This session was presented live on September 26, 2023
An Employee Recognition & High Performance Management Tool
If you want to create a workplace that attracts, develops, and keeps the best employees, we have an answer for you – our Share & Perform solution.
Recognizing employees beyond the context of work serves as a valuable opportunity—one that can boost employee engagement and customer experience. With Share & Perform, you can enable multi-directional employee communication that drives toward a transformative company culture.
Share & Perform allows you to:
- Build and strengthen your company culture
- Recognize and reward performance
- Improve employment engagement
- Easily connect and collaborate across the entire organization
- Empower employees with access to tools and data that provide insight into their performance
- Enable employees to stay aligned regardless of location, function, or project
- Add some fun to your recognition efforts by incorporating gamification and rewards
Webinar Transcript:
Jeff Plakans (00:04):
Hey, good afternoon everybody, it’s lunchtime and thank you for joining us today for our webinar about boosting employee performance with Share & Perform. This is Jeff Plakans. And of course, I’m coming to you live from Sullivan’s Castle Island down in Hanover, crossing one of our clients and a long-time client of Commonwealth and somebody who can very much speak to today’s topic.
(00:29):
Now, with quiet quitting with the pandemic, with the Great Resignation, I don’t have to say that retaining employees and getting employees is one of the most challenging things that we see that employers are dealing with on a daily basis. What the biggest question I get from employers is, “Why are all my employees leaving? And also, “How can I stop that from happening?” And it’s all about employee engagement. You might’ve heard this already, but we’re going to do something special today. We’re going to show you a tool you can use to really increase employee engagement, and that’s by increasing the amount of communication.
(01:08):
So I’m joined today by Shaun Fowler and Sean Salins. Those of you who’ve known our webinars know these guys already. So with that, again, thank you for joining us. We will be sending out a recording after for those of you who have attended and even for those who couldn’t make it. But with that, Shaun and Sean, the floor is yours.
Shaun Fowler (01:31):
All right. Thank you, Jeff, and thank you, everyone, who has joined the webinar today. Much appreciate it. So first, we’ll go through the agenda, but I wanted to touch on some of the points that Jeff had just talked about. It’s very important in today’s environment to understand a little bit more about what employees value in a workspace. And by going through this solution, we’re going to look at two different products that are included in the solution, the enablement side or in the engagement side where you’re able to engage with your employees, employees are able to engage across the board, and the performance side where they can set goals and keep up to date on how they’re doing with their goals.
(02:18):
First, we’re going to meet the presenters today. We’ll talk a little bit about that Share & Perform overview. And then my counterpart, Sean Salins, is going to walk us through a solution demonstration where you’re going to be able to see the user interface, the functionality of both those solutions, and how this might benefit you going forward. And of course, we’re going to have a Q&A section at the end, but as those questions come, go ahead and put them in the Q&A section and we can address those at the end of the broadcast, but be sure to put those questions in there and we’ll get to them at the end.
(02:57):
All right, so everyone, you know Jeff. My name again is Shaun Fowler. I’m the account manager here at isolved to help Commonwealth with these types of solutions. And joining me today is Sean Salins, who’s a senior solution consultant. So you got a double dose of Sean today and we like to keep the variety in there. So that’s why I have my name spelled, well, the phonetically way. And Sean, I’ll give it to him as we get closer to St. Patty’s Day. But today I’m going to say that I spell my name correctly.
(03:32):
But going forward, I don’t have to tell you the situation that we find ourselves in with this workplace has created unique challenges for employers out there. As Jeff had said, the pandemic, you have widespread burnout, Great Resignation, quiet quitting, employees are looking for a little bit more than just a paycheck they’re looking to have… They’re looking for value in their workplace, not only with the work that they do, but with the people that they work with. So these resignations hit companies hard, and especially in an economic downturn like we see or a tight labor market, it’s really hard to backfill those positions as employees go out the door. So it’s more important than ever to make sure that you’re holding onto the employees that you want as well. So some of the information that we’ve done in the research that we’ve done across our companies, 51% of employees rate their company employee experience as poor or average, and 15% of those employees say that engagement needs the most work, while 12% say that performance reviews is the most important improvement.
(04:50):
So when we go through this solution, you’ll see that we have a piece for the engagement side where employees will be able to feel value, feel connected, be able to collaborate across departmental lines and not only just on their work life but interests and find common interest and commonality in the people that they work with and enjoy the work that they do enjoy going to work. Performance reviews, I’m sure most of you heard the Harvard studies about goal setting and not only setting your goals but writing them down, and not only writing them down, but making sure that we’re on track to hit them and not just, “Oh, here’s your annual review. Looks like you missed the mark. Better luck next year.” We have a solution in place that will help your employees keep track of where they’re at with their goals and especially how it lines up with the company goals overall.
