Optimizing Performance Through Human Resource Management

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SumTotal Systems, Inc. is the leading provider of proven talent development solutions that automate and integrate learning, performance, and compensation to drive business results. Our solutions strengthen and develop employee skills to accelerate time-to-market, close skill gaps, and reduce the risk of business disruptions.

With SumTotal, you can:

Align your workforce to business goals. There is no substitute for talent, and no better way to achieve business goals than to develop your talent. A productive workforce is greater than the sum of its parts, enabling companies to accelerate time-to-market and grow into new markets.

Foster a high-performance culture. Organizations can maximize the value of their employees and reduce employee turnover, reward star performers, respond to opportunities and threats faster, and improve customer service.

Reduce risks. Companies can reduce turnover at critical positions, manage succession plans, minimize business disruptions, and reduce the risk of non-compliance, litigation, and lost business reputation.

Formed in March 2004 by the merger of industry pioneers Docent and Click2learn, SumTotal is now the leading global provider of Software-as-a-Service (SaaS) talent development solutions for organizations of all sizes. In October 2005 we acquired Pathlore, increasing our reach of customers, particularly into state/local government and healthcare. In November 2006 we acquired MindSolve Technologies, a privately owned company, founded and still guided by the same team that created their original software in 1994. MindSolve has been a strong provider of innovative employee performance management software and services, including the first web-based, drag-and-drop appraisal system.

With more than 18 million users worldwide, we have increased the performance of more than 1,500 of the world's best-known companies and government agencies, including Accenture, Aetna, Citigroup, DaimlerChrysler, Delta Air Lines, Ernst & Young, Harley-Davidson, Microsoft, Novartis, PNC Bank, U.S. Army, U.S. Air Force, U.S. Navy, U.S. Coast Guard, U.S. Bancorp, Vodafone, Wachovia and Wyeth.

SumTotal is backed by Vista Equity Partners, a leading private equity firm, with over $2 billion in committed capital, focused on investing in software and technology-enabled businesses. Vista Equity has built a strong portfolio of over 17 software and technology-enabled businesses with a focus on long-term value creation. With total revenues of more than $3.5 billion and a combined earnings before interest, taxes, depreciation and amortization (EBITDA) of more than $1 billion, Vista Equity portfolio businesses employ more than 12,000 people and reach over 11,500 customers in more than 75 countries.


Human Resources (HR) professionals know that performance management is vital to the success of business operations. But our world today is full of variables-including technology changes, economic slumps, and a shift in worker demographics. As a result, performance management is increasing in both importance and complexity.

Now more than ever, HR professionals need a clear understanding of the components of

performance management, and the role each of those components plays in helping to optimize business results. With better insight into many key areas of performance management-from compensation and competency management to succession planning and beyond-businesses will be ideally positioned to align, engage, retain, and develop their workforce talent for the good of the company, today and into the future.

Deriving Real Value from Performance Management

If your HR department is like most, the deadline for annual performance appraisals can provoke a sense of fear and apprehension. That's because many employees-particularly managers-dislike the process of conducting reviews. They've held very few performance discussions throughout the year, they haven't updated their goals, and they need countless reminders to finish appraisals.

While an online solution simplifies the follow-up processes, HR needs more than automation to eliminate the yearly headaches. After all, performance management should be about improving the performance of your employees so your organization, in turn, can deliver better results. But do you know how to get the most from your performance management process?

Performance management provides the keys to the castle

Of all the initiatives HR conducts, nothing consistently supports the business more than the

performance management process. Don't let the administrative aspects overwhelm you. You are dealing with your organization's most critical asset-its people-and the data you obtain can offer the most accurate measurement possible of your organization's overall skill and talent.

Look to the future

Too often, we wade through the performance appraisal process believing our end result is

simply the completion of a cycle. Change your perspective. Appraisals are more than

assessments of the past year-they are starting points for the next year. As such, be sure

managers devote equal time to creating tasks and high-level goals for the upcoming quarters.

These objectives serve as guideposts for employees, and they provide the benchmark against which future performance will be measured.

Mine the data

The real value of an automated performance management system is not its automation alone-it is the inherent ability we gain to aggregate and analyze data. As such, gather performance data for divisions, departments, or the entire company, and use it to optimize talent by making certain that the right people are in the right positions. Help identify the skills that are most in need of development, and alert management to talent deficiencies in a particular segment of the company. And remember: the performance appraisal process is the primary common ground between HR and the Learning organization. By sharing performance data, you give the Learning team insight into results, so your groups can collaborate on more effective learning and development strategies for the company.

