• Many companies have identified that their Performance Management Practices aren’t delivering the desired results

 

• “Enlightened” companies are taking steps to make this a critical piece of their Talent Review and Planning Processes

 

• Successful companies are sharpening their focus on enabling people leaders to have meaningful conversations around performance planning & review

 

• Functional and line leaders are accepting accountability for up-to-date performance data that supports talent differentiation and better rewards allocation (“pay for performance”)

 

• Goal Setting processes are becoming “SMARTER…”

 

• Companies are getting better at cascading and translating organizational goals to employees

 

• HR Business Partners are becoming more active in coaching and enabling robust performance review processes

 

• Companies are getting better at using leading automated systems to enable more participation and less administrative burden

 

• Companies are designing their processes to enable an ongoing feedback loop and get away from a “once-a-year” event…

• Companies continue to use “Performance Management” primarily to support compensation decisions

 

• People leaders continue to be ill-prepared for effective discussions, feedback, and planning

 

• Performance Reviews tend to continue to be a once-a-year requirement

 

• Goal setting is cumbersome and not connected to a bigger picture

 

• Blurred lines between the company’s strategic plans and the employee’s job (unclear line of site)

 

• Process tends to be last minute and pushed through at the end of the year

 

• Accountability for effective application is vague and not adhered to

 

• In general, Performance Reviews tend to be an administrative requirement and tend to get “begrudging compliance…”

 

• HR tends to be the “compliance police” and not the coaches and mentors enabling the process to deliver value

 

• Practices do not support an effective “pay for performance” philosophy