The commercial solution is intended for profit and non-profit organisations with a staff compliment of 25 or more – the largest Commercial organisation that uses peformax employs 35,000 people.

THE FOUNDATIONS

 

Peformax is an end-to-end Enterprise Solution that focuses on the various people management processes within an organisation:

FOCUS, CHOOSE, PERFORM, GROW, LIVE and TALENT MANAGEMENT.

It is integrated with the process and content implementation tools to ensure sustainable levels of performance within organisations. Peformax is more than just a people management solution – its unique focus on integration and a high degree of process alignment offers significant benefits for organisations seeking sustained competitiveness through their people.

 

 

 

Supporting people management processes are integrated into peformax, through performance management, in order to achieve business results. Peformax provides an end-to-end solution for the management of people (i.e. recruitment to retention/exit).

FOCUS

STRUCTURE

The structure provides the foundation for reporting on results and the comparison of results from different perspectives:

• Hierarchical structure for the organisation (business units);
• A role-based “title” structure for each business unit;
• Team structure(s) for team members across the business.

ROLE CLARITY

Role profiles provide the basis for performance integration and ensure the standardisation of performance criteria.

• Role profiles are designed with the option of using different performance criteria to create role clarity;

• Your organisation's profile library with your own specific role profiles aligned to the strategy;
• A library of strategically aligned learning and development interventions that support the various performance criteria.

IMPACT OF ROLES ON THE BUSINESS CASE:

• Role clarity and a definition of value-add for all roles within the organisation;
• The impact of the various roles (ROI) on the organisation’s strategy.

CHOOSE

 

RECRUITMENT AND SELECTION

Recruitment and Selection decisions require an understanding of the role that needs to be filled and the context in which the placement will be made. Candidates are matched with the demands, culture and challenges inherent in a given role.

• Launch and manage a recruitment campaign for your organisation and/or business unit.
• Application process to enable candidates to apply for available positions at any time.
• Panel assessment, as well as self-assessment of candidates against criteria for vacant position in order to shortlist candidates.
• Integrate interview results in PDP of successful.

CAREER MANAGEMENT

Individuals manage their own careers and aspirations and the organisation is aware of individual preferences and choices.

• Optional career paths from one position to another.
• Career plan per individual (include career aspirations, current role, mobility, availability).
• Input to Personal Development Plans which include career aspirations.

• Dashboard career interests and skills focus.

 

IMPACT

• Reduce time to fill vacancies;
• Decrease turnover of high-performers.

PERFORM

 

PERFORMANCE CONTRACTING

• Agreement between managers and individuals on objectives and targets, which are measured against the role profile.
• Targets for each KRA per role and per business unit.
• Monitor contracting progress and activity levels.

 

PERFORMANCE REVIEWS

• Actual achievement against the standards, using various assessment methods:

 

 

• Detailed reports on performance results (KRAs/KPIs, Competencies, Compliance and Contributions).

 

REWARD AND RECOGNITION

Providing fair and transparent remuneration and reward practices, where the organisation has a sense of equitable return for what it pays versus the overall results that have been achieved.

 

 

 

 

 

 

 

 

 

 

IMPACT

• Sustain and improve performance levels of individuals and the organisation.

GROW

 

PERSONAL DEVELOPMENT PLAN

Integrated PDP which focuses on improving strengths and development areas, monitors progress and enables individuals to review, plan and take responsibility for their own development.

LEARNING AND DEVELOPMENT

Learning and development interventions for various performance criteria makes it possible to conduct a relevant learning and development needs analysis:

• Learning and development needs analysis;
• Learning budget in accordance with needs assessment, business objectives and priorities;
• Impact analysis of learning through a comparison of pre- and post-assessment results;
• Workplace Skills Plan and Annual Training Report.

 

ORIENTATION AND INDUCTION

• Transforms new members into effective and motivated employees in the shortest time possible.
• Customised socialisation programme for employees at different levels.
• Impact analysis of accredited people in relation to their performance.

IMPACT

• Sustain and improve competency levels of individuals and the organisation.

LIVE

 

ENGAGEMENT AND INVOLVEMENT

Employees take ownership for and are engaged and involved in their team and the organisation, while leaders create the environment for people to perform.

 

• Measure culture and climate of an organisation and/or business unit and assist in establishing the level of employee engagement.
• Create accountability and measure the impact of leaders.

 

EMPLOYEE RELATIONS

Enables a systematic approach to managing misconduct, grievances and poor performance.

IMPACT

• Leadership Impact Analysis;
• Culture or Customer Satisfaction Impact on leadership, revenue growth, employee absenteeism and staff turnover.

TALENT MANAGEMENT

 

EMPLOYEE A–Z

Summary of the life of an employee, including all details regarding that specific employee, while working for the organisation.
Option for managers to add comments and notes.

EMPLOYEE PROFILE

Understand your people and the associated risks and opportunities by reviewing the following:

TALENT MATRIX

The Talent Matrix provides an integrated view and executive summary of where people are (Performance, Skills Levels, Career Aspirations, etc)

• Online Talent Matrix with plotted people, based on results and potential per role and per business unit;
• Consider people in each block and manage them accordingly;
• Updated regularly with performance and development data;
• Option to flag individuals to monitor their performance or add comments.

PIPELINE

Provides for the availability of people with the potential to fill key roles and other positions, and the best way to develop and support them.

• Add talent pipelines for strategic and key positions;
• Add individuals to talent pipeline;
• Indicate readiness of pipeline candidates to move to pipeline role;
• Assign to coaches with a focused development plan;
• Monitor advancement of candidates within a talent pipeline;
• Depth of the pipeline: Consider the number of people required in the pipeline vs. the number identified.

RETENTION AND EXIT MANAGEMENT

• Determine the high-performance/high-competence individuals and consider how they are rewarded and their career aspirations.
• Develop lead indexes to be proactive in the retention of people.
• Identify high-risk business units and departments, i.e. their ability to retain people.
• Analyse performance levels of people who left the business and review associated losses.

 

IMPACT

• Reduces turnover;
• Retention of key individuals;
• Readiness of identified successors.

 

Modules:

Modules: