The document discusses the need to change performance management practices to better support the changing workforce. It identifies 10 focus areas for driving better business performance through performance management, including shifting from annual reviews to ongoing coaching, reducing administrative tasks to allow more time for coaching, moving from past-focused assessments to future development, and including collaborative performance in assessments. The document is based on a survey that found most leaders and employees believe current performance management practices are not effective and need further changes to improve performance and support the future workforce.

1. Is Performance
Management Performing?
10 Focus Areas to Drive
Better Business Performance

2. 2
94% of leaders surveyed believe that
performance management improves
business performance
Performance management
is important:
Copyright © 2016 Accenture All rights reserved.

3. 3
Both work and the workforce are changing.
79% of organizations have made changes to their
performance management practices in the past five years.
But more needs to be done to effectively support the
workforce of the future.
89% of employees believe their performance would
significantly improve if performance management were
changed further.
Why change it?
Copyright © 2016 Accenture All rights reserved.

4. 4
Focus Area #1
Ongoing Annual
Copyright © 2016 Accenture All rights reserved. 4
57% of respondents see annual performance reviews
as a waste of time, and want real-time coaching
and development.
Shift from annual feedback
to ongoing coaching and development

5. 5
Focus Area #2
Motivating Discouraging
Copyright © 2016 Accenture All rights reserved. 5
46% of employees say feedback provided in a
discouraging way is one of their biggest sources
of discontent.
Help leaders have useful and
constructive conversations

6. 6
Focus Area #3
Straightforward Complex
Copyright © 2016 Accenture All rights reserved. 6
Leaders spend 42% of their time on formal
documentation, and only 58% on employee
conversations and coaching.
Reduce “administrivia” to free up time
for real coaching and development

7. 7
Focus Area #4
Future Past
Copyright © 2016 Accenture All rights reserved. 7
65% of respondents say their organization has not yet
moved from a focus on past assessment to future
development.
Move the focus from performance
review to performance development

8. 8
Focus Area #5
Personalized Standardized
Copyright © 2016 Accenture All rights reserved. 8
77% of respondents say performance management
should be personalized to meet the needs of the
workforce of the future.
Move from “one-size-fits all”
to a personalized approach

9. 9
Focus Area #6
Transparent Obscure
Copyright © 2016 Accenture All rights reserved. 9
74% of respondents say making performance
management transparent is required in an era
of open information sharing.
Embrace transparency and open
information sharing

10. 10
Focus Area #7
People Driven Enterprise Driven
Copyright © 2016 Accenture All rights reserved. 10
48% of leaders say performance ratings
make it easy for supervisors to allocate
rewards without carefully evaluating
performance.
Move people decisions closer
to the people vs. relying solely on
enterprise-driven ratings and rankings

11. 11
Focus Area #8
Collaborative Individual
Copyright © 2016 Accenture All rights reserved. 11
Just 38% of employees say their organization
includes an evaluation of collaborative or
team contribution as part of performance management.
Include collaborative performance as
part of performance assessment

12. 12
Focus Area #9
Multiple Sources One Source
Copyright © 2016 Accenture All rights reserved. 12
63% of respondents say relying on one supervisor’s
employee evaluation is not an accurate way
to assess someone.
Involve peers and project leaders in
performance management

13. 13
Focus Area #10
Whole Sum of Parts
Copyright © 2016 Accenture All rights reserved. 13
Clearly define what high performance means in the
context of the workforce of the future
Maintain a vision for performance
management that is in line with the
mission of the organization

14. 14Copyright © 2016 Accenture All rights reserved.
For more information visit:
www.accenture.com/
IsPerformanceManagementPerforming
Methodology: In December 2015 and January 2016 the Accenture
Survey Research team interviewed 1,050 leaders and 1,050
employees from 12 industries, in 11 countries covering: Asia-Pacific,
Europe, Latin America, and North America. The aim was to
understand how performance management practices need to be
refined and updated to better support next-generation work practices,
as organizations transform into digital, collaborative, networked
businesses that need to attract and retain a new generation of
workers. For the purposes of this news release and survey, the term
leaders is defined as respondents in a variety of roles at all levels
with supervisory experience over teams and/or groups.

15. 15
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