員工績效管理需要提升：如何將績效流程從年度例行公事轉(zhuǎn)變?yōu)槌掷m(xù)性價(jià)值驅(qū)動(dòng)器+Employee+Performance+Management+Needs+a+Promotion

AForresterConsulting

ThoughtLeadershipPaper

CommissionedByWorkday

February2018

EmployeePerformance

ManagementNeedsA

Promotion

HowToTransformThePerformanceProcess

FromAnAnnualChoreToAContinuousValue

Driver

FORRESTER

TableOfContents

1

ExecutiveSummary

2

CompaniesStriveForGreater

AgilityAndInsightInPerformance

Management

4

CurrentProcessesAreBusiness-

Aligned,ButNotYetContinuous

6

ContinuousPerformance

ManagementDrivesBusiness

Results

11

KeyRecommendations

12

Appendix

ProjectDirector:

KarinFenty,

SeniorMarketImpactConsultant

ContributingResearch:

Forrester’sApplication

DevelopmentandDeliveryresearchgroup

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?2018,ForresterResearch,Inc.Allrightsreserved.Unauthorizedreproductionis

strictlyprohibited.Informationisbasedonbestavailableresources.Opinionsrefectjudgmentatthetimeandaresubjecttochange.Forrester?,Technographics?,

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FORRESTER

ExecutiveSummary

Withinthepastfewyears,agroundswellofinteresthasmaterializedininnovatingemployeeperformancemanagement.Manycompaniesfeelfrustratedwithperiodicperformancereviewsthataretime-consuming

andineffectiveatdeliveringvaluetoemployeesandbusiness

Modernbusinessesneedmoreagile,

data-drivensolutionsforemployee

performance

management.

stakeholdersalike.Asaresult,manyarenowmovingto,orevaluating,continuousperformancemethodsthataremoreengagingtoemployeesandimpactfultothebusiness.Next-generationemployeeperformanceisforward-looking,business-aligned,collaborative,continuous,and

engaging.Modernsoftwareplaysakeyroleindeliveringthesequalities.

InDecember2017,WorkdaycommissionedForresterConsultingtoevaluatevariousapproachestoperformancemanagementatmediumandlargeenterprises(500to3,499employeesand3,500ormore

employees,respectively),andestablishapathfororganizationsto

becomemoreeffectivebyputtingemployeesatthecenter.Toexplorethistopic,Forresterconductedanonlinesurveyof600respondentsandfveinterviewswithemployeeperformancedecisionmakersin

14countriesrepresentingNorthAmerica,Europe,andAsiaPacifc.Wefoundthatwhilemostcompaniesaspiretobuildperformance

managementprogramsthatdrivebothemployeeengagementandbusinessvalue,fewhaveoptimizedtheirapproachestoalignwith

A

thesegoals.However,ourstudyfoundthatcompaniesthatembracecontinuousperformancemanagementdrivebetteroutcomesvia

coaching,goalmanagement,andcontinuousresultsmeasurement.

KEYFINDINGS

Companiesthat

embraceongoing

performance

conversations

areupto1.5x

moreeffective

atengagingand

retainingemployeesthanthosewith

lessfrequent

performance

evaluations.

?Evolvingemployeeperformancemanagementintoacontinuous,business-alignedinitiativeisincreasinglyanecessity.As

companiesseektoattractandretaintoptalent,theyknowthey

mustcontinuouslyimproveemployeeperformancemanagement.Morethan75%areinvestingtowardmorecontinuous,data-drivenperformanceprocesses.

?Whilebusiness-alignedmetricsarecommon,mostcompaniesfailtoembracecontinuousperformancemethods.Enterprises

strivetoevaluateandincentivizestrongperformanceinwaysthat

arealignedtofuturebusinessresults,teamcollaboration,andcareerdevelopment.However,annualorsemiannualperformancereviewsarestillthenormat65%ofcompanies,andcontinuouscoaching

israre.Manycompaniesstruggletomakemajorchangesbecausesalaryandperformanceevaluationsareinextricablylinked.

