Transcription of Spark up the Grill with Performance & Goal Management

Keith: Hi everyone, thank you for attending our webinar on goal and performance management. I want to thank everyone for taking the time to attend this webinar. it’s a brand new webinar for us on performance and goal management. We have two great presenters for you. Miss Melissa Olson, Miss Jackie Dudas.

Jackie Dudas: Hi everyone. Thank you for joining us today. We’re going to be going over performance and goal management. We’re going to go ahead and get started. Can you toss me the clicker?

Keith: That would be helpful.

Jackie Dudas: Thank you.

Melissa Olson: Okay, a little bit about ourselves if you haven’t heard it from Keith already in the last couple of presentations that we have had. We are RPI Consultants, we’re a full service consulting Infor/Lawson consulting firm, so everything from process re-engineering through upgrades and installs and new implementations. We’re about sixty plus strong throughout the United States and we are headquartered out of Baltimore, Tampa, Kansas City. We got a couple of new offices since the last time we spoke over the holidays. So… yeah, let’s get started.

Jackie Dudas: This is our agenda for today, I’m not going to read all of it to you but if you come back to this presentation you know this is what you’re going to be getting in to again. First thing we’re going to talk about is a quick overview of Global HR. This is for anyone who has not seen Global HR before, knows what it is but might need a little refresher on the terms that we’re going to be using.

Melissa Olson: Global HR is going to be your new core HRHS. This is version eleven. Everybody’s who’s going out on version ten right now this will be the next version that you upgrade to. Upgrade is kind of a loose term there because in some cases it’s going to be a full re-implementation. What does the new core global HR entail? I’ll go over that at two o’clock but for purposes of this presentation your performance and goal management do need something set up from the Global HR core piece.

What comes out of the box is going to be your HRAS system, your core HR, your organization, your structure, your jobs, positions, supervisory structure. Your modules are what is referred to as talent management. This is going to be your performance and goal succession, development, compensation, and talent acquisition.

There will be some technical things we won’t get into today that do work with Global HR new security, some pieces to do configurations to the system. Globalization, this is new or it’s been developed a lot more for Global HR, this is for companies that have a workforce outside of the United States. There’s a lot of tooling and extensions for global employees.

Finally your self-services. We’ll just kind of jump into performance and goals. We’ll jump into a couple of more terms that we’ll be using throughout this presentation.

Jackie Dudas: Clicker’s not clicking. There we go. Just want to give you this overview of some terms we’re going to be using. We’re going to be talking in Global HR speak but if you’re just used to S3 this is what we’re going to equate it to. Your employees, your HR11, your employees, you can now expand that out into a resource so that can track volunteers, contractors, anyone you want to track in your system even people that you don’t pay straight out of payroll. When we say resource we’re talking about the employee.

All of your company, process level, department structure, that’s going to turn into your organizations and your organization units. Of course, we’ll get into this later at two o’clock but your organization units are going to be your process levels and your departments, you just need to specify which level each of those are.

Job and position now becomes your work assignment. Your status is broken out into three components that all help all three of these work together to explain how the resource or the employee works in the system and whether they’re part time, full time, etc.

Then your supervisor, this can be broken out a lot more robust. You have the opportunity to designate multiple supervisors for an employee or resource. If you have a supervisor that only needs to do appraisals versus one that actually sees pay rates and approves time, you can set those up in security so they each only see what they need to see.

Couple more functional differences here, in S3 you have personal actions that you build on the PA50, process on the PA52. In Global HR you have some built out action requests that are going to be available to you. Your self-services turn into your spaces. Employee groups in S3 actually become custom groups in Global HR. They essentially work the same but instead of having to precede the code with benefits, LP, et cetera, you can just specify these custom groups for whichever module you’re using them.

Then audit logs are going to track history on everything, you don’t have to go into your HR10 equivalent and set up what you want to track history on, the audit log is going to capture history for everything. In addition, this really neat feature ‘As of Date’ you can set this in Global HR to roll your system forward to a date or back to a date to see your system as a snapshot of that date and time.

What is goal management? Goal management is an application that lets you set up and manage goals for the employee, for your organization, for your organization units. It allows managers and employees to communicate these goals to each other so a manager can set up a goal, push it down to the employee level. An employee can set up their own goal and have the manager approve it. It’s just a fully integrated application module that works with your GHR system that we just touched on to help you communicate goals.

