People State Bank cover-1


People State Bank logo


Peoples State Bank opened its doors for the first time in 1962 to serve the financial needs of west side Wausau business owners, their employees, and their families. Today, with many locations throughout Wisconsin, we remain dedicated to serving our customers and investing in our communities through service built on trusted relationships.


Wausau, Wisconsin


Financial Services

Number Of Employees


Applications Used

      Learn-Icon-orange              Performance-Review-Logo-web_September 2022            Checkin-Icon-purple               Goals-Icon-green
      Learn        Performance       Check-Ins          Goals

    Survey-Builder-Condensed-Logo        Applause-Icon-filled-white-outline           Calendar-Icon       Agenda-Logo     
      Survey        Recognition        Calendar     Agendas  


Key Takeaways:

  • A proven structure and efficient framework that moves good processes from paper to digital allows for increased organization-wide accountability.

  • Consistent, reliable tracking of performance reviews, goals, etc. gives managers greater ownership of coaching and development and keeps employees engaging.

  • Housing performance management records in one single source of truth keeps things compliant, organized well, and easily accessible to all throughout the year.

The Challenge

Peoples State Bank was equipped with performance management processes in place before partnering with WorkDove. However, these processes were paper-driven, and the onus fell to managers to facilitate performance management and hold employees accountable. However, accountability and completion of performance reviews, for example, needed to be reliably monitored. Peoples executives tracked strategic initiatives (synonymous with organizational goals) and communicated to all employees through various channels. Still, there needed to be a simple, digital tool for employees to track their own goals or see how they contributed to the accomplishment of the initiatives. Similarly, one-on-ones between managers and employees were highly encouraged to occur at least once per month, but no tangible accountability measures were solidified. Paper performance reviews were completed annually and were aligned to performance objectives and behavioral competencies, including a rating system and space for comments, and managers and employees would meet together to discuss at length. The greatest need for Peoples was not the introduction of performance and talent management practices but rather a proven structure and efficient framework that bolstered good practices already in place and promoted organization-wide accountability. “We weren’t necessarily trying to solve a problem but to optimize what we already had,” shared the Vice President / Human Resources Director Tina Seidl.

Download The Case Study!