?Continuousperformanceenablementandprocessimprovementdrivescompetitiveadvantage.Inanalyzinghowemployeesand

managersengagewitheachother(i.e.,reviewcadence)andhow

businessleadersengagewiththeprocessoverall(i.e.,frequency

offne-tuningtheprocess),wefoundthatcompaniesthatembracecontinuousperformancedrivegreaterbusinessvalue.Forexample,thosewithmonthlyorcontinuousperformanceprocessesare1.4xto1.5xmoreeffectiveatengagingandretainingemployeesthanthosewithannualprocesses.Technologyisanimportantenablerofbest-in-classemployeeperformancemanagementprograms,butculturechangeisanessentialparalleleffort.

FORRESTER

1|EmployeePerformanceManagementNeedsAPromotion

CompaniesStriveForGreaterAgility

AndInsightInPerformanceManagement

Employeeengagementisincreasinglyacompetitivedifferentiatoranda

majordriverofbusinessvalue.Forexample,industrystudieshaverevealed

thata5%increaseinemployeeengagementyieldsa3%increaseinrevenue

growth.1Ontheotherendofthespectrum,employeeturnoverismajorcost

driver.Thecostofreplacinganemployeerangesfrom16%oftheannual

“Ourmarketisfragmented,wehavealotofcustomers,andit’safercecompetition.AndIwouldn’tfeelthatwecanwininEuropeifIfailedcreatingahighperformancesalesculture,so,myone

focusisperformance

management;howwedriveupperformancefromtop

[performers]andthebottom[ones].”

HRdirector,Germantelecomcompany

salaryforpositionsatlowerpayandskilllevelstoupto213%oftheannual

salaryformorecomplex,specialized,andhighlypaidexecutives.2

It’sthereforenosurprisethatcompaniesacrosstheglobeareinvestingin

waystobetterengage,develop,andretaintheiremployees.Oneofthemost

importantavenuestoachievetheseobjectivesisemployeeperformance

management.Insurveying600employeeperformancemanagement

decisionmakersatglobalcompanies,wefoundthat:

?Companieshaveambitioustalentgoals,butmostdoubttheir

abilitytoconsistentlydeliver.Attracting,engaging,anddeveloping

employeesarerankedamongemployeeperformancestakeholders’

topbusinessimperatives.Companiesarealsoprioritizingtechnology

investmentsthatenablebetterperformancemanagement.However,

fewerthan25%ofcompaniesfeeltheyareextremelyeffectiveat

achievingthesegoals(seeFigure1).Mediumandlargeenterprises

havedifferentprioritiestohelpclosethesegaps.Forexample,

mediumenterprisesaremorelikelytoprioritizeimprovingperformance

managementprocesses,whilelargerenterprisesaremorelikelyto

focusonimprovinglearninganddevelopmentprograms.

Figure1

TopHR/talentmanagementpriorities(percentrankedin

topthree):

45%Recruitthebesttalent/becomeatalentdestinationoremployerofchoice

41%Investintechnologytoenablebetteremployeeperformancemanagement

37%Initiateorimprovetraining/learninganddevelopmentprograms

37%Improveemployeeengagement

Mostcompaniesareunabletoconsistentlydeliveragainsttheirtalentgoals.