Focus on employee development

Because the purpose of performance management is to shift the curve to the right and

encourage improvement, all employees should have development plans tied to the performance process. These plans can be used to target areas where lower-performing employees need work, or to strengthen overall skill sets to prepare top performers for advancement.

Furthermore, by tracking these development plans throughout the year, HR can help align the

performance management process with corporate objectives.

Put your competencies to work

If your company has any type of competency model established, even at a high level, make sure your competencies do something. For example, establish levels of proficiency within a

particular competency, so employees in a particular position know what skills are required for promotion. Or define competencies by performance levels-so an employee who receives a "meets expectations" rating has a specific roadmap for development and improvement.

As any HR employee knows, performance management can drift toward the negative. If we

don't get consumed by a specific low performer and the Performance Improvement Process, we become overwhelmed by the annual performance appraisal and the browbeating required to get unwilling employees to complete their required tasks. But HR departments must remember to focus on the big picture, without getting bogged down by the administrative obstacles. When you concentrate on and leverage the value-added aspects of the process, you not only provide a real benefit to your company, but you also highlight your value as a key resource.

How HR Can Help Align an Organization's Goals

The big picture of performance management is a useful starting point-but we need to dig

deeper into the process to uncover further value and understanding. Our first target? Alignment between employee goals and the goals of the business as a whole.

Are all of your employees working 100% of the time on things that move your strategy forward?

In other words, are their workloads fully aligned with business objectives?

If your answer is no, don't worry. Your organization is not unusual. Yet there are few things HR can influence that can have such a profound impact on your organization's performance. While using performance management technology is recommended to get meaningful ROI, the software can't do all of the work for you. You have the responsibility to learn the best practices that will help you drive better organizational alignment.

Know the goals

Get involved with executives and senior management as they set the coming year's goals. Try to understand the business issues and challenges driving each goal-and once they've been determined, follow up with the people most responsible for each goal to gain further insight.

Get buy-in

Work with your executive team to ensure everyone is on the same page, and make certain they support your efforts to align employees with the company's goals. You will need their

assistance in communicating the importance of the program, so that employees understand

that the executive team stands behind it.

Cascade goals

After goals are set at the top of the organization, they should work their way down in the

organization. This won't happen by chance or osmosis! Facilitate the process by planning a

multi-tiered rollout with benchmark dates (i.e., Week 1 = Executive objectives,

Week 2 = Department head objectives, etc.). Because the organization's strategy is both high level and strategic, you can't expect someone in the mailroom to establish perfectly aligned goals if his or her department has not already matched its own goals to the corporate goals.

Ensure consistency

As the goal-setting process trickles further down in the organization, HR can assist by

establishing standards and then monitoring the goals that are being created to ensure they are consistent with those guidelines. For example, you can ensure each goal meets 'SMART' criteria (Specific, Measurable, Achievable, Relevant, Time-bound), while also recommending a minimum and maximum number of goals for each employee.

Hold everyone accountable

A manager needs to make sure goals are measurable with clear-cut deadlines, and then hold

employees to those dates and deliverables. Although unexpected events may occur that affect a due date or even change a goal, HR should work with managers to prevent a culture of 'settling' where complacency becomes the norm.

Reinforce through development

Aligning and setting goals is only half the battle. As an organization, you need to help ensure that employees have the skills and tools in place to actually reach their established goals. The best way to do this is through development plans. Unfortunately, this is an area where most goal systems and processes fall short-but HR can combat this problem by monitoring overall usage of development plans.

Work the gaps

While managers can work with employees individually, HR should regularly run company reports to identify any organizational shortcomings at a high level. Next, address those needs proactively by partnering with your Learning team to align the areas that are furthest off-track in the organization. Work together to deploy an organizational learning plan that can be measured and tracked with an integrated Performance and Learning Management System.

Encourage year-round communication

Too often, managers and employees will set initial goals and then avoid discussing them again until the end of a quarter-or worse yet, till the end of the year. Leverage system technology to send reminders to employees when it's time to update their goals, so you can work towards instilling a culture of more frequent manager/employee communication and checkups.

