2: DESIGN AND DEPLOYMENT OF THE
PERFORMANCE MANAGEMENT SYSTEM

Problems

In many organizations performance management is not yet seen as an organized work process that can be defined, documented, managed with some precision and improved. While salary administration is seen as required, clarifying direction for employees, setting clear goals and providing job-relevant training are still clearly seen by many as optional. The challenge for many organizations is to bring the same degree of process thinking and rigor to the management of its people assets as it does to the manufacturing of its primary products and services.

Solutions

Holland & Davis has demonstrated the capability to work directly with clients to build and deploy effective performance management systems that cover the following process steps:

Holland & Davis has demonstrated the capability to work directly with clients to build and deploy effective performance management systems through:

HR Process Definition and Documentation

HDI worked with one of the nation's largest brokerage firms to define and document the "pipeline" process for attracting, selecting, hiring, training, deploying, and managing" brokerage professionals. HDI worked to develop role clarity and did teambuilding with all employees who worked in the pipeline, allowing them to successfully hire and deploy in excess of 1,000 new brokers per year while cutting their turnover rate in half.

HDI worked with a high-tech oilfield manufacturing company to develop and implement an objectives-based management system. The new system allowed all members of the management team to fully understand the direction and strategy of the company and to construct their own objectives in support. The system was designed to feed directly into the annual budgeting process as well as into the performance review and salary/incentive compensation determination process.

HDI worked with two major refining and distribution organizations to merge into a single entity. HDI defined and conducted post-merger management teambuilding by levels to clarify the vision and set the strategy for the new organization. HDI worked with the human resources organization to develop the skills and resources needed to carry teambuilding sessions to every level and location of the organization. The merger was completed in record time with no loss of direction or profitability, with a minimal turnover of personnel.

HDI worked with a major auto parts supplier during and after a major acquisition of the next largest competitor. HDI provided the program and project management structure for the transition as well as the transition communication to both companies. The entire merger transition was completed in 60 days with no loss of productivity and no unwanted turnover. Employees commented that they had never before seen such a smooth transition after a major change.

HR Process Improvement and/or Reengineering

HDI worked with a national insurance company to reengineer their recruiting and hiring process for information technology professionals. The reengineered process resulted in hiring quantity and competence targets being met for the first time in the preceding five years. HDI provided leadership to the reengineering team from HR, benchmarking information about the recruiting and hiring of technical professionals, and complete implementation support to get the new process running in less than 60 days.

HDI worked with one of the largest financial services companies to reengineer their strategic planning process and to construct a month-by-month, quarter-by-quarter strategy process that considered company vision, resource requirements (including human resources) to meet that vision. The system was web-enabled and integrated into the executive desktop.

HDI worked with one of the two largest auto parts distribution companies to reengineer its competence-based training programs for distribution center managers and account executives. In both programs, winning competencies were determined by analysis of the highest performing employees and constructing focused training to take those competencies to the remainder of the manager/account executive population.

HDI worked with one of the top medical centers in the country to define, document, and deploy a process for improving the organizational performance of physicians. HDI also provided executive coaching resources to both process administrators and to performance-challenged physicians. The process has resulted in an 80% recovery rate on physician performance.

HRIS Technology Program/Project Management

HDI provided project planning and management services to a major grocery company that was in the process of implementing PeopleSoft. The services provide by HDI included planning, scheduling, and risk management. HDI services enabled the development of a comprehensive project plan for the completion of the rollout and trouble shooting of all technical issues. This new system required organizational changes, role changes, and process changes as well as changes in the system tools.

Operations Integration of HRIS

HDI worked as a partner with CSC to provide complete technical and change management integration services to the State of Louisiana as they implemented the HR module of SAP. HDI designed and executed the change management and user preparation efforts needed to enable more than 100 user agencies to be fully ready to use the new system at go live.