Base:600employeeperformancemanagementdecisionmakersacrosstheglobe

Source:AcommissionedstudyconductedbyForresterConsultingonbehalfofWorkday,December2017

23%Recruitingthebesttalent

21%Usingtechnologytoenablebetteremployeeperformancemanagement

25%Trainingemployeesandmanagers

Self-reportedeffectivenessinachievingtheseobjectives(percentextremelyeffective):

24%Engagingemployees

2|EmployeePerformanceManagementNeedsAPromotion

?Businessleadersbelievemorecontinuousanddata-driven

performanceprocessesaretherightpathforward.Fourinfve

companies(82%)toldustheyareactivelylookingtoevolvetheir

approachestoemployeeperformancemanagementtobemore

effective.Mostrespondents(79%)admittheyneedtobemoreagile

tokeeppacewithbusinessandtechnologychanges,sotheyare

revampingperformanceprocessesandmethodologiestobedata-

drivenandcontinuous(seeFigure2).Globally,respondentscited

improvedemployeedevelopmentasatopreasonforencouraging

continuousperformanceprocesses.NorthAmericanandEuropean

respondentsalsofeelimprovingtheirprocesseswillboostemployee

retention.Meanwhile,AsiaPacifc(AP)respondentsseekagreater

connectionbetweenemployeeperformanceandmeasurable

businessresults.

Figure2

Aspiration:

“Weneedtobemoreagilewith

performancemanagementtokeeppacewithbusinessandtechnologychanges.”

79%

agree

Actions:

“Mycompanyispursuingamore

data-drivenapproachtoperformancemanagement.”

76%

agree

“Wepromotecontinuousperformance

andcareerdiscussions,asopposed

toonceortwiceayear.”

79%

agree

Inpursuitofgreaterbusinessagility,companiesprioritizedata-driven,continuousemployeeperformancemanagementprocesses.

Base:600employeeperformancemanagementdecisionmakersacrosstheglobe

Source:AcommissionedstudyconductedbyForresterConsultingonbehalfofWorkday,December2017

3

CurrentProcessesAreBusiness-

Aligned,ButNotYetContinuous

“Theannualprogramreally

doesnotlenditselffor

internalrecognitions.Quite

frankly,itisnotusedinawaythatitshouldbe:tobeapartofpromotionopportunities,expandingrelationships,

expandingskills…We’ve

actuallyrecognizedthatourperformancereviewprocessisnotascloselyalignedwithsuccessaswe’dlikeittobe.”

Directorofhumanresources,USconstructioncompany

Mostcompaniesaspiretocreatemoreagileanddata-drivenemployee

performancemanagementprograms.Buteventhosewiththebest

intentionsmayfacebarriersbecausetheircurrentprocessesarerooted

inatraditionalperformancemanagementmindset.Mostperformance

evaluationsarebuiltaroundbusinesscyclesratherthanemployee

development—forexample,aligningperformancereviewcadencewith

salaryreviews,whichistiedmoretoannualbudgetingthanemployee

development.Butwithindustryestimatespegginginfation-adjustedsalary

increasesfor2018,atjust1.5%globally,it’snosurprisethat31%ofsurvey

respondentsfeelthatthelimitedrangeofsalaryincreasestheycanprovide

isnotmotivatingenoughforemployees.3Ourstudyfurtherrevealedthat:

?Companiesuseavarietyofbusiness-alignedmethodologiesto

evaluate,incentivize,andrewardemployeeperformance.Enterprises

useawidearrayofmethodstoevaluateemployeeperformance,and

largerenterprisestendtohavethemostcomprehensiveevaluation

methodologies.Inthespiritofconnectingemployeeperformanceto

businessperformance,77%ofcompaniesevaluateemployeesbasedon

atleastonemetrictiedtobusinesssuccess.Theseincludeproductivity

metrics,businessoutcomeslikerevenuegrowth,andothermeasurable

goals(seeFigure3).Enterprisesalsostrivetoconnectemployee

incentivestobusinesssuccess.Two-thirdsofenterprises(67%)give

year-endbonusesthatarebased,atleastpartially,oncompanysuccess.

Figure3

“Whichofthefollowingbestdescribesthemethodologiesyourcompany

usestoevaluateemployeeperformance?”

