In the past, employee performance management was top-down and one-sided. Nowadays, the paradigm has shifted, giving employees more control over their performance and fostering a culture of collaboration, accountability, and continuous improvement. Dr. Malika Viltz-Emerson, a Senior Global Human Resource Leader, has experienced this firsthand. In this interview, she explores the numerous benefits of involving employees in managing and improving their performance. Let’s delve into the strategies, tools, and best practices that can help organizations shift from traditional performance management approaches to more inclusive, employee-centric models.
Given today’s data-driven business landscape, how should organizations leverage digital tools and data analytics to shape their employee performance management practices, particularly in terms of providing real-time feedback and insights?
The current approach prioritizes collaboration, overall contributions, impact, and outcomes—all of which can be effectively managed and found within a single tool. It is an agile employee growth approach facilitated by continuous feedback and communication tools. There are four common pillars that guide impact identification in specific areas through open manager-employee dialogue, resembling a self-assessment. These are:
Operational excellence – Enhancing service quality and delivery, fostering innovation, and driving organizational growth while seeking opportunities to become a global strategic advantage
Culture journey – Finding deep meaning in working together, ensuring growth, diversity, and inclusiveness; working with values such as integrity, respect, and accountability
Growth and collaboration – Contributing to the growth of others while leveraging and expanding upon their work and ideas
Individual key accomplishments – The impact that a person has on a project, customer, team, product, or anything that delivers business results
But the major shift is towards data analytics and dashboards for team and company performance, rather than individual assessment.
Could you describe and share some key performance indicators (KPIs) that you’ve utilized to evaluate the performance of your organization’s employees?
The KPIs we use vary depending on organizational priorities, job roles, and specific departmental or organizational goals. There is a set of standard KPIs that focus on culture as a journey, and these include teamwork results, helping others grow, prioritizing the company goals’ impact, and diversity, equity, and inclusion (DEI).
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?
These advancements vary across industries. But for most companies, they will allow employees to become more strategic, transform productivity, and reduce the time spent on repeatable manual tasks—ultimately paving the way for getting work done. Although I have some reservations regarding some companies’ usage of LLMs because we know co-pilots grow to become pilots, these reservations ensure we slow down, conduct proper due diligence, and have the right governance in place. The advancements open doors for many people to upskill, allowing people with either no or low coding experience to develop and discover alternative ways to solve problems. It also enhances key soft skills that require human judgment and emotional intelligence.
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?
Providing opportunities for all employees to upskill and reskill should be embedded in an organization’s priorities and goals. Investing in a continuous learning program will help employees adapt to job changes. This program starts with two core competencies: digital acumen and business acumen. The importance of their employees’ data literacy or digital acumen level should be apparent to organizations. Employees need to enhance their familiarity with artificial intelligence (AI) tools to remain competitive. This does not mean they need to learn to be programmers, but as previously discussed, no-code or low-code programming is vital to stay competitive in the future job market.
Adoption is of the utmost importance, making sure that our full-time employees recognize the significance of their contributions and gain a broader understanding of the bigger picture. Embracing the transformations and designing a roadmap that closes the skills gap at every level of our workforce is essential.
Are there any emerging technologies that will significantly influence how organizations manage employee performance in the near future?
Embedding responsible AI is the imminent solution. Let’s face it, that is what we consider emerging technologies nowadays. Moreover, the technology involving data aggregation—i.e., limiting systems to pull data from one data source—should be part of every organization’s near-future plans.
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?
Having organizations foster all three setups—i.e., remote, on-site, and hybrid—as options is critical to employee experience. However, I believe that if a company promotes a remote work setup, then there should be a quarterly or annual gathering to bring the teams together. I also acknowledge the drawbacks of going fully remote, such as underutilized facilities and the impact on support staff like food vendors, custodians, and security personnel. I will conclude that there is no right or wrong answer to this problem. It should be considered a new way of working and requires future-forward ways of thinking, the same as we do with emerging technologies.
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?
From a performance evaluation dynamic and based on my experience, it is based on a scorecard whose criteria are based on the KPIs that the organization sets. While we use a significant amount of temporary and contract workers, we are only evaluating their performance based on the specific task or project they were contracted to support.
