emPerform Awarded the Great User Experience & Rising Star for HR Software By FinancesOnline

We are very excited to share some amazing news with our users: emPerform’s full-featured performance management software has been awarded the Rising Star Award and prestigious Great User Experience Award by FinancesOnline. This reputed software review platform featured our employee performance management software in a detailed  emPerform review, where their experts enthusiastically analyzed emPerform’s features and benefits from every angle.

Many thanks to the team of experts from FinancesOnline, who work to examine hundreds of solutions; we are very happy to be awarded these great titles alongside inclusion in their top HR Software category. According to their experts, emPerform has exactly what you’d expect from a quality solution that is devoted to automating and re-tooling employee performance management, as it eliminates cumbersome paper-based and spreadsheet-based processes and augments it with easier-to-use and highly configurable online appraisal forms that you can tailor to suit faster and easier alignment with your organization’s goals and performance standards.

What they also appreciated was that emPerform is more than just appraisals. As they point out in their review and their top 20 HR software for small business, for one affordable price, emPerform provides organizations with succession planning, compensation management, and multi-faceted review functionalities; such as emPerform tag for ongoing feedback and journaling, online surveys to gather feedback from company peers or outside parties and stakeholders, and integrated 360° reviews that allow for formal 360-degree feedback.

Thank you to the FinancesOnline team for taking the time to get to know emPerform and the company itself, with our business being recommended in their list of HR software. We are thrilled that the FinancesOnline team has honored us with these prestigious titles and are so glad that our commitment to client satisfaction and usability shines through!

Want to see how emPerform can help your organization automate and streamline vital performance management efforts? Book your live demo today.

What are you using for appraisals and performance management? Paper? Spreadsheets? Fax? A tediously formatted document that employees and managers don’t want to use? A makeshift in-house system designed by your IT department as an attempt to solve your appraisal nightmares? Nothing at all? Any of these answers wouldn’t surprise us.

Our close contact with HR professionals gives us access to plenty of horror stories. And too many of these stories are about outdated (pre-emPerform!) management strategies for appraisals and overall performance documents.

We admit we’ve seen some pretty crafty solutions, including meticulously formatted spreadsheet forms with umpteen versions floating around and some very ‘attractive’ and buggy intranet-based IT web forms. Over and over again, we see a focus on executing the process and very little time and focus left over for strategic performance management tasks and analysis. So what are some key indicators that it’s time to ditch your current processes and modernize?

21 Signs you Need emPerform: Read More

Low performersAnnual performance review time is right around the corner for many companies, and for most managers and employees, the process will be smooth, positive, and largely ceremonial. But in every department, managers face a few performance reviews that keep them awake at night with dread. Low-performing employees tend to induce a series of mild headaches throughout the year, but at review time, they really put their supervisor’s managerial skills to the test. Here’s a list of ways to get over the hurdles and navigate the challenges presented by struggling employees. Read More

The annual review process presents a set of universal challenges that are not unique to our age, and are rooted in core principals of human nature, the influence of authority on productivity, and the rules that govern business growth. There are a few eternal review-related paradoxes we’re all familiar with in the world of HR: How can we praise employees while still driving them to grow and change? How can we scold employees without demotivating and disengaging them? How can we make sure that poorer employees are rewarded for strong year-to-year improvement, and that more productive employees aren’t punished for their lack of relative growth?

Each of these questions can be addressed by a well-developed, carefully-examined review process that matches the culture, pace, and goals of a specific industry. But there are some inherent obstacles that are specifically addressed by software platforms. The software you choose to support your company’s review strategy should help you overcome common problems like these:

1. Growth Tracking

Managers and employees should Read More


Spring has officially arrived, and as the days get longer, our gardens spill over with flowers, and our upper management offices and HR departments turn lightly to thoughts of growth.

