This article is intended for Reviewers and Administrators.
The People Review 2.0 by Elevo is an innovative tool based on different dimensions such as performance or impact, that focuses on developing the company's HR strategy while taking account the employees' expectations.
In this regard, it helps the HR team:
- in decision making → ensures that time and budget are properly allocated to employees (training, skills development, etc.),
- by anticipating succession planning and needs in mobility → thus defining a recruitment strategy.
To summarize ⬇️
- The Challenge 🎉 is to acquire a perfect understanding of employees and their alignment with the company's expectations,
- The Objective 🎯is to be able to make the right strategic decisions regarding employees.
👥 People involved
Reviewers (Direct Manager or a specific person) play a key role by providing field information for this talent review. Also, they have access to previous People Reviews, former reviews, feedback or training requests made via Elevo directly from the People Review tool, and so they can rely on an employee's background.
As for the Administrators, they receive the completed assessments and discuss the employee's positioning in order to maintain consistency within the company. They also benefit from former recorded People Reviews, past reviews, feedback and training requests, which allows as much context as possible for giving feedback to reviewers.
Regarding employees, they do not participate in this process and cannot access the People Review in Elevo.
The process is based on 6 dimensions: Performance, Future Potential, Commitment, Short-term Evolution, Risk of Departure and Departure Impact. They are each assessed using a drop-down question + comment section.
The labels of each dimension cannot be customized. Indeed, a dimension consists of data that will later be used in the application to demonstrate the employee's progress. This is why we need to "lock" the data, to avoid inappropriate and irrelevant behavior from happening in the future.
However, the HR Team is entirely free to change both the associated question and the supporting description, so as to make it more meaningful to the targeted group. This also serves to reflect corporate culture and values while ensuring that everyone has equal understanding of the scale of values.
Following are the different dimensions and the default (but customizable) question that defines them.
3️⃣ Future capabilities
4️⃣ Short-term development
5️⃣ Departure Impact
6️⃣ Employee's Departure
If the HR Team decides to customize questions and answers, we recommend the use of a Likert scale, developed in the early 1930s by psychologist Rensis Likert.
Unlike the 9 box grid which uses only 3 criteria, the Likert scale uses 5 ratings, hence allowing greater variances in responses and a non-digital rating to avoid biases and ensure that reviewers clearly understand the different ratings. After all, not everyone has the same definition of a 2/5 or 4/5 so it is important to clearly define the scale of answers, in the manner of our default questions.
👨🏼🤝👨🏾 Employee groups
The analysis of these dimensions will then allow to identify different People Groups. These groups are the result of our research and interviews with companies that have already implemented this process.
We can identify 2 types of groups:
- Basic groups which correspond to a cross-reference of two dimensions and allow to single out Top talents or Low performers, for example. These groups are essential to this process and are featured in all People Review tools.
- The advanced groups, not found in any other system, makes this process more complete and more adapted to practical and personalized HR strategies. These groups require the cross-referencing of multiple dimensions and will allow you to identify succession planning requirements or mobility requests, for example.
The HR team will then be able to focus on the different types of employees in need of targeted actions.
Here are some functional examples:
- Top talents are employees who are excellent in terms of performance and potential. I should focus on them when elaborating a development plan and carrying out retention strategies,
- Talents at Risk: a typical example of a complex group that will combine various dimensions. According to our basic configuration, these are employees with a Risk of Departure greater or equal to 3, a Departure Impact greater or equal to 4 and a Performance score of at least 4. I'll be able to identify them, understand their needs and set up retention strategies to keep them from leaving the company. This is impossible with any other tool and quite time-consuming when reprocessing in Excel.
💡To note: An employee can be linked to various groups. Indeed, one can very well be a Top Performer and wish for internal mobility. We know that mobility needs are often difficult to measure within a company and that is why our product can help you manage this issue.
Here are the standard People Groups that we recommend:
🌟 Top Talent
- ✅ Requires a development plan for high potentiality as well as retention strategies,
- ⚙️ Employees who scored 4 or higher in terms of Performance and Potential.
⚠️ Talent at Risk
→ Talent and/or future leader of the company with a departure risk.
- ✅ Requires priority strategies in terms of retention, engagement and/or mobility,
- ⚙️ Employees with a Risk of Departure greater or equal to 3, a Departure Impact greater or equal to 4 and a performance score of at least 4.
📉 Low Performer
→ Underperforming employees
- ✅ Requires an analysis of the reasons for underperformance (individual, structural, etc..),
- ⚙️ Employees who scored 2 or less in terms of Performance.
🔁 Succession Planning
→ Employees with high probability of transferring to another in-house position.
- ✅ A successor must be designated,
- ⚙️ Employees who did not obtain "continues to develop in current position" with a performance score of at least 4.
→ Employees with mobility requests.
- ✅ Requires a survey to understand the mobility request in line with the company's interest,
- ⚙️ Employees who obtained "evolves in another department" in the Progress dimension.
😥 Distressed potential
→ Employee with a high potential for lack of performance.
- ✅ Requires supporting actions to help the employee improve his skills development,
- ⚙️ Employees with a score lower or equal to 2 in Performance and greater or equal to 4 in Potential.
These People Groups can be entirely adapted to your own rules and the terms that define them are editable. You are free to add or remove them according to your needs. A company's HR team is in the best position to determine which groups are most relevant to its organization.
Once the employees have been positioned according to the different dimensions by the reviewers and hence probably placed in a group, the HR Team will be able to generate an employee analysis based on the defined groups.
💡 To note: Some employees will not be positioned in any group and that is perfectly normal. The reason for this is that it’s not realistic to consider that everyone should fit into a box. Some employees will not have any "flags" related to their profile because they are generally "average".
🗺 Employee analysis
You can create 9-box mapping directly in the tool, using the "Mapping" tab. Read this article to find out more: Analyzing and mapping a People Review campaign
However, employee groups allow you to go further than this two-dimensional analysis. Indeed, the 9 box grid is limited to two dimensions and therefore it is not possible to cross-reference, for example, Performance and Potential with Risk of Departure, or Performance, Potential and a Mobility Request. This leads to restriction, loss of data and therefore calls for a complex process that will probably be deprived of certain components.
- Standard 9 box grid
→ Only two dimensions
- The People Review by Elevo
→ 6 key dimensions 🥳
We therefore decided that the HR Team should be the one to create People Groups, as previously mentioned in this article. This will allow to identify, for example, performers who score 4/5 or more in Performance and Potential but who also have a Mobility Request, or those who have 4/5 or more in Performance and Potential but whose Risk of Departure is high and impacting.
If you look at the talent assessment, you will find that our in-depth analysis of your talents is much more elaborate. Action will be made possible by analyzing specific issues and then setting up retention strategies in accordance with both the employee’s request for evolution and your company’s wishes.
All this, without devoting more time than for a standard People Review process!
And because it is important to act and to define these strategies, you will be able to define them, keep track of them, and ensure that they have all been correctly implemented.
To summarize :
We are not simply offering a solution for detecting high and low potentials, we are enabling you to:
- define your needs in terms of recruitment,
- boost your retention strategy for your talents,
- identify the often overlooked in-house mobility requests,
- invest time and money on profiles worth retaining while being consistent with your business objectives.
➡️ Please read this article if you wish to learn more about the People Review campaign process.