How is employee performance defined and evaluated in your organization? Can you discuss your organization’s performance criteria, rating levels, and frequency of performance reviews?
For us, it is not overly complicated. It is simplified by having the employees drive most of the process. It is about having rich conversations that optimize impact and get employees to do their best work. The frequency can be two to four times per year and is set by individual senior leaders. But there are at least two tracked conversations, not reviews. The employee outlines these conversations and focuses on areas like the growth of others, building on ideas, and contributions to the team, business, or customer.
How can organizations move from the traditional approach of annual performance appraisals to self-regulated teams and a strong feedback culture?
Stop thinking traditionally. Instead, bring in the right talent to help you foster a forward-thinking and growth mindset. Employees are not fans of performance reviews or 360-degree feedback, which breaks from the norm. Make it a conversation, a way to connect with the employees and teams. A standard set of core priorities puts the employee in the driver’s seat. Identify barriers to support the employee and have them do the same, enabling them to reflect and understand the impact of the work. Performance tools are for tracking the conversations, reviewing the total rewards outcomes and snapshots, and soliciting peer impact.
What can organizations do to engage more actively the employees in the individual performance management process, so that it is no longer regarded as solely an HR process?
To accomplish this, establish a culture that puts the employee in the driver’s seat, gives them accountability, and guides them to take ownership, including self-assessment, peer input, and aligning rewards with outcomes. Ensure regular manager check-ins and early sharing of insights. There should be no surprises for employees when discussing their performance.
Performance is also linked to learning, so having learning paths identified for both the employees and managers early in the process is crucial. The learning for employees would be tied to their core competencies and additional skills, and for the manager, on how to be a coach in the performance process.
How does your organization ensure alignment between employees’ objectives and corporate strategy?
We create deliberate listening mechanisms through which we better understand the needs and do some breakthrough thinking together.
What factors are critical to the success of a modern employee performance management system?
A modern system would be something that helps promote the company culture, continuous improvement, employee well-being, and ongoing development. But that’s more about the processes around the system. The tool itself would enable communication, tracking of capabilities, and identifying core competencies, opportunities, learning, and feedback. It should also give the employee a voice and put them in the driver’s seat. I did not speak about compliance, data privacy, and security—to me, those are obvious in any system, especially performance.
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Editor’s Note: This article was originally published in Performance Magazine Issue No. 28, 2024 – Employee Performance Edition.
Erratum: The previous version of this article mentioned “365-degree feedback”. It has since been corrected to “360-degree feedback”.
About the Practitioner:Dr. Malika Viltz-Emerson has over 20 years of experience in human capital management. Her mission is to identify and address the real-world challenges and opportunities for employees and the company, and design and implement optimal solutions that leverage the latest tools, technologies, and processes.
Effective employee performance management is about guiding future growth and aligning individual contributions with the company’s strategic vision. Clear and well-defined objectives are a fundamental aspect of this process. They provide essential clarity and focus, drive accountability, and boost motivation. Furthermore, they enable optimal resource allocation, align individual efforts with business goals, and facilitate meaningful professional development.
From Objectives to Outcomes: The Role of KPIs
Building on the importance of clear objectives, key performance indicators (KPIs) are measurable metrics used to evaluate the progress of a project or initiative toward those defined objectives. For KPIs to be effective, they must be quantifiable, directly relevant to organizational goals, and provide actionable insights to guide decision-making. Essentially, KPIs allow us to measure the success of our objectives and ensure we are on track to achieve our goals.
KPIs can be grouped into several categories based on their purpose and measurement approach:
Internal indicators focus on operational performance (e.g., # Hours absent per employee).
These categories help organizations select the right KPIs for different business needs and ensure a comprehensive view of performance.
Creating Effective KPIs for Performance Improvement
While the categorization of KPIs provides a framework for selection, effective KPIs are not simply chosen at random; they must be strategically aligned, measurable, and actionable. The following steps ensure the KPIs you choose drive meaningful performance:
Align with Strategic Goals: KPIs should directly support organizational objectives, whether financial, operational, or customer-focused. For example, if expanding market share is a priority, track metrics like % Customer acquisition, % Sales growth, or % Sales growth by market segment.
Apply the SMART Framework:
Specific: Clearly defined.
Measurable: Quantifiable with reliable data sources.