(05:49):
So this solution that we’re presenting today is going to help your employees stay connected through these different feed walls. You’ll be able to share ideas back and forth. They’ll be able to seek feedback from some of their ideas or their goals that they’ve set in place and collaborate with others just beyond the context of work, so again, helping to improve that work-life balance that they have and improving the company culture. So we’ll be able to enable that multi-directional employee communication and leverage built-in recognition and performance tools that will allow both employees and managers to engage and maximize the business success.
(06:38):
Some of the key features that we’ll see in the Share & Perform solution on the engagement piece is going to be that lively feed wall, so posting things on there that are not just work related but interest related. So groups being able to find commonality in some of the coworkers and create those important relationships that will go beyond just the work side of things. But not to mention that lively feed wall is also a great place for employees to put questions and be able to research commonly asked questions to get timely and efficient answers to some of the questions that they have. We’re going to be able to look at the rewarded and recognition tools. So Mark helped me close a deal last week, did such a fantastic job. I want to give him recognition on a board where everybody can see it and all his colleagues can upvote it and give him a recognition. It goes a long way for employees to feel valued in their position. And of course, gamification, I’m in sales, so who doesn’t like little competition here and there? So it’s a nice friendly way to keep everybody connected.
(07:54):
Now on the performance review side of things, you have the pulse surveys, so making sure that where we’re at at this current moment in time, interactive org charts, so understanding how your hierarchy in your business flows and being able to understand who reports to who. The performance reviews obviously are the important piece of this and not only the goal setting and the monitoring in the nine box that are included in those performance reviews, but the goal setting allows them to go in and create their own goals, then give feedback on how they think they did in the year, and then have the employers come in and give their feedback on how they think the employee did. And this is all housed within a system that is integrated within the People Cloud software, so information flows back and forth. And of course, the nine box is a great tool to use to see where you’re going to find your future leaders and where those that are just comfortable being individual contributors.
(09:00):
So some of the key benefits that you’ll get from this solution is that you’ll energize your company culture. People will be excited to use the feed wall and be able to interact and find value and comradery in that feed wall. They’ll be able to increase their operational efficiency and compliance. You’ll be able to connect with your virtual teams and improve the employee engagement, as we talked about before. You’ll be able to reward and recognize performance as well as leverage employee data and insights, which we’ll see here, as I will now go ahead and turn it over to Sean Salins as he will walk us through that demonstration. And I will go ahead.
Sean Salins (09:44):
Thank you, Shaun.
Shaun Fowler (09:45):
Yep, absolutely. I made you presenter so you should be all set.
Sean Salins (09:50):
All right. Thanks so much. Let me go ahead and share my screen. Hold on one second. All right, so I am the presenter. Oh, there we go. Show screen.
Shaun Fowler (10:12):
You got it.
Sean Salins (10:13):
And I want to show that screen. All right. Oh, do you all see my screen?
Shaun Fowler (10:22):
I do.
Sean Salins (10:23):
And it is the correct screen, right?
Shaun Fowler (10:24):
It is.
Sean Salins (10:27):
All right, excellent. So yeah, let me get rid of that. There we go. So I’ve already accessed, well, a couple things. Before I start talking you through this part of the People Cloud platform known as Share & Perform, I just found level set, so a couple things. One is I’m probably going to turn my camera off just because I tend to talk with my hands and I don’t want to distract you all from the demonstration, but that said, there’s a lot that you’re going to see that isolved Share & Perform can do. That doesn’t mean you have to bite off more than you can chew though. You can certainly take that crawl, walk, run methodology in implementing this part of the platform. That’s what we did here at isolved. When I started with the company four years ago, we had rolled out a few of the elements of Share & Perform and people then started utilizing the capability. And then as that engagement grew, our organization started to rule out more of the platform. So it’s a great way to implement and not overwhelm.
(11:29):
But I say that because I don’t want you all to be overwhelmed with the plethora of features. Shaun did a great job of summarizing some of the key features of Share & Perform. You’re going to see those in just a second, but just know that it’s very scalable, very scalable solution. So let me go ahead and turn off my camera for the time being and draw your attention to the home screen here that we’re looking at. There is the ability to not only allow your employees to engage with one another, as you’ll see when we talk about the feed wall, but there’s also the ability for you to centrally manage and engage outwardly with your employees. And this is one way in which you can do that on the home screen, the ability to add different details to the bulletins board.
(12:19):
You can easily create new cards. You can modify cards or information that you’re sharing out here like we have an employee of the month where I don’t need to recreate the wheel each time. I just need to go in and edit this card and change who the employee of the month is and maybe that person’s photo, most likely that person’s photo. But then this is a great way as an organization for you to engage outwardly and you can see some examples of how that can be customized for your needs. There’s also the ability here to attach documents and whatnot. So it’s a great way to centrally share or gives you another avenue within isolved to share information such as documents and so forth with your employees.
