Deloitte released last year, which was wasting 2 million hours each year in order to produce a performance evaluation of its 65,000 employees. For any organization, it is a monumental waste of time, money and effort to find out if, in the recent past, people had acceptable performance and pay them for it. The discovery of the American consultancy puts in check the subjective annual evaluations conducted by administrators who mainly perform the role of supervisors, and some plan for the future. Eliminating these tasks, Deloitte plans, starting in the US, to give to the function software systems to evaluate the performance of people, taking advantage of the Big Data trend. With that, she hopes to release managers to more strategic activities. In Brazil, the plan is being assessed to know how it will be implemented and what will need to be adapted to local realities, but the advice has already advanced. “It has everything to do with the new generations, who do not want to wait until the end of the year to have a formal conversation about performance,” said Sonia Romeiro, responsible for human resources at Deloitte. “But that means we’ll talk more while things are happening.”
Another advantage is provided by the executive to prevent the performance evaluations of people are very influenced by wrong impressions. Sometimes a big project that went wrong can affect how the performance of a very good person is perceived in the organization. Or vice versa. Performance management also will be a shared responsibility of managers and subordinates, who are always filling check-ins to indicate at what point are the projects. More companies certified Top Employers, as well as Deloitte, are eyeing that new technologies can bring. “We do the performance evaluation only the intermediate level up,” says Kelly El Kadi, director of human resources at DHL Express Brazil. “But we have radar on the tow plane results with the skills. Talking with other HR professionals realize that there is still a lot of opportunity in this direction. “
To discuss the use of technology can be a way for companies out of their comfort zones. The technologies for the automation of personnel management processes help to rethink what should be technology to be more efficient and you need human involvement. “What we notice in the certified companies is a concern for a balance between the more subjective approaches and more systemic,” says Gustavo Tavares, director general of the Top Employers Institute in Brazil. It is important to know that a purely technological approach can bring distortions. For example, a company that annually solve dismiss people from lower performance based only on indicators can create injustices. Your computer does not replace the manager at the time to assess whether someone’s potential is performing poorly because of personal problems. And much less help you get out of bad time. There are other issues that need to be evaluated and can change. All control systems are being rethought in organizations, argues Elaine Saad, an expert in career management. And that involves technology, maturity and leadership. “The performance report is just a tip of it,” he says. “It’s a complex subject. There are several issues that HR technology still does not respond well. For example, how to build relationships of trust as we do more work at a distance? “You ask.
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