How Multi-Rater Reviews Drive Employee Performance: The True Partners Story

How Multi-Rater Reviews Drive Employee Performance: The True Partners Story

About Hilary HosekHilary Hudson Hosek is currently the Director of Human Resources for True Partners Consulting. Hilary holds a Masters Degree in Human Resources from Loyola University Chicago, and she has over twenty years of experience in the people field working for organizations including McKinsey & Company, Ernst & Young Consulting & The University of Chicago Booth School of Business. Hilary currently sits on DeVry University’s Advisory Board for their graduate Human

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Resources program. Hilary has a highly successful track record as a turnaround specialist and growth catalyst across multiple people functions including performance management, compensation strategy, recruitment, and training. After completing her undergraduate degree in 1991, Hilary moved to Honolulu, Hawaii to take a year to decide what she wanted to do “when she grew up.” While there she started her career with Ernst & Young. Hilary transferred with Ernst & Young to Chicago in 1994 and has remained in Chicago ever since.

How Multi-Rater Reviews Drive Employee Performance

The True Partners Consulting Story


True Partners Consulting• True Partners Consulting was founded by five former Arthur

Andersen Tax Partners in 2005• The firm provides tax consulting services to large and middle market

organizations• Standard professional services business model; consultants at all

levels working on multiple clients with varying engagement lengths• 36 Managing Directors, 200+ employees• 8 US locations, London, several international affiliates


Business Problems• People were receiving limited feedback.• People were only receiving feedback at year-end; feedback was no

longer fresh or still relevant.• People were usually receiving feedback from one person only (if at

all).• Leadership made decisions for promotions and compensation

increases with limited information and/or hearsay.• In summary, the process was very broken.


Business Problems• It is typical in professional services organizations that there is no

one obvious person who can speak comprehensively to an individual’s performance throughout the year.


Looking for a Solution• A task force was established to look into various solutions.• The task force included employees from all levels and locations.• After exploring various options, the task force settled on a potential

solution and then sought buy-in from leadership.


The Solution• Each person sets annual goals.• Feedback is collected on a quarterly basis; feedback recipients

select feedback providers.• Annual Rating Calibration Meetings are held where a group of

leaders collectively determine annual ratings.• An Annual Reviewer is assigned to each individual; Annual Reviewer

recommends year-end rating to other leaders in the Annual Rating Calibration Meeting.


The Solution


One AnnualReview by

One AnnualReviewer

Quarterly feedbackfrom managers andother supervisors

throughout the year

Set competencybased goals at

beginning of year w/review by Annual

Reviewer

Consistently and equitably balanced assignment of ratings

by a group of leaders

Career focused feedback by leaders

Goal Setting


Requesting Feedback


Quarterly Feedback Form


Self-Review Instructions


Self-Review Cover Page


Self-Review Goals


Self-Review Competencies


Self-Review – Overall Performance


Annual Review - Desktop


Annual Review - Competencies


Annual Review – Overall Performance


Annual Review – Quarterly Feedback


The Right Tool• The online tool previously used was not flexible enough to allow for

the necessary functionality.• The challenge was finding the right tool and organization to bring

this process to life.


Steps Taken During Our Search for a New Tool• Researched various online performance management systems.• Most tools allowed for a standard format of collecting feedback and

completing an annual review all at year-end.• Multiple feedback providers at various times throughout the year in

addition to an Annual Reviewer did not fit most existing systems.


The Right Tool Solution• HRTMS possessed the talent, functionality, and interest in

developing the quarterly feedback process we were in need of.• Not a “boxed” program.• Developers worked closely with TPC to meet our needs.


Implementing The Solution• Information sessions for all employees in all location.• Videos were developed showing employees how to navigate the

tool; videos are shared along with regular update messages and posted to intranet.


Implementation Process: Lessons Learned• What went well during our implementation?

– The in person information sessions prior to rolling out the tool– Videos on how to perform functions within the tool– Getting buy-in across the firm through the planning task force– Getting buy-in from top leadership– Having many people throughout the firm serve as Annual Reviewers

• Were there things you could have done first to make implementation easier?– More communication– Being prepared for individuals who won’t pay attention to various

communications


System Benefits• Impersonate feature• Process is employee driven; very self-service focused• Additional functionality• Hiding features• Concise use of space


Results• Greater organizational appreciation of the importance of

performance management .• Due to quarterly feedback, the year-end review is simply that – a

review!


Future Enhancements for True Partners• Ratings for quarterly feedback.• Self ratings as part of the self-review process.


Questions for the Panelists?


How to Contact UsHilary Hosek

[email protected]

Don [email protected]

Bill [email protected]

919.351.JOBS (5627) www.hrtms.com
