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1、A CHRO guide to signaling path,pace and progress3 Cues to Unlock Employees Optimal PerformanceComplex,nontransparent work environments demand a new performance approachToday there are fewer constraints on when,where and how employees work.While this creates great performance opportunities,it also ma
2、kes it more difficult for employees to give their best.Fewer than half of employees today are performing optimally:consistently doing their best work in a way they can sustain in the coming year.Those who are not performing optimally contribute less value to the organization,are less likely to stay
3、and are less likely to promote the organization to others.This puts innovation and the ability to attract and retain top talent at risk.Not Enough Employees Performing Optimally I Can Easily Sustain It24%21%DamagedPerformance41%Optimal PerformanceAt-RiskPerformance 14%Missed PerformanceOpportunityNo
4、YesNoYesI Am Giving My Personal Best%Only 41%of employees are achieving optimal performance.n=2,280 location-agnostic employeesSource:2023 Gartner Achieving High Performance Employee SurveyNote:Questions used include:“I consistently put forth my best effort at work”and“How easy or dificult would it
5、be to sustain your current level of performance over the next year?”2Gartner for HR Leaders Follow Us on LinkedIn Become a Client 3 Cues to Unlock Employees Optimal Performance%Source:2023 Gartner Achieving High Performance and CHRO Priorities Surveyn=139 HR Leaders 29%of HR leaders are confident th
6、at their organizations current processes are effective at helping employees achieve and sustain the best possible performance.3Gartner for HR Leaders Follow Us on LinkedIn Become a Client 3 Cues to Unlock Employees Optimal PerformanceWhile some organizations are putting constraints back on when,wher
7、e and how employees work,most wish to capitalize on unbounded work opportunities.They support employee agency,focusing on empowering employee choice,because they believe employees are best situated to make decisions for their unique circumstances with leaderships support.While thats a step in the ri
8、ght direction,the data shows somethings still missing:providing cues to guide employee agency to achieve top performance.This action plan lays out guidance for HR leaders to adopt a cue-based approach to guide employee performance improvement.Typical HR approach:Support employees agency over their p
9、ath,pace and progressSupport employee agency:Help individuals and teams take ownership over their performance.4Gartner for HR Leaders Follow Us on LinkedIn Become a Client 3 Cues to Unlock Employees Optimal PerformancePath The best way(s)Progress The desired impactPace The right intensityExcessive“W
10、ork to Do Work”FatigueFutilityEnable autonomy:Support employee choice on how to achieve their best outcomes.Inspire performers:Motivate employees with feedback and differentiated rewards for those who go above and beyond.Encourage wellness:Provide well-being offerings and communicate empathetically
11、the importance of wellness.HR Action Unaddressed Burdens on Performance65%of employees experience at least one of three burdens on performance that supporting agency alone fails to address.Source:GartnerDoing significant work outside of formal workload and goals Feeling anxiety and hopelessness abou
12、t if one is performing“enough”Feeling emotionally drained,overworked and out of energy-12%ability to sustain performance-26%ability to sustain performance-6%ability to sustain performance-13%ability to give best work-8%ability to give best work The missing piece:Performance cues Organizations can ad
13、dress the burdens on performance of excessive“work to do work,”fatigue and futility,without bringing back unhelpful constraints by providing performance cues:signals that guide employees choices about their performance.Employees need a cue that shows them if they are on an effective path,if they are
14、 setting a sustainable pace and if they are making the designed progress to achieve their optimal performance.Performance cues guide,but do not reduce,employee agency5Gartner for HR Leaders Follow Us on LinkedIn Become a Client 3 Cues to Unlock Employees Optimal PerformancePath The best way(s)Progre
15、ss The desired impactPace The right intensityCue:Give context for decisions.Cue:Recognize high-performance actions.Cue:Build wellness into work.Organizations that support agency without guiding it can expect to see only 25%of their workforce performing optimally.Guiding agency with performance cues
16、can more than double the percentage of the workforce performing optimally.Guiding agency can significantly reduce the risks to attraction,retention and performance.Source:GartnerHow performance cues unlock optimal performance 9%reduction in excessive“work to do work”44%increase in ease of collaborat
17、ion,innovation and adapting to change 2.4x more employees achieving optimal performance 41%reduction in fatigue 2.8x more employees achieving optimal performance 9%reduction in futility 5.7x more employees achieving optimal performance6Gartner for HR Leaders Follow Us on LinkedIn Become a Client 3 C
18、ues to Unlock Employees Optimal Performance Progress The desired impactProgress cue:Recognize high-performance actions.How do we reduce futility while preserving inspiration to exceed required results?Inspire performers.HR Leaders Question Typical Approach:The Missing Piece:Performance Cues+Path The
19、 best way(s)How do we reduce excessive“work to do work”while preserving autonomy to customize the best way?Enable autonomy.Path cue:Give context for decisions.+Pace The right intensityPace cue:Build wellness into work.How do we reduce fatigue while preserving wellness options to personalize the righ
20、t pace?Encourage wellness.+=Source:GartnerGuide Employee AgencyPath cue:Optimal performance action planGive employees agency to drive teamwork design by facilitating the sharing of key perspectives:7Gartner for HR Leaders Follow Us on LinkedIn Become a Client 3 Cues to Unlock Employees Optimal Perfo