Monitor compliance

Managers should be monitoring completion and updates of goals by their employees, but we also recommend HR monitor overall progress and provide reports to executives and department heads. This will provide a checks-and-balances approach for the entire organization. A timely report showing goals that are not in compliance can provide an early warning for group sheding towards trouble.

Measure twice, cut once

Ultimately, goals should be a major component of your company's annual performance

appraisal, where employees are measured and ultimately held accountable. Since these

appraisals are typically tied to compensation, this is where employees are rewarded for

performance on goals. If the business drivers dictate more severe personnel decisions, it is

important to have accurate information in each performance appraisal to facilitate more

informed decision-making. By implementing sound, universally-accepted processes-along with the systems to manage those processes-HR can help align employee objectives with organizational goals, drive significant productivity improvements, and ultimately contribute to the company's bottom-line. Make organizational alignment a personal goal of your HR department, and you're guaranteed to have a greater impact on your organization than ever before.

Best Practices for Successful Competency Management

With the global economy in flux, today's businesses are beginning to rethink their talent

development strategies-and with good reason. Workforce demographics are shifting as baby boomers retire, and the need to hire, retain, or streamline to the most highly skilled employees is more critical than ever to corporate success. Yet as companies focus more intently on delivering knowledge and services, we also face a new challenge: How do we objectively recognize the skills and competencies that make our workers desirable? Are competency models even relevant anymore?

These are crucial questions to answer, primarily because your competency model guides the

end-to-end management of your organization's talent base-from performance assessments

and goal achievement, to training and development, workforce planning, and recruiting. More than any other department, Human Resources (HR) has the power to leverage a well-built competency plan to generate high-impact reports and analytics. This data provides tremendous value to executives and significantly improves a company's ability to identify needed skills and attract key employees.

Not surprisingly, then, your competency model should be the cornerstone of your

organization's talent development strategy. With the right best practices in play, you can help define your competencies today, craft an effective competency plan, and ultimately use that plan intelligently in conjunction with your performance management system. The result? You'll be better equipped to engage, develop and retain the greatest assets your company has-its employees.

Consolidate the core

Core competencies apply to all employees and typically relate to the company's high-level

values. Examples include items such as communication, integrity, and time management. Begin by taking an inventory of any existing core competencies used in your company and consolidate down to a manageable list of 10 to 15. Your final list should reflect the most high-impact competencies that tie in well to your corporate culture.


With core competencies established, you can now delve into the detail of functional

competencies. As their name implies, these competencies are more inclusive and apply to

specific job functions. For example, functional HR competencies might include those items that represent the basic tasks within HR, such as employee relations, benefits, and compensation. Obviously, creating these lists for each job function can be a daunting task. Start small, focusing on a single department or on jobs that have the highest number of incumbents. Enlist a sponsor to assist in the project-ideally someone with specific knowledge of the department or job under discussion.

Develop profiles

Your next step is to use the information you've developed to draft competency profiles. Each profile reflects a combination of the core and functional competencies specific to a department or job. For example, a simplified profile for an HR Manager II might list the following:

 Communication (core)

 Decision-making (core)

 Conflict resolution (core)

 Employee relations (functional)

 Compensation (functional)

 Hiring (functional)

How your company's core competencies relate to all departments or jobs is up to you.

Remember, however, that limiting the overall number of competencies in a profile will make

performance appraisals more manageable. For the simplest approach, start with one profile per high-level department. Over time, dig deeper and develop profiles for each job code. The more profiles you develop, the more efficient your performance management capabilities will become.

Set proficiency levels

After completing your competency profiles, you might consider adding the next level of detail: proficiency levels. For some organizations, this step is optional, but those looking to generate greater success within an overall talent development strategy should pay close attention. Why? Because proficiency levels represent your company's expectations for mastery across all of the different competencies within a profile-and armed with this information, employees are better prepared to make progress in their careers.

