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Using this deck This slide deck has been compiled after many in-person board presentations, as well as the aggregation of a number of slide decks used by our customers. The deck is purely a template and you should cut, add, and tailor as appropriate.
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Using this deck This slide deck has been compiled after many in-person board presentations, as well as the aggregation of a number of slide decks used by our customers. The deck is purely a template and you should cut, add, and tailor as appropriate. There are notes in the notes section on some slides which have useful information or refer to other resources that can be supplied on request This slide is to be deleted after reading
Why change? • The world of work has changed and annual appraisals no longer cut it. We need to: • Improve performance & productivity • Develop our people • Gain people data an insight on
How the world of work has changed • Global Challenge • Millennial impact • Need for people data • Consumer tech expectations • Rise of the knowledge worker • Scarce talent • Speed of the digital world 8% of companies say appraisals deliver value unfair (Deloitte) 78% say performance isn’t measured in motivating way (Mckinsey) • 95% of managers not satisfied with appraisals (CEB) 2/3 of companies are rethinking performance models (PWC) 100+ hours a per year spend on administrative processes (CEB) 75% of employees see appraisals as unfair (CEB)
[XXX] challenges • Research & Review Process • We read whitepapers/webinars • We spoke to xyz people/companies • We surveyed managers/employees • We read case studies • (pick from below or add as appropriate) • Our current state of performance management and lack of strategic alignment will not take us where the business needs to go • Unanimous agreement from executive, manager and employee level that annual appraisal are time consuming and are not delivering value • Current process does not optimise or improve performance • Objective/goal setting is ineffective, with no agility, accountability, visibility or alignment to company strategy • Feedback is not given regularly and effectively or is lost • Our people are not being developed based on their strengths/skillsets
Their has been a huge amount of academic and practical research done which has established a clear set of best-practice themes and principles which leading business are deploying to modernise their performance management processes. • What does work? Employees whose managers hold regular check-ins are 3x more engaged and 21% more productive (Gallup) Adobe’s voluntary turnover has decreased by 30% since introducing check-ins 90% of redesigned processes are leveraging simplicity and driving conversation. (Deloitte) • Over 50% of companies where objectives are reviewed monthly in top quartile of financial performance compared to 24% for yearly objective • Frequent feedback studies show that it can increase performance by up to 39% 79% of employees feel more valued and engaged with regular feedback and conversations (Cargill)
Poo • Key principles of performance best practice 3 Pillars of High Performance Old way vs New Way Cyclical & Meaningful From linear & ‘tick-box’ Regular Check-ins strength based and future-focussed Rating-based & retrospective Regular, timely and feedback Sporadic or no feedback Real-time Feedback Ineffective 12 months objectives. Poorly Aligned Aligned with short term agile goal-setting Near-term Objectives Complex Simple Poor & contrived data Real-time meaningful performance/talent insight
Who’s made the shift? Industry leaders have ditched annual appraisals ? ? ? ? ? ? ? Competitors and/or similar companies to [xxxx]
Why we need technology • Adoption: Without a simple supporting framework, performance conversations tend to decrease. • Visibility: HR/Talent, Senior Leadership and managers all need to have clear sight of who is and isn’t performing in order to deliver against company goals. • Accountability: Without near-term objectives, peer feedback and regular conversations great performance can’t happen. Tech required to capture these elements • Efficiency: Modern and intuitive technology cuts down on time and administration • Neuroscience/Psychology: There is an increasing body of evidence that brain processes and behavioural change can be supported by the right tech deployment
Why Clear Review? Modern technology Purpose built on the 3 key pillars. (1) Check-ins (2) Feedback (3) Near-Term Objectives. Not clunky legacy tech built for annual reviews. Strong focus on conversations, ongoing dialogue and talent development. Simplest performance software in the world. No training with quick, simple implementation • Delivers quality talent data and insight without administrative burden. • Cloud-based, mobile optimised, and continually being developed Cost effective. Clear Review has everything we need and nothing we don’t for the right price-point