Here’s some more terminology. Organizational goals, these are goals that you set up at the top level. These are strategic goals that will work with the operations of your company, so maybe the overall strategic goal is to reduce turnover or cut down onboarding time or something to that effect. The employee goals are something a little bit more specific to the employee, maybe an RN wants to get her CPR certification if she doesn’t already have it, that kind of thing.

Goal categories are essentially anytime you can define something in the system, you’re going to see that you can create a category or something to group these. You could maybe have financial goals that all fall within that category. You can also have maybe learning goals so if it encompasses all of your certifications you can qualify those as all educational goals.

Goal types, these can be another way to categorize long term, short term, that kind of thing. Goal years, we’re going to get into this a little bit later but if you want to set up your goals by year so that you can finish out last year’s goals while starting the next year’s goals at the same time, you can do that so that it doesn’t look like they’re sixty percent finished but also ten percent finished. You can specify it by the year that you’re on.

Action plans are the method that an employee takes to achieve a goal. You can set that up by using the email templates that are in the system. You can directly talk from the employee to the manager to work on those action plans. Lastly, this term ‘cascade’, this happens when you build a goal at the top level like your organization or your organization unit level and you want to cascade or push that down to all employees that fall within that organization unit, you can do that. That’s something that a manager, administrator, or goal leader would do.

To set up goals, this is just a quick screen shot. When you go into your Global HR, your canvas, these, this isn’t a full screen shot of it but this administrator space here, this is called a process board. You’ll see a better screen shot in a little bit but that’s where you would go to access any of the administrator actions. You see we have this little icon here for goal management and you can come in and set up organizational goals, resource goals, track your results as well as run some reporting.

Melissa Olson: Next up is measuring goals. If you have different types of methods of measurement, those can all be set up and configured in the goal management system as well as the performance appraisal. You’ll be using potentially the same types of rating scales for both of them or if you’ve got a five point rating scale for one part of the organization while the other uses a three point, perhaps because they were an affiliate that has been acquired and they want to stay with their particular process, you can have both of those types of rating scales and use them concurrently with appraisal forms or with your goals.

You can weight your goals. You can select to either have them not weighted at all or if they are weighted all of the goals must equal one hundred percent. Then there are different methods of calculating either the weights or the ratings that you can put on the goals.

This is, just again, a screenshot Jackie had eluded to a little earlier about the administrator process board. The administrator has security to do all of the set up and configuration for goals. This security can also be given out to an HR generalist or another HR administrator in the department that might be setting these things up. The administrator does have a Goals icon process board there that they would be doing all of the setup, defining, and pushing out of the goals.

Here we’ve got, again, we went through with Jackie setting up your organizational goals. The administrator can set up the organizational goals and push those out and then the managers can actually take those organizational goals, align them to their own departmental goals, and push those out to their department or organization underneath. There’s multiple ways of assigning goals to your employees or to the organization.

This is a screen shot of what the actual set up for mass create goals looks like. Want to let you guys know that we are using version eleven slides. You might see a couple of different ways that things will be rendered. This is using the rich client, the other way is the html five version, it does look like a portal web interface. You might see the same types of information in two different user interfaces. Same version, version eleven but just different ways to render it or different ways to access it, whether you want a client or if you want to push it out through the internet.

Mass creating goals, you can push those out to defined eligibility groups. This is very similar to the groups that you will set up in S3, you usually have them for processing payroll or processing benefits. You can create an eligibility group for different types of goals to push them out or you can assign them to specific resources or specific positions or even by location. There’s many ways you can break down the pushing out of a goal or a series of goals. There is a template that you can create. Lawson or Infor does deliver a template that you can configure for your organization or you can create your own template so you can reuse for either multiple organizations or multiple years.

Finally the meat of it all, the actual goal and what type of goal, as Jackie talked about earlier, is it a financial type of goal or a learning goal, and what kind of category it would fit into.

Cascading of goals, so we talked about that a little bit earlier. That is when you want to set up a whole group of goals to push out to your organization and then push them down to the organizations underneath. I can get it to the top level and then it’s cascaded. If I want to just use one organization, the whole process level in S3 terms, I want to push it out to one process level which would be an organizational unit but not to the other ones, I could push that out to the high level process level and then it gets cascaded down to all the employees that roll up through that organization unit. This is a very time saving functionality and it can be used at any level. It doesn’t have to be top level down. It can be cascaded from the manager down to all of their departments or director or it can be from the top level.

