Technology

Page 3 of 4 But performance management (not performance evaluation) is a young process when considered in the context of business operations. It has not existed as long as the many processes that were automated through Enterprise Resource Planning (ERP) software in the last 20 years. Nor has it been around as long as “quality improvement” activities that have been honed over the last 50 years. Because performance management is a new discipline, the processes and the technologies are immature. At its simplest level, every performance management process includes basic steps and sets of activities such as goal setting, measurement, evaluation and feedback. The available technologies can adequately map those. However, at the implementation level, performance management processes are as unique as the organizations they serve. Technologies designed to automate the performance process have not yet achieved the level of sophistication that’s required to accommodate the significant process variations or permutations in the way steps are executed. That’s why, of those who have automated their processes, few are using standard technologies but have built their own solution or dramatically customized an off-the-shelf technology. “Our first attempt to roll out our performance management system received significant push back from our employees. People felt the system was unusable,” said Robyn Davis-Mahoney, Director of Global Performance Management at Pfizer. “So we got feedback on usability from nearly 3000 people and designed and built our own custom interfaces to our Peoplesoft application.” << Start < Prev 1 2 3 4 Next > End >>