Growth! Productivity! This is the season for a renewed focus on skill development and personal enrichment. Plus the promise of all that these things bring, including swelling revenue streams, new ideas, and burgeoning bottom lines. To make the most of the season and its effect on your employees, it might be time to turn your HR focus to competency development. Great employees are always interested in learning new things and expanding their skill sets, and there’s no better time than the present to provide the resources employees need to increase their value to the company. Here are a few considerations to keep in mind as you move forward.

Employee Core Competencies as an HR Tool

Competency-based assessments are not a new innovation or trend but an overall good practice to adopt. Employee competency assessments have been around long enough to have withstood the test of time and have proven to be a very useful tool for the HR professional’s toolbox. Employee competencies are a list of skills and behaviors that are specific and well defined and are used to layout an organization’s performance expectations for a job or the organization’s culture as a Read More

Annual review season is in full swing, and most of the experienced managers and long term employees on your staff have been through the process before and know exactly what’s expected of them. Self-evaluations are being typed up and edited as we speak. And managers are looking out over their flocks of direct reports, assessing the progress of each individual, choosing coaching strategies, and coming up with ways to reward top performers.

But what about those mysterious entities, those blank slates with no clear record of accomplishment or struggle and no documented performance issues of any kind?

New employees who have been on board for fewer than six months can be challenging to evaluate, but managers dismiss these challenges at their peril. The first review can have a defining impact on an employee’s relationship with a company, and even if your managers have nothing to say, they’d better come up with something fast, and they’d better recognize that the stakes may be higher this year than they’ll ever be in the future.

Tact and foresight will play key roles during a new employee evaluation. Remember that the company may see the new hire as probationary, but the employee likely views the company in the same light. If she’s criticized more harshly than she expects, or confronted with drummed up negatives as well as positives because the protocol requires a balance, this may sow seeds of demotivation that can be hard to weed out later. By the same token, praising her wildly for showing up every morning may give her a false sense of her manager’s expectations.

Most of the time, employee reviews are based on a set of relatively objective truths, and the truth can free a manager from some of the human emperformuncertainty involved in effective coaching, discipline and motivation. But new employees come with very few objective truths. So you’ll need to make the most of every performance metric you’re able to gather.  Your review software can help. Choose a system, like CRG emPerform, that can help you collect and analyze data points across a wide variety of objective criteria. Start the analytic and record keeping process the day the employee joins the firm, and a few weeks or months down the road, you’ll be ready for a review that’s data-rich, productive, and meaningful.

Who is Responsible for Talent ManagementBy: Natalie Trudel

As a talent management solution vendor, we are constantly asked ‘who in the organization is responsible for talent management?’ The broad answer to this is ‘everyone’. The best processes that we have seen for developing and monitoring organizational talent includes a role for HR, managers, executives, and employees. In most cases, it is a fair statement to say that HR is responsible for leading the charge; however, without active involvement and support from managers and business heads, an ideal talent management system or strategy will never realize its full potential (Gina Abudi, Developing Organizational Talent).


What role do Managers play?

While HR usually provides the processes, workflows, and systems to enable talent management, it is ultimately managers who are responsible for nurturing, guiding, developing, and identifying talent. Managers work directly with employees and as such have top-of-mind indications of performance issues, development requirements, possible successors, and overall output. For an effective talent management strategy to take effect, it is important that managers are given the tools, time, and training to effectively communicate, document, assess, identify, develop, and align talent. HR can provide the knowledge and platforms for evaluating and engaging employees, but management must properly USE those tools and processes.


What role do executives play?

Executives and business heads are usually the defining force of the effectiveness of an organization’s talent management strategy. HR does serve as consultants, shepherds and owners of tactical execution of talent management processes; however, without commitment from the top, these processes are likely to be underestimated by managers and thus poorly executed. Talent management should be at the heart of business strategy. It is vital that executives show their commitment to talent management systems and processes in order to ensure user adoption and foster management’s engagement in the process. Executives often times approve the framework and systems that will be used for company talent management. HR can do its best to educate and lobby for ideal workflows and systems but decision makers must ultimately approve them in order for them to be implemented.