Jackie Dudas: In addition to administrators and managers, you also have a third role, a goal leader. Goal leaders have similar functionality as administrators do, however they cannot actually create the goals from the beginning in the set up. Once the goals are created and assigned to a goal category, the goal leader who corresponds with that goal category is able to assign those goals to different groups, to different specific employees, push it down to the managers to assign it to their employees as well. Again, they can use the organizational goals and they can do specific employee goals for their organization.

In order to have the goal leader access, you need to have this goal leader delivered role, security role. This is GoalLeader_ST (standard template). This is a security role that’s delivered. You can change it, of course you can customize your security roles, but this is what you need to start out with in order for the goal leaders to see this process board. You can see it’s similar to the administrator but it doesn’t have quite as much functionality just because they can’t go in and set up the goals, just push them down to where they need to be.

Melissa Olson: You might have, maybe at your generalists or you director creating the goals for the organization and then maybe an HR administrator pushing them out for everybody. It’s that way to break up who does the bulk of the work.

Jackie Dudas: Again, Manager Goals. This is a screen shot here, I know it’s probably a little washed out, hopefully you guys can see it well. This is the manager process board down here. As a manager I came in here and clicked my staff so these two are my staff right here. I can suggest a new goal, currently there’s none in here right now but I can suggest a new goal for either of these employees. I can view historical goals, view organizational goals that might relate to my employees that I can push down to them. Just to give you guys a better idea of what it looks like in the system.

Here we have, this is one of my direct reports. I clicked on their record and I pulled up their profile. Again, I can take action on them up here or I can come down here in the goals section and suggest a new goal for Richard Peneman to take.

Employee goals, now I’m in my employee process board. This is all my, specific to me, this is all my information.

Melissa Olson: Just like in Employee Self Service in S3, this is what your employees would see in Global HR.

Jackie Dudas: Exactly. This is in the rich client side, there’s also the HTML web version that you go into as well and we have a screen shot of that too. My manage goals right here, this is what I clicked on to get to my goals. I have an increased customer satisfaction goal out here, a hundred percent, I already completed it. I can request a new goal that I can set up for myself and then it would go to my manager and they can approve it, they can reject it with comments, or they can just flat out reject it. It allows that dialogue to go back and forth. If my manager said, “Why don’t you also include decreased turnover,” or something to that effect with another goal, I could add that and then send it back for them to approve it.

Melissa Olson: We’re going to get into that in a couple of slides later but this is all out of the box functionality. These approvals that Jackie is talking about and the notifications are already built in there, you just configure them for your organizational processes.

Jackie Dudas: There’s a complete goal button here so if I’ve done all the necessary steps, maybe it was a certification I needed to take, I took the certification, passed it, I can hit this complete goal and it will alert my manager that I have completed the goal.

Again, I think we talked on this later too but these little chevrons here, they allow you to take action on the screen and they allow for you to report out. If I had a whole mess of goals and I wanted to report on my own goals, if I was a manager I wanted to report on employees goals, you can click that chevron and send it to a list and have a quick report of what you see directly on the screen.

Here’s another employee goal screenshot. We have the Olympics coming up so we’re all getting excited with our goals.

Melissa Olson: Hopefully the women get to play, been hearing some things on the news.

Jackie Dudas: Especially on the news this morning. This goal is to reduce the ER wait time and this is just a screen shot, again, of how you would set that up. This is from my employee view, this is me setting up this goal. I have my goal type, my category, start and end date. I haven’t weighted it and I haven’t selected progress for it yet but this is essentially where you would come in and make the goal. Then I would submit this goal, my manager would get notified, and then decided whether to approve it or reject it.

Just another screen shot here for you to see. Once I have created the employee goal and then I assign it, I guess this is from the manager view actually, but employee specific. You can see I’ve highlighted on myself and here is my goal right there. You can see the progress that we’re at, if it’s been weighted, the start date and the due date. Just a quick snap shot of the whole goal.

Melissa Olson: Before you snap there.

Jackie Dudas: Go ahead.

Melissa Olson: You can see on those tabs there that managers can always get to see the pending goals, so that’s anything that’s been submitted by the employee that they have for approval. Any historical goals that have already been completed, maybe they want to use those again for new goal years and they can go back there and get some of the details for those.

Jackie Dudas: Next we have goal action plans. Like we said, once a goal is submitted and approved, now you need to start an action plan to get it resolved or get it achieved. This is an action plan email template. Melissa eluded to the templates that you can build, they’re delivered templates and then also there are some that you can build using these variables in the system. If you can see, there’s brackets around some of this information here. When you go in to create an email template, you can select these variables.

