth on their minds. Withholding these
development conversations presents a greater danger to the status quo than engaging in them. The key here is to
recognize the differences and have the appropriate development discussions. Through regular career conversations,
employees can share and refine their goals. With better understanding of their learning goals, managers and employees
are in a better position to spot developmental opportunities.
2 DEVELOPMENT
TOC INTRODUCTION 1 GOALS 3 FEEDBACK 4 REVIEWS 5 CHECK-INS WRAPPING IT UP

Here are some questions for getting the conversation started: 9
What’s your favorite How could we better What else would you How can we
part of this job? use your talents? like to be doing? challenge you?
Check out these checklists and templates to diagnose develop needs, create individualized development plans and
take steps to ensure employees will benefit from the opportunities offered.
TIP Instead of a once-annual conversation about career goals at the time of the
performance review, have frequent brief conversations throughout the year
regarding employees’ career interests and aspirations. While some of these
might be self-evident, others might not, which is exactly why you need to have
frequent discussions.

supports development discussions
Halogen TalentSpace lets you create career and professional development plans
as part of your employee performance management process whenever you
identify a learning need. You can tie development plans and activities directly
to competencies, for greater context, or set them independently to support
career aspirations and/or goal performance.
Managers and employees can discuss and identify

development activities any time, not just during annual
performance reviews. With the click of a mouse, they can
browse your online learning catalogue, select the right
activity based on the competency they want to improve,
update employee development plans, track progress,
and see the impact training is having on performance.
2 DEVELOPMENT
TOC INTRODUCTION 1 GOALS 3 FEEDBACK 4 REVIEWS 5 CHECK-INS WRAPPING IT UP

360-degree feedback assessments
Multisource feedback is essential for getting a broader, more objective perspective on employee performance,
strengths and areas for development. When used effectively, multirater or 360-degree assessments:
360-degree or multirater Provide a more accurate, credible and reliable

performance ratings
feedback is a system for
collecting feedback from an Increase employee acceptance of performance feedback
employee’s work circle. This Improve employee performance
typically includes confidential
Lead to higher functioning work teams
and anonymous feedback from
an employee’s manager
360-degree feedback is also ideal when employees have more
or supervisor, peers and than one manager supervising them directly throughout the
direct reports. year, which is the case in matrix organizations where there are
multiple reporting lines, rather than one formal boss.
How 360-degree feedback helps employees
Leads to increased self-awareness of strengths and

areas for improvement
Offers a more well-rounded and balanced view of

skills and behaviors
Provides a starting point for employee development

planning
TIP Consider a full 360-feedback assessment on your employees in lieu of an annual

review or at least as a complement to it. Check out these 360-degree feedback
forms and templates to inspire you or guide you on designing multirater forms.
3 FEEDBACK
TOC INTRODUCTION 1 GOALS 2 DEVELOPMENT 4 REVIEWS 5 CHECK-INS WRAPPING IT UP

The danger of single-source feedback
Gathering 360-degree or multisource feedback is important because, although managers may feel like they have
the complete picture of an employee’s performance at review time, their view can be skewed, blurred or distorted.
Single- source feedback can become a real issue if an employee doesn’t agree with the feedback they receive.
When performance feedback comes from one person, or is perceived to come from one person, it’s easier for an employee
to ignore the message or believe that feedback isn’t an accurate representation of their performance.
They can dismiss it as, “That’s just your opinion.”
And if an employee doesn’t agree with or believe the feedback that they receive is accurate, they simply might not accept
it or make any effort to improve or change. And that’s a difficult situation for everyone – HR, managers and employees.

supports 360-degree feedback
Halogen 360 Multirater™, which is a seamlessly integrated part of the Halogen TalentSpace
suite, is ideal for collecting feedback during a performance review cycle, as part of a
project evaluation, or as part of a talent assessment for succession planning.
Employee feedback can come from virtually anyone – from managers, peers,

subordinates, and even external contacts, such as customers, partners and suppliers.
Managers can launch a multirater review directly to solicit

feedback from other sources. Or, as a best practice, your
administrator can launch it and allow employees to select
their assessors – and make them part of the process.
Through Halogen 360 Multirater, HR can control all aspects

of the 360-assessment process from a central point –
including email notifications, assessment status, and
changes to the reporting structure.
3 FEEDBACK
TOC INTRODUCTION 1 GOALS 2 DEVELOPMENT 4 REVIEWS 5 CHECK-INS WRAPPING IT UP