(13:01):
Now if I go to the feed wall, that is what Shaun was talking about as far as employees engaging with one another, not just sharing ideas and engaging in a social manner, but also being able to do things like recognize one another, provide status updates and work anniversary and birthday announcements are options as well as the ability to ask for assistance, so people can post out here asking questions, asking for help, and be able to more, in a faster sense, get those responses because not only are they appearing on the feed wall as a question being asked, but there’s also the ability to push emails out to individuals so they know, “Hey, there’s been someone posting to the feed wall. Here’s the link. Let me click on that and access the feed wall straight away.” And if it’s a question and I know the answer, I can go ahead and respond to that question accordingly.
(14:06):
The other benefit that this feed wall has aside from employee engagement and being able to get answers to questions and share knowledge that much more centrally and much more quickly is that the information being posted here on the feed wall can become or be part of a searchable knowledge base. So if I type in… Let me just type in the word benefits. We’ll see if we have anything that someone has posted and we see that this individual shared knowledge regarding the topic of benefits and so I just simply typed in the keyword and I was able to find that straight away. So it creates almost a searchable knowledge base with that feed wall.
(14:46):
Now before we get into some of the other particulars around engagement and then we’ll move into performance… Again, there’s the share the engagement piece and the performance piece or features. There are a whole host of other features that can be turned on, and one of those areas is the workspace. Whether or not you all need this kind of capability, there are features that can be enabled. And when they’re enabled, they’re visible, of course, to your users. If they’re not enabled, then they’re hidden from your view, so it really becomes a very customized configurable experience.
(15:19):
But I just wanted to call your attention that under the workspace, there’s the ability for employees, like Mark here, to create task lists for himself and others, the ability to set up or create events and advertise those events through the Share & Perform platform, the ability to create distribution lists and notes and have a place to upload documents or even photos. So if you want to enable these kinds of features, they are features available in Share & Perform that can be turned on and then configured for your use. So again, it’s more than just a feed wall and performance reviews.
(16:03):
Along those same lines, if I navigate back to or expand the engagement menu, we already talked about the feed wall, which consists of various posts where Mark can quickly zero in on knowledge that he has shared or has been shared with him, ideas that he has shared or that have been shared with him specifically, so it allows for not just a general feed wall that people post to, but for individuals to be able to manage those feeds and find information that they’re tied to very quickly. Now when we talk about the feed wall in the various posts, we got to talk about this plus button down in the lower right-hand corner because on any screen that Mark is on, he can access that plus sign and based upon what has been enabled for him to see here, he can post to the feed wall from anywhere he’s in Share & Perform and notice how there are some point values that are associated to the different kinds of posts that are available to him, such as status updates, asking for help and whatnot.
(17:05):
These are completely configurable by you. And go back to Shaun Fowler’s comments around gamification, the ability to award points and badges, so people can earn badges, but they can earn points that not only allow them bragging rights because it allows them to ratchet up that leaderboard, but it also allows them, if you should choose to use it this way, to earn these points that they can then trade in through the rewards store that I’m going to show you in just a moment, so they can purchase things from the rewards store and there’s some options there, but you get to determine how many points and what those rules are around how those points can be used. And as you can see, we’re actually giving more points for someone asking for help than a status update, right? And that is intentional, in this example. We want to have people put their egos aside and be okay with asking for help and asking questions, so why not award them more points than if they were to provide a status update or some other post, so completely configurable and can drive that level of engagement.
(18:18):
You can see there’s other things that Mark can do here. He can give discretionary points as a manager for example, he may be allowed to give discretionary points to his employees, his team that they can then again can be used to ratchet up that leaderboard or used in the rewards store. We’re going to look at in just a moment, but there’s also a suggestion box that can be turned on so people can make suggestions that can be managed through the platform. The ability to turn on the notes feature, so Mark can make notes to himself or for others to share or request feedback. That’s an option that can be enabled if you want to allow employees, and Shaun Fowler gave some examples of this, to share feedbacks.
(18:56):
So after the demo today, Shaun Fowler or I could be requesting feedback from Shaun or he could simply just share that feedback with me or with my manager and that can be done anonymously. But in a moment, we’re going to show you how, or I’m going to show you, I should say, how we connect the dots between some of these elements into performance management. And then, I can also nominate or Mark can nominate or award others as well if that is enabled for his use. So a lot can be unpacked from this little bitty plus sign in the lower right-hand corner that Mark can access anywhere within as he navigates through Share & Perform.
(19:35):
Now going back to the engagement menu options groups. This is a great feature that allows for that additional engagement to happen whether it is Mark creating this coffee addicts group that people are joining because they are all coffee addicts, like myself, if you couldn’t tell by how fast I talk, and the fact that I talk my hands, I think, comes from too much caffeine, but that’s one option is to have that social aspect. But then, you have things like these coast managers, which is a closed group versus a special interest group and that closed group is closed, meaning someone created it, maybe it was Mark, but in order to be added to that team, you have to be invited. So it’s a great way to have a safe space for individuals to be invited to join, share ideas, have their own feed wall, be able to share documents and whatnot that the rest of the organization shouldn’t and probably doesn’t want to be privy to.
(20:35):
There’s also what we call open groups, like this new hire rookie group, as an example. This is an example of a group specifically for new hires and their mentors. So if I’m a mentor, a new hire, I can ask to join that group, but it’s again a centralized place or space where these individuals can interact with one another. And again, the rest of the organization doesn’t need to be privy to. So it can be used a number of different ways.
(21:04):
There’s surveying capabilities, the ability to create surveys right within the platform. So if you’ve ever used SurveyMonkey or some other surveying platform or process, this centralizes that for you, giving you lots of options for creating various types of surveys and asking various types of questions, and then being able to track the statistics, the results, so it funnels everything back centrally within Share & Perform. But like I was saying, if surveys aren’t something you need today, then you don’t need to enable that capability and that survey menu goes away. It’s hidden from your view if and until you’re ready to turn on that capability, so it’s a very scalable solution as we’ve talked about.
(21:46):
So that’s a little bit on the engagement piece. We already talked about feedback and the ability for Mark to see feedback through a dashboard view and then there’s an initiatives area to track those types of details as well. But again, very scalable as far as what you should choose to enable and utilize. Certainly don’t want to overwhelm your employees and you certainly don’t want to have something that’s not going to be utilized, but when you’re ready to use it, it’s there for you.
(22:15):
Now before we get into performance management, let’s take a jump down to rewards and organization. And by the way, the other thing I should mention that’s very important to note is that what also drives what Mark can see and do are his permissions. So the fact that Mark has access to the administrator settings within Share & Perform or he can manage different elements of the platform, turning on different features, turning off different features, managing other users’ permission sets and whatnot. He sees that because he’s an admin. Those are the permissions he’s been granted through his role, so it’s all… Like anything in isolved, it’s all very roles driven when it comes to permissions. If Mark wasn’t an admin or didn’t have those permissions, then that menu would be hidden from his view along with other areas of the solution potentially. And I’ll give you a for instance in just a moment of what I mean.
(23:14):
But before we do get into to performance management and talk about that, I just wanted to point out the rewards store. You can choose to have people turn their points in for a dollar value. You get to decide what that dollar value is. If it’s 10 cents per point or something of that nature, make 25 cents per point. Whatever you’ve determined as people are earning points through engagement, through being awarded those points, through receiving discretionary points, they can then turn those for purchasing things in the rewards store and then track their orders.
(23:52):
Now this again is scalable. So if you aren’t ready for utilizing the rewards store, you don’t need to turn on that feature or enable it turn. But if you do, if and when you do, the rewards store is again a great way to incentivize people to get out there and engage and to utilize the features that we’re seeing here, so they can earn those points and then trade those points in for stuff, right? Technical term stuff. Now there are two options and you can use both options as far as the rewards store. There is your own rewards store that can be set up where you can maybe offer things like virtual gift cards, company swag, et cetera. You get to determine what’s being offered through your rewards store and you can manage that all through the platform.
(24:36):
So Mark, as an admin, would be able to access that kind of feature set. But there’s also, through our partnership with a company called Catalog API, I always get this wrong, I believe it’s called Catalog API. At the end of the day, it doesn’t really matter, but there are a rewards store that you can utilize to be able to pull up things, like you see here, DVDs, books, automotive, and electronics. They’ve got a whole host of items that can be made available for people to order. So that said, the rewards store is again a great way to incentivize people to really engage and earn those points that they can, then, turn in for stuff, right?
(25:26):
Now I also wanted to point out the organization menu option where we can see that leaderboard or Mark can see that leaderboard and where he’s at in that. He can go back to the bulletins board. He can see the values. These are the values that can be set up that reflect your company values, so people know where to go to review this kind of detail. And then there’s also, as Shaun mentioned in the beginning of the webinar today, the ability to interact with an interactive directory. And the way this works is it allows Mark to view Aaron’s information, right? Not just his About information that’s being shared. And some of this can again be configured to not be displayed, but also be able to see any posts that Aaron made, suggestions that he might’ve made. Again, this is all defined by Mark’s permissions.
