Joint Metallurgical Company (OMK) (Websoft HCM (formerly WebTutor))

2022: How to Automate Performance Management Processes: United Steel Company Case

Colleagues from the United Metallurgical Company told how they put together all the processes of the annual cycle: goal setting, assessment of competencies, round tables, including the performance matrix, planning the schedule of round tables, development planning - based on Websoft HCM.

What they faced

It was necessary to automate all processes of the annual cycle in a single system:

• Setting goals for next year.
• Assessment of competencies by the method of 180 degrees.
• Assessment of goals for the past year.
• Development planning through individual development plans.
• Round tables, where teams, their strengths and development zones are discussed, personnel decisions are made on team members.

Tasks

Tasks when switching to Websoft HCM:

1. Combine and automate processes on the same platform for the convenience of participants in the annual cycle.
2. Optimize existing processes. It was important for the initiators of the project to revise the processes, improve them, reduce manual tasks, and make the processes more flexible.
3. Adapt the processes to your company's requests. It was important to implement business requests in the system.

How does it work

1. The company combined forms of setting goals, assessing goals and competencies. The form consists of several sections:

• competency assessment (implemented by method 180),
• goal assessment or peer review for those who do not have a goal statement for the past year,
• setting goals.

In addition to the estimated estimate, which is considered based on actual values, it is possible to make an estimate with factor analysis. Each goal can have up to 10 sub-targets that have a quarterly completion date.

2. Set up the ability to propose personnel solutions for employees.

In the Competency Assessment section, the manager has the opportunity to initiate personnel decisions regarding the evaluated employee.

3. You have set up an efficiency matrix.

After the leader has evaluated his team, he forms an efficiency matrix and sends it to the Round Table. In the performance matrix, employees are divided into quadrants based on competencies and goals or an expert assessment of performance.

Under the matrix, you can see the personnel decisions that the manager initiated for his employees (it is also possible to add new decisions and adjust the initiated ones), you can also make decisions for non-participants in the annual cycle, since not all employees of the company participate in this process.

Next, the matrix of efficiency and personnel decisions is approved. After the efficiency matrix is approved by the manager, a round table protocol with approved personnel decisions is automatically formed and sent to interested parties:

• direct manager,
• HR partner,
• to the superior manager.

4. The planning of the round table schedule was implemented.

Next, the planning of round table schedules was automated. The schedule at the start of planning loads the dates of evaluating the goals, and, already starting from them, the dates of the round tables are planned.

• Employees are automatically formed into teams based on which manager they report to.
• The schedule is always available to goal managers and HR partners who can make changes online if necessary.

5. As part of one procedure, forms can go with a different set of sections and with a different route.

The set of sections and the route of the form depends on the criteria of the participant in the process.

Employees can have different sets of questionnaires that are linked to the form.

6. Developed the Bank of Goals tool.

The company has functional goals, for the implementation of which a separate expert is allocated from each function. Experts can upload goals and reflect them on forms both within their unit and in related units.

7. Entered information about the results of the annual cycle in the employee profile.

Custom development allows you to have in one place all the information on the employee: the performance matrix based on those assessments that the employee received in the current annual cycle, a short history by year of his assessments, personnel decisions that are made in relation to the employee within the annual cycle, as well as his achievements and improvement areas.

Project scale

More than 2,000 employees participate in the annual cycle. The plans are to expand the perimeter of the participants in the annual cycle.

Results and results

1. Simplified your company's performance management processes. The process has become easier by combining, automating and synchronizing all processes on a single platform.
2. Processes are configured for business requests. The Websoft HCM system is flexible - this allows you to refine the system and adapt it for users and business.
3. The main result - participants in the annual OMK cycle are satisfied with the updated process. According to the results of the annual anonymous survey, most employees noted that the system has become intuitive, it is easier to use.

2020: "Digital Co-Knowledge": United Metallurgical Company case

What they faced

• The transition to remote work is a new format of communications.
• Increase information security requirements.
• Introduction of digital processes in production.
• Automation of routine operations.

OMK Group decided to introduce a special program - "Digital Co-Knowledge." Spelling the word "co-knowledge" through a hyphen is associated with an additional meaning - joint knowledge: the company not only trains employees, but also offers them tools for exchanging data, experience and opinions.

Project objectives

• Development of digital knowledge. The employee knows the possibilities of digital technologies, understands what augmented reality, machine vision, dashboards are, can confidently use these and other terms.
• Digital skills development. An employee uses digital technology effectively - for example, he uses augmented reality to recreate the work of a specific machine.
• Development of digital thinking. The employee launches initiatives: how to revise current or planned business processes to make them modern and designed through the use of modern digital approaches and technologies, which will give the company an advantage.

Project scale

The total number of participants over 3 years is "about 5,000 active users":

• 58% of men and 42% of women
• Specialists and employees - 53%, workers - 37%
• 39% aged 31 to 40, 27% aged 41 to 50

How does it work

The initiators of the project present new knowledge in an interesting format, try to simplify the educational material as much as possible and broadcast it to students on the principle of "from simple to complex."

What is used:

• Open communication on "you"
• Development of the course by iterations
• Collecting feedback from participants
• Identifying the Most Sought-After Topics

Especially for the program, a bright promo was recorded, which tells how digitalization affects work (time trackers, time management programs, a trend towards robotization), the field of high technologies (nanosensors, neural networks, digital twins, big data, the Internet of things), for the life of each person (online purchases, automation of household appliances, booking tickets, using car sharing).

Training at any time

For the convenience of employees who do not have so much free time, they have provided a comfortable training format:

• We made the training micromodule - the development of the material takes only up to 20 minutes a week.
• You can study at any time anywhere, including at home with your family.
• The program is absolutely voluntary.

How Platforms and Channels Were Selected

The company's Digital Co-Knowledge program is widely covered through several channels and information platforms:

• Websoft HCM is the main platform on which e-courses are placed and surveys are conducted.
• Enterprise Portal - program page, videos, news. Here are published links to courses, news, interesting facts.
• Corporate TV is a corporate channel where, using monitors that are placed in public places, employees are broadcast videos about the program.
• Bulletin boards - posters with announcements of new modules of the program are placed in places with high traffic.

How to implement HCM on Websoft

The company used the basic functionality of the Websoft HCM system and implemented certain improvements for its tasks:

• Developed a program page with the status and button for launching courses
• Finalized notifications on the appointment of program courses
• Feedback from courses comes to the curator's mail
• Provided reports on program participants.

Results and results

1. For employees of the company, a new, easily available tool for self-study of key digital knowledge has been implemented;
2. The information received and understanding of the principles of digital technology allows employees to quickly adapt to new work tools both in the office and in production;
3. Feedback from users shows a high interest in the topic and a willingness to use the skills gained, as well as propose new topics for consideration;
4. The number of employees who have started studying the program materials is constantly growing;
5. Tools for moving to digital thinking require more study.