21、rmance Evaluate currently available data on work design challenges.Consider adding items to your existing employee surveys to assess work design effectiveness.Define the scope of challenges to be solved and key work design concepts to share with teams as context for their discussions.Develop discuss
22、ion prompts that teams of any size can use to weigh different stakeholder perspectives and agree on balanced solutions for ways of working.Review team norms to identify gaps in organizational capabilities,and partner with relevant executive team members to implement organizationwide solutions.Lauren
23、tian Bank of Canada HR leaders were in the process of establishing their new culture based on their adopted hybrid work model.They realized that to transform their culture,they needed to empower teams in driving work design solutions that could be supported by organizational resources.They give empl
24、oyees agency to create team norms that support efficient work through a series of bootcamps that facilitate sharing of key perspectives.Co-created work norms inform long-term organizational support,driving efficient,sustainable models of work.The full case study and best practices are available excl
25、usively to Gartner clients.Examples of success:Team-Set Work DesignGuide teams to co-create work designLaurentian Bank of Canadas process for creating and reinforcing sustainable work design across work contexts Source:Adapted from the Laurentian Bank of CanadaLeaders synthesize team norms into impe
26、ratives for organizational capability planning to reinforce co-created norms.Cultural challenges trigger HR to offer teams an optional bootcamp to improve the team-driven employee experience.Teams complete bootcamp prework to establish a shared understanding by orienting employees to the new work co
27、ntext.Teams conduct a bootcamp to co-create responsible work norms by exploring the needs of different stakeholders.1238Gartner for HR Leaders Follow Us on LinkedIn Become a Client 3 Cues to Unlock Employees Optimal PerformancePace cue:Optimal performance action plan9Gartner for HR Leaders Follow Us
28、 on LinkedIn Become a Client 3 Cues to Unlock Employees Optimal PerformanceDefine wellness at work and embed it into organizational strategy to enable business leaders and employees to own local wellness:Identify components of wellness the organization can directly influence and monitor them to surf
29、ace priority areas for wellness initiatives.Determine wellness decisions business leaders can customize for their teams and areas that will remain centralized within HR to allocate budget accordingly.Equip business leaders to consult HR business partners and employees to surface work-related wellnes
30、s concerns and include them in discussions to develop solutions.At Bancoagrcola,HR leaders discovered that employees experience with wellness was less than satisfactory as they were exploring scaled-up hybrid ways of working.HR leaders at Bancoagrcola enable business leaders and employees to formali
31、ze their commitment to wellness by defining wellness at work and embedding it into organizational strategy.They then empower leaders to own their local wellness-at-work strategy.The full case study and best practices are available exclusively to Gartner clients.Examples of success:High-Performance M
32、omentsEvaluate work design,from day-to-day activities to broader organizational structure,to identify opportunities to build wellness into work:Develop guidance for managers to build wellness considerations into meetings and workflows that HR does not directly influence.Communicate the organizations
33、 built-in wellness strategy to HR business partners.Embed employee wellness into strategyThree HR mindset barriers that disconnect employee wellness from organizational strategyBancoagrcolas approach to embed employee wellness into organizational strategy:10Gartner for HR Leaders Follow Us on Linked
34、In Become a Client 3 Cues to Unlock Employees Optimal PerformanceBetter wellness requires trading-off performance.Responsibilities for wellness live somewhere else.Wellness is too broad for organizations to influence.Embed wellness as a performance indicator in strategy.Enable local ownership of wel
35、lness at work.Define and monitor wellness at work.Source:Adapted from Bancoagrcola123Progress cue:Optimal performance action planBreak down the status of“high performer”into moments of high performance to recognize high-value behaviors as they happen:11Gartner for HR Leaders Follow Us on LinkedIn Be
36、come a Client 3 Cues to Unlock Employees Optimal Performance Assess your existing bonus,reward and recognition programs to identify if high performance is tied to a singular status or a series of actions.Define and share high-performance moments including criteria,recognition guidelines and process
37、that are relevant to your employee population and are aligned to critical behaviors that drive organizational outcomes.Determine a streamlined process by which managers can recognize a high-performance moment and who will be involved in approving the recognition and reward.Identify questions and met
38、rics stakeholders can use to proactively monitor fair employee access to high-performance opportunities.Neither managers nor employees found year-end bell curve distributions helpful in accurately and holistically recognizing high-performance moments as they happen.Bridgestone disaggregates the stat
39、us of“high performer”into moments of high performance to recognize across an employees journey.Using real-time rewards,Bridgestone recognizes high-value behaviors as they happen,removes anxieties about being a high performer and motivates employees to continue exhibiting positive behaviors.The full
40、case study and best practices are available exclusively to Gartner clients.Examples of success:High-Performance MomentsUse real-time recognition for effective differentiationBridgestones real-time recognition of high-performance moments 123231Employees receive continuous high-performance recognition
41、 in real time as they reach for their targets.Recognition framework defines high-performance moments,providing a clear and shared understanding of how to reach high performance.Multiple stakeholders monitor the fairness of high-performance opportunities and recognition.Lap 1Lap 2Lap 3Source:