Right here we have resource email, it’s going to look at the resource in question and populate their email in there. It goes directly to who you want it to go to from manager email. If it was me as a manager, it would come from my email address. Then also the subject, you can have their name, the type of goal, the goal, whatever you want in there. It’s going to pull all that information directly from the goal that you set up specific for that employee.

Then just some free text down here. You can also include variables in your free text down here but you want to make it say a goal has been assigned to you, sign up for this course to achieve this goal, start following these certain steps to achieve this goal, whatever you want to do to kick off your action plan for the employee to get involved and start working towards achieving it.

Melissa Olson: And it’s nice to have those variables because if you do have a department of twenty people you want to assign the same goal to, you just put this together, push it out, and it will grab those variables for each of your employees and send it to them. You don’t have to create a new email or notification for every employee.

Jackie Dudas: Right. Once you create this, again, this is the template so you can save this and pull it up every time you need to use it. Whenever you want to blast out an email you don’t have to re-select all these variables, you can save this and just open up a pre-existing template.

Goal approval process, again, we kind of touched on this already, but when an employee submits a goal their manager will be notified and they can approve it or reject it. When a manager sends a goal down to an employee, they will be notified via those emails that they’ve gotten this goal and they need to view it. The manager will also be notified when an employee submits a goal and they do have the opportunity to reject it.

Integration with other talent management modules, compensation management, performance management, development, and then Global HR, that’s your basic set up so of course you’re going to need to set up some of those jobs and positions that you can tie your goals to, your resource records, you’re going to need that set up so that you can tie goals to that as well.

Compensation management is great because you can link goals to your compensation module so that once a goal is achieved, they can get maybe a bonus for doing that kind of goal. It will link directly to your comp management tool for that.

Melissa Olson: We find that a lot with external metrics, anything that’s not tied to the job or the position, but possibly the department has saved so much money over the last year and that’s external and they hit that goal and now that’s tied to whatever bonus that may be. That would all be set up in the Comp module.

Jackie Dudas: Then in Performance Management, which we’re going to get to next, you can use your goals that you set up in the goal management section and your performance appraisals when you’re doing employee performance appraisals in that module.

Then within development, as part of an employee’s development, if they need to take a certification or take a class, you can set these goals up as those classes or certifications and as part of their development they can be achieving these goals along the way too. This is just the web view for Employee Self Service in version eleven. Just wanted to show you where you would access goals from the outside, outside of the rich client. It’s right here, my goals.

Goal reporting, these are all the reports you can run by resource. I’m here in the administrator process board again. You can click goals and then you click reports, which is the screen before this, and you get to this list of reports. You can run it by status, whether they’re pending, completed, or in progress. You can actually get the actual progress of a goal to see how far along goals are by employee or by organization level. You can see where resources are missing goals. Then you can also do reporting on goal alignment. If you needed to align goals to organizational goals, you can see if these goals work towards what your overall organization is working towards.

These are reports that the goal leader can run by employee or organization wide. This is a little screen shot here of how you would set up a report. We don’t have the whole report screen shot in here but this is basically your dimensions, you could go by your organization unit, you can sort by type, start date, end date, that sort of thing. There’s a lot of capability with that.

Melissa Olson: Now we’re going to switch gears and go into the Performance Management side. What is Performance Management? We’ve got the Talent Management module that utilizes a lot of the Global HR core functionality, core setup that you put in jobs and positions. This is using your competencies, your knowledge skills ability, your job descriptions, responsibilities, tasks, all those can be rolled into criteria for performance management. It incorporates all of your goals, your future goals, current goals, historical goals, all of that can be put together for your performance and performance management. Not necessarily just the appraisal but talking about performance management as a whole.

There’s configurable scheduling and processing of the appraisal forms. Those are very configurable. They can be configured by the organizational lead, somebody in HR that says, “Hey, I’ve got three different types of forms I want for my organization to use.” Not everybody uses the same criteria to review their employees. If I’ve got health care, and I’ve got people on the floor and then I’ve got the administration, they’re going to use two very different types of appraisal criteria. I can develop those appraisal forms and them allow the manager to select which appraisal they need for their employee.

Let’s go ahead and kind of go through here.

Jackie Dudas: Did you want to go back?

Melissa Olson: No, this is perfect. As I was saying, to create these appraisal forms you can be pulling the competencies, competency models. Competency models are going to be grouping of competencies based on certain criteria. If everybody in your organization you want to have certain behavior, everybody should have excellent customer service, that can be put in with some other competencies that you want to push out to the whole organization and place a default on all of your positions.