(26:25):
But I want to jump over here to teams where we can see if, pardon me if Aaron has any direct reports, they’d be listed here. We see his supervisor, Julie. We see if he has any secondary managers and be able to drill in and view Julie’s team and her reports. So it is this interactive directory that allows you to drill in and see who reports to who. So that’s a very nice feature, one that I use all the time because when I’m supporting, let’s say, one of our internal sales folks and I’ve never done a demo for them before, it’s nice to go and view there about information, see how long they’ve been with the organization, see who they report to, just get a little more background on the individual and that allows me to centrally do that, right, through this organization’s area and the org chart capability.
(27:15):
All right. So we’ve covered a lot of bases so far, but what we haven’t covered is the performance management capability. And there’s quite a lot that we can unpack just from this one area, but again, it’s scalable. So what do I mean? Well, Shaun Fowler talked about the peer-to-peer kind of reviews, 360 reviews, absolutely capability within isolved, but again, it’s one that if you’re not interested in utilizing 360 reviews today, that can be disabled. Just simply turned off. But when it is enabled, it provides you a dashboard view of those individuals or those 360 reviews that you as the user might be conducting or completing, I should say, or involved in. If you’re a manager, if your user is a manager, like Mark is, he’ll have access to a team dashboard where he can see his team and anyone who has been assigned a 360 review, or based upon Mark’s permissions, he might be able to see this from an organizational level, all the 360 reviews being conducted across the entire organization.
(28:23):
So going back to my comments around how this is all driven by permissions, your typical employee user, a person who is being logging in, even as a manager probably wouldn’t have access to everyone’s reviews. That’s going to be limited to maybe the HR team or something of that nature or the C-level in your organization. So just know that what a user can see and do is driven by those roles-based permissions. But the 360 reviews are nice because it allows you to do those peer-to-peer evaluations or reviews where you can assign those reviews to more than just the employee being reviewed and their manager, which we have with the traditional reviews and we’ll look at it in more detail in a moment, but where you can nominate individuals, even people outside the organization can be nominated to complete a 360 review and based upon the setup, that person, those people can choose to decline that nomination or not. It’s all on how you want it to function.
(29:22):
And I’ll give you a real-world example. Here, at isolved, where Shaun and I are from, right? Partners with Commonwealth. We utilize Share & Performance, I’ve already alluded to, including the review process. So in addition to being assigned once a year annual self-review that I have to do at times I have been assigned 360 reviews where maybe I’m to review along with others, two or three other folks through a 360-review format, which this allows you to do. Well, we have a configured where I am allowed to decline the nomination.
(30:02):
A couple of years ago, when it was my turn to be involved in some 360 reviews, I was asked to review three different people, two of which were people in the team that I’m on here at isolved, the solution consultant team. Known them for years. I felt comfortable doing so. The third person was a salesperson who I’d maybe done one demo for. One of those folks that I would’ve looked up there about information say, “Hey, how long has this person been here? I’ve never done a demo for them before.” And because I’d only done one demo for this person, I really didn’t feel like I was well-suited to do a 360 review on this individual. So I declined that nomination, which is obviously the intent of that feature is to allow people who don’t feel comfortable for whatever reason to decline. But that again is up to you how you want that configured. So just a quick real-world example of how 360 reviews can be leveraged.
(30:54):
Now the other thing I wanted to point out here before we take a look at goals and a more traditional review example, self-review manager review, reviews are built on, and I’m not going to go into the weeds here with you, but I think it’s important to note that what Mark also has access to are cycles and templates. So reviews within isolved, whether they’re 360 reviews or your more traditional review format, which we’ll look at in more detail in a second, are built through cycles and templates within isolved and Mark has access to those because of his permissions, right? Your typical user won’t see that. That’s the setup of the review process.
(31:30):
Cycles… Sorry, my mouse is not working well today. Cycles are all about first and foremost the timing of the review. So I think it’s important to note that if you want to conduct reviews on an annual basis, no problem. You want to also conduct reviews or instead conduct reviews on a quarterly basis? No problem. You want to do reviews on an annual and quarterly basis as well as maybe a 90-day new hire review? No problem. You can create all those different kinds of cycles. And cycles also drive some of the mechanics of how the review’s going to flow. Who’s going to complete the review first? Where’s it going to go from there? Who’s going to get notified when it’s their turn to complete that part of the review and so forth? That’s all driven by the cycles.
(32:15):
Templates are really all about what does the review entail? What do you want to include in this review to be reviewed? Do you want to focus on the person’s core competencies? Do you want to focus on job specific competencies? Do you want to incorporate goals within the review process? That’s all about what you’d want to include in the review templates. So between cycles and templates that get tied together, you have a lot, long story made short, a lot of flexibility and configurability around the reviews that you leverage within the platform. Very flexible.
