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Lessons from Experience

No two implementations are exactly the same, but we can learn a lot from where things went either north or south 

The following lessons were gleaned from the successful implementations of larger companies.

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  • Practical involvement by top management i.e. they do their own contracts and approve those of their employees.

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  • A highly committed and involved project steering committee.

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  • Weekly project steering commission meetings will ensure momentum and the quick resolution of uncertainties and issues.

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  • Disciplined and structured communication of deadlines and expectations around contract negotiations, content loading and approval, scoring and scoring approval.

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  • Uniform system implementation throughout a company i.e. one set of rules is followed by all.

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  • Take a pilot group through the system’s performance management process and confirm the business’ performance management process; note process and information deviations and communicate as needed about these. An added benefit is if the pilot is done with IT-savvy people who could comment on potential system obstacles. 

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  • Well-structured project team consisting of representatives of the business, HR and IT.

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  • Setting up the performance management job templates prior to go-live helps HR to clean up the job descriptions and tweak them with a view on going into the performance management system.

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  • Employees thoroughly informed about the system prior to the project kick-off.

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  • Presence and involvement of a system champion, having the following characteristics:
    • Excellent system knowledge.
    • Some technical skills e.g. using Excel.
    • Some influence in the higher management levels of the company.
    • Ability to get things done.
    • Good rapport with system stakeholders and users.

 

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