What role do employees play?

Fortunately, employee roles in building a solid talent management strategy also have direct benefits to the organization. Employees are responsible for developing and executing performance goals that are aligned with company objectives, are expected to participate in performance and development plans and discussions, and are often times asked to provide insightful feedback about processes, peers, and management. The good news is that studies show that employees who are aware and involved in performance management processes are more likely to be engaged in their roles. High employee engagement has a direct correlation to organizational success – and that’s just good news for everyone.


What role doesn’t HR play?

It is clear from the above mentioned points that HR seems to be involved in almost every aspect of talent management. In a  sense this is true – a company’s HR department has the mindset and expertise to identify bottlenecks in talent management, and propose, execute, lead, and maintain any remedies. HR’s role is challenging and sometimes underestimated. HR should be leaders and experts of their organization’s talent management strategies and yet possess the skills and patience necessary to convey instructions and processes to every level within the organization. Recent years have shed light on the strategic importance of HR’s contribution to a company’s bottom line. This, coupled with the availability of cost effective solutions for automating systems, has led to HR being expected to add performance accountability to their laundry list of duties. The good news is that technology is freeing up more and more time for HR to focus on talent management strategy and optimization instead of talent management administration.


Quick Tip

One of the most effective strategies that we have seen organizations deploy is the creation of ‘Talent Management Tactical Teams’ that consist of a relevant mix of management, HR, I.T., decision makers, and in some cases, top performers. The Tactical Team is responsible for reviewing, evaluating, and executing an organization’s talent management strategy and systems. This approach is very effective as it exploits the strengths and weaknesses of current practices and produces a talent management strategy that works for every level and department. We have also found that solution purchases made to simplify and streamline talent management processes are more likely to be considered and approved in a timely manner if decision makers are reassured that solutions have been analyzed and given the go-ahead from multiple departments.

Gina Abudi. Who Is Responsible for Developing Talent? Accessed September 19, 2011.  https://www.ginaabudi.com/who-is-responsible-for-developing-talent/

bagWould you like fries, drink, and a cone with your Employee Performance Management system? emPerform has always been the Burger King of EPM systems where customers can configure and customize the software “their way”. In addition to the vast configuration options available with emPerform appraisal forms, customers can expand their functionality with succession planning, goal alignment, 360 reviews, compensation management, and reporting – at no extra cost!  On occasion, customers turn to us for advice when selecting other HR software. To fill this need, emPerform has joined forces with other leading technology vendors: myStaffingPro,  BambooHR, and Strategia. This collaboration has created a powerful, affordable, and complete HR software as a service (SaaS) solution, HR in the Cloud™. Read More

CRG emPerform and the Management Education Group recently announced a very exciting partnership. We caught up with their principal consultant, Marnie Green, at the ASHHRA Conference in Phoenix to see what she has to say about aligning with emPerform.

emPerform offers web-based, all-inclusive talent management software for automating employee performance management processes such as appraisals, succession, 360 reviews, compensation management, reporting, and goal alignment. The Management Education Group, Inc., is an Arizona-based provider of consulting, training, and facilitation services that develop high-performing public sector leaders. Government agencies, special districts, and educational institutions rely on the Management Education Group, Inc. to provide innovative leadership strategies that support their leaders.

Marnie Green is the author of Painless Performance Evaluations: A Practical Approach to Managing Day-to-Day Employee Performance, published by Pearson/Prentice Hall. The book has been honored with a Glyph Award for Best Business/Career Book and was a finalist in the management category of the Best Books USA Awards.

emPerform and Marnie Green have collaborated on several very successful best-practice webinars including: ‘Conducting Painless Performance Evaluation Meetings’ and recently, ‘Using SMAART Goals to Manage Employee Performance’. These resources have been archived and are available here.

For more information about this partnership, click here.