This ebook is a compilation of presentations and webinar slides on performance management solutions for employee engagement

1. eBook Table of Contents
I. Connecting work and Productivity in 2013 & Beyond
g y y
II. Social Feedback for Employee Engagement: The ROI and How To
Approach P f
A h Performance Management
M t
III. Employee Engagement Whitepaper
IV. Social Disruption of Technology's Impact on the Way We Work

2. I. How To Approach Performance Management
g
II. The ROI of Social Performance Management
March 26, 2013

3. How To Approach Performance Management
Key Success Factor: Employee driven feedback guided by manager
objectives supported by a standardized performance process.
Encourage frequent social feedback and recognition regarding goals management driven by
employees.
“Point & Click” communications for managers supported by a standardized performance
management process.

4. Aligning Human Capital Strategy with the Organization
Vision
Mission
Culture
C lt
History
Core ideology
Environmental Realities Current norms Organizational Realities
Size / complexity / maturity
Competition Organizational Strategy
Industry / business
Objectives
Economics Core competencies Product competitiveness
Strategy for competitive advantage
Critical success factors Geography/ market coverage
Social / political climate
Performance criteria / standards Critical human capital requirements
Natural resources Stakeholder expectations
Organizational Structure
Structural design Learning capacity
L i it
Labor skills supply Function / unit relationships Resources available:
Coordinating nonemployees
Workplace design – capital
Infrastructure
Employee role definition – technology
Product & market characteristics Human Capital Requirements – intellectual property
– infrastructure
Human Resources Strategy
– human resources
Performance
Management

5. Linking Performance Measurement Systems to Organizational Strategy
Organizational Critical Measures of Performance vs. Reward
Strategy Success Targets Performance CST Expectations Allocation
Organizationwide
Team/Unit/Group
Individual
Performance Management System
Performance Performance Performance Reward
Measures Expectations Measurement Allocation
Value Creation (or loss)

6. Performance Management Wheel
Employees seek Teams have a vested
f db k t i i
feedback to maximize i t ti k ’
interest in coworker’s
their contribution performance
To produce Strategy Driven Performance, all
Corporate
employees must be fully engaged, capable, and Strength
aligned.
g Builds loyalty in a
Unleashes a drive to
Unleashes a drive to
be creative/exceed
supportive climate
expectations
ALIGNED
Performance Management
CAPABLE
Learning & Growth
ENGAGED
Talent M
T l t Management
t
March 26, 2013
6

7. How Much is Employee
Disengagement Costing
Your O
Y Organization?
i i ?

8. The Business Case for Employee Engagement
The Business Case for Employee
Engagement:
XOnly 1 in 3 employees is engaged.
XGreater than 80 percent of U.S. workers are The Bottom Line: Organizations that use
dissatisfied with their performance reviews. Human Capital Management processes
outperform the competition.
X4 out of 5 employees are not satisfied with the  44% higher revenue growth
level of recognition they receive at work
work.  26% higher revenue per employee
 109% higher retention
Impact of a Perform Culture is nearly 4X
revenue growth and 10X net iincome growth.
th d t th
Engaged employees are 2X more productive at Disengaged Employee Engaged Employee

work. - Going through the
motions
Emotionally
Connected.
Feedback d
F db k and recognition f th motivates
iti further ti t - Often invisible  Overachieve
Overachieve.
- Dutiful, but negative  Discretionary Efforts.
employees. - Show up only for  Love their jobs.
check-ins  Believe in their
Goal setting improves performance by 15 to 25% - Negatively impact the employers’ goals.
depending upon job type
type. team  Positive influence on
- Don’t leave the coworkers and
organization department
performance.
March 26, 2013

9. What is the price of employee engagement?
Today, only 1 out of 3 employees is engaged. What is not measured cannot be improved.
Engagement Level Definition % of Employees
 Passionate about their work Fully
 Proud of their job and company
Engaged
 Will do what it takes to deliver results on time
 Acts like a true owner employees are
p y
 Delivers consistently 122% more
 Problem solver approach productive.
 Serves as a role model
 Focused
10-25 % of the employee
 Works well with others and will help out when asked population.
Somewhat Engaged
 Selective about where they put their energy
 Spends a lot of time doing tasks (not results oriented) (75% productive)
 Does what it takes to get by
30-55%
 Only works when they have to,
 Poor results
 Has a “We”—“They” perspective
 Negative about the organization
Disengaged Employees
 Negative around coworkers and customers
 Going through the motions and often invisible
(50%)
 Dutiful, but negative
 Show up only for check-ins 20-35%
 Negatively impact the team
 Don’t leave the organization