Proficiency levels will vary by position, and will also vary within the same position over different job levels. For example, an HR Manager III with 14 years' experience is expected to perform at a higher level than an HR Manager II with only six years under her belt. Compare the two simple profiles below, which indicate proficiency level expectations on a scale from 1 (beginner) to 5 (mastery):

HR Manager II HR Manager III

Communication (core) - 4 Communication (core) - 4

Decision-making (core) - 3 Decision-making (core) - 4

Conflict resolution (core) - 4 Conflict resolution (core) - 5

Employee relations (functional) - 5 Employee relations (functional) - 5

Compensation (functional) - 2 Compensation (functional) - 3

Hiring (functional) - 1 Hiring (functional) - 1

Although counterintuitive, some proficiency level expectations will actually decrease as the

position becomes more strategic and less tactical. This is particularly true for functional

competencies. A vice president within the HR department, for instance, might only require a

basic skill level for compensation, as the HR staff below the executive will likely deal with

compensation-related processes. Compiling these details is, no doubt, time-consuming-but

ultimately, the process is worthwhile if employees use the data to develop their skills and

become more valuable resources for the company.

Communicate competencies across the company

With competency models completely outlined and up-to-date, you're ready to share

information with the company at large. Better yet, have executive sponsors champion the

project as you inform employees and managers about the importance of the company's

competencies. Help each employee understand how this data will be used-from hiring, to

gauging performance, to compensation decisions. An informed workforce will be ready to step up to the challenges of meeting expectations.

Apply competency data for appraisals and rewards

Don't stop at talk. You must move from developing your competency plans to using them as

benchmarks for employee performance. A strategic and comprehensive performance

management system will enable you to make all of your identified competencies-at all levels of detail-necessary components of individual performance appraisals. Managers can rate employee performance against each established competency. Moreover, HR can design annual compensation increases, bonuses and other awards to recognize employees for specific achievements.

Analyze and add value

After a competency plan is developed and performance appraisals based on that information

are well underway, HR can leverage the resulting assessment data through the performance

management system to highlight its strategic partnership with management.

By running competency reports, you can analyze the data and pinpoint, for example, which core competency has the biggest gap in expected proficiency. Furthermore, you can use that

information to develop your organization's training needs. Use your report results to forecast upcoming talent requirements.

Your ability to see gaps on the horizon lets you effectively plan in advance, so you can ramp up internal bench strength, fill key positions without recruiting or onboarding new hires, and potentially save your company thousands of dollars and hundreds of manpower hours. A performance management system will allow you to fully capitalize on competency reports for this purpose-not only by providing specifics geared toward identifying skills gaps, but also by linking to learning management technology that seamlessly bridges those gaps. Only HR has initial access to this information at such a high level.

Don't just assess competencies, develop employees

Remember that your greatest assets are your employees. HR should assist managers with

identifying individual employee gaps and developing employees one by one. Incorporate these gaps into performance appraisal reports, and use the data to generate each employee's personal development plan. After all, a performance appraisal is simply a measurement of what has already happened; development plans and follow-up action are the catalysts that actually improve individuals' performance, which should in turn positively influence the organization's overall performance.

Guide career development and succession plans

In addition to assisting in individual development, competency performance data can also be used to identify your high and low performers. This is where career development plans come into play. Critical for all employees, these plans have proven to further engage employees by giving them a clearer career path and a commitment to their own development. In fact, with a straightforward picture of their gaps in skills or competencies, employees can see a domino like progression of how to fill those gaps and move forward. An HR Manager II, for example, can clearly see how further training in decision-making and compensation might prepare her for an HR Manager III position.

Recruit with competency in mind

While HR departments in today's economy are certainly focused on developing and retaining

existing employees, we cannot disregard recruiting by any means. All open positions should

ideally use a competency profile along with the job description as a starting point for locating both internal and external candidates. When screening resumes, first look for candidates with all your key competencies-and screen out those who do not make the grade. When interviewing begins, design questions that deal with five to 10 target competencies. This type of planning helps ensure that new hires come to the table with the appropriate skill sets and proficiency levels for their jobs, making performance management much easier down the road.

Clearly, competencies impact every phase in the employee lifecycle-from recruitment through career development and beyond. While the legwork in defining and establishing competency plans might be extensive, the end results hold tremendous potential in terms of ramping up employee caliber, rating and building employee skills, and identifying and bridging gaps. By combining a properly constructed competency model with a full-featured performance management system, HR departments can systematically generate, apply and leverage competency data across a comprehensive talent development strategy, ultimately boosting business results through a stronger, more productive workforce.

Succession Planning: Costly Errors to Avoid

Your competency model helps you determine the kind of strength you need on the bench. But how do you ensure you have that strength at hand-and keep it once you find it?

