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.
- Practical involvement by top management i.e. they do their own contracts and approve those of their employees.
A highly committed and involved project steering committee.
Weekly project steering commission meetings will ensure momentum and the quick resolution of uncertainties and issues.
Disciplined and structured communication of deadlines and expectations around contract negotiations, content loading and approval, scoring and scoring approval.
Uniform system implementation throughout a company i.e. one set of rules is followed by all.
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.
Well-structured project team consisting of representatives of the business, HR and IT.
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.
Employees thoroughly informed about the system prior to the project kick-off.
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.
