When launching a performance program, it is important to begin by setting the right goals and communicating results. But once the program is up and running, organizations should ask themselves: are the waves of performance data washing onto the frontline driving the right actions?
Our research suggests there’s plenty of room for improvement. Of the more than 160 organizations that responded to our benchmark survey, 40% stated that their individual employees are NOT using their performance data to improve.
This is the danger of having multiple sources of truth. As we discovered, the average organization shares performance results via four different channels. This leaves employees questioning: “to which channel am I accountable?” The lack of a single source for all employee performance data allows laggards to avoid action.
Our study also looked at how supervisors are using performance data. Here, 78% of respondents agreed or strongly agreed that supervisors are using the data to prioritize people and topics for coaching. However, 44% disagreed or strongly disagreed that supervisors spend enough time coaching.
Reading between the lines, it appears that supervisors are investing a lot of time crunching numbers and rationalizing different data sources—cutting into the time they should instead be spending coaching their people.
Again, organizations that want to align their people around a common definition of performance need a single source of truth. That also puts them in a position to assign clear accountability and drive everyday action.
Companies have come a long way in performance management, but where are they headed next? Our survey uncovered huge gaps in collaboration and gamification processes. You can hold us accountable for covering these topics in our upcoming posts.