| One lesson Spencer's learned from the first | | | | evaluation for every single employee included |
| year of using TotalPerformance is that even | | | | in the performance review process |
| though Visual Profiler makes the rating | | | | |
| process fast and easy, it's best not to | | | | - Ability to monitor the evaluation process |
| include too large a number of competencies to | | | | within departments-managers and HR can see |
| be rated. According to Margolin, "We were so | | | | exactly what stage of the process each |
| excited about drag-and-drop that we included | | | | employee is in atany given time |
| a very large number of competencies to be | | | | |
| rated more than 20. SumTotal had recommended | | | | - HR spends significantly less time handling |
| that we use fewer competencies. In retrospect | | | | questions from employees and guiding the |
| we realized there were just too many, and | | | | evaluation process |
| that is a change we have made." | | | | |
| | | | - Management has concrete and accurate |
| Improvements over the prior system include: | | | | performance evaluation data |
| | | | |
| - Clean and clear records-HR now has a signed | | | | Read more... |