Then you can have another layer of maybe leadership competencies. You can put two or three competencies that you consider to be good leadership qualities. You build a leadership model out of that and just put those on your directors and your C-suite positions and possibly even your managers. This is a way of grouping all of your competencies to easily be able to pop them out on a job or position when you’re creating a new requisition or a brand new job or position.

You can use your knowledge skills abilities as criteria for your appraisal. Job and position components, we’ve talked about the competencies and skills, but maybe there’s certifications, maybe there’s some other things, responsibilities or job description type of things that don’t fall into the former two.

We talked all about goals. You could pull those in as appraisal criteria and then activities would come from the development module. If you are using the Development Management module, you can build out activities that your employees can be using throughout the year or doing throughout the year and how well they do on those can be pulled in also for your appraisal.

Your pre-requisites. You do have to have Global HR. We have talked to a lot of organizations that really want that performance management piece, performance and goal piece, and wanted to figure out a way to just roll that out without doing it a Global HR implementation. Unfortunately, to really be able to utilize the best of performance management, you really do need to have those job descriptions, KSAs, and competencies on there to pull from as criteria. You really need that set up. That being said, I have done projects where we have still used S3 as a system of record. We did the push the other way, pushed everything to Global HR just so performance and goal management can be used and that would be the only component that’s used from the talent management suite. You don’t usually want to go that way just because of the implementation costs if you want to do kind of a one and done. If there is a driver to get performance and goal management out right now, of course there’s a way to get it done.

Your organization structure is really used for those approval processes so you want to make sure to have your supervisory structure built out, not necessarily like where it used to in S3, where it’s one manager for every employee. Jackie talked about it earlier, if you’ve got managers that all they do are appraisals, maybe it’s a department administrator. All they do are appraisals, they don’t do any other actions on the employees like pay changes or terminations, you set that structure up. You determine and you define who has that type of access and then you’ll be able to use that in the approval process for appraisals.

Your resources, obviously you have to have your resources set up in the system to be able to push out appraisals to them. Your jobs and positions, again, so you can use that percent to see where your employee is and where they fit against what their position requires them to do. Your competencies and skills and then those competency models we talked about. Those are all pre-recs, you don’t necessarily have to have competencies and competency models yet, that can be a phased approach. Maybe you determine some key positions that you want to start with. Maybe your leader positions will have those and then as the year goes by, you start putting those competencies on your other positions until a couple years down the road you get it for your whole organization or at least the key positions in your whole organization.

Okay, some of the terminology we’ll be using is your rating scales. We talked about the types of rating: if it’s going to be a five point scale, a three point scale, how are you going to measure your employees performance. Your rater types, so it’s going to be your manager, self-evaluation, it can be another rater whether that is a colleague or because you can use resources, it doesn’t necessarily have to be an employee. If your employees work with contractors, volunteers, or interns, those people can be assigned a third party or peer rating appraisal for your employee.

You need your appraisal criteria. Again, that’s going to be what you want to pull from the job, your goals, any other things that you want to use for the appraisal process, maybe it’s specific projects that you want to rate against.

Criteria groups and then your notifications. Performance management roles, when we talk about roles we’re talking about security roles. This is the step that is delivered straight out of the system. Again, with configuration console you can change these roles up as needed for whomever is the person that’s going to be doing the appraisal and for whomever is the person that’s going to be creating the appraisals. Your HR administrator, it’s got access. Anything in the system including security, including your process flows and approvals, all of that is under the administrator role. This person would be able to create the appraisals and define all of the criteria.

Your resources, it’s going to be your employee role. They’re going to be able to complete their self-review and they’ll be able to view their appraisal throughout the whole process. Then finally your manger role, again, do you need it to be just a straight out of the box manager role or do you need a specific type of manager that’s scaled down that only does appraisals and they would be able to have the dash board for all of the people that they need to review. Take just a second to talk about that a little bit more.

We had some questions. We just did this presentation a couple of days ago at the Southeast Mega User Group and we got a lot of really great questions and feedback from people that were sitting in the session. One of the big issues was: I’ve got somebody that’s not necessarily a manager of people or maybe they are but they’re not a manager of all the people in an organization unit but they need to do the appraisals for all the people. You might have somebody, a department administrator that has to do two hundred appraisals because the floor supervisors, that’s not part of their duties. There is a way to configure some other security, not necessarily the manager role, create a hybrid role between the actor org unit security, HR actor org unit security and the manager role. You really can get those people who need to do appraisals who aren’t necessarily managers, and give them that access.

