HRMS Performance Reviews: Two Sides of the Coin

Looking back on the HRMS timeline, performance management is an area that has greatly changed over the years as systems matured and specialized applications were developed to accommodate such tasks. Most of us who support such systems would agree that the move from Word templates and email requests for feedback about employees to automated systems is positive. However, are there any negative aspects to all of this performance management automation?

Do you remember the big rush around performance review time, when managers would be sending out mails and calling for feedback? Now you have HRMS performance review functionality at your fingertips allowing you to develop more efficient feedback processes. But is this always the case?

HRMS Data Overload

In some systems, I’ve seen the option of ‘unlimited’ requests for feedback, so that a manager can easily blast (or spam, depending on your perspective) plenty of employees for input. One day, I came into the office to 25 new HRMS performance review requests to visit the system and provide input! Back in the old paper days, a manager would spend a lifetime submitting this many performance review requests.

Furthermore, with such broad-reaching requests, are we really able to get good quality feedback or is it just data overload? Sending a few, carefully selected requests can often result in more detailed HRMS data on employee interactions and work experiences. Now, managers and employees are challenged to get through the deluge of requests so they push out two or three sentences just to complete the task. Employees hurry to complete the task to avoid the daily system reminders, something that didn’t exist previously in our less automated world.

How much data do we really need to adequately measure performance? Would a few key pieces of information be preferred to a laundry list of general comments?

It’s a unique situation inside your HRMS software as there is no other system functionality that is so widespread or encompassing of the population. This broad reach increases HRMS performance management’s potential hugely, but it should not be used without clear structure. As much of this area is newer functionality compared to core HR tasks, perhaps it’s something of an evolution to establish the best way to collect and use data.

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Heather Batyski

About the author…

Heather is an experienced HRMS analyst, consultant and manager. Having worked for companies such as Deloitte, Franklin Templeton and Oracle, Heather has first-hand experience of many HRMS solutions including Peoplesoft and Workday.

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Heather Batyski