Attainable: Ambitious yet realistic.
Relevant: Tied to critical business outcomes.
Time-Bound: Include deadlines for accountability.
Prioritize Quality Over Quantity: Limit KPIs to 2–3 per goal to maintain focus. Balance leading indicators (predictive metrics like employee engagement) and lagging indicators (outcome metrics like $ Revenue per client (RevPEC).
Clarify Ownership and Methodology: Define how each KPI is calculated, its data sources, and targets. Assign ownership to teams or individuals to ensure accountability.
Review and Adapt: Regularly assess KPI relevance amid changing business conditions. Use feedback loops and analytics tools (e.g., Power BI) to refine metrics and drive continuous improvement.
KPIs in Action: Industry-Specific Examples
Specific and detailed KPIs should be used for each industry to provide a more holistic perspective on employee performance management. To illustrate how these KPIs are applied in practice, let’s take a look at the following examples used across various industries:
Marketing: Track campaign performance through click-through rates (CTR), conversion metrics, and return on investment (ROI) to assess an employee’s impact on lead generation (e.g., % Brand awareness).
Sales: Measure individual contributions using new accounts secured, deal closure rates, and average contract value (e.g., $ Sales by department).
Technology: Evaluate project efficiency with budget adherence, task completion rates, and sprint velocity in Agile teams. (e.g., % Application consolidation rate).
Healthcare: Patient satisfaction scores and peer reviews assess care quality and teamwork (e.g.,# Patient Satisfaction Score).
Supply Chain, Procurement & Distribution: Assess operational efficiency through on-time delivery rates, procurement accuracy, and cost optimization (e.g., % Purchases on time and within budget).
Human Resources: Employee engagement scores and training feedback measure workplace culture and development success (e.g., # Performance appraisal rating)
Customer Service: Monitor interactions per employee, resolution times, and customer retention metrics (e.g., % Key customer satisfaction)
Tools for Tracking KPIs
After establishing effective KPIs, the next step is to select the appropriate tools for tracking them. The most effective solutions fall into several key categories:
Dashboard and visualization tools like Microsoft Power BI and Tableau can transform raw data into actionable insights through interactive reports and real-time analytics.
For strategic performance management, dedicated OKR platforms and balanced scorecard (BSC) systems help align departmental KPIs with overarching business objectives. HR information systems similarly bridge employee performance metrics with organizational goals.
Operational KPI tracking often relies on project management solutions, such as Asana, Jira, or Monday.com.
For organizations seeking simpler solutions, spreadsheet-based tools (Excel, Google Sheets, Smartsheet) offer flexible yet more involved approaches to KPI monitoring.
Connecting Individual Goals, KPIs, and Company Targets
It is important to emphasize that the examples above illustrate how KPIs can be tailored to various roles and industries. However, their true power lies in their ability to connect individual employee goals with broader company targets. This alignment ensures that each employee’s efforts directly contribute to the organization’s strategic objectives.
For instance, if a company aims to increase its market share, this high-level goal might translate to a sales department’s objective to acquire a certain number of new customers. Individual sales representatives would then have KPIs such as # New accounts secured per month and % Deal closure rate, which directly contribute to the departmental and company-wide goals.
This connection between individual, departmental, and organizational goals ensures that employees understand the importance of their work and are motivated to achieve their targets. It also enables managers to track performance effectively, identify areas for improvement, and provide targeted feedback and development opportunities.
The Impact of KPIs on Employee Performance Management
Extensive research demonstrates the significant role of KPIs in enhancing employee and organizational performance. A study published in the International Journal of Economics and Management Studies confirms that KPIs have a strong positive impact on employee performance management. Similarly, research featured in Emerald Insight highlights the dual benefits of KPIs, showing they both drive workplace performance and establish measurable benchmarks for objective employee evaluation.
Another study reinforces these findings, demonstrating that well-designed KPIs optimize productivity by clarifying expectations through defined goals, motivating employees with tangible targets, and enabling data-driven progress tracking. They also strengthen accountability across teams, support fair performance evaluations, and drive continuous improvement initiatives.
Collectively, these research studies underscore KPIs as powerful tools for employee performance management.
