Ken: Lastly, I wanted to share is an idea around our one to one meeting. Our one to one meeting is really an engagement tool that allows individuals and supervisors to have a conversation. What happens with our one to one meeting is it allows any changes that anyone has done with their goals, development plans or feedback, any information that’s happened - people are putting in notes changing the progression towards any of those - will automatically add a new agenda with inside of our tool. So these are always ongoing and it’s to be a point of conversation when we have a one to one meeting with my manger. And even here at Halogen we do these weekly. These are on the calendar weekly.
Quite frankly we don’t make it weekly all the time but we typically make it once every other week and we have the agenda already offered for us that we can go in and have a conversation around performance. So rather than saying, “Gees I’ve got to meet with one of my teammates, it’s nine o’clock in the morning and I’m just rolling in. I don’t have any time to prepare” the system is going to prepare at least the agenda around performance. They’re going to talk about any goals and where they are through that organization. They’ll be able to see them very quickly.
We’ll take a look when I’m looking as a manager running a particular meeting what the engagement is on that. I can certainly add any notes that come to these as well as another topic generator along the way. I also have access to all the other meetings I’ve done, specifically the topics that happen in that and again any of the notes that happen in that meeting as well. Those are always within my fingerprints right here if you will. That’s my own personal performance I wanted to take a little bit about since Bob as a manager. He has the same view of performance into anyone on his team.
I’ve just walked into an area called ‘My Employees’. Again the system since it’s role based knows that I’m a manager and aligns me to all my team members so I have access too if you see at these topics here. I get to see again access to their profiles, access to their goals, development plans, any feedback that’s been mentioned. Are there previous evaluations documents and we’re able to view staff meetings directly from here on anyone in the organization. As you can see here Aileen Beets as a manager Bob Keith if I needed to go in and understand where Aileen is performing her goals. I’m a click away of seeing exactly where she is in those goals, her completion of those. And again if they’re weighted particularly via importance I can go into any of these roles and be able to add notes. These notes are recorded and presented to us whenever we need it as well so that kind of documentation is always in and around those particular goal activities.
I’ll also show you a couple of other areas here. As I mentioned previously Bob is a manager of managers as well and it shows here based by this little icon here that tells me that David Foster who is a member of my team also has another team as well underneath him. So that supervisor chain is a structure so as long as they’re in my line of sight if I’m a VP I see everyone in my department. In my directorship I see every one of those teams as well so I have completely visibility on the performance of everyone in that organization based on the context that is here.
I also have a little bit more graphical view under this talent view. Or I get to see a chart view of the organization. Again it focuses on Bob. It knows that the assignment is me and I have access to everyone that’s on my team and I can go in free to these of these areas. I’ll scroll down a little bit so you can see that I have access to everyone on my team. Anyone of these guys I can go in and have access to their overall performance card at any time. They’ll notice that even myself if I need to be interacting with my own performance I have that here. If I take a look at my peers however I won’t be able to see the public information that’s in their profile. So again being a role based system is knows what is secure and what is public and it keeps that information obviously at my fingertips at any time.
Performance is ongoing so rather than – typically into the past a lot of organizations have said okay you know what you come in January first and you plow along through your year and if you December you’ve got to come in and have an evaluation of how well you’ve done. It’s typically this kind of one shot in the dark where they come in and they engage in that conversation and they write down everything they can remember over the last twelve months and it’s somewhat horrific. A manager can get teams as large as Bob here where they can have anywhere between 10. They might have 40 on their team and they have to pencil all of the data that’s happened over the years.
I’d mentioned earlier that we had this idea around the one to one meeting engagement that happens more frequently, trying to balance that memory and keep people on task and engaged in the organization of what’s important. I’m looking now at the manager’s view of doing a one to one meeting. And you can see here as Bob Keith I want to start my meeting with Aileen Beets. It’s very, very simple. As I mentioned, I come in maybe I’m calling up Aileen on the phone or she’s sitting in my office and we view this together. I simply start the meeting. What happens here is I have an area around compensation starters, just very simple basic questions. “Hey listen what’s going on? Tell about a recent achievement or an outcome that’s just happened that you’re proud of and why are you proud of it?” just really starting that conversation. If that doesn’t resonate with me I have an entire library of questions that I can engage my employee with to try to start that conversation. Of course these are all editable in the backend and you can put as many questions around the culture that’s important for you in here. But let’s start.
Let’s assume that we’ve got our conversation kicked off and we can go down, you’ll notice that these items are bolded with the blue line here. As soon as I click one – this one right here was a learning activity that’s there – I can see it and the object tells me exactly what’s going on. ‘Hey this was a hand on training that talked about advance formatting and word.’ So hey great job I’m glad you did that. That’s fantastic. You’ll notice that the item is marked as recurring so if this something that needs to be in an ongoing dialogue that we need to happen all the time it will certainly just come up there. In our case this training is already been done and completed so I don’t need it to be recurring again. I can add any notes that I want.
You’ll notice on the left hand side that color is changed. The system knows that I had a conversation around that topic. So the same idea if I go down and I’m looking at the goals and I can see where Aileen has been performing towards those goals. I get to see the feedback that’s come in. Here it is great that Bob Keith – I actually sent this feedback earlier on and it reminded me that hey I’m letting her know that as a service representative maybe she should always be suggesting our corporate portal. Whatever the feedback is brought to me – as far as that agenda item – and I can keep it reoccurring or not.
Any notes that I have here as well so again great job or on track you can add that to it and out it in. Once we’re done with meeting I simply end the meeting gives me a list of those topics that I chatted about. This is completely visible to again management and HR within the organization. They have a pulse of what people are doing as far as the meeting and the subject areas in which they’re meeting from across everyone in the organization. So when I simply just end this you’ll see that this is become our agenda items or our minutes if you will from our previous engagements? These are all the conversations that I’ve had with Aileen overtime and again it’s at my fingertip as I need it.
This is that idea around that pulse, that continuity to be able to have conversations more than just at the end of the year. I mean quite frankly Jimmy people are busy and it’s hard to be engaged in making sure that all those obstacles are removed from an individual. So we want to make sure that we can build in some opportunities to have that discussion to make sure that obviously people are productive in what they do day to day.