BTRG has been a trusted PeopleSoft systems integrator for one of the World’s largest financial institutions since the mid-1990’s when we were first retained to provide strategic services during a software selection process involving PeopleSoft. After the client licensed PeopleSoft HCM, BTRG was hired to provide support for the initial implementation but our role quickly grew and we ultimately ended up leading the conversion of over 200,000 employees for Position Management; coordinated the development effort for ePay, eProfile, eRecruit and eDevelopment; and then subsequently rolled out full functionality to over 130,000 managers and employees.
More recently, BTRG lead the global implementation of PeopleSoft ePerformance 8.9 for our client’s five defined regions; North America, Latin America, Europe, Asia Pacific, Middle East/Afica. Some of the regions had different systems to maintain reviews while others were paper-based and some regions had no performance management system or process at all.
Our client wanted a globally consistent process and solution to ensure all employees would receive a formal performance review and they chose PeopleSoft ePerformance to be the single, enterprise-wide solution. BTRG organized and conducted fit/gap sessions to compare our client’s business requirements to the delivered functionality and managed the complete North American implementation of PeopleSoft ePerformance.
BTRG worked with the business owners to define and confirm the various performance document types that would be set up for North American employees as well as identify customizations to ensure only North American employees would have access to their specific documents based on their region and department. The requirements gathering process helped to determine that PeopleSoft ePerformance was a solid fit and identified any gaps that would require us to modify the module as well as the necessary reporting metrics.
In addition, BTRG set up the document templates which are used to define what the business wants the employee and/or manager to view and update during the review process. Without the templates, the user (employee or manager) cannot create a performance document. These were prototyped to ensure the business agreed on what sections they wanted the employee and/or manager to view and/or update during the review process. For example, the business may require certain bands (i.e. Managers) to have a section for People Management or employees in IT to have a section specifically for IT-related competencies, etc. Prototyping helps define the number of templates required for the employee population.
To configure the performance templates for North America, the first step we took was to define the sections of the performance document based on the business requirements, starting with objective setting, mid-year section documentation with specific sections, a mid-year preliminary rating and year-end section with final rating, comments, and acknowledgements. We had to follow the basic sections that would appear on all templates that were required globally and then added other sections, such as competencies, based on Job Function & Grade.
Deliverables included; a detailed project plan, an issues and risk project management plan, a North American business requirements document, a configuration management plan, a UAT testing approach (which was adopted by the other regions), test scripts and a business readiness review.
PeopleSoft ePerformance 9.1:
The biggest advantage with 9.1 is that business objectives and goals can now be cascaded to the applicable employee population. This functionality did not exist in earlier versions. Another advantage is that PeopleSoft ePerformance 9.1 offers content catalog, as a part of its Talent Management suite, which enables the business to define its own sections of content that can flow from Performance Management to the Competencies module to Career Planning to eProfile.
BTRG successfully managed the rollout of ePerformance and the change management activities of the performance management system to approximately 60,000 employees in the U.S., Canada, Bermuda and Cayman Islands on time and within planned budget. We managed cross-functional project teams from inception to implementation. In addition, we gained executive management’s approval to develop a global upload program to automate the loading of performance goals into the system for all regions.