(32:51):
Now that said, let’s take a look at Mark’s dashboard for the more traditional review process. He’s got his My Review section if there’s anything appearing there for him and he’s got pending actions which will show historical reviews and so forth. But pending actions is where he wants to draw his attention to today and that is where he can see his self-review that’s pending as well as reviews as a supervisor that he needs to complete. And he can drill into the review for Benjamin and he can complete his portion of the review. And he can also see things that Benjamin as an employee won’t be able to see, but as Benjamin’s supervisor or manager, he’s able to access and help him to inform, help Mark to inform how he’s going to review Benjamin.
(33:47):
So first example, the nine box, this is something Shaun mentioned, he said or he described it as a tool that can be used to identify how promotable someone might be. And that’s exactly how this can be used because it’s looking at performance, so in other words, how Benjamin’s being reviewed by Mark. And potential, those two a accesses together determine where Benjamin is on the nine box. If he’s here in the upper right-hand corner, he’s high on potential. He’s high in performance and maybe a really great candidate for promotion, for example. If he’s down here and he’s to the far right corner where he is high in performance but not so much on potential, he’s a great employee, he’s doing what he needs to do, but maybe he’s not someone we’re going to think of when we think about promoting to that next level because he’s just not hitting that potential, not hitting… We’re not seeing the results on the potential axis. Now you’re going to see in a moment how the potential axis gets calculated. It’s through a survey that Mark’s going to answer and that drives that part of the axis.
(34:56):
But Benjamin can’t see this. This is for Mark to see. This is for HR to see and used to inform how the review might be addressed and then certainly there for discussion after the fact. The next thing we see is a rating scale. This is completely customizable, configurable, and it can be different from template to template. So if you want a slightly different rating scale for your quarterly reviews than for your annual reviews, you absolutely have the capability. Core competencies, these competencies you see are again completely configurable and we see a place for the employee to review themselves and we see Mark, as supervisor, the ability to use that list of ratings to rate Benjamin on these core competencies that you’ve configured for your use. In fact, we do provide a library of core competencies that you can then build off of or build onto, I should say. And then you can also include an area for both employee and employer or supervisor manager to add comments. And again, it’s configurable as far as our comments going to be required, that kind of thing.
(36:14):
Now as I scroll down, we see job specific competencies. We also see a percentage here. Do we have a percentage for the core competencies? We sure do. So you can actually weight these different sections. You can even add weightings to the rating scale. So it’s again very configurable based upon how you want this to function and what you’re looking to track and measure. And this is all reportable. We’ll talk a little bit about reporting on all of this detail in a moment, but it’s all very configurable in that. If you don’t want to have a section for job specific competencies, you don’t have to. If you don’t want to incorporate goals like here, we’re pulling goals in from Benjamin’s goals in from the goals’ module, which we haven’t talked about yet, but what we will now to review against, you can certainly include that section and do just that.
(37:04):
In fact, here at isolved, goals are worth something like 20% of the overall review. So it’s important for me, as an employee, to pull my goals in to track goals throughout the course of the year and then pull those applicable goals in for performance review purposes. But let’s talk a little bit about these goals and the goal setting capability. So there again, we give you a dashboard that employees can use to manage their goals. We also have an org level dashboard for those employees that you want to have access or be able to access organizational level goals that might be set for the whole company or for the departments or however your org structure is set up. We can associate… You can associate goals to that org structure and you can even import or export goals. So if you already have goals tracked in a spreadsheet somewhere, you can import those right into isolved and then centrally manage them within isolved.
(37:57):
It is a full-featured goal, setting goals tracking feature, and it’s tied to performance reviews because what we’re looking at here, the ability to incorporate those goals into the performance review, should you choose to, not every organization wants to do that or doesn’t track goals today, that’s fine. Again, very configurable. But with regards to goals, not only can you structure the goals where you have individual’s goals that might play into the person’s review like this goal here, but you also have the ability to align goals to higher level goals or have them cascade down so that organizational goal that you have in place for the entire organization might be cascaded or aligned to a departmental goal, which is then aligned to an individual’s goal. So you have those building blocks you can set up and we can see that here, as it plays into the performance review.
(38:50):
Now, there’s also other sections we’ve got here, like the ability for Mark to give his comments and rating on effectiveness, for example, is just an example of… There could be several items here for the manager to provide insight and then this ties into the reporting. That’s available. There’s the potential axis. Sorry, there’s the survey that ties the potential axis, and this is a series of yes no questions that only Mark sees as the manager that by answering yes/no, it does some calculations in the backend that then derives that potential axis.