45%Achievementorcontributiontoproductivitymetrics

77%

45%Evaluationofskillsthataligntojobrequirementsanddevelopment

44%Feedbackonanemployeecollectedfromothercolleagues

42%Contributiontobusinessoutcomeslikesales,growth,retention

42%Ratingscale(s)frommanager

42%Achievementofspecifcandmeasurablegoalsandobjectives

Companiesusingfourormoreevaluationmethodologies(of10options):?Mediumenterprises(500to3,499employees)=55%

?Largeenterprises(3,500ormoreemployees)=68%

Base:600employeeperformancemanagementdecisionmakersacrosstheglobe

Source:AcommissionedstudyconductedbyForresterConsultingonbehalfofWorkday,December2017

Threeinfour

companiesuse

business-alignedmetricstoevaluate

employee

performance.

Largeenterpriseshavemore

comprehensive

methodologiesthanmediumenterprises.

evaluateemployeesonatleast

one

business-alignedmetric.

4|EmployeePerformanceManagementNeedsAPromotion

?However,manyorganizationsstruggletoelevateperformance

conversationsbeyondcompensationimplications.Usingbusiness

metricstoevaluateemployeesisobjective,results-focused,andalignsemployeeperformancewithbusinessperformance—apriorityfor81%ofrespondents.However,ifnotbalancedwithotherqualitativefactors,salaryandbonusreviewscanovershadowemployeedevelopment

goalsandgrowthopportunitiesinperformanceconversations.This

reinforcestraditionalperformancemanagementapproachesthatare

basedonbusinesscyclesratherthanonemployeeneeds.Infact,our

surveyshowedthatdiffcultydecouplingperformanceprocessesfrom

salaryreviewsisthetopbarriertorevampingemployeeperformance

management.Asaresult,35%ofrespondentssaythatemployeesandmanagersdon’tgetenoughvalueoutofcurrentprocesses;instead,theyfeellikeit’sachore.

?Asaconsequence,trulycontinuousperformanceprocessesare

rare.Becauseemployeeevaluationsarepeggedtosalaryreviewsfor

manyenterprises,themajority(65%)ofcompaniesholdperformance

reviewsonlyannuallyorsemiannually.Morefrequentreviewsarethe

exceptionratherthantherule,andonly1%embraceatrulycontinuousprocess(seeFigure4).Beyondformalreviews,companiescanembracecontinuousemployeeperformancemanagementthroughcoaching,

training,andcheck-ins.Butalthough79%ofcompaniessaythey

promotecontinuousperformanceandcareerdiscussions,oursurveyshowedthatmostcompaniesfallshortinpractice.Onlyathird(34%)usecontinuouscoachingandcheck-insasanevaluationmethodology,and36%ofrespondentsfeelthatmanagerslackcoachingandpeopledevelopmentskills.

PERFORMANCEMANAGEMENTOBJECTIVESANDTACTICSVARYBYREGION

Whilethemajorityoftrendsthatwefoundinemployeeperformance

managementholdtrueworldwide,therearesomeregionaldifferencesinmethodologies:

?Europeismovingtowardsmorecontinuousemployeeprocesses.

Europeisfurthestalongintheshifttowardsmorefrequentperformancereviewprocesses.While60%stillconductannualorsemiannual

reviews,39%havemovedtowardsquarterlyandmonthlyreviews.

?APfocusesoncompanywidegoalsandsalaryadjustments

overindividualemployeedevelopment.NearlysevenintenAsia

Pacifcrespondents(69%)saidtheircompanyconductsannualor

semiannualperformanceevaluations.Why?Mostrespondents(54%)

toldusthatmeasurementofcompany-specifcgoalsandsalary/bonusreviewsarethetopdriversofemployeeperformancereviewcadence.Meanwhile,employeedevelopment,project-specifcperformance,

andpromotionstakeabackseat.Whilethisapproachmayhelpalign

employeeperformanceandbusinessperformanceintheshort-term,itmayweakenemployeeengagement,development,andretentioninthelongerterm.Infact,only22%ofAPrespondentsbelieveemployeesareverysatisfedwithcurrentperformancemanagementprocesses,and

only29%saidthesameaboutmanagers.Thesesatisfactionratesarelowerthanotherregionsby10percentagepointsormore.

