DECEMBER 2013- Worked with the institution’s Office of Human Resources to improve lead time of performance management processes. Performed comprehensive review of policy, process and system of the University’s performance management framework. Enlisted voice-of-customer perspectives from multiple roles of Job Holders, Reviewing Officers and Countersigning Officers to identify employees’ pain-points, as well as opportunities for improvement. Re-engineered processes of Performance Planning and Performance Appraisal phases by standardising workflows, practices and measurements. The collaborative project eliminated batch processing, late employee submissions and subsequent rework for the Performance Planning phase. Process capability increased from 0.92 to 4.46. The project also achieved more than 90% reduction in overall lead time of the Performance Planning phase, and introduced streamlined, straight-through processing that benefited University employees and Human Resource Business Partners.