People Systems · Performance Management · Change Enablement
Turning paper-led performance records into a shared source of truth—with structured assessment, role-based training and HR review built around the technology.
01 · The challenge
Paper records made performance information cumbersome to file, retrieve and track. Yet those records mattered: performance scores informed annual bonus decisions for non-sales employees and commission decisions for sales roles.
The work was to move this process into a centralised People system and establish a consistent way to assess, discuss, review and retain performance information.
My contribution
I assessed pricing, implementation considerations and expected adoption timing, then presented the findings to the Head of HR. I personally migrated every employee file for my assigned entity, validated information with department heads, and reviewed that entity’s performance assessments after rollout.
Vendor exploration, assessment-framework design and rollout enablement were shared work with my colleague and the wider HR team.
02 · Moving from paper to practice
A colleague and I explored vendors. OrangeHRM was already used for recruitment, making its performance-management functionality a practical extension to assess. My presentation to the Head of HR covered pricing, implementation and expected adoption timing.
After system training, the migration took approximately three months. I moved every employee file for my assigned entity into the system and cross-checked information with department heads before rollout.
We ran multiple introduction and training sessions for managers and then employees, reflecting their different access and system experiences. Guidance covered KPIs, competency ratings and supporting comments, as well as how to use the system.
03 · The assessment architecture
As part of the HR team, I contributed to the assessment framework. HR established five standard areas for all employees. Managers identified fifteen areas relevant to each role, with HR guidance and review before employee rollout.
Established by HR
Shared across employees
Proposed by managers
Reviewed by HR
One structured
performance assessment
04 · Governance in the performance cycle
For my assigned entity, assessments came to me for HR review. Where scores and comments did not align, I discussed the discrepancy with the manager and employee before the assessment was finalised.
The employee records their assessment.
The manager adds ratings and supporting comments.
Employee and manager meet to discuss performance.
HR checks the assessment, including alignment of scores and comments.
Where needed, HR discusses differences with the manager and employee before finalisation.
Employee and employer sign the finalised form to show agreement.
The agreed assessment becomes part of the employee’s performance history.
Reconstructed workflow. Discrepancy resolution applies where needed; it is not an additional assessment for every employee.
05 · What changed
Performance information was centralised, with a history of scores employees could see.
Organisation charts helped employees see the wider organisational structure.
Recorded performance data supported annual bonus decisions for non-sales employees and commission decisions for sales roles.
The system also supported probationary performance conversations.
These are qualitative outcomes from my account of the work. No quantified efficiency, adoption or performance gains are claimed.
Employer and entity identities are withheld. The assessment and workflow visuals are public-safe reconstructions of the process, not original employee records or system screenshots.
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