Remote work and the implications of continuing the process, including its potential impact on employee performance, are widely discussed. However, there is no right answer, and it is not one-size-fits-all.
The future of work includes flexibility, employee experience, agility, and the responsible use of artificial intelligence (AI)—these significant shifts impact where and how employees work. With an increase in remote work options, we have seen positive trends in work-life balance, employee empowerment, inclusivity, and an increase in diverse talent. These factors are also known to increase employee productivity and retention. According to BCG, a considerable population of employees are ready to leave their jobs if they find their flexible work arrangements unsatisfactory. Based on their survey, approximately 90% of women, caregivers, individuals identifying as LGBTQ+, and those with disabilities, deem flexible work options as crucial in determining whether they will continue or resign from their current employment.
Remote work productivity is subject to debate due to various factors that must be considered. Some suggest remote work can increase productivity due to a flexible schedule, no commute, and fewer interruptions. While many employees thrive in a remote work environment, some find it challenging due to the discipline it demands.
Remote work was on the rise even before the COVID-19 pandemic. A July 2023 report from Stanford University found that working remotely has doubled every 15 years. Then, when the pandemic occurred, although devastating, it provided a new perspective for those previously constrained, forced to relocate, or live in less favorable locations to work for a specific company and advance their career. Worldwide ERC states that around 56 million Americans moved to new residences between December 2021 to February 2023 due to COVID-19-related shutdowns and the surge in remote work and online education. With such a huge increase in their number over the past few years, this begs the question: do employees working remotely demonstrate productivity?
Taking a deeper look into the study by Standord University, researchers shared that remote work employees’ productivity differs depending on perceptions—the nature of the research and the conditions under which it was conducted. The report revealed that workers believed productivity was higher at home (approximately 7% higher), while managers perceived it lower (around 3.5% lower). Another example, according to a poll by the video presentation applications mmhmm, 43% prefer office work and 42% favor working from home for peak productivity. Moreover, 51% of employees stated that working asynchronously or having the flexibility to set their schedules contributed positively to their productivity. Perceptions aside, the Stanford analysis found a 10% to 20% reduction in productivity across various studies.
The bottom line is today’s company culture is crucial. Ensuring work-life balance and putting the employees in the driver’s seat are the best ways to retain and increase productivity because they will feel valued and empowered. In a 2022 Microsoft employee engagement survey, 92% of employees say they believe the company values flexibility and allows them to work in a way that works best for them. An even higher percentage (93%) are confident in their ability to work together as a team, regardless of location. People have different preferences—some individuals opt for a hybrid approach, while others choose either remote or in-person work exclusively.
Regardless of the work setup, company leaders and human resources (HR) or human capital management (HRM) executives should ensure that they can still make a lasting impact on employee performance. One measure involves establishing key performance indicators (KPIs) that assess innovation, program, project, and product success—the output, not the physical location. Another crucial step is developing a strategy that includes all future work options, such as in-person, hybrid, and remote choices. Employees tend to be more productive if there is a level of empowerment that allows them to decide where to do their best work.
Planning in person events makes a difference. Leaders who bring new hires and internal transfers, new to the team, on-site for several days should see an uptick in productivity post-gathering. In-person team or company-wide gatherings 1-4 times per year provide employees an opportunity to reset and socialize. Moreover, managers should bring teams together for major program and project kick-offs. When onsite in person, people being present makes a difference. Discourage using Teams or Zoom when employees are in the general vicinity. I have seen companies spew the importance of in-person just to fly employees into a specific location and have people take meetings from their desks or in a different on-site building-conference room, defeating the purpose of in-person interaction.
Having organizations foster all work options is critical and foregoes having to decide which is best. There is no right or wrong answer to this challenge; it should be considered a new way of working and requires future-forward ways of thinking, just as we do with emerging technologies.
Interested in more articles on productivity improvement? Click here.
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About the Guest Author:
Dr. Malika Viltz-Emerson is a Senior Global Human Resource Leader at Microsoft. She has over 20 years of experience in human capital management. Her mission is to identify and address the real-world challenges and opportunities for employees and the company, and design and implement optimal solutions that leverage the latest tools, technologies, and processes.
Editor’s Note: This article has been updated as of September 18, 2024.