What people say about Clear Review “Clear Review’s philosophy perfectly aligned with our goals and what we wanted to achieve. It is a massive step forward and everyone is now aligned and working to clear goals. The technology is also giving us insight to drive more change and provide the foundations for good management.” Francis Lake, Head of OD Clydesdale & Yorkshire Banking Group “Clear Review is integral to our entire people strategy. It’s simplicity and focus on ongoing developmental conversations has had significant impact in revenue terms. Sarah Lee-Boone, Director of People & OD Chartered Institute of Marketing • “We love the simplicity aspect. In fact, we use clear Review as a benchmark for simplicity for other HR tech that we use.” • Nic Grysen, HR Technology & Analytics, Steelcase
Commercials • Return on Investment • Our salary bill is £????? This represents a .000? investment in our people • 50%+ employees leave due to manager relationship. ROI for retaining a single person at £?? Salary is ???% • 1% workforce productive gain represents roughly £????? Revenue/profitability uplift £????? Per Year • £?? per person • 2 Year Contract • Free implementation • Pre/post launch support
Timescales ? Months to launch
Process for Adding Objectives The employee adds one or more objectives and sends them to their manager for approval * There are two types of objectives: Performance Objectives and Personal Development Objectives Manager receives notification email asking them to approve the objective(s) Manager reviews the proposed objective(s) and can either approve or make amendments Employee notified by email of approval * Alternatively, the manager can add objectives for an employee and self-approve them
Updating Progress Against Objectives Employee can maintain the progress status of their objectives and add updates at any time Employee is reminded by email two weeks before an objective is due for completion Approved objectives can be changed or withdrawn if necessary, subject to manager approval When an objective is complete and has been reviewed with manager, it can be moved to ‘history’ The manager can view objective progress at any time and can print a summary of progress and updates when preparing for a Check-in
Process for Check-Ins and Actions Employees who have regular check-ins with their manager are three times more likely to be engaged Clear Review automatically emails employee when it’s time to check-in Employee or manager creates a Check-in on Clear Review. Both parties can access and print it. Employee and manager hold check-in meeting and capture Action Points and Notes in Clear Review Employee (or their manager) adds new objectives if required Clear Review reminds employee/manager by email about any incomplete action points
Giving Real-Time Feedback Giving regular feedback to employees can increase their performance by up to 39% Users can give feedback to anyone in the organisation at any time Feedback can either be positive recognition or constructive Recipient is notified via email that they have received feedback with a link to their feedback page Recipient (and their manager) can view all their feedback received on their feedback page
Requesting Feedback Users can request feedback from other employees at any time about something specific Recipient(s) receives the feedback request by email Recipient(s) click the link in the email request and give their feedback online The requestor of the feedback (and their manager) can view the feedback on their feedback page
Accessing Your Team as a Manager Managers can access the objectives, feedback, check-ins and action points for their team members with one click Their Team page also prompts them of things that need their attention (team members with no objectives, no recent feedback etc.) Managers can also run a summary report which shows progress against objectives and feedback for any period for a team member
Collating Performance & Talent Data (optional) The Viewpoints feature can be used to collate data from managers on their team’s performance, potential, career preferences etc. Questions and picklist responses are configurable and can include ratings if required. System administrator sets up the questions and answer options and date for completion Managers are sent an email asking them to complete the Viewpoints questions Managers answer the questions online for each of their team members When complete, HR run a report which compiles all the answers for all employees into Excel
Running Reports Designated Admin users can run reports on data in the system at any time Select date period for which you want to run the report The report downloads into Excel within seconds All reports include organisation units that employees are assigned to so you can filter and group data accordingly
Getting Help Every screen has a dedicated help page giving best practice performance management guidance, including animated ‘whiteboard’ videos, as well as explaining how to use the system User clicks on the Help with this link on the top menu bar Help page opens in a new window Help pages can be printed off if required
Data proposition To be completed – request if required
Feedback Concerns To be completed – request if required
Reward, Talent, Succession To be completed – request if required