Figure4

“Ifyourcompanyhasatraditional,periodicperformancereview

process,howoftendoyoudoit?”

Annual

Semiannual

Quarterly

Monthly

Theprocessiscontinuousasopposedtoperiodic

N/A;Wehavenoformal

processinplace

2%

1%

7%

25%

30%

35%

65%ofcompaniesconductannualorsemiannual

performance

evaluations,driven

primarilybysalary

reviewsoveremployeedevelopment.

Base:600employeeperformance

managementdecisionmakersacrosstheglobe

Source:AcommissionedstudyconductedbyForresterConsultingonbehalfof

Workday,December2017

5|EmployeePerformanceManagementNeedsAPromotion

?NorthAmericaissplitbycompanysize.NorthAmerica,more

thanotherregions,seesasplitinmethodologyforlargeand

mediumenterprises.Largeenterprisesaremorelikelytohavemore

traditionalperformancemanagementprocessesinplace:annualand

semiannualemployeereviewsthataligntocyclicalbusinessneeds

likesalaryreviewsandgoalmeasurement.Meanwhile,quarterly

Employeeperformance

management

approachesdiffer

acrosstheworld.

evaluationsaremorecommonatmediumUSenterprisesandthe

topdriversforreviewcadenceincludeemployeedevelopmentand

evaluationofprojectperformance.

ContinuousPerformanceManagement

DrivesBusinessResults

Although79%ofrespondentssaytheircompanypromotescontinuous

performanceconversations,mostcompaniesfallshortofcontinuous

performancemanagementinexecutionbecauseformalevaluationsare

infrequentandinformalcoachingisnotastrength.Duetolong-held

norms,mostcompaniestreatemployeeperformancemanagement

asannualbusinessmaintenance—moretightlyconnectedwith

“Idealstate…[managersare]havingregularconversationswiththeirpeople.Thentheyusethe[HCM]system—asIbelieveitshouldbe—to

capturekeyinformation.Andtheygetquitecomfortable

usingthesystemona

regularbasis,versusonceayearwhereitbecomesanannualchore.”

Headofpeopleand

performance,NewZealandbuildingmaterialscompany

fscalbudgetingthanwithemployeedevelopment.Butifemployee

engagementisabusinesspriority,thenemployeeperformance

managementneedstobetreatedlikeastrategicinitiative.

Although82%ofcompaniesinoursurveysaidtheyareactively

lookingtoevolvetheirperformancemanagementapproaches,only

oneinfourisembracingcontinuousprocessimprovement.Most

companies(72%)eitherupdatedtheirperformancemanagement

approachwithinthepastyearorareplanningtomakesignifcant

updatesinthenext12months.Roughlyathirdofthatgroup(25%

overall)fallintobothcategories—inotherwords,theyareupdating

theirperformanceprocessesonroughlyanannualcadence.This

doesnotmeancompletelyreinventingtheprocesseachyear,but

insteadadaptingtochangingbusinessandemployeeneedswith

newtechnology,newmanagerguidelines,newemployeetraining

programs,orothersignifcantprocesschanges.

Theconceptofcontinuousperformancemanagementtakestwo

forms:howemployeesandmanagersengagewitheachother(i.e.,

reviewcadence)andhowbusinessleadersengagewiththeprocess

overall(i.e.,frequencyoffne-tuningtheprocess).Inanalyzingresults

throughthislens,oursurveyrevealedthat:

6

?Companieswithmorefrequentperformanceprocessesdrive

greateremployeeengagementandbusinessvalue.Reported

effectivenessatachievingavarietyofHRandtalentgoals,from

retainingemployeestoeffectivelyleveragingtechnology,increases

withthefrequencyofperformancereviews.Forexample,compared

torespondentsatcompanieswithannualreviews,thosewith

monthlyorcontinuousperformanceprocessesare1.4xto1.5x

morelikelytosaytheircompanyisveryorextremelyeffectiveat

engagingandretainingemployees.Ongoalsthatrequireconstant

attention,suchasengagingemployeesandbusinessplanning,

effectivenessincreasessignifcantlyjustbyincreasingthereview

cadencefromannualtosemiannual(seeFigure5).