This is a valid concern. As the global workforce ages and economic woes abound, employee

turnover is on the rise. Naturally, those companies that can withstand the unpredictability and maintain a strong talent base through effective succession planning will gain the greatest competitive advantage. But what exactly is succession planning, and how can you make it work optimally for your organization?

Succession planning is a multi-tiered task: You begin by identifying and monitoring key

positions within your company, and then you ensure you have the internal bench strength

available to fill those positions consistently over time. The objective? To reduce the negative

effects of unavoidable turnover-while working to retain your existing valuable talent through a focus on employee development. In a nutshell, by planning ahead to promote from within, you can avoid the resource expenditures and discontinuity involved in hiring new employees when key positions become vacant. As a result, you not only strengthen your workforce, but you also reduce related costs. Knowing what succession planning means, however, is not enough. You must also put forth the required time and effort to design and execute effective succession plans. Moreover, you need to understand and avoid the pitfalls that can threaten to derail those plans. Remember, your due diligence now will ultimately position your organization for greater success in the future.

Five common mistakes-and how to avoid them

No one works to incorporate succession planning into the corporate culture.

Any organization looking to build competitive advantage knows the increasing importance

of talent development. Yet for some reason, management perceives a lack of alignment

between the effort involved in succession planning and the company's strategic goals.

The irony? Long-term strategic objectives cannot be reached without effective succession

planning. Remind executives that you must have a strong, efficient talent foundation, or you

will be repeatedly wasting valuable budget and other resources in filling key positions and

training new hires. Changing corporate culture is no small endeavor, but the potential

payoff is immense.

You don't spend enough time on upfront planning or on defining desired outcomes.

As is true with any major business undertaking, the amount of preparation you put into a

project will often dictate your level of success. Take the time to walk through your

processes, communicate with key players and managers, and be sure everyone is on board.

Begin with a clear idea of how your succession plans will ultimately play out, and revisit

those plans frequently to make updates as needed. Moreover, make certain you know how

to define and measure success, so you can gauge your progress and ensure updates are as

efficient and functional as possible.

3. After a solid kickoff with a full team of players, planning often falters or ceases to


You know the reality: It takes a lot of work from a lot of people for a plan to reach

fulfillment and be effective. True-manpower resources are not easy to come by. But that's

why succession planning is so important in the first place. You have to have commitment to

the plans you put in place in order to ensure their long-term success.

Be sure you have buy-in from key players and managers at the start, so you get the support

you need to execute successfully and prevent fumbles along the way.

4. Once established, succession plans are often left unchanged and become outdated or


All your talent development objectives should be consistently aligned with your company

objectives. This is particularly true when dealing with succession plans. In order to fill key

positions appropriately-with little disruption or cost to the business-you need an accurate

understanding of what those positions require and how they relate to current corporate

strategies. If your plans don't match those strategies, you run the risk of pulling the wrong

employee off the bench, and keeping the right talent out of the game.

5. After benchmarking and talent identification, little emphasis is placed on employee


If you're going through the process of succession planning, you have already done

substantial legwork in determining which skill sets matter to certain key positions-and you

know who your critical talent is. Why stop there? Employee development is absolutely vital

to retaining your key players because it engages their interests and proves a commitment to

their strategic growth within the company. By incorporating development into your

succession planning processes, you can cut preventable turnover substantially-while also

bolstering your internal bench strength.

Unified talent development optimizes succession planning

While some pitfalls are inevitable, you can eliminate many risks for error-and actually enhance the success of your succession plans-by working with a talent development suite that unifies learning and performance management tasks across the company. Unlike non-integrated solutions, a unified approach to talent development enables you to:

 Gain the ability to create and visualize an enterprise-wide talent pool or database

of talent information, including links to stored performance appraisal data. It's

easier to align corporate and talent development objectives when you have a clear view of

your available resources. Likewise, when you have a more detailed view of the various

competencies and skill sets required to fill key positions, you can better focus on

developing and engaging existing employees. You'll have the ability to bridge skill gaps

with learning programs as needed, and your decisions will be more quantifiable and


 Establish a vital link between development plans and other training activities.

A unified solution also enables you to generate reports using performance and learning

management data, so you can see how your development efforts are paying off in terms

of coursework and training completion. You can map the progress of specific employees

as they augment their skills, update development plans as required, and even identify

new valuable players to watch.

