Challenges faced

The client wanted to explore a host of technologies so that a mature and robust platform was developed. They wished for a platform that could increase the transparency in the rewarding system, along with a proper provision of grading/scoring the employees based on their performance.

Proposed Solution

EPMS or Employee Performance Management System is an application comprising of the Calibration Module and Strategy Module, successfully developed by TechVariable by following scrum, an agile methodology. It comprised of basically two domains:

a) Performance Program: This program dealt with individual targets, objectives, and goal-settings of every employee. Let us assume that we were designated the position of Sales Executive in a car dealership showroom and we were assigned a target to sell about 80 cars in a month, failing which would lead to loss of the company and result in our reduction of commission. So, this would be one of our KPIs or Key Performance Indicators at the end of a particular Performance Program Evaluation Period. So, while defining a Performance Program we would have a particular name of the Performance Program, a period, and a rating scale. The rating scale would be configurable and would have a base value, say here 80 would be the base value. So, if our rating scale had 5 values, then selling off 80 cars would have been rated as 3 and if we would have been able to sell more than 80, say 100 then we could be rated as 5 and if less than 80, we could only be rated as 2 and vice-versa. So, the system would quantify the performance of every employee. The supervisors could then be able to grade or rate the performance of the employees. It started at the department level and every employee could prepare their own scorecard as they input their own actuals along with their set goals. There were annual, half-yearly, quarterly targets, or monthly targets adding up the system too. Hence, this program provided an individual evaluation of the employees’ own performance.

b) Competency Program: It was also termed as 360 ratings and was based on peer reviews, supervisors, or any external person’s reviews. It could be configured in various ways. This program also had a configurable scale. Say, we had a performance program for the employees of our organization running from 01/01/2019 till 31/12/19, and also, we were a part of the 360 programs in the same period. Let’s also assume that we had five ratings in the Performance Program scale and seven scales in the 360 programs; then we would have received two different quantifiable ratings of our performance. These types of correlations were done through a Calibration Program.