The integration, we talked about the integration from the goals side, very similar. You’re going to use your GHR structure to push through who manages, who pushes the appraisals out to which employees. You have your resources, your jobs and positions, and competencies and skills. It’s exactly like the goals, following the same model there.

Your performance ratings, we did touch on this. You can push out a self-appraisal, your other raters, whether they’re employees or any other type of resource that you can give the employee space to that they would get access to the appraisal. Your managers and then the review cycle. That’s basically, do you want to do a thirty day, a ninety day, an annual and how do you want to schedule all of those? Is the annual going to start from the thirty day or ninety day and a year after that? Does it start from the hire date? All of those things need to be figured out and configured in the system.

Jackie Dudas: Another great feature within performance management is the appraisal reassignment. These are the type of managers that can have their appraisal reassigned or that can receive a reassigned appraisal. If you think about it, if maybe previously I was Keith’s direct report and now I’ve moved to be under Melissa. Keith probably knows me a little bit better if I’ve only been with Melissa maybe a couple weeks now. Maybe Melissa wants to reassign my appraisal to be completed by Keith, so that’s one way you can handle it.

If you have a manager who maybe is taking a sabbatical, they’re off for a few months and the appraisals need to get done, maybe you can send it to another manager that can complete the appraisal for you. Again, the direct manager would be, in that scenario Melissa would be my new direct manager. The up-line manager would be Melissa’s direct manager and then the current appraisal owners, I guess this last one would be Melissa’s direct up-line manager because she’s my current appraisal whereas the up-line manager would have been my old manager, Keith’s up-line manager. Great feature with that already built in, you don’t have to configure this. If your supervisor structure is already set up, this is all already there for you to use.

Melissa Olson: Some of the set up tasks that you’ll do before you push out or implement performance management would be defining your email templates. Jackie talked about those in goal management, same thing. During your appraisal process there’s going to be a lot of points, manager assigns an appraisal to the employee, so there’s a notification to the employee saying, “Hey, you’ve got an appraisal waiting for you to acknowledge.” Employee acknowledges the appraisal. Manager gets a notification about that, all the way through to the completion and submission to HR. You don’t have to push all those emails out, you can determine which ones you think are important and determine also the approval process.

Maybe something doesn’t need an approval, maybe your organizations a lot smaller and everybody kind of knows what’s going on and you don’t turn any of them on. Then you’ll be assigning the email templates to the organization. Again, I can have four different email templates depending on what organization, if it’s the hospital, if it’s the administration, if it’s retail stores and it’s corporate, however those emails templates make sense.

Jackie Dudas: Do you have a question? Let’s take it.

Keith: Yeah, just a quick question, break it up a little bit. The question is, did I hear that you could push out performance management on S3?

Melissa Olson: You still have to set up Global HR but there’s a setting that you can use, you can select your system of record. You could select S3 to continue to be your system of records, your hires, everything that happens to your employees is still occurring in S3. Then the interface goes into Global HR instead of the way it normally goes, which is everything happens in Global HR, interface is S3 for your payroll or any other batch processing.

So it can. If there’s a driver for you to get performance and goal out, we have done it before where we just set up base core resources just a little bit … Jobs, positions of what you need in order to get that out. Again, keep in mind your employee will now have two self service areas. They’ll still have the employee self-service where everything occurs on benefits and their name changes and all of that stuff. Then they’ll have to use employee space specifically for appraisals.

Again, if it’s something you want to do, you can do it. Just realize when you do move to version eleven there might need to be complete re-implementation so you can really use the functionality of Global HR without the limitations that S3 put on you for your organizational structure. It is, yes.

Jackie Dudas: Again, when you buy Global HR it comes all together. If you’re just using the performance part of it, it’s kind of an expensive performance management tool. No, it doesn’t exist in S3, the only thing you’re going to have in S3 is those PA26s.

Melissa Olson: We have done some customizations of the PA26 for employee self-service. We’ve done actually complete rewrite of the performance appraisal process and created that for employee self-service. There are some options that you might look into what is the more efficient or cheaper option. Maybe a complete rewrite on the ESS might be cheaper in the short term.

There’s a lot of functionality with the notifications and the approvals, all the built in action requests that you do get if you use performance and goals. Yeah, it’s up to you to determine that.

Jackie Dudas: Anymore questions at the time?

Melissa Olson: Okay.

Jackie Dudas: No, okay. We’ll keep moving.