 Connect HR with other talent development/learning groups. A unified software suite

facilitates communication between all relevant parties in the succession planning

process, so you know who's on board and in the loop. As such, you can mesh HR's role

in the performance management process with the Organizational Development and

Talent Management group's role in employee development, so you can streamline data sharing between organizations and keep all objectives current and aligned.

 Automate the process for a disinterested audience. Redirecting corporate culture and

engaging workers is much easier when many of the tedious administrative details are

managed automatically. A best-of-breed, unified software suite not only puts a user friendly

interface on succession planning efforts to boost plan adoption and involvement,

but it also offers an intuitive approach to many of the tasks involved in executing plans

and promoting ongoing employee development.

Compensation Management during the Economic Crunch

While working on succession planning for your key positions, you will also want to consider

your strategies for compensating valuable players-particularly in our current economic climate, which tempts HR professionals to curtail some standard compensation management processes in search of a silver lining. For example, many may opt not to expend the energy involved in making compensation adjustments. What's the point, they reason, when they have no budget for raises or bonuses?

The reality, however, is that lean periods like this cry out for optimized efficiency. For

businesses to get the most from the budget they do have, they must focus on those areas that directly influence the company's bottom line-and compensation has one of the most profound impacts of them all.

Align compensation with performance

Your organization can have the most in-depth compensation management model, equipped

with fancy processes and up-to-the-second salary market data, but it all means nothing if it

does not tie your merit adjustments to your performance metrics. A true

pay-for-performance culture requires you to thoroughly assess the organization's

performance, calibrate your results to eliminate any managerial bias, and ultimately

compensate individuals for accomplishing their goal targets. Be absolutely certain that your

compensation processes are configured along these lines, or you will be wasting valuable


Eliminate any opportunities for error

Human capital is your organization's greatest cost-yet far too many of us continue to manage employee data and calculate salary adjustments using basic spreadsheets. Over a decade of research has consistently proven that spreadsheets are notoriously full of errors. Why? Because people make mistakes. In fact, people are typically only 95% to 98% accurate when they create formulas in spreadsheets2. Imagine the number of formulas in any given spreadsheet your department produces-and then weigh that against the results of one study in particular that found over 90% of spreadsheets contained errors3.

Can you afford that level of inaccuracy? Compensation structures are becoming more complex due to regional allocations (e.g., New York salaries vs. Oklahoma City salaries), different pay bands among departments, and even global issues (e.g., multiple currencies). If you are still relying on spreadsheets, your organization should strongly consider implementing a compensation management system that uses automation to mitigate the risk for manipulation and errors.

Use alternative incentives

Merit allocations can involve more than raises-particularly when budgets are tight.

When rewarding your employees for their hard work, consider offering stock options or

one-time financial bonuses instead of simply increasing base salaries. And remember: money is not the only motivator for engaging and retaining your workforce. Look for other development opportunities, such as training or an increase in responsibilities. These alternatives reflect your faith in key employees while defining clear conduits for career growth.

Stay in touch with the market

Market wages can fluctuate widely depending on your industry. In addition to assessing merit increases and bonuses, take the time to see where your organization's salaries line up with market standards. Depending on your corporate salary strategy, you may need to make some adjustments that help ensure fair and equitable compensation, especially for those roles facing high turnover risk.

Involve your managers

HR should not be conducting compensation budget allocations alone and behind closed doors at headquarters. You'll still oversee the process to ensure consistency and control costs-but if your organization hopes to improve the ongoing cycle of talent development, you must be certain that managers participate in this critical process. Give them all the tools they will need to easily make smart, effective decisions, including performance and goal data, salary bands, previously allocated budget information, increase guidelines, and so on. You'll also find that managers and employees alike are more responsive during compensation processes. Take advantage of this opportunity and have them complete other necessary performance management tasks, such as talent assessments for succession planning activities. While we might be tempted to cut back on some HR efforts, we should remember that our current economic crisis is actually a call for greater diligence-particularly with regard to large budget items like compensation.


Now more than ever, HR professionals are tasked with understanding and optimizing

performance management processes across the board, so they can help ensure the most

efficient use of corporate resources. Ultimately, performance management-done effectively

and efficiently with the right system in place-will lead a company toward better engaging,

retaining, and developing its most valuable asset: the workforce.