Mary Ioannidou
Talent Acquisition & People Development Director – INTRALOT
“Oh no! Time for annual performance reviews again…”
Often company HR processes are often seen as “non-productive”, taking time away from “important” work-related tasks.
At INTRALOT we wanted to step away from this perception and introduced a new hybrid model of which combines traditional performance management processes, such as annual goal-setting and end-year reviews, with performance development via Continuous Performance Management (CPM).
Integrating
Annual Business high-level objectives and metrics per function for Company alignment are blended together with individual objectives that can become more specific, thus more relevant, throughout the year via CPM. The annual phases of the process are fully integrated with the continuous performance management features of the system: Activities, Achievements, Feedback, Discussion Topics and Coaching Advice.
Nothing Less / Inclusive
The parties can focus their attention on what is more relevant at a specific time but without leaving anything un-discussed during the year. Unmapped sub-goals can be onboarded during the year – on the go – and linked to the employee’s annual high-level objectives; discussions can be planned for selective topics (objectives, metrics, behaviors, development needs). The system keeps notes of the activities discussions, feedback etc. to employee:manager alignment.
Time Lined
A structured performance discussion between the employee and manager takes place at least every twelve weeks. To this effect, each can add Discussion Topics (agenda items) for their next 1:1 Meeting. Moreover, they can capture the meeting in order to keep track of their discussions or progress throughout the year. The manager can also keep comments on the growth areas of the employee.
Reflective
During the 1:1, the system allows the parties to reflect on specific activities and achievements linking them to performance or development goals. Since 1:1 performance discussions can be hindered by a numeric rating system where the focus may shift to interpretation, we replaced the numeric annual performance evaluation ratings with descriptive ones.
Adapted
The new system has not fallen from HR heaven. In 2020 at INTRALOT, HR listened to our people and held sessions with management at Headquarters and our Subsidiaries worldwide.
Leveraging Growth
CPM aims to accelerate growth a) at a personal level in terms of self-awareness, capabilities results and culture alignment b) at an organizational level at the levels of company results, transparency, accountability and also culture alignment.
Open
Open, timely feedback and regular, meaningful discussions during the year, supported by guidance and coaching is very important.
INTRALOT’s CPM enables both the employee and manager to ask for feedback on any activity from anyone in INTRALOT’s performance development system, either at headquarters or at our Subsidiaries globally. Just as the performance of our employees needs nurturing so do our performance systems. We need to be vigilant and open to new ideas and to customize them to the specifics of our Company culture as it is continually evolving.
Tracking, Dynamic
We all recognize that in today’s world objectives set at the start of the year may not be relevant at the end.
Our dynamic ‘throughout the year’ process matches better the ‘throughout the year’ reality and gives employees the opportunity to specify their current activities in real-time and to work more targeted towards reaching them. HR is an exciting place to be!