Melissa Olson: For some more setup tasks are going to be your …

Jackie Dudas: This is a screen shot of where you would get to that.

Melissa Olson: Screen shot of it. As a manager, you could see the appraisals by your resource. You go in there, you select your resource, you see where they are in appraisal process or there’s also a dashboard, which is a really nice feature because if the manager does have a lot of direct reports, they can bring that up, see graphically where everybody is in the process. Are they fifty percent complete? Are they twenty-five percent complete? Do you have a couple of employees that haven’t even started the process and you’re two days away from needing it to be submitted to HR. That gives you, as a manager, a lot of control and a lot of knowledge to be able to see who needs to be prodded along and maybe that’s part of their appraisal. They didn’t get their appraisal done on time. That is what you’ll see there. Let’s go ahead and go to the next one.

The notifications, this is an example of what the notification look likes that your employees would see or that you would see in your email. Here an appraisal’s been created for my employee, Richard Peneman, it’s now available for me to complete. Again, all of this is configurable for your organization or there are template … There’s wording in there that’s generic that you can use and just put your variables in if you want to get started with that.

Jackie Dudas: This is a real email that I sent to myself by assigning this goal. You can see my email address here, so it works. It actually sends you the emails.

Speaker 4: Out of the box.

Melissa Olson: Out of the box.

Jackie Dudas: Out of the box.

Melissa Olson: Built in approval process, when your employees accept the goal, talked about that a second ago. Your employees will accept it, manager sees that the employee accepted the goal. This is the goals and it’s the same thing for the performance appraisal. When certain things are hit, you get a notification.

Another nice thing is that, we talked about the acknowledgement a second ago. I’m not saying I agree with what you gave me in my performance review but I do have to acknowledge that I received, you gave it back to me to show me what happened. That’s one of the big steps in usually a review process. That step is already built in. The employee acknowledges that they’ve received goals, the employee acknowledges that you’ve given them their appraisal, they don’t have to agree with it but all of that can be built in, out of the box.

Here I’m showing Jackie had sent a goal to me and it’s a pending goal here. I could go in here and say, “You know what? She’s got it.” It’s still in draft mode here. Draft status. She’s got it at twenty-five percent weight. I think decreasing onboarding time is pretty important, I’d like her to move that up to a fifty percent. If she could do that, she’s really hit, this is way more important than some of the other goals that I’ve assigned to her, that she’s assigned to herself. I’m going to send that back with some feedback and say, “Let’s change this up to fifty percent.” I can’t do that by myself, she’d have to accept it. She’d have to agree and say, “Okay, I think I can do this at fifty percent. Let’s do this.” Then it will move from a drafted approval status to final.

I think that’s the bulk of the information we’ve got. I want to turn it over and give you some time for some questions.

Keith: Yeah, hi, this is Keith. I want to go ahead and welcome questions, we’ll keep this open for a few minutes. Please take your time and try to get them in and I want to commend Melissa and Jackie on another really good presentation. This is first time we’ve delivered this one via webinar. It’s very impressive.

Jackie Dudas: If anyone comes up with questions later, please don’t hesitate to email either of us, both of us. Contact us directly.

Melissa Olson: Call us.

Keith: Question, regarding the email notifications. What data elements need to be populated in their resource record in order to use the email notification feature?

Jackie Dudas: Definitely their email.

Keith: Is that all you need?

Jackie Dudas: No, you’re going to need basic employee information. Pretty much, so if maybe this person is thinking they want to use S3 for the most part, just set up the bare necessities in Global HR, you’re going to need all of the information that you’re going to want to track for your performances. The name, email address, contact information, any competencies or skills, knowledge/abilities that they have, you want to track that on the employee so that you can …

Melissa Olson: Resource record, right?

Jackie Dudas: Yeah, on the resource record so that you can align that with what the goal is or what the performance appraisal is.

Melissa Olson: When we’re waiting for a couple here …

Keith: Mister Richard Stout says, don’t forget actor record email address.

Jackie Dudas: Thank you.

Melissa Olson: Yes, Richard Stout is the lead, our tech lead.

Keith: He’s everywhere.

Melissa Olson: He is everywhere. We didn’t really touch on security too much in here. I’ll touch a lot more on that in the two o’clock presentation. This is different security. You’re not using LS, so you have to build out that whole … It’s six components to basically give you access or give all of your employees access to anything. There’s the email on that side, you have to define the email on that side as well as in the process automation side or on the resource record. It looks at, different process flows look at different places. One might be looking at security, one might be looking at your resource record.

