2021年绩效管理报告.pdf

Performance Management Report 20212About the researchThe research in this report comprises answers from 221 participants.From the 221 people we surveyed,121 were HR Directors,and 100 were managers and employees.The people we surveyed span across a range of industries,including both public and private sector organizations,as well as multiple jurisdictionsthe majority of which were in the UK,Europe,and USA.PepsiCo,Ralph Lauren,Cabinet Office(UK),BBC and American Express are some examples of the organizations that took part in this survey.Although the quantity of questions asked is fewer in the 2021 report,compared to the 2019 report,we deliberately chose to do it this way in order to drill down into specific,more relevant questions.However,you will find in some instances,we have drawn comparisons to the previous report.The questions we asked HR directors were all done through telephone interviews.Questions for managers and employees were delivered through an online survey,anonymously.The majority of questions we asked had multiple choice answers,however to add more depth to the research,we asked some open ended questions with free text answers to get more qualitative results.Context has been important for us to understand why the changes that have taken place have happened.23ContentsPerformance management is changing 6Agile goal setting 10Coaching and developmental conversations 12The role of data and technology 16How remote working has changed performance management 19Real stories on the impact of ContinuousPerformance Management 22Conclusion 2934Performance management has always been an important topic of conversation for HR professionals and company leadership.Its ultimate goal is to develop performance consistently and measurably while aligning individual and strategic goals.It is the pinnacle of visibility for identifying the contributions of your team.Typically,companies will use traditional structures as a“rubric”for their performance assessments.The way they track performance varies,whether thats automating it with technology or tracking it manually with existing tools.The question is,are these designs and tools robust enough to support the new demands of the newpost-Covidworld?With a new era of remote working,successful Performance Management is critical to stabilize productivity and engagement with hopes of also identifying avenues of growth.It is validating to see this research reflect a growing desire for companies to revamp Performance Management to focus less on employees as machines,and more as humans.At Actualize Consulting,we have always taken non-traditional approaches to assessing performance.In fact,I like to re-evaluate how we track each year;not only to make sure that the system we use does not get stale,but as personal goals shift and change,so should the companys general strategy for collecting and reviewing information.The shift to the new remote work lifestyle provides the benefit of ensuring the new metrics not only monitor success in terms of efficiency,but also the holistic well-being of the individual contributors.ForewordBy Kerry WekeloChief Operating OfficerActualize C Kerry WekeloKerry Wekelo,is the Chief Operating Officer at Actualize Consulting,a financial services firm.Her book and program,Culture Infusion:9 Principles for Creating and Maintaining a Thriving Organizational Culture and latest book Gratitude Infusion,are the impetus behind Actualize Consulting being named Top Company Culture by Entrepreneur Magazine,a Top Workplace by The Washington Post,and Great Place to Work-Certified.In her leadership,Kerry blends her experiences as a consultant,executive coach,award-winning author,mindfulness expert,and entrepreneur.5There is more to the employee experience than productivity and it is encouraging to see a trending desire for coaching and a personal review process.At Actualize Consulting,we have seen tremendous results from employees when leveraging coaching as part of our overall performance management strategy.We regularly check in with employees one-on-one to give and receive personalized feedback.Our practice is backed by the data outlined in this report89%of employees agreed that they would benefit from more regular development and coaching conversations.Nothing replaces human connection;automation can be helpful to streamline and provide analytics.It is important to balance the two.Now with virtual workforces being the standard,taking time to be with each employee at a personal level does wonders for morale and fosters an environment of mutual respect.The results of the report are clear:when we have regular discussions around creating a supportive,wellness-focused environment,we better encourage and recognize accomplishments.I hope to see even more companies discover this key to success in 2021.6Earlier last year,we created our 5 Step High Productivity Model which outlines the key areas that organizations need to focus on to optimise productivity and engagement in a post-pandemic new normal.Looking at thousands of users in our Clear Review system we could see that where organizations embed these 5 practices,their employees successfully achieve 33%more of their objectives.If organizations can embed these practices which focus on developing performance and their people,they will see a positive change in performance management.The results in this report reveal that 2020 has been a turning point for performance management.The changes brought upon by the pandemic,caused a seismic shift in the way we manage performance.It seems long-awaited changes that HR leaders have been craving,have almost happened over nightand employees and managers are grateful for it.In the 2019 Performance Management Report,we uncovered what performance management meant to organizations.Historically performance management has been driven by appraisals,ratings and rewardwith succession planning playing a key role.Employee engagement,wellbeing and development were certainly less of a focus.Overall,the 2019 report revealed that there was an appetite for changes in performance management and that most HR people believed it should be a key priority for organizations in the future.2020 has really catapulted the focus on making performance management a business priority.We are seeing that organizations are trying to hone in on agile goal setting,frequent coaching conversations,wellbeing and engagement as opposed to ratings and performance related pay.When we asked HR leaders what their“focus had been”this year,47%of HR leaders said it was developing performance,followed by 33%who said productivity and engagement.Only 9%said pay and ratings,followed by just 8%who said ranking employees.However,whats interesting is when asked what“should”be the focus,0%said pay and ratings while 46%said productivity and engagement should be their focus.This is very encouraging to see because supporting employees so that they are more engaged and productive is important for boosting performance.This shows a move in the right direction for performance management.Its clear from the results that the way performance management is viewed is changing for the better.However,it is crucial that these positive changes remain in place post-COVID-19.The question now is,how do we maintain and build on this success and not slip back to the old ways?Although there is less focus on performance related pay,could that be because of the lack of money organizations have in the reward budget?Performance Management is changing17Organizations should ensure that all the other core aspects of performance management such as wellbeing,regular conversations,and agile goal setting,arent lost.Organizations can no longer think that they will go back to focusing mainly on annual reward decisions once the pandemic is no longer a threat and pay pots increaseRealistically,the pandemic isnt going to be over for some time yet and the UK Government has indicated that restrictions will still be in place throughout 2021.The Centre of Infectious Disease Research and Policy in the US has also said that a second wave with more infections would mean the US and other countries need to reinstate mitigation measures such as further lockdowns.Organizations need to think about long-term changes to how they work to ensure there is support for performance management and continued hybrid working.If the shift away from pay and reward is due to lack of money,then organizations need to be really mindful about how that is communicated.Many organizations have processes in place for performance based pay,and therefore there are a set of expectations from employees.If,in the face of the pandemic,organizations need to change the way(and even whether)they pay bonuses this year,they will have to explain with care and humility what has changed and why.Most employees will understand the extenuating circumstances,but they will not forgive a lack of transparency and honesty.Its also interesting to see in more detail the types of performance management changes that are happening as a result of the pandemic.We asked HR Directors what changes they were making or had made in the past year.The majority of answers related to readjusting objectives,wellbeing,and remote working.As you read through this report,it will become clear that continuous performance management can act as a catalyst to agile objective setting,safeguarding wellbeing and making remote working sustainable.What changes are you planning to make or have you mad due to COVID19?(e.g.team collaboration,stopping or starting performance related pay,readjusting objectives,getting rid of appraisals,focusing more on wellbeing)staffhybridworkinghomeperformancerelated payWorking homepayHealthmanagementconversationsworking remotelyRemote workinghoweverobjectivesRemotelyfocusing wellbeingtargetsworkingchangedbonuseswelbingemployeesadjusted goalsadjustingcompanywellbeingteamsReadjusting objectivesReadjustingfocusway workingstarting performance relatedworking home officeperformance flexibleChanging wayremoteteam collaboration82020 RESULTS:What is the focus of your organizations performance management?What do you feel should be the focus?2019 RESULTS:What do you feel is currently the focus of your organisations performance management?What do you feel should be the focus of your organisations performance management?PAY AND RATINGDEVELOPING PERFORMANCESUCCESSION PLANNINGRANKING EMPLOYEESPRODUCTIVITY&ENGAGEMENTPAY AND RATINGDEVELOPING PERFORMANCESUCCESSION PLANNINGRANKING EMPLOYEES OTHERCurrent focusShould be the focus18.0%18.3%39.0%52.7%26.7%26.3%15.3%2.7%1.0%Current focusShould be the focus0.0%9.0%47.1%42.9%9.0%8.2%2.4%1.6%33.0%46.2%92020 RESULTS:Performance management is a critical area I need to address in the next 12-18 months.STRONGLY AGREE AGREEDISAGREESTRONGLY DISAGREESTRONGLY AGREE AGREEDISAGREESTRONGLY DISAGREE29.7%52.0%17.3%0.8%2019 RESULTS:Performance management is a critical area I need to address in the next 12-18 months.0.7%43.0%49.3%7.0%10The COVID-19 pandemic has forced many companies to quickly shift their priorities and adapt to the changes.In some traditional organizations,where processes are bureaucratic and lack agility,making decisions and adapting to changes can be more challenging and time consuming.But this year,organizations have had to make decisions much quickeralmost overnightwith a knock-on impact on their organizational strategy and goals.Our research revealed that 84%of HR Directors believe that their current process enables them to adapt goals in light of changing circumstances.Similarly 96%of HR Directors agreed that setting clear,strategically aligned goals and objectives is key to achieving growth in their organization.This is incredibly positive because so much of employee engagement and motivation can be improved by having a shared purpose and a common goalespecially during times of change and turbulence.The results from this years report shows real progress in goal setting over the last year.In the 2019 UK PM Report,Barry Flack,Global HR Tech Influencer,discussed that there was a need in the HR community for“better-goal setting,better feedback between employees and frequent coaching conversations”.Better goal setting has clearly been a focus for many organizations.However,one thought that does come to mind is had there not been a pandemic,would organizations have adapted their processes to be more agilewhere goals can be changed in line with shifting priorities?In a way,the pandemic has tested companies and to many,proven that being agile and aligned keeps them afloat in a crisis.And that making these changes are much more fundamental than you think.It seems that there is an appetite to move to a continuous way of managing objectives.In order to be truly agile,organizations need to work towards setting shorter term rather than longer term goals.We dont know what will happen months down the line,and so keeping goals near term can help organizations adapt much quicker,compared to long-term annual goals.In the next chapter,we see that the frequency of people having conversations has increased meaning more people are having check-ins and development conversations.Agile goals and check-ins go hand in hand because it helps you to review goals and priorities on a more regular basis as well as get feedbackall of which are important for improving performance,productivity and employee engagement.Clear,near-term goals help ensure everyone is aligned,in terms of current priorities,personal development,and the future goals of the organization.It is critical for organizations to be moving in the direction of continuous performance management,for their own security and future.Agile Goal Setting211Does your current process enable you to quickly adapt goals in light of changing circumstances?Is there evidence that your organisation is adapting goals in light of changing circumstances.STRONGLY AGREE AGREEDISAGREESTRONGLY DISAGREE26.4%57.8%13.2%2.4%Setting clear strategically aligned goals and objectives is key to achieving growth in my organisation.STRONGLY AGREE AGREEDISAGREESTRONGLY DISAGREE43.8%52.0%4.1%12Managers who coach and have regular conversations with employees,are key to developing your people.This year we can see that organizations are seeing the value in regular coaching and development conversations.When we asked whether the frequency of performance conversations changed since COVID-19,39%said they are more frequent than before and 49%say they are roughly the same.We also asked managers whether their team would benefit from more regular development and coaching and 97%of managers agreed.Similarly 89%of employees agreed that they would benefit from more regular development and coaching conversations.Its critical that regular conversations are recognised as key to developing people and improving performance.Another important part of having regular conversations is that its just as much about supporting wellbeing as