There is no way for an associate or their organization to achieve their strategic goals without timely and accurate performance feedback. Once metric goals have been updated or rated goals have been assessed, V2R reporting makes it easy to show associates how they are performing. Keep in mind that inaccurate or unfair assessment reports can do more damage than good. Whenever the boss AND their staff associates can't agree on each goal's performance rating, irreparable damage occurs that destroys the business relationship. Accurate performance assessments also help keep organizations out of costly discrimination lawsuits that are usually filed by disgruntled employees who feel they have been unfairly treated.

Accurate performance feedback forms the basis for recognizing and rewarding associates for their prior contributions. Performance feedback also identifies development opportunities that drive continuous improvement. Ongoing associate goals should be adjusted to reflect these developmental opportunities.

Some organizations believe performance reviews should be done independent of pay adjustments. This makes no sense and totally supports an excuse driven organization. Failure to recognize and reward high achievers destroys their morale and increases the likelihood they will quit to go work for the competition.

Other organizations believe in "Pay for Knowledge" where mastering more skills translates into more pay. The problem is that organizations don't succeed with knowledgeable associates. Organizations succeed when knowledgeable associates "perform" their strategic assignments in a timely and efficient manner.

Performance Reviews should be conducted at least annually and used to calculate each associate's "Pay for Performance". Linking each associate's pay to their quantifiable performance achievements aligns their personal goals with the organization's strategy. This win-win, lose-lose "Pay for Performance" reward system is a key component to achieving "No Excuses" Strategy Execution.

Base pay for each position in an organization should be determined by referring the Job Description to an independent wage or salary survey that is adjusted based on the local employment market. A pay range of +/-10%-50% should be calculated around the base pay reported in the survey. Each associate's weighted average score from all assigned goals should be used to interpolate an actual rate of pay from the wage or salary survey data. This "Pay for Performance" process directly ties associate pay to their actual performance.

Several of V2R's achievement reports are reviewed as follows:

Scorecard
The Scorecard is identical to the associate's Goal Card, but also shows scores for all goals that have already been assessed. The V2R "No Excuses" Strategy Execution process promotes the open sharing of associate goals across an organization. When associates surf around their organization and see how others have defined their goals, they learn how to assign their own goals and also develop a better understanding of how they fit into the organization.

On the other hand, actual associate scores for private and public goals are treated privately and only shown to the boss and their staff associates. A powerful layer of security has been added to the V2R application to prevent personal performance scores of these private and public goals from being seen by anyone but the boss and their staff.

Achievement Reports
Every time a goal or an associate is assessed, an Achievement Report is generated that summarizes everything about each goal including its Milestones, Actions, Rating Table, Stakeholders and Ratings. The historical Achievement reports can only be viewed by the associate they were generated for or their boss. Achievement Reports are stored as long as the associate remains employed. They can be archived forever.

Achievement Summary
The Achievement Summary screen summarizes the associate's current score along with all staff associates currently reporting to them. The Achievement Summary report makes it easy to compare the relative performance rating of each staff member and to quickly link to all other detail information that supports their rating. When interim performance assessments are completed, the Achievement Summary report enables the boss to quickly identify poorly performing staff members, pinpoint their deficiencies and dial in the necessary corrective action.