Keith: You happen to be standing right in front of the contact info so you might … That’s perfect. Not too far.

Does it allow for employees and managers to enter results for a particular goal?

Jackie Dudas: Yes. I don’t know if we have a screen shot of this or I don’t know if I can even get back to it. Can you click on it? I’m sorry.

Keith: Yeah.

Jackie Dudas: If I, as an employee, have completed a goal I can push that goal complete button and it’ll push it to my manager. If I need to enter notes for the goal that I’ve done, I don’t think we have a good screen shot of this, but I can do that. I can enter the notes how I achieved it and the manager, if they approve that I have achieved it or completed it, they can also enter notes as well. I’ll see if I can find this screen shot for it.

Keith: I’d like to point out that something interesting we did recently at the Southeast Mega is we have some of these sandboxes set up internally, if you’re curious about some of this stuff we can set up a WebEx, we could chat about it, we could take a look. We can see if it has the features and functionalities that you’re looking for. Melissa and Jackie are always happy to set up a time.

Melissa Olson: If there’s somebody in your organization that didn’t get to see this webinar, we are recording it but we can also, Jackie or I or both of us, can also create customized presentation for you guys. We can get on a go-to-meeting or a webinar, we can talk about your organizations, paying points, and what you’re doing right now with performance and see how this system could better your processes.

Keith: I have a comment here about the hybrid role for someone who serves only as appraisal owner but not direct manager, love to see more in depth look at how this is set up so maybe we can incorporate that into future versions of this presentation.

I also have a question and I’m actually going to answer which is, will you being doing a presentation on Succession Management. As we build out our library of presentations, we are looking to go through all the talent modules. Succession Management is probably going to be that last one because what we’re finding is a lot of interest in Performance and Goal, more than any so far. Successions the one we’re least talking to people about.

Melissa Olson: I think the reason is because you really have to have everything built out in your system, your competencies, everything around your position, and everything tracked on your employee. That’s usually bringing stuff from your learning management module, your LMS, wherever else it is to get that percent fit. Without that, succession doesn’t work. If you don’t have that on all of your population, you won’t be able to see throughout the organization who might be ready for a key position within the next three years or who’s ready for it in the next year, what the development path is to get them there. Excellent tool, we can talk a lot about it, but nobody’s gotten their system up to that point yet that we could do it.

Keith: We have a comment here that somebody’s getting ready to implement Performance and Goals and Succession concurrently. Is that crazy, is the question.

Melissa Olson: No, it’s not crazy. If you, again, if you have all the data in your system to be able to track your employees against their positions and the positions in your organization, it’s an excellent tool. At a glance you can see for all the employees you manage where they are against their position, and maybe if they’re on a management track you can see who’s the closest to being promoted. Then on the HR side, if you have all that information for your key population, you can really see who’s ready to move to either executive, if somebody’s going to be retiring.

Again, you don’t want to lose all of that knowledge and it’s really hard to source from outside of your organization and try and get people ramped up on your culture and everything when it’s those big key positions. Yeah, if they can do Succession and Performance based on getting all of that competency, competency model KSAs in, you would really be using talent management as it was built to be used.

Keith: All right, I’m going to go ahead and step into the spot light here and pretend like I know as much as these two lovely ladies. Very good presentation. I want to thank everyone for attending. Melissa and Jackie obviously for delivering this.

A couple of notes here at the end, one is this will be recorded, we will distribute that link. We actually have several presentations by Jackie and Melissa available if you go to YouTube under RPI Consultants, there’s an RPI consultants channel. If you subscribe to that, we appreciate it. Eventually we get to have, I think, our own short link on that.

I also want to mention that they’re doing another presentation at two o’clock today on the basking in the glow of Global HR. They’re big fans. At four o’clock there’s one with Richard Stout.

Melissa Olson: Just to talk about what that is in case you haven’t seen what the topic is. We are going over the differences, out of the box, between what you have in S3 now and core functionality, and what comes with Global HR. Doing that upgrade, doing that implementation, what will it get you? Is it worth doing it now? You can determine based on what the new functionality is.

Keith: Employee Space, Manager Space, proxy’s and all kinds of goodies there. We will be sending out a brief survey about this webinar. If you could please take the time to go through it, that feedback really help us. These are an important part for us in how we participate in the Lawson community and we want to make sure that we’re going the best job we can and hitting on subject matter that is useful. We keep it brief, if you could take a couple minutes