Continuous Performance – A Tale of Two… or Three… Employees

Mon 21 August 2017

Jacques is a passionate and hard-working salesman in Paris. He gets the leads that are sent to him and then phones, emails and even physically embraces these prospects when he has the opportunity to meet them in person. He listens to what each prospect has to say, he asks questions, he smiles, he subtly introduces what his company provides and how that might solve the prospect’s work and life challenges. Sound good, so far?

However, within Jacques’ own organization, Betty in the U.S. is populating a system that Jacques doesn’t have access to, and in this system there exists a piece of data that could have helped Jacques, but he will never see or hear about this nugget of business intelligence until it’s too late.

What does Jacques not know? There’s a fellow Frenchman named Guillaume working in Dallas, Texas. He’s looking for a solution similar to what Betty and Jacques sell. Betty has diligently recorded the Frenchman prospect’s information in a system so others can “execute.” However, Betty doesn’t know that Jacques cannot access her information; she can’t possibly realize he needs it right away during a business trip to Texas in order to engage Guillaume in his native tongue digitally, by phone and shortly after at an industry show in Dallas. In addition, Jacques’ organization wasn’t practicing continuous performance management, which would have enabled these critical and timely informational handoffs to be made between team members.

If only poor Jacques had had a way to link into Betty’s projects and databases and then been automatically notified, he could have provided value to the prospective customer, and worked toward the “close.” If only continuous performance management and feedback had been in place, so that Jacques, Betty and their manager could have connected about the prospect and taken action.

On the other side of the Channel, there’s Juliet in London.

Similar to Jacques, Juliet sells products and services internationally. She’s driven, a self-starter and the organization she works for has provided her with a rich toolset with which to access information to be successful at her job.

She works for a company that lives and breathes the “continuous culture,” a culture in which Juliet can bask in the glow of intelligent information and feedback and enjoy her job while succeeding at it. She has everything she needs at her fingertips digitally on a routine basis, access to projects involving members of her team and other relevant groups, and how those projects tie into corporate objectives. If self-starter Juliet thinks she can contribute to make a project more efficient and successful, she can link to the project and provide value instantaneously. She can also capture data from the project, perhaps the perfect lead which was integrated via a marketing program or performance management system. Last, because Juliet and the global team she works with meet weekly to complement their digital data sharing, few opportunities will fall between the cracks. The closely knit team of collaborators discusses what each member is working on, where help is needed and where opportunities exist.

Juliet closed a sale today following a show in Dallas. She speaks French, and her company found and hired her using a talent management system which now continuously gives her access to business intelligence across the organization. The deal she closed was with a Frenchman named Guillaume with whom she proactively made an in-person appointment. She self-directed her career in a talent management system, linked into other CRM projects, inside and outside her own team, and got real-time data that helped her identify a ripe prospect at a critical time and place. HR managers have visibility into all this and can reward and ensure longer retention of Juliet if consensus is reached with line managers.

Juliet had access to an integrated talent management system, which empowered her to know her objectives, meet them, and gaze across the organization to empower her to contribute to other corporate objectives. Juliet, her manager and HR also had visibility into the potential rewards of Juliet’s and the team’s success. Visit Lumesse for the people-centric software you need to get your employees navigating their careers and enjoying their jobs again.

Download the following Lumesse white paper to discover how you too can “go continuous” in your colleague feedback, performance management and employee engagement cycles.