Twenty percent of goals were in the system

The situation

Performance management across the enterprise needed a redesign. Goal entry in the HRIS sat at twenty percent, which meant the system held no reliable record of what anyone was working toward. Every stakeholder group had a different view of what should change, particularly around calibration, performance labels, and how managers entered notes.

What we did

Interviewed stakeholders across HR and the business to find where the existing process actually broke, rather than where people assumed it did. Then rebuilt it end to end. What went in and what came out were both decisions, instead of another layer on top. Partnered with HRIS and Employee Experience to map what a manager actually has to do, then took the friction out of it. AI tooling cut the time the whole thing took.

Then trained the HR Business Partner community directly, and more than four thousand people leaders on the system itself.

What changed

Goal entry went from twenty percent to ninety-seven. Calibration errors fell by three quarters. Ninety-eight percent of teams completed the conversation, and ninety-nine percent said it was worth having. The work received McKesson's HR Impact Award.

Since then

The system runs inside McKesson. HR Business Partners deliver it, and the toolkits and job aids carry a new manager through their first cycle.

He proactively gathered input, determined what should be built and what should be removed, and designed the system end to end. He did not just hand over a document. He met with business leaders, trained the HR Business Partners himself, and partnered with us to work through every detail. The results speak for themselves.

Liz Musico, VP, HR Business Partners, McKesson