Project reviews
The work environment is changing , which has led many companies to trade in
the traditional organizational structure in favor of flatter, more project-based,
matrix-style one. In the latter scenario, employees are drawn to work on
different teams, report to different project managers and achieve different
objectives throughout the year. Because work is project-based, involves various
people and scheduling, it doesn’t make sense to review employee performance
from the perspective of a single manager at annual review time.
What does make sense is to hold regular project reviews, which provide
a valuable opportunity to inform managers how someone is performing
throughout the year. In this case, the project manager or team lead (who are
not necessarily the direct manager), can take an active role in the process.
Regular project reviews benefit organizational performance by:
Giving employees the timely, fresh and continuous feedback they need to develop and succeed
Including feedback from “people in the know” so appraisals aren’t limited to direct managers
Providing managers with the documentation to make year-end employee reviews easier
Enabling the organization to react and respond to potential issues as they come up
Helping project managers reflect on what went well, what can be improved and lessons learned
TIP Create a process whereby employees receive feedback – based on competencies –

on a project-by-project basis, and tie this information in with the annual appraisal
or performance summary.
4 REVIEWS
TOC INTRODUCTION 1 GOALS 2 DEVELOPMENT 3 FEEDBACK 5 CHECK-INS WRAPPING IT UP

supports project reviews
Within the Halogen TalentSpace suite, project managers have flexibility in how and
when each member’s project review will be launched (i.e., during or after project)
rather than being tied to the end of the year.
Using Halogen Performance and Halogen 360 Multirater, project managers or team
leaders can easily gather performance feedback from team members during or after
each project engagement, and then effortlessly roll it up into a summary review.
Employees receive the timely feedback and development they need from engagement
leaders and team members, and fairer, more comprehensive reviews.
Halogen Performance also gives project

managers and leaders the ability to control
who they want to be on their teams, add them
into the system and manage notifications and
feedback independent of the direct manager.
Within larger projects, team leaders and project
managers can create mini processes to quickly
gather and present feedback in easy-to-view
and understandable format.
4 REVIEWS
TOC INTRODUCTION 1 GOALS 2 DEVELOPMENT 3 FEEDBACK 5 CHECK-INS WRAPPING IT UP

Check-ins
An effective and easy way to build strong manager-
employee relationships is through frequent check-ins
where communication is two-way, open and honest.
This check-in-style of performance management

It’s a fundamental rule of management
provides managers with an opportunity to review that to lead others you need to practice
goal status, provide feedback, and coach employees frequent and open communication.
on a regular basis, which can lead to higher engagement The general wisdom is managers can
and performance.
best accomplish this by holding regular
For employees, check-ins are a great way to voice their one-on-one meetings with directs
aspirations, thoughts and challenges, which can build reports, usually weekly or close to it.10
trust, enhance communications and take the manager-
employee relationship to an entirely new level.
Check-in conversation starters

Sometimes starting the conversation at one-on-one meetings can seem daunting. Here are some questions that can
help managers get the dialogue going.
What is What’s one What was most What isn’t In which one
the most thing I can challenging working right area do you
important thing do to better about a recent yet in our think the
we should be support you? project/ organization? organization
talking about? experience? needs to
develop most?
5 CHECK-INS
TOC INTRODUCTION 1 GOALS 2 DEVELOPMENT 3 FEEDBACK 4 REVIEWS WRAPPING IT UP

Independent of the common reactive approach to HR notifications and deadlines, check-ins
are a proactive way to keep important employee-manager discussions about performance
and development, ongoing and relevant.

supports check-ins
With Halogen Performance and Halogen 1:1 Exchange, managers and employees
have an easy way to stay aligned, engaged and focused on achieving real-time
performance outcomes.
Halogen 1:1 Exchange provides one interactive, centralized way to track and collaborate
on goals and projects, exchange meaningful feedback, provide coaching, discuss career
development opportunities, or any issue that matters, on a regular, ongoing basis.
Offering built-in conversation starters, automated

agendas, instant access to goal progress, feedback,
development activities, meeting minutes, Halogen 1:1
Exchange improves communication, strengthens the
manager-employee relationship and fosters a results-
driven performance culture.
TIP Depending on the nature of your

business, have managers meet with
their employees every one to two
weeks and definitely at least once
a month.
Watch this video featuring talent management

thought leader Jamie Resker to learn best
practices in giving effective employee feedback.
5 CHECK-INS
TOC INTRODUCTION 1 GOALS 2 DEVELOPMENT 3 FEEDBACK 4 REVIEWS WRAPPING IT UP

Wrapping it up
We hope you’ve found this eBook valuable in gaining a deeper understanding of the
current challenges with the traditional performance appraisal process and in learning Stay connected
about 5 best practices that can take your performance management processes to the
next level. Now that you’ve read about these practices, where do you weigh in?
Like us on Facebook
At Halogen, our vision is to help organizations like yours inspire your talent to realize
exceptional business outcomes every day.
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Our performance management solution includes everything you need to establish
a culture of ongoing feedback and coaching so you can align, engage and motivate
Follow us on LinkedIn
your people to achieve the results that matter to your business.
If you’d like to access the latest thinking on each of the talent management areas
discussed in this resource, check out Halogen’s Talent Space Blog.
About Halogen Software

Halogen Software offers an integrated cloud-based talent management suite that reinforces and drives higher employee
performance across all talent programs – whether that is performance management, learning and development,
succession planning recruiting and onboarding, or compensation. With over 2,100 customers worldwide, Halogen
Software has been recognized as a market leader by major business analysts and has garnered the highest customer
satisfaction ratings in the industry. Halogen Software’s powerful, yet simple-to-use solutions, which also include industry-
vertical editions, are used by organizations that want to build a world-class workforce that is aligned, inspired and
focused on delivering exceptional results.
Free Trial Live Demo Resources
Questions? Contact us!

North America Europe, Middle East, Africa APAC
Toll-free: 1 866 566 7778 UK Freephone: 0800 587 4020 AU Toll-free: 1 800 048 060
Direct: +1 613 270 2011 NA Direct: +1 613 270 1011 NA Direct: +1 613 270 1011
sales@halogensoftware.com sales@halogensoftware.co.uk sales@halogensoftware.com.au
www.halogensoftware.com www.halogensoftware.co.uk www.halogensoftware.com.au
WRAPPING IT UP
TOC INTRODUCTION 1 GOALS 2 DEVELOPMENT 3 FEEDBACK 4 REVIEWS 5 CHECK-INS

References
1
The value of ongoing performance management, Brandon Hall Group, March 2015
2
Global Human Capital Trends 2014 Engaging the 21st-century workforce, A report by Deloitte Consulting LLP and
Bersin by Deloitte 2015
3
Source: Bersin by Deloitte, Maximizing the Impact of Goal-Setting and Revising Webinar, August 2011
4
Source: “High-Impact Performance Management Using Goals to Focus the 21st-Century Workforce,” Stacia Sherman
Garr / Bersin by Deloitte, December 2014
5
Human Capital Institute
6
Corporate Executive Board
7
IDC
8
Kaye, Beverly, Winkle Giulioni, Julie, Career Development Conversations: Overcoming Common Myths, May 2012
9
Kaye, Beverly, Winkle Giulioni, Julie, Career Development Conversations: Overcoming Common Myths, May 2012
10
Hedges, Kristi, “The Secret To Effective One-On-One Meetings With Direct Reports,” Forbes, November 2013
WRAPPING IT UP
TOC INTRODUCTION 1 GOALS 2 DEVELOPMENT 3 FEEDBACK 4 REVIEWS 5 CHECK-INS


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Table of contents

Introduction: Is the annual performance review dead? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

The state of traditional performance management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Goals: Quarterly goal setting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Development: Development discussions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Feedback: 360-degree feedback assessments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Reviews: Project reviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

TOC INTRODUCTION 1 GOALS 2 DEVELOPMENT 3 FEEDBACK 4 REVIEWS 5 CHECK-INS WRAPPING IT UP

2 | 5 Ways to transform the annual performance review

67% below average.

of employees report an a significant increase in

Organizations that do goal reviews

Many organizations recognize

The average employee

With over 2,100 customers worldwide, Halogen Software is a recognized

performance management a part of their unique business rhythm.

70 % of organizations believe their

So, why the lack of confidence in existing programs?

Is viewed as a negative Isn’t able to flex Doesn’t provide

4 | 5 Ways to transform the annual performance review

The question is, “What can take its place?”

More specifically, you’ll:

Performance management is often a source of great frustration for employees

5 | 5 Ways to transform the annual performance review

Good performance management about building the relationship between

Factors driving us to rethink

6 | 5 Ways to transform the annual performance review

Performance management redefined

Ongoing, less formal performance conversations

Developing managers to be better coaches

Quarterly goal setting

360 feedback assessments

7 | 5 Ways to transform the annual performance review

50% more likely to have above-average customer satisfaction

more likely to be effective at controlling costs than

Looking at the what and how of goal setting

8 | 5 Ways to transform the annual performance review

How the Halogen TalentSpace suite

Aligning employees’ goals to strategic business goals provides necessary line-of-sight

When managers and employees set quarterly goals with

Adding Halogen 1:1 Exchange™ to the equation, ensures

9 | 5 Ways to transform the annual performance review

Whether creating unique, new challenging learning experiences for

10 | 5 Ways to transform the annual performance review

How the Halogen TalentSpace suite

Managers and employees can discuss and identify

11 | 5 Ways to transform the annual performance review

360-degree or multirater Provide a more accurate, credible and reliable

How 360-degree feedback helps employees

Leads to increased self-awareness of strengths and

Offers a more well-rounded and balanced view of

Provides a starting point for employee development

TIP Consider a full 360-feedback assessment on your employees in lieu of an annual

12 | 5 Ways to transform the annual performance review

They can dismiss it as, “That’s just your opinion.”

How the Halogen TalentSpace suite

Employee feedback can come from virtually anyone – from managers, peers,

Managers can launch a multirater review directly to solicit

Through Halogen 360 Multirater, HR can control all aspects

13 | 5 Ways to transform the annual performance review

Regular project reviews benefit organizational performance by:

TIP Create a process whereby employees receive feedback – based on competencies –

14 | 5 Ways to transform the annual performance review