10. BullseyeEvaluation®
Performance Management System©
The cost of partially engaged employees
The cost of partially engaged employees
Example:
Employees (EE) = 500
Average compensation = $50,000
Plus 28% benefits = $64,000 per EE
Annual payroll
A l ll = $32,000,000
$32 000 000
Assume 35% (175 EE) are somewhat engaged or disengaged (Level 1,2)
At 65% performance level = $3,920,000 overpayment or lost ROI per year
= $250,000 overpayment or lost ROI per month
What would you pay $5 to have engaged
employees?
Engaged Employees add 5‐10% to the bottom line!
Source: Human Capital Institute and Aberdeen Group

11. BullseyeEvaluation®
Performance Management System©
Human Capital Value Proposition
Human Capital Value Proposition
When people are fully: The result is:
• Communication Strategy Driven
Engaged & feedback Performance
• Learning &
Capable Growth
Aligned
Ali d •C
Corporate Goals
t G l

12. March 26, 2013

13.
Connecting Work to Productivity in
2013 & Beyond
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14.
“You can’t have a positive customer experience without a positive
employee experience." - VP, Fortune 500 Kelly Services, Inc
Why Worry About Employee Engagement?
With all the numbers and statistics that pass across executives’ desks,
it is no wonder the employee engagement score feels like one drop in
a very large ocean.
But it’s not. Employee engagement is a business measurement like no
other. ‘Engaged’ employees work harder, stay longer with their
organization and deliver better customer service. The greater the
proportion of your staff that make it into the ‘engaged’ category, the
higher your performance is likely to be on almost every count.
So, if you’d like to live in a world where more of your employees do all of these things, this
paper gives you the tools to make it happen. No matter what your legacy issues may be, or
what your employee engagement results have been in the past, it is possible to create a highly
engaged workforce quickly, easily and without disproportionate investment in time, money or
technology.
Engagement is NOT an annual survey.
Engagement is frequent, relevant and meaningful feedback and recognition. And the right tools
will deliver exactly this. There are four key reasons to get engagement right in your organization:
1. to raise productivity
2. to improve service
3. to reduce turnover, and
4. to get the most out of workers
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15.
Millennials and “NoCollar” Workers will Constitute the Majority of the
Workforce by 2015
The workforce has shifted with the majority of new hire workers being Millennials and a third of
workers being “no-collar” workers.
“No-collar” workers include contingent workers, 1099 contractors, agents, supertemps, stay at
home employees, consultants, and free agents.
The foundation of the Millennial employee mind-set is different from that of older generations.
Generation Y (and all those coming after them) have been parented and educated differently,
and the technology that may have influenced us all has fundamentally shaped who they are.
Broadly speaking, Millennials tend to value and expect:
• constant feedback
• connectivity
• self-expression
• opportunity and reward for a job well done
Millennials are unlikely to feel that long years of effort at any one company in exchange for a
series of incremental raises and promotions is pointless. To them, success is not defined by
rank or seniority, but by what matters to them personally.
Given the different expectations and motivations of the four generations that are now working
together in many organizations, a 2-D staffing model is no longer good enough. If your hiring
and management practices do not fit with the demographics and psychographics of today’s
workforce how will you compete for new talent and retain what you have already got?
The organization is now flat and social. Networks and virtual teams mean that the way we
manage work and workers has changed. Above all, management needs to be adaptable and
flexible, yet it still must be fair. To develop a truly engaged workforce that includes all
generations, organizations will need to focus on measuring performance, not hours.
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16.
• Replace manual, error-prone reporting. • Social management (via alerts and KPI
Dashboards for example) improves
service delivery, customer service KPIs,
and creates revenue opportunities.
What gets measured gets improved.
“The outcomes gained from this are increased “We use Bullseye for Social Management to better
workforce engagement, lower turnover, better execute. Performance management and alignment
governance of process, improved efficiency of individual goals with corporate intent is essential
and effectiveness, better financial results, the to achieve speed in the execution of strategy.”
establishment of a performance culture and – Executive Vice President Americas
ultimately successful execution of strategy.”
– Managing Director APAC
People are inherently social. By redefining how we manage and by striving to better
reflect how people prefer to work in today’s information-based economy, we create synergies,
improve communication and collaboration, and eliminate waste.
Alignment of individual and team goals with corporate intent is essential to achieve
speed of execution. In doing so, activities are properly focused and the variability of operations
is continually re-aligned to the objectives of the activities. When executed properly, the
outcomes gained from this integration are increased workforce engagement, lower turn-over,
better governance of process, improved efficiency and effectiveness, better financial results,
establishment of a performance culture and, ultimately, successful execution of strategy.
Social technology provide employees with constant feedback and recognition in real
time. Recognition is important to all employees, but especially to incoming Millennials. Most
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17.
employees, 69 percent, said they would work harder if they were better recognized, according to
the recent Workforce Mood Tracker survey.1 Also, employees have access to career
development and succession planning tools and information. A mapped out career path for
individuals creates higher engagement and a continuous cycle of self-improvement. These two
methods for creating employee engagement and increasing retention have a measurable impact
on the bottom line. “U.S. businesses lose approximately $11 billion annually due to employee
turnover…With recruiting costs running approximately 1.5 times annual salary, the ability to
engage and retain valuable employees has a significant positive impact on an organization’s
bottom line.”2
Social technology has the potential to help high performing companies re-engage their
