绩效赋能现状：2024全球人力资源研究报告

010305020406Letter From the CEO.................................................................. 3Executive Summary.....................................................................4Key Findings and Glossary........................................................7Conclusion................................................................................... 37About This Report.....................................................................38Table ofContentsFinding 1:MIND THE GAP......................................................................... 8Finding 2:GAME CHANGERS FOR BUSINESS...............................12Finding 3:MIDDLE MANAGEMENT CRISIS...................................... 17Finding 4:“GOOD ENOUGH” ISN’T.....................................................21Finding 5:MEET THE MOMENT............................................................26Finding 6:GOAL-GETTERS........................................................................ 31 In an era where AI, demographic shifts, and evolving customerexpectations redefine our landscape daily, the imperative for reinventingperformance processes is clear. The conventional wisdom that underlieshow we view employees and their relationship with work no longerholds. Employees want and need to be enabled, aligned, valued,invested in, and treated as catalysts, not cogs, by their employers. HRleaders, leveraging intelligent performance management, stand at thevanguard, reshaping their organizations to not just survive, but thriveamidst these relentless forces and changing perspectives. This journeyis about efficiency and productivity becoming our foundation.In the year since Jamie Aitken, our VP of HR Transformation, andI released our book,Make Work Better, we’ve had numerousconversations with leaders looking to transform their workforces. Theyunderstand that they must apply new rules for managing performanceif their companies are to maintain engaged and properly skilledemployees who feel connected to their work, continually seek to becutting-edge, and have the tools that enable them to react with agility.The link between an empowered, innovative workforce and businesssustainability has never been more critical. However, as businessleaders concentrate more on productivity and customer experiencein order to navigate the changing business landscape, the shift isproducing a gap — a disconnect between leadership’s perception andemployees’ reality.It is this disconnect that threatens to undermine the very progresswe need to make and is the subject of our third annualState ofPerformance Enablementreport. Our findings reveal significantdiscrepancies affecting retention, productivity, and the ability oforganizations to achieve their strategic goals. The pressing need is tobridge these divides with solutions that enhance communication, clarity,purpose, efficiency, and skill development.This report aims to be your guide in addressing these challenges andenhancing work for your entire organization. I look forward to engagingin a rich conversation about how we make that happen.Doug Dennerline | CEO, BetterworksNow is the moment for HR and organizationalleadersto align with the experiences of their teams.In this era of rapid transformation, alignment iscrucial.Time is short. Letter Fromthe CEOBack:Table of Contents In this year’sState of Performance Enablementreport, we saw aconcerning pattern of fissures and disconnects across performancemanagement access. The gaps occur in three key ways:Whether or not employees have access to table-stakesperformance enablement, such as manager 1:1s andpeer feedback.We saw that a shocking 2 in 5 employees still aren’t getting allof the basic performance management fundamentals that boostengagement, productivity, and belonging — and many more aremaking do with manual workarounds for manager conversations,peer feedback, goals, and career/skills development.The story that emerges from this year’sState ofPerformance Managementdata is one of troublingdisconnects and promising bridges. Gaps exist in theexperiences of different groups when it comes toaccessing performance support. These are alreadyimpacting employees and managers — creating cracksin outcomes. Leaders who think the system is workingwell enough to support productivity goals may besurprised to learn just how risky — and pervasive —these gaps really are. But there is a way across.In a time of head-spinning workplace change, how we supportemployee performance through goal alignment, coaching and feedback,and skill and career development is evolving quickly. Changing normsaround where and how we work, and the blazingly fast acceleration ofautomation and AI, have irrevocably shifted the ground under workforcemanagement. Both optimism and anxiety are high.However, one of the challenges in any great leap forward is the risk ofoverlooking the gaps we are bounding past. In this case, being blindto the different experiences in performance support that exist acrossorgani