(39:29):
And if you just kind of key in on some of these questions, you can see that they’re hard-hitting questions and that’s the intent is for the manager to give some thought around, can I envision this employee performing two levels above their current position in the next five to six years? If they answer no, that’s obviously going to put that person, all said and done, put that person into it potentially in the lower part of the matrix, the nine box matrix. You certainly don’t want the employee seeing how the manager responded these questions because it can be… They’re, like I said, hard-hitting questions, but they’re important questions. And if you want to utilize the nine box, this is what you can present to your managers to respond to.
(40:16):
There’s the ability to add in development plans, training resources, which can also incorporate hyperlinks, for example, to our Learn & Grow or our LMS platform within isolved People Cloud, so we can connect the dots there. There’s the ability to set up one-on-one meetings or collaboration sessions. And there’s also the ability once Mark submits his completed performance review and then the employee has completed their performance review for both employee and manager to electronically sign off on those performance reviews. And all of this, for those individuals who have permissions to see this level of detail, there’s the ability to see at a high level all of the reviews that are occurring.
(41:03):
So Mark has access to the org dashboard for reviews, so he can filter and search through all the reviews that are being conducted, but obviously not every employee is going to need or should have access to this level of detail. Maybe instead of Mark having access to the entire organizational dashboard for all reviews because he is a manager, he needs to see his dashboard and his team’s dashboard so that he can manage to that, but he maybe doesn’t need to see the org dashboard. That’s all configurable through the permissions that are set up in the system or that can be set up in the system. But this is a great management tool for you all in HR who should have access to this, right? The ability to see some high-level statistics or metrics around how many performance reviews have been assigned, how many self-reviews have been completed versus supervisor reviews to see some details around the counts and to be able to then drill into and manage the reviews that are happening, including with your traditional reviews, being able to actually add additional reviewers.
(42:14):
So yes, we have the 360-review capability for that peer-to-peer type of review process, but you have the ability to also add additional reviewers to the more traditional self-review manager review because maybe you want Mark’s manager to weigh in on the review process for Benjamin. So it’s Mark and Benjamin doing the self-review and manager review, but then Mark’s manager is weighing in certain areas of the review as well. So there’s that capability, but it’s a fabulous tool, very configurable, as I’ve mentioned now a number of times, because every organization’s different and how you manage your performance review process is going to be different from the next organization on the call today. So you had that capability and this is where Commonwealth, and I’m sure Jeff will speak to this or can speak more intelligently than I can, but it’s where Commonwealth is going to help you set all of this up.
(43:12):
Now, the last thing I wanted to speak to around performance review specifically are the reporting capabilities. In fact, I jumped ahead too quickly. Let me jump back just for a second. I wanted to point out first and foremost that on the org dashboard for those individuals who have the permissions to see this level of detail, they can also be allowed to export all kinds of details regarding the performance reviews out of isolved. So you can get that all out into an Excel or CSV file format so you have it contained in a report that then can be shared with others or it can be leveraged a number of ways. But in addition to this ability to export all these different facets of the reviews out of isolved, Share & Perform, there’s also some performance review reports.
(44:06):
And I’m sorry, let me just go back one more step. I just got to see which cycle we’re on here. So review cycle 2023 because what I need to do is, Mark, for these reports, is I need to first select the cycle that we’re talking about, the performance review cycle that we’re looking at, and Mark can look at reports as it relates to his team or the overall organization based upon his permissions. He can filter a couple different ways as well, but once he applies these filters, it’s going to build out these reports. And in addition to being able to export information out of isolved, like we just talked about a moment ago, there’s also the ability to view these reports in a very graphical context.
(44:47):
So if you’re using nine box, being able to see at a high level the entire organization as it relates to that nine box, we have seven future stars, we have three consistent stars, these are all configurable as far as how you name these different boxes in the matrix. But then if I want to see who my three consistent stars are, which equates to 2.7% of my overall employees within my organization who have gone through the performance reviews, I can click on that or select it and it takes me to where I can see the list of who those three people are and then I can drill into their performance reviews or export this information out.
(45:27):
I can also change my filter right from there and see the other details. I can see rating distributions and export that information out. As far as the rating distribution between supervisor and employee, I can see any supervisor recommendations if those were questions that were posed to the supervisors when they’re filling out or completing the reviews, I can see how that’s summarized and then I can drill into the detail or export the information out with the click of a button. So for example, “This person’s ready for promotion today?” I’ve got 29% of my supervisors who say they’re unsure, 29 that say no, and 41 say yes. And if I want to see who those individuals are that are ready for promotion today, I can again pull up the detail and see who their supervisor is and then view those performance reviews or export that information out.
