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William A. Schiemann is principal and CEO of Metrus Group, an organizational research and advisory firm specializing in strategic performance measurement and employee alignment. Dr. Schiemann and his firm are known for their pioneering work in the creation of the People Equity (ACE) talent optimization framework, strategic performance metrics and scorecards, the strategy mapping process, valuation of internal shared service functions and for strategic employee surveys that drive high performance. He has consulted extensively with many major corporations on the development and implementation of business strategies, people and HR measurement, talent acquisition and retention, productivity and quality improvement, and creating high performance cultures.

Bill Schiemann

Bill Schiemann describes the performance management and the employee experience.

Performance Management and the Employee Experience—Bringing the Whole Employee to Work

Bill Schiemann reviews the factors involved in aligning your organization’s performance management system, such as rewards and recognition, employee development, and goal setting.

Are You Thinking About Your Performance Management System Too Narrowly?

Bill Schieman details a performance management framework that focuses on three success factors: alignment, capabilities, and engagement.

Is Your Performance Management System Designed for Organizational Success?

October 2016 - TD Magazine

Are You Fulfilled? Check Your Pulse

The purpose of performance management is to align individual contributors with organization strategy. Sadly, many efforts fail. William Schiemann examines the reasons why.

Why Do Performance Management Systems Fail?

Traditional performance management approaches are broken—they are often not effective in today’s environment of restructurings, mergers, new technologies, shifting goals and resources, and new modes of thinking and working. While organizations are experimenting with different goal setting, appraisal, and reward mechanisms, a fundamental issue is how the organization fully engages with its people; the performance conversation is one element of that engagement. More and more, that means engaging with the whole person, extending beyond work boundaries.
This webcast will answer the following key questions:

How can firms enable the alignment of personal and organizational goals—a major factor in employee fulfillment, performance, and retention?
What can organizations do to increase employee performance while at the same time increasing employee fulfillment?
What skills and developmental experiences are needed today to equip people to deal with stress in the wake of increasing work and nonwork demands with fewer resources? What role do managers need to play?
Should the approach to managing Millennial performance be different? If so, in what ways?

After participating in this webcast, participants will be able to:

Rethink their firm’s performance management system in light of new challenges and workplace mandates.
Align employee and organizational goals more effectively and holistically.
Identify and align employee development to optimize both individual fulfillment and organizational performance.
Counsel managers and coaches more effectively in managing performance, especially for a new generation of work and workers.
 


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