Figure5

PercentwhoconsidertheirorganizationveryorextremelyeffectiveatachievingHR/talentobjectives,byfrequencyofperformanceevaluations:

AnnualSemiannualQuarterlyMonthlyorcontinuous

62%

64%70%

49%

Engaging

employees

61%68%

53%

46%

Retaining

employees

59%59%62%

48%

Aligningworkforceneedstofuturebusinessplans

70%

61%

48%53%

Usingtechnologyto

enablebetteremployee

performancemanagement

Morefrequentperformanceevaluationscorrelatewithemployeeengagement,retention,workforceplanning,andtheabilitytoleveragesupportingtechnologies.

Base:600employeeperformancemanagementdecisionmakersacrosstheglobe

Source:AcommissionedstudyconductedbyForresterConsultingonbehalfofWorkday,December2017

7

Improvedemployeeproductivity

Abilitytotargetmorerelevantbusinessoutcomes

IncreaseinpositivefeedbacktoHRteam

Trainingemployeesandmanagers

Usingtechnologytoenablebetteremployeeperformancemanagement

Aligningworkforceneedstofuturebusinessplans

?Afocusoncontinuousimprovementofperformanceprocesses

alsodrivesemployeeandbusinessoutcomes.Asimportantas

frequentcoachingandcheck-insaretoemployeedevelopment,so

toomustbusinessleaderscontinuouslyfne-tunetheirperformance

managementprocesses.Companiesthatembracecontinuous

improvement—i.e.,theyrecentlyupdatedperformanceprocessesor

technologiesandplantoupdatethemfurtherinthenextyear—are

moreeffectiveatachievingtheirgoalsandseegreaterbeneftsfrom

theirperformanceprograms.Forexample,continuousimproverscite

theabilitytotargetrelevantbusinessoutcomesasabeneftoftheir

efforts,atarateofovertwotoone(48%versus23%)overthosewith

stagnantprocesses(i.e.,notrecentlyupdatednorarethereplansto

makeanychanges).Additionally,companiesthatcontinuallyimprove

theirprocessesarebetteratleveragingtechnology,moreeffective

attrainingemployeesandmanagers,andaremorelikelytosee

employeeproductivitybeneftsfromtheircurrentapproaches(see

Figure6).

Figure6

Companiesthat

emphasizecontinuous

improvementtotheir

performance

processespropel

employeeproductivity

andmoreeffective

businessplanning.

Employeeperformancemanagementresultsbyfrequencyofupdating

performanceprocesses:

Stagnant(updatedatleastayearagoandnotplannedfor>1year)

Evolving(updatedorplanningto

updatewithin12

months)

Continuous

improvement

(roughlyannual

cadence)

Bene?tsofperformancemanagementprocesses:

43%

55%

61%

23%

35%

48%

21%

29%

39%

EffectivenessatachievingHR/talentgoals(very/extremelyeffective):

61%

69%

76%

51%

60%

70%

54%

63%

69%

Base:600employeeperformancemanagementdecisionmakersacrosstheglobe

Source:AcommissionedstudyconductedbyForresterConsultingonbehalfof

Workday,December2017

8|EmployeePerformanceManagementNeedsAPromotion

TECHNOLOGYANDCULTURECHANGEAREIMPORTANT

ENABLERSOFCONTINUOUSPERFORMANCEMANAGEMENT

Oursurveyconfrmedthatembracingcontinuousperformance

“Humanelementsarehard

tocontrol.Butwehaveaninternaltrainingdepartment,ofcourse,andwehavea

specifcsupervisortraining,whichislikethreedays,andpartofthatistheappraisalprocess.”

Directorofhumanresources,USbankingcompany

conversationsandcontinuousimprovementstotheperformanceprocess

drivesvaluefortheemployeeandthebusiness.Butifcontinuous

performancemanagementistheendstate,howshouldcompanieswith

moretraditionalemployeeperformancemanagementprocessescharttheir

journeysforward?Oursurveyshowedthat:

?Training,coaching,goalmanagement,andculturearekeyenablers

ofcontinuousperformance.Respondentsrankedhumanelementsand

changemanagementasthemostimportantenablerstocreatingbest-

in-classperformancemanagementprograms.Theseelementsinclude

managerandemployeetraining,clearandtransparentcommunications,

executivesupport,andcompanyculture.Technology,whilestill

important,ispositionedlowerinthesurveyrankingsthanhumanand

changemanagementelements.Thisindicatesthattechnologyisan

importantenablerandsupportresource,buttechnologyalonecannot

propelbest-in-classperformancemanagement(seeFigure7).

Figure7

“Whatdoyouconsiderthemostimportantenablerstocreatingabest-in-classemployeeperformance

managementprogram?”(Showingpercentrankedintopthree)

48%Managertraining

46%Employeetraining

46%Clearandtransparentcommunications

43%Executivesupport

42%Companyculture/alignmenttoourvalues

41%Technologytosupportnewprocesses

Top?veveryorcriticallyimportantcapabilitieswhen

evaluatingHCM/performancemanagementsolutions:

73%Analyticsonteamandcompanyperformance

73%Abilitytoprovidemanagerswithcontextualguidanceforbettercoaching

72%Abilitytoprovideperformancefeedbackandcoachingonanongoingbasis

71%Integrationwithlearning,succession,andcareer

advancementsystem

68%Abilityforemployeetostartthedevelopment

conversationprocess

Technologyisanimportantenablertosupportchange.Decisionmakersseektechnologiesthatdeliverperformanceinsights,supportworkfows,andintegratewithothertools.

Base:600employeeperformancemanagementdecisionmakersacrosstheglobe

Source:AcommissionedstudyconductedbyForresterConsultingonbehalfofWorkday,December2017

9|EmployeePerformanceManagementNeedsAPromotion

?Changemanagementtakesshapeindifferentwaysacrosstheworld.NorthAmericarespondentsprioritizeclearandtransparentcommunicationsasthemostcriticalaspectofbuildingabest-in-classperformancemanagementprogram.AsiaPaciicrespondentsconsidermanagertrainingtobeamoreimportantenabler.

Meanwhile,Europerespondentsbelievethekeystosuccesslieinemployeetrainingandsupportingtechnologies.

?Technologiesthatfacilitateinsightsandsupportwork?owsareimportantfordrivingchange.Whenweprobedsurveyandinterviewrespondentsforspeciicsaboutwhattheyseekinaperformance

managementtechnologysolution,twokeythemesemerged:insightsandsupportforworkfows.Morethan70%ofrespondentsconsideritveryorcriticallyimportantfortheirhumancapitalmanagement

(HCM)orperformancemanagementsolutiontoprovideanalytics

onteamandcompanyperformance,andtoputthatdataincontextbyintegratingwithotherbusinesssystemsandprovidingmanagerscontextualguidanceforbettercoaching.Respondentsalsosee

technologyasaresourceforhousingfeedbackandproofpoints

throughouttheyear—whichmakesiteasiertokeepperformanceconversationscontinuousandactionable.Theabilitytoinitiateandtrackperformancefeedbackonanongoingbasisiscrucialto68%and71%ofrespondents,respectively.

“Moreassistedanalytics.

Howcanwegetthebasicunderstandingofthedata,whatdoesitreallytell

us?…Andmaybesome

artiicialintelligenceorsomeanalyticsinthebackgrou