(46:24):
So it’s kind of… I share it because I want to let you know that there’s reporting capability within Share & Perform that you can leverage, but also it’s, I think, a really unique way of displaying the information that at a glance view, that graphical context, first and foremost, so it gives that person that quick answer but then allows them to drill into the detail. So that’s what I wanted to share with you all today regarding Share & Perform. I know we unpacked a lot of details. And at this juncture, I will turn things back over to Shaun Fowler and see if we had any questions and Jeff and see if there are any questions. Let me go ahead and stop my sharing.
Shaun Fowler (47:02):
All right, wow, that was amazing. Thank you Sean for walking us through that very interesting and beautiful display of the solution itself. I will go ahead and share my screen here, but as I’m doing that, Jeff, if you can let me know if you see any questions in the Q&A section.
Jeff Plakans (47:26):
Can you hear me okay?
Shaun Fowler (47:31):
Yeah, sort of.
Jeff Plakans (47:33):
Okay. All right. So we do have a couple of questions here. The first question is about the rewards store. It says, “Do I have to use your items in the rewards store? Can I put my own?”
Sean Salins (47:52):
Yeah, great question, Jeff. So as I kind of alluded to, no, you can absolutely just set it up with your own items in your rewards store if you want to use that third party. And again, it’s either Awards API or Catalog API. I always forget. I should write a post-it to myself, but that’s that third-party rewards store that you can also choose to leverage or not. So the answer is you can absolutely just use your items in your Rewards Store and build it out accordingly.
Jeff Plakans (48:19):
There’s another here. It’s about performance reviews and it says, “Can I create multiple review cycles? And if so, can they all run concurrently?”
Sean Salins (48:37):
Yep, absolutely. Absolutely. Great question. You sure can. You also build multiple templates that you then assign to those multiple review cycles, so you, again, there’s lots of flexibility on how that can look for you.
Jeff Plakans (48:48):
On the assignment of those though, Sean, can they be assigned to only certain individuals by eligibility rule?
Sean Salins (49:01):
So let me take that as… I know there wouldn’t be eligibility rules, Jeff, but there is a way to do it. I just would need to do a little bit of research. So I can take that as a takeaway question if that’s okay with you.
Jeff Plakans (49:12):
Okay, excellent. We’ve seen it on the screen, but the next, the question was, “Is this available? How does this look through self-service?”
Sean Salins (49:27):
So let me just take this note, so I don’t forget to hunt it down. So the answer to your question is, and I probably should have started with that, but when you log into self-service and you log into the adaptive employee experience, when Share & Performance turned on, it just becomes another menu option that the person can select to navigate to that part of the People Cloud platform. So it’s all very much single sign on all through self-service, whether they’re on their phone, tablet, or computer, so it is also completely mobile optimized. So I definitely want to make sure I mention that as well.
Jeff Plakans (50:06):
Okay. All right. Well, that was all the questions that were in there, so thank you, Sean, and thank you, Shaun.
Shaun Fowler (50:14):
Perfect. Yeah, and this is probably what they would see here. It would just show up under a menu item in over here and possibly even right here, performance and grow on a tile on their page there.
Sean Salins (50:28):
Yeah. Thanks, Shaun.
Shaun Fowler (50:30):
Yep, absolutely. And just wanted to point this out, we’re always looking to do competitive updates out there as well as any kind of industry or market and compliance updates to keep this solution viable. We know that it’s an important solution, important tool in every company’s quiver or toolkit. And to be switching this back and forth is not something that companies want to do. So we want to make sure that we’re giving those updates and giving the much needed competitive updates and product updates as they come along.
Jeff Plakans (51:07):
Yep. [Inaudible 00:51:10] question actually that just slid in, and I’ll put this to the two of you, but I think Sean Salins will probably answer this. How does the company pay for the items employees select from the outside store?
Sean Salins (51:27):
So I believe that they get billed or invoiced by the third party. Again, I believe it’s called Catalog API. So I think that’d be handled outside of Share & Perform, but I’ll take that as a takeaway. That’s actually a really great question. Let me do some research on that as well, Jeff, and I’ll get back to you.
Jeff Plakans (51:50):
Stay tuned on that. When the video recording version comes out, we’ll have some answers for you from Sean with an EA, and so good. Excellent. Shaun Fowler, you want to take us home?
Shaun Fowler (52:06):
All right. Well, I appreciate everyone joining us today. Thank you, Jeff. Thank you, Sean, for walking us through that demonstration. And thank you, everyone, for your patience, for your questions and your interest in this topic. I’m sure your employees are going to love you for it. So without any further ado, I’ll give you some time back five minutes and wish everybody a happy… Have a great day.
Jeff Plakans (52:32):
Thanks, guys. Appreciate it.
Sean Salins (52:33):
Thank you, everybody.
Shaun Fowler (52:34):
Thank you. Take care.
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