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Integration: Reframing A Major Concept

You have everything you need to piece together a companywide performance management assessment. What you probably don’t have is an intuitive, platform-based means of integrating what your management data sets are trying to tell you into a coherent image, one that taps every metric and software tool in the organization.


It’s all pretty simple, which is why we’re encouraging everyone to rethink it. You need to know where you’re looking, and what you already have. And it doesn’t hurt to know why you’re looking in the first place. Here’s the breakdown:


Performance Management: A Damaged Concept


The concept isn’t entirely broken, but the results it’s intended to produce have been stagnant for years.


Why?


Because performances are dynamic. They consist of various components, the measuring of which gets lost in the shuffle of disconnected tools/systems and imprecise accounting metrics.


When you no longer consider your many systems to be disparate, but instead as being aligned, your composite performance picture will come into full view, and you can start assessing performances from a position of insight, rather than speculation and uncertainty.


Promote The Conversation (Then The Person)


This is the business we’re in, at least as much as the technology space. Our driving goal is to reveal legitimate reasons for good dialogue.


Managers and leaders who have only a narrow view of their employees’ productivity, morale, team compatibility, and growth aims will and do find themselves grasping for material to discuss during formal evaluations and even casual one-on-one meetings.


What excites the renaizant team about this business is the idea of promoting helpful conversations between professionals, conversations based on objective data and comprehensive reporting. Always seek a good reason and an equally good basis for connecting with those whose performances you’re evaluating.


Have the Tools? Gather the Data


You’ve probably heard it said, but it’s helpful to lay it all out anyway: Most HR systems are wired for a specific data field. They function effectively in that capacity but aren’t programmed to interlock with adjacent tools.


Part of the “rethinking” mentioned earlier has to do with considering each HRIS component as belonging to one aggregate – a simple idea, isn’t it? They’re all under a single roof, why shouldn’t they behave as one network?


Business-wide considerations spanning from retention to diversity initiatives can be addressed, contextualized, and acted upon with purpose once the data are coalesced usefully.


It’s Not as Complicated as You Imagine


Performance management as a business function is largely broken. It’s not in the assessment itself, it’s in assembling the data you’ve already accumulated to point you towards an actionable end. That data might include:

  • Hours worked in relation to business closed, meetings conducted, reports produced, and so on

  • Team engagement in the form of group trainings, productive interaction, and the willingness to help others succeed

  • Easily quantified metrics (such as direct sales) measured against harder to assess actions such as checking in on loyal clients

The important takeaway is best understood as follows: By rethinking longstanding assumptions about HR technology, integrative capability, and the performance management potential buried beneath dated processes, you can create a composite of it all just as soon as you’re ready to make it simple for yourself.


Essential to revealing things you might have suspected but could never confirm is to take action on information once thought to be irrelevant or irretrievable. It’s the best way to illuminate the things you didn’t know you were missing.

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