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archaic record keeping processes using only hard-copy files for storing performance data
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under-developed processes with few performance-related or measurable goals to justify a formal review process
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data exchanges with stand-alone Performance Management systems which may be unreliable or incomplete
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isolated performance data among other systems or spreadsheets which is not fully integrated with the HCM solution to otherwise support comprehensive record keeping and HR reporting
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difficulty in getting buy-in and full co-operation from managers and employees to fully adopt a performance management program
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justification for implementing and adopting a formal process, and the investment of time and effort to maintain it
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assessing performance against measurable goals and job competencies
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creating achievable employee development plans
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identifying high-performing employees for key positions
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building an overall environment that maximizes talent and rewards your best performers
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developing a performance scoring mechanism from which to build decisions for merit increases and employee bonuses
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creating a transparent environment of continuous communication, ongoing review of goals, and the sharing of ideas for improvement among employees, managers and the organization as a whole