employees. 2/3 of companies are already using a social solution, whether it is in the recruiting
process or online advertising and marketing.3 Those that apply these same strategies in-house
see the greatest rate of success. Social solutions, as part of a performance management
system, provide timely feedback, proactive management tools and better communication and
visibility. Once employees feel recognized and valued, engagement begins to climb. A recent
survey by Workforce Mood Tracker shows the importance of recognition to employees (and it
will become even more important as more Millennials enter the workforce).4
 69% of employees would work harder if they were better recognized.
 78% of U.S. workers said being recognized motivates them in their job.
 49% of employees said they would leave their current job for a company that clearly
recognized employees for their efforts and contributions.
 Among respondents who stated they plan to search for a new job this year, only 24%
are satisfied with the level of recognition they receive at work. Conversely, 63% of
employees who do not planto leave are satisfied with their level of recognition.
 65% of employees satisfied in their roles said they would also work harder if they
were better recognized at work.
 78% said being recognized motivates them in their job.
1 Social knows: Workforce mood tracker survey. (2011, August 8). Retrieved from http://www.thesocialworkplace.com/2011/08/08/social-knows-employee-engagement-statistics-august-2011-edition/
2 Lipman, V. (2012, December 14). Study explores drivers of employee engagement. Forbes, Retrieved from http://www.forbes.com/sites/victorlipman/2012/12/14/study-explores-drivers-of-employee-engagement/
3 Harvard Business Review. (2010). Sas business analytics and business intelligence software. Retrieved from http://www.sas.com/resources/whitepaper/wp_23348.pdf
4 (2012) Mood Tracker Spring 2012 Report. Retrieved from http://globoforce.com/mood-tracker-spring-2012-report.
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18.
The Importance of Feedback
To help organizations align goals rapidly, engage
people and drive significantly better business outcomes
ongoing feedback from the front-line to managers is
needed. The ability to recognize valuable contribution
and provide candid and timely feedback leads to
coaching which ensures rapid alignment of activities
with goals.
Plus, continuous feedback eliminates surprises. Almost
ALL employees feel feedback is too little, too late.
Social Performance Management
Technology Use Cases
 Engage and mobilize high performing
teams to achieve rapid alignment and make
direct business impact.
 Uncover hidden talent within the organization, create
retention plans for them and reward key information
brokers for their contribution above and beyond their
duties to engage them further.
 Employees at one of the major consulting firms did away
with internal email and use social feedback whiteboards
for each project and team.
 A global staffing firm with 2300 global locations empowered each employee and each team
with social feedback tools and KPI dashboards to engage and deepen the supplier to client
relationship.
 A regional healthcare community group leveraged these tools to bring attention to customer
service priorities and change behaviors resulting in customer service ratings that matched
their excellent patient quality care.
 Higher education engaged students through an online feedback process.
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19.
Is Your Performance Management Process Killing Performance?
Performance Management Checklist:
1. Do employees have an understanding of how their activities and goals drive value to the financial
performance bottom-line of the business?
2. Is there a clear link from business strategy to short-term department / functional, or individual
goals?
3. Do employees receive the amount of feedback they desire?
4. Are managers and employees held accountable for results?
5. Are coaching and mentoring processes used to support performance
improvement requirements?
6. Do you have an employee evaluation process that adds value to the
business?
7. Are formal processes used to develop employees to higher performance levels?
8. Are pay practices aligned with the achievement of the business strategy?
9. Are non-monetary rewards used to engage the workforce?
10. Do employees have career development and job performance tools?
11. Do you know what percentage of your employees are highly engaged? Disengaged?
If you can’t check YES to the majority of the items below. Get help!
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20.
About BullseyeEvaluation, LLC
BullseyeEvaluation is a web-based performance management solutions company that helps to
optimize performance of companies, non-profits and academic institutions. We offer the only
non-forms based solutions for both human capital and operational performance management.
Due to mandates for performance documentation, employee engagement, and regulatory
requirements for the workplace, organizations from around the world turn to
BullseyePerformance® because our approach automates, simplifies, and facilitates social
performance management. Bullseye's employee performance solution improves engagement by
facilitating frequent communication and social feedback. Our business intelligence solutions
display real-time information through innovative key performance indicator dashboards. Our
products are user friendly, configurable and quickly deployed!
Why Bullseye?
You have to see it to appreciate how simple and intuitive  For managers: access performance
we make work management. dashboards at employee, team or corporate
The Cost?
level to drive accountability.
Would you pay $5 per month to have engaged and
aligned employees?
The ROI on BullseyePerformance® is a matter of a few  For employees: get social feedback as
months! needed and self-manage job performance
and career development.
 For companies: This SaaS solution
“I started Bullseye to bring passion and a automates employee reviews based on
results orientation to performance management.” SHRM standards. Compatible with current
– Adeel Zaidi, Founder systems as well as mobile phones and
tablets.
LEARN MORE AT:  Global Capabilities: English, Arabic,
WEB http://www.bepms.com/ Spanish, Russian, German, Portuguese.
TWITTER http://www.twitter.com/Bullseye10min
LINKEDIN www.linkedin.com/in/bullseyeevaluation /
YOUTUBE VIDEOS http://www.youtube.com/user/BULLSEYEPERFORMANCE/videos?  Footprint: Houston, Troy, Boston, London,
Kuala Lumpur, and Moscow.
Bullseye Contact: Louis Posthauer, Director Business  We matter because there is a growing
Development, 713-554-0909 | lposthauer@bepms.com
mandate to document & drive performance.
www.bepms.com | 877-988-9808

30. Social Technology s Impact on the Way We Work
Technology’s

31. Executive Summary
Situation: Companies are improving their mastery of social
technologies, using them to evolve operations and exploit
h l h l d l
opportunities.
Problem Statement: Social Disruption of the way and
how we work is occurring because of the changes in
employee and their work requirements Future work will
requirements.
not be the same. Companies should prepare for more
substantial disruptions.
Opportunities:
Social technology is helping replace traditional hierarchical
processes with community oriented networks to make work
more social.
Social technologies can support business:
Social processes and social workflows
Forge stronger links
Navigate and interact with external
Employee lifecycle
Cost of Not Implementing Solution = Limited to current
organic growth.

32. Social Work
The impact of social disruption on the way we work also impacts
the way we hire, grade performance, manage, promote, and retain
talent. Managing Social Technology Solutions 101:
With social, HR & staffing is evolving into supporting managers in 1. Social Workforce Solutions are Not Just for Millenials.
their operational capacity and not from a pure HR function. 2. Use Social Tools Empower the Workforce. Technology
implementation is easy, getting employees to collaborate is
301.
Business failure occurs when innovation does not occur. Failure •Social Recruiting 3.0.
occurs when technology alone is viewed as the savior as opposed •Social Performance Management
to an integrated solution. •Social Management Monitoring
g g
•Social Sales & Marketing
The market for workforce solutions is much bigger than the HR •Social Communities
department. Career planning, training, etc. apply to every function •Social Intelligence & Analytics
and role of an organization.

33. Social Workforce Management Investment Thesis
•Time. employee productivity, downtime. Businesses
wasted millions of dollars every year paying for
employee downtime. The more productive employees
p y p p y
will make more monies.
•Output. Each employees work can be directly tied to
the bottom line.
•Social Currency. our reputation & network is our
primary source of information and currency. The value of
influencers, networks, & other communications will
become part of the key value of a new hire, or
promotion.
•Product development. Use social technologies to
derive customer insights and interactions during
development and beyond.
•Marketing and sales. Use social technologies to
derive customer insights; for marketing communications
and interactions; to generate and foster sales leads;
social commerce.
i l
•Customer service. Use social technologies to provide
customer care across multiple mediums (chat, email,
telephone, kiosk, video, etc.)
Ask yourself: have we created a talent model that
integrates social into our resources properly to provide
the best workforce solution for each job?
i.e. do we have the right person for the right job at the
right price for the right amount of time?