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Leveraging Technology to Drive Employee Performance Management

Big data is changing the way that corporations build, monitor and interact wit

Big data is changing the way that corporations build, monitor and interact with their information resources. These assets are essential not just for keeping up with compliance and protecting corporate secrets anymore. They're now an important part of gaining insight on employee issues and performance analytics, as well as consumer-facing initiatives like marketing and customer service. However, if companies don't know how to make the best use of any one of these resources, it's possible they're losing out on their data investments.

Targeting specific aspects of performance reviews with analytics needs to be approached with caution. At the start, managers may look at these results as a hard-and-fast assessment of how staff members are using their time and responding to challenges, but rule out the human element. HR Magazine wrote that any system, regardless of whether it's internal or used for the public face, will need fine-tuning to fit corporate needs. Here are some ways to get the most out of these metrics without alienating the workforce or ignoring a valuable data asset.

Train everyone uniformly
Everyone in the company should understand what their jobs are, how to perform them, who they should be interacting with and what to do if they need help. If they don't, this could have a sharp impact on performance reviews with analytics. What's more, without the right education, management won't know the right way to interpret these resources, tech specialty firm Rolta wrote. Communication and training are critical to success.

Keep the conversation positive
Businesses are encouraged to open communication at every stage of the process. Forbes wrote that offering feedback only in the presence of performance management tools, bosses and staff members may associate each other solely with these events. On top of that, making sure to always point out positive elements will encourage more talking. When someone is only presented with what they're doing wrong, they'll likely want to end the conversation and avoid that topic in the future, Forbes noted, which is an outcome that managers should try to eschew.

Make a plan
This should be a constantly occurring part of the performance management process. Simply instituting a system does not guarantee that it will work, so software and applications may need to be adjusted. New departments may be created and others dissolved, while hiring and firing will impact how these deployments function internally. What's more, when these results are put into practice, management should have a clear view of what needs to happen to remedy the problems that performance tools have uncovered. Coming up with specific times to review an action plan will create more communication and interpersonal relationships with different levels of staff members. What's more, frequent review of performance analytics will help clue in IT personnel to any residual problems the system might be facing as these ongoing changes continue to occur.

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