How to get internal buy-in from stakeholders during the implementation of a PMS
Maximizing Employee Performance: Rewards, Upskilling, and Technology Adoption
With more than two decades of experience in performance management and leading teams, Chadia Abou Ghazale shares valuable perspectives on the most effective bonus structures and the importance of collaboration in driving organizational success. Discover how aligning rewards with performance, communicating transparently, and fostering positive team dynamics can elevate employee engagement and lead organizations toward their desired outcomes.
With your background in developing rewards plans and leading teams, what type of rewards or bonus structures seem to work best in your experience?
Throughout my career, I found it amazing how reward plans can be harnessed to inspire and motivate employees while aligning them with an organization’s objectives. Specifically, I want to emphasize the impact of monetary rewards, which can be a powerful catalyst for enthusiasm among the workforce and a driving force behind achieving the desired collective goals. I’ve come across various approaches that have proven effective: sales commissions, merit-based pay increases, spot bonuses, and recognition programs.
How do we create an efficient bonus system? Should bonuses be tied to performance?
In my view, constructing an efficient bonus system is a multifaceted commitment that places strong emphasis on aligning bonuses with performance while also recognizing and rewarding exceptional competencies and commendable behaviors among employees. It begins by establishing demanding yet achievable performance standards and measurable metrics closely tied to the organization’s core objectives. This holistic approach not only motivates employees to excel but also fosters collaboration and ethical conduct.
How does collaboration impact employee performance within your organization? Looking ahead, how do you anticipate today’s collaborative dynamics evolving in the future?
Personally, I believe it’s important to highlight the significance of positive team dynamics in boosting team performance. When team dynamics are favorable, it fosters seamless collaboration, transparent and effective communication, goal setting, and innovation, ultimately resulting in improved customer satisfaction and increased revenue for organizations.
Read More >> Humane Technology: The Future of Employee Performance Management
Trends
Per the World Economic Forum’s “Future of Jobs Report 2023”, Large Language Models (LLMs) can already automate about 15% of employees’ tasks, and this might rise to 50% with improved applications. How will these advancements not only affect tasks but also reshape the broader dynamics of employee performance?
In my analysis, the impact of these advancements extends well beyond mere task automation; they have the potential to revolutionize employee performance and job dynamics. A key benefit is the liberation of employees from repetitive tasks as LLMs can take on these routines, allowing employees more time and cognitive capacity for creative and strategic aspects of their roles. This shift can enhance job satisfaction, motivation, and overall productivity.
What role do organizations play in upskilling and reskilling employees in competencies of the future? What does your organization do in this area at the moment?
Organizations play a crucial role in preparing employees for the future by enhancing their skills. Companies that recognize the value of their workforce and understand the importance of equipping them with the necessary competencies for an ever-changing professional landscape actively support their employees in upskilling. Upskilling involves expanding and deepening their existing skill sets, which is especially beneficial for their current career paths. A performance assessment approach that evaluates the specific skills and competencies essential for each role is also imperative.
Are there any emerging technologies that will significantly influence how organizations manage employee performance in the near future?
An example would be artificial intelligence (AI), which offers real-time feedback and personalized coaching, replacing traditional annual performance reviews with continuous communication and goal setting. Wearable devices, such as smartwatches, monitor employee health and stress levels, promoting well-being and improved performance.
Moreover, virtual reality (VR) and augmented reality (AR) enable employees to practice skills in virtual environments, boosting confidence for real-world tasks. Blockchain technology also ensures the security and immutability of employee credentials, like certifications, enhancing data accuracy.
Lastly, predictive analytics is another valuable tool that helps companies understand what might happen in the future based on what has happened in the past. This allows them to make informed decisions about managing their employees more effectively.
A recent study conducted by Stanford University highlights a disparity in perception, with employees often perceiving higher productivity when working from home, while managers tend to perceive lower productivity levels. Could you provide further insight into the influence of remote work on employee productivity and discuss the differences in these viewpoints?
This study underscores the complicated nature of productivity in remote work settings, revealing diverse employee perspectives. Nevertheless, research, as part of the Stanford analysis, indicates a concrete drop in remote work productivity (estimated at 10% to 20%) attributed to communication challenges, reduced creativity from multitasking, and limited learning opportunities. Discipline and self-control issues also contribute, with remote employees engaging in non-work activities and shorter work hours. Addressing these challenges requires heightened awareness, enhanced remote work policies, skill development, and the adoption of productivity tools.
With the rise of the gig economy and freelancing, how are traditional performance evaluation models evolving to accommodate the unique dynamics of temporary and contract workers?
In the gig economy and freelancing field, performance assessment has transformed significantly. As I perceive it, rather than relying solely on hours worked, our focus now should be centered on evaluating work quality and alignment with project objectives. Continuous feedback—provided more frequently than traditional annual reviews—allows gig workers to make real-time improvements.
Recognizing and rewarding exceptional work goes beyond monetary bonuses to include expressions of appreciation and skill development support. On the other hand, ensuring compliance with regulations and clear worker classification is crucial. Equally vital is setting clear performance expectations.
Practices
How is employee performance defined and evaluated in your organization?
In my opinion, defining and evaluating employee performance in an organization should be a structured process that involves several key elements. First and foremost, performance is defined by setting clear expectations and goals for each employee’s role. These goals should be specific, measurable, achievable, relevant, and time-bound (SMART).
Continuous feedback is also crucial in this process. Managers regularly communicate with employees to provide guidance and assess progress. Meanwhile, periodic performance evaluations are conducted, typically annually or semi-annually, where managers formally review an employee’s achievements, contributions, and overall performance.
How can organizations move from the traditional approach of annual performance appraisals to self-regulated teams and a strong feedback culture?
Shifting from traditional yearly performance evaluations to a culture centered on self-regulation and continuous feedback involves several crucial steps. First, it’s imperative to establish clear and understandable goals and expectations for everyone in the organization. This lays the foundation for a shared understanding of objectives.
Second, managers must be trained to become effective leaders. They need the skills to provide constructive feedback and guidance regularly. Next, it’s essential to implement a structured approach. Digital tools can facilitate organized feedback processes, ensuring that evaluations are consistent and unbiased. Also, encouraging peer-to-peer feedback contributes to a more equitable culture.
Read More >> SWOT Unleashed: How to Master Strategic Excellence
What can organizations do to engage employees more actively in the individual performance management process, so that it is no longer regarded as solely an HR process?
Cultivating a culture of ownership is the foundation of encouraging employees to participate in goal setting and progress tracking. Effective communication and ongoing feedback to foster collaboration and support between managers and employees are also important. Most importantly, empowering employees through training and development opportunities further engages them in enhancing their skills and knowledge.
How does your organization ensure alignment between employees’ objectives and corporate strategy?
In my experience, alignment commences with clear and thorough communication of the organization’s strategic goals, ensuring that all team members grasp the overarching mission and vision. These strategic objectives are then cascaded into departmental and individual team objectives, creating a seamless connection across all organizational levels. Individual goal setting, regular one-on-one check-ins, and defining key performance indicators (KPIs) and metrics that align with individual and corporate goals ensure transparent and measurable outcomes.
What are the critical success factors for a modern employee performance management system (PMS)?
A successful modern employee PMS relies on several key factors. First, clear goal alignment is essential, ensuring that employees’ objectives are closely tied to the organization’s overall strategy, providing purpose and direction.
Second, continuous feedback through regular communication sessions with managers is crucial for growth and adaptability. Third, leveraging data insights helps organizations understand performance better and make data-driven decisions. Other important factors for a successful modern PMS are employee development opportunities, manager training, and continuous optimization of the performance management process.
**********
Editor’s Note: This article was originally published in Performance Magazine Issue No. 28, 2025 – Employee Performance Edition.
About the Expert: Chadia Abou Ghazale is a seasoned banking professional with 24 years of experience who excels in budgeting, sales performance management, data analysis, and resource planning. Beyond banking, she is a dedicated reader of self-development topics and a passionate networker.
Insights and Initiatives: Navigating Employee Performance in the Evolving Dutch Government
Image Source: Freepik
Governments worldwide are undergoing significant transformations, notably through the strategic utilization of information technologies to drive innovation. Throughout these transformations, the performance of government employees is crucial, as they serve as both the implementers who deliver e-services from the government to the citizens and the users who utilize e-services to facilitate their daily work.
The Dutch government has embarked on a journey to redefine its strategic human resources policy after identifying several focal points that are crucial to its transformative journey.
Challenges
One of the major challenges that the Dutch government is confronting is the aging workforce within its public sector. The ratio of staff who are between the ages of 25 and 49 compared to those aged 50 or above is lower than the European Union (EU) average (see Figure 1). The aging of the population could lead to rising absenteeism and reduced mobility among many older employees, potentially leading to lower performance levels. Studies argue that older workers who embody negative age-related stereotypes may require a more supportive environment for them to develop their capabilities.
While the administrative sector is a popular industry among young people in the Netherlands, the increasing turnover could threaten the delivery of services. In 2022, a 20% increase in turnover was recorded compared to 2020.
According to the European Commission, the share of public administration employees with higher education in the Netherlands was registered at 59.3% in 2022, slightly above the EU average of 52%. Additionally, the participation rate of public administration employees in adult learning is among the highest in the EU, with 33.7% registered in 2022, compared to the European average of 16.9%.
Figure 1. Netherlands public administration indicators | Source: European Commission, 2023
Read More >> Strategic Foresight and Planning: What’s Behind Singapore’s Adaptive Model?
Another important challenge faced by the Dutch government is the deregulation of the Dutch employment market, leading to a rise in temporary contracts and self-employment. While this offers flexibility, it also risks reduced performance, limited commitment, and fewer development opportunities for workers. Internal mobility within the government remains low, posing difficulties in addressing changing skill demands effectively.
Also, traditional career trajectories—i.e., progressing from learning to working, managing, and retiring—are evolving. In the future labor market, individuals will fluidly shift between working, learning, developing, and resting, or even do more than one of these simultaneously.
Putting People First
In line with these challenges and to enhance employee performance, the Dutch government is implementing the Strategic Government Human Resources Policy 2025, which emphasizes the following focal points:
- Permanent profiling and positioning
- Creating an inclusive and more diverse organization, especially in the higher grades.
- Put people first.
- Make the organization and its employees agile.
- Continuous development.
- The work experience is paramount.
- Public leadership
This transformation marks a departure from traditional governance models, empowering citizens, fostering collaboration, and emphasizing outcomes over outputs. As leadership evolves towards servant leadership, the focus shifts towards serving the needs of citizens, heralding a new era in governance (see Figure 2).
Figure 2. The future of the Dutch state | Source: Adapted from the Government of the Netherlands
In addition, the Dutch government has made significant progress in digitalization, particularly in the realms of e-government services, digital infrastructure, and innovation, securing the third position in the Government Services Index (GSI) 2023, with a Digitalization score of 88.03.
Technological growth involves adapting to the impact of automation on job roles and skill demands. While it offers efficiency gains, it also necessitates upskilling the workforce and reshaping leadership priorities towards human-centric qualities. Achieving sustainable employability across government sectors requires proactive, long-term human resources planning.
The NL Leert Door initiative is a key educational program launched by the Dutch government to support lifelong learning and workforce development. Recognizing the importance of continuous skill development in a rapidly changing job market, the program offers free training and educational opportunities to help individuals stay relevant in their professional fields or pivot to new careers.
Also, the Make IT Work program, initiated by the Amsterdam University of Applied Sciences, plays an important role in adapting to the evolving job market. This initiative re-skills individuals from non-IT backgrounds, equipping them with the necessary expertise to fill high-demand tech roles, thus directly addressing the IT skills gap and enhancing workforce employability in the digital sector.
Read More >> AI Regulation: Different Regional Approaches and a Glimpse of the Future
In conclusion, the Dutch government’s response to workforce challenges is marked by strategic foresight and adaptability. The GSI 2023 ranking reflects a commitment to digital innovation, while the Strategic Government Human Resources Policy 2025 demonstrates a proactive approach to address an aging workforce and changing career dynamics.
By also integrating diversity and continuous learning into its approach, the Dutch government is poised to navigate the ever-changing landscape of public sector employment, ensuring a resilient and high-performing workforce well-equipped for the challenges of the future.
**********
Editor’s Note: This article was originally published in Performance Magazine Issue No. 30, 2024 – Government Edition.
How Sharpening Standards Set the Game-Winning Plan for Employee Management
In the game of basketball, a well-defined playbook sets the foundation for a winning team. The same principle applies to nurturing a workplace culture. Without a strong framework, workplace culture can feel like a chaotic, uncoordinated game. According to Eric Lynn, Senior Learning Manager at Microsoft, establishing clear standards creates an environment where employees understand expectations, perform at their best, and contribute to a culture of excellence. He is also a professional coach at Microsoft’s Customer and Partner Solutions (MCAPS) organization, where his role is integral to supporting the company’s Growth Mindset Culture.
Eric’s background in sports administration instilled in him a deep understanding of teamwork, strategy, and leadership, which he further refined through a Master of Science in Organizational Management and Leadership. With over 17 years of experience in learning and development, he shares in this interview a unique perspective on how training programs, strong leadership, and a results-driven approach can drive long-term business success.
From your own professional experience, what key elements are indispensable in cultivating a performance-oriented culture, and how have they influenced your work?
I think in a performance-based culture, it is imperative to have transparency and clear standards. If you can understand what the guidelines are and how to achieve them, the more consistent and impactful the team’s performance will be.
Strategic priorities today are being shaped by trends such as the rise of artificial intelligence (AI), reskilling efforts, and economic pressures, as highlighted in the World Economic Forum’s Future of Jobs 2025 report. In light of these trends, should we anticipate shifts in organizational culture? And if so, what might those changes look like?
Yes, and I believe we will be moving to a more team-oriented performance culture. Two reasons why a strong team culture is important in today’s workforce are that it helps improve our use of new technologies and enables us to work together to handle pressures, both economic and industry-based. While we tend to focus on individual performance, the leader of a work group or a senior-level employee will also be held accountable if they don’t have clear standards. When the rules are inconsistent, employees will be unable to make the impact needed to overcome the potential cuts brought about by the cultural shift.
In light of ongoing workplace shifts, which cultural trends do you think are having the greatest impact on increasing work productivity and individual performance?
The use of AI as a true partner for an individual will be a big transition for productivity and performance. I see that being able to work alongside this technology opens up and improves productivity. From a performance standard, it really allows individuals to focus on more important and pressing work.
In today’s agile work environment, sustainability continues to be a key strategic consideration. In your view, how can organizations truly embed sustainability values in their culture, beyond just meeting regulatory compliance?
I feel that diversity plays a significant role in how company members see and support each other. The more they embrace different perspectives and collaborate effectively, the stronger their ability to work together toward shared goals. In our organization, we avoid unnecessary travel and wasted time associated with in-person training events. Travel for a global workforce can not only create financial instability but also increase emissions and generate additional waste, such as food waste. It is important to balance return on investment with time spent to ensure we are acting as responsible global and financial stewards of the business.
As organizations adapt to these cultural and strategic changes, what key actions can leaders take to make sure performance isn’t just maintained but enhanced?
Leaders need to be very clear on what the standards are for the team and organization. While there shouldn’t be a big departure between these, it is so important in a world riddled with changes that there is always a foundation on what the goal is for the team and organization. Leaders also need to foster a mindset wherein everyone counts; if a member of the team is struggling, we need to think about why and what can be done to help. It may be solved through training or having a conversation at the individual level, but I feel more and more that we need to have honest conversations around role changes and work scope.
A major factor influencing workplace culture and performance is work structure. How do you see changes such as the back-to-office push influencing employee motivation and effectiveness? In your opinion, is a remote or office-based approach better?
I find that if standards are clear and individuals are given autonomy, their workplace won’t matter— they will strive for success and contribute regardless. However, I do feel that a lack of trust can be a significant factor affecting employees. Personally, I find a hybrid situation impactful and beneficial in managing expectations and more.
Given these structural and cultural shifts, what methods have you observed that organizations use to assess employee performance nowadays, and do these methods really help people achieve better results?
Organizations with a true team culture deliver the best team performance. When a company has subjective standards, it can be hard to take things seriously. Overall, I feel that the technology industry is taking a strong approach to accountability. I do like this approach, but in order for it to truly be effective and impactful, leaders must have a strong team culture with clear standards.
How can organizations make a smooth transition from the traditional rating and ranking evaluation system to agile employee performance management?
Having clear standards and providing solid coaching can uphold teams and employees. It is important that leaders remain curious and always review the process and the structure before jumping to the individual. I think organizations that do that and help those around them and see how they contribute can create a good environment centered around healthy performance management.
Looking at what works in practice, what is one tool, method, or approach that has proven most effective in your organization for driving employee performance?
The principles around curiosity and coaching have been good at helping to remove judgment and inspection. One example involved a manager who had an opportunity to improve performance. Rather than inspecting or placing blame on the organization, we focused on key learnings that could guide future improvements and help carry the work forward. This approach demonstrates a vested interest in continuous improvement and in building examples of how this can work in the future.
Asking thoughtful questions such as “What about…?” or “That’s a great idea—have we considered…?” helps to better understand the mindset behind decisions and fosters a more constructive approach to problem-solving.
While performance incentives like targets and bonus systems are designed to drive results, they can sometimes lead to undesirable attitudes and consequences. How can organizations avoid the negative impacts of target setting at the employee level?
It has to come down to a strong correlation beyond the reward. Employees need to understand that it is about leaving an impact that helps improve a group versus not. While employees can receive a bonus for their performance, it really comes down to how the organization and the company feel.
Over the years, what’s been the most surprising or counterintuitive lesson you’ve learned about organizational culture, and how has it shaped your approach to leadership?
I have learned the importance of transparency, which means having clear standards of what excellence looks like in top performance. I have seen this effectively used by senior leaders by being very clear on expectations, allowing their teams to align with those standards. For example, this includes guidance on how to influence for impact, the key competencies required at each level, and the structural framework needed to make it work. I think of it like a motion offense in basketball—the more structure you give your players, the more ability and autonomy you give them to make the decisions.
**********
Editor’s Note: This article was originally published in Performance Magazine Issue No. 32, 2025 – Employee Performance Edition.
