Users: 3,000 +
Region: Mainland China
Project timeline: 2019-Present
Keyword：Large state-owned enterprises talent management digital transformation｜Intelligent platform to solve complex performance management
Shanghai Nuclear Engineering Research and Design Institute (hereinafter referred to as SNERDI) has 3,000+ employees in service, 71% of them have postgraduate degrees or above, 9% of them are doctors and post-doctors, and 60% of them are professional technicians. As a leading enterprise in the field of nuclear power engineering design and research in China, SNERDI has always regarded talents as the most valuable asset of the enterprise.
SNERDI has a long history of providing safe, clean and reliable nuclear energy to the world through talent-driven business and with superior technology and innovation. in 2019, SNERDI faces the dual challenges of business merger and reorganization and performance management system change, the original performance management system cannot cooperate in the face of business change, and there is an urgent internal need for a flexible and agile, powerful system to accelerate the talent of large state-owned enterprises management digital transformation.
As a benchmark in the nuclear industry, SNERDI needed a talent management system that could not only understand the management philosophy of its state-owned enterprises, but also meet the complex project processing and the changing management mode of a large enterprise.
After many discussions with SNERDI, aTalent realized that the project not only needed to support organizational performance management, individual performance management, democratic evaluation and 360 degree feedback, but also needed to meet the complex staffing structure of the company, with an average of 50+ performance breakdown indicators per employee, a complex breakdown process from organization to department to individual, and 6 different business systems. It also needs to realize the centralized management of different assessment frequencies and performance processes of more than 40 business departments on a unified performance management platform.
Considering the large and complex staff structure of SNERDI, and that each department has its own unique performance assessment process and management style, aTalent activated the organizational performance function in its performance management platform, and at the same time, combine it with individual performance and interface with the business system. This results in an uncontroversial breakdown of goals and a factual basis for meeting them.
At the same time, aTalent configured a powerful and flexible permission system for it, so as to reasonably build a permission model that perfectly suits the business scenario of SNERDI. According to HR authorization, employees and managers, as users of different levels, can use the authorized functions and read and write the data they are allowed to access.
In the setting of performance appraisal process, similarly, different performance rules and processes are customized according to different types of employees, and key details such as the approval hierarchy, so that every department and every employee can achieve consistency and real time between individual performance goals and overall organizational goals.
Understanding that its original internal management system could not support the functional update, aTalent dovetailed the new performance appraisal process with the original pending system of SNERDI, in order to driving the process forward. In terms of the processing of technology, the management platform docked several sets of third-party platforms including core personnel system, enterprise self-researched business management system, electronic signature, single sign-on, etc., which greatly reduced the data errors of manual operation and greatly improved the user experience and the speed of HR business processing.
Meanwhile, in the UI interface of the product, based on the original management and operation process of SNERDI, aTalent has been configured and integrated with the latest design trends to the greatest extent while preserving the working habits of its staff, and has been dedicated to building a first-class competitive nuclear energy general contracting enterprise with an international perspective.
3. 360 degree feedback module and democratic assessment to help employees strengthen mutual understanding
SNERDI uses aTalent’s 360-degree feedback module and democratic assessment to maintain and strengthen the mutual understanding of internal staff. Considering that different departments have different management mechanisms, it is necessary to meet different levels of leadership to score from different dimensions. Meanwhile, for the complex appraisal line within SNERDI, we have added tertiary audit (department head review) of auditing for it based on the addition of dotted-line manager and secondary audit. The results of the democratic assessment are combined with performance results to fundamentally improve overall organizational performance.
30-day project go-live, empowering medium and large state-owned enterprises to fully improve their performance management systems.
Project Go-live Days
Avg. number of targets assigned to each employee
Performance appraisal process for different departments
Integration of third-party systems