How Multi-Rater Reviews Drive Employee Performance

How Multi-Rater Reviews Drive Employee
Performance: The True Partners Story
About Hilary Hosek
Hilary 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
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.

© 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com

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 Annual
Review by
One Annual
Reviewer

Consistently and equitably
balanced assignment of ratings
by a group of leaders

Career focused feedback by
leaders
Set competency
Quarterly feedback
based goals at
from managers and
beginning of year w/
other supervisors
review by Annual
throughout the year
Reviewer


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 Us
Hilary Hosek
Hilary.Hosek@TPCtax.com

Don Berman
don@hrtms.com
Bill Rost
brost@hrtms.com

919.351.JOBS (5627)
www.hrtms.com


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