Employee performance management has long been regarded as a key player in the territory of talent development and organizational excellence. However, in our modern world, one characterized by relentless digital transformation, the way we approach employee performance management is undergoing a profound shift. The infusion of technology into this pivotal aspect of human resources has ushered in a new era filled with opportunities and challenges alike. This article aims to examine the future of employee performance management, underscoring the imperative to strike a harmonious balance between technology-driven solutions and a resolute human-centered approach. Over the course of this discussion, we will explore three central themes that encapsulate the evolution of performance management in our digital age.
Technology’s Vital Role in Employee Performance Management
In the current era defined by digitization, technology is a crucial partner in optimizing performance management processes. It is obvious that the arrival of artificial intelligence (AI) has changed the business environment. AI tools offer immediate performance tracking, data analysis, and the ability to provide real-time insights—which were previously not visible. For example, machine learning (ML) procedures can discover complex trends within employee performance data, which supports management to take proactive actions that are designed to improve productivity and enhance job satisfaction. Moreover, cloud-based platforms have made performance evaluations more accessible, facilitating the maintenance of consistent and efficient performance management practices, particularly for geographically spread teams and organizations.
Technology’s role in performance management extends beyond the scope of data sifting. It also encompasses the streamlining of administrative tasks, which fosters transparent communication channels, and the accessibility of performance data. Ultimately, this results in a shift towards more agile and approachable performance management processes. Keeping in mind that technology assists in automating routine tasks, HR professionals will be able to allocate more time and resources towards the all-important human elements of performance management, such as coaching and mentorship. In essence, technology is the engine that drives employee performance management in the digital age, allowing organizations to harness the full spectrum of new opportunities that come with it.
While technology assumes a pivotal role, it is paramount to recognize that it should serve as an enabler and not a replacement for the human element in employee performance management. Employee engagement and motivation remain deeply rooted in personal interactions and the provision of constructive feedback. HR professionals must thus prioritize these core aspects, leveraging technology to facilitate, rather than displace, these crucial facets of the employee performance management process.
In a world increasingly characterized by virtual communication and remote work, the importance of face-to-face interactions cannot be overstated. Employees derive immense value from the opportunity to engage with their managers and colleagues in real-time. Constructive feedback, delivered through personalized conversations, holds the potential to drive substantial performance improvements. A technological revolution should not signify the obsolescence of these personal connections but should instead facilitate their continuation in unique ways.
Mentorship and coaching, too, remain essentially human activities. While AI can provide valuable insights, there is no substitute for the guidance and wisdom that experienced professionals can convey to their peers. Employee performance management should encompass these essential human elements, leveraging technology to create an environment where mentorship and coaching thrive alongside data-driven insights.
Transparency and Fairness Through Data
When leveraging technology, organizations can establish objective performance benchmarks and metrics that reduce the influence of biases in evaluations. These data-driven insights serve as a foundation upon which fair and consistent decisions can be made regarding promotions, compensation, and developmental opportunities.
Moreover, the utilization of technology allows organizations to share performance data with employees, which fosters a culture of transparency, accountability, and self-improvement. Once employees understand the criteria by which they are evaluated and witness the fairness with which these evaluations are conducted, it creates a more productive workplace.
However, organizations should exercise caution when using data, especially where ethical considerations are involved, such as protecting employee privacy and ensuring the responsible handling of sensitive data. Moreover, they must also avoid the pitfalls of algorithmic bias, making it a priority to continue assessing and fine-tuning their algorithms to mitigate unfairness.
The synergy between technology and human expertise will not only drive individual and organizational performance, but also ensure fairness, transparency, and employee satisfaction. By navigating this growing model, organizations that strike the right equilibrium between technology and humanity will not just adapt but thrive in the digital age. The future of employee performance management should be an appropriate balance of technology and humanity—a path that leads to greater prosperity and progress for individuals and organizations alike.
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About the Author
This article is written by Chadia Abou Ghazale, a seasoned banking professional with 24 years of experience and 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. Chadia believes that life’s purpose is the pursuit of knowledge. Her extensive expertise and unwavering enthusiasm are a dynamic combination, driving success in her career and enriching her life’s adventurous journey.
Editor’s Note: This article was originally published on October 23, 2023 and last updated on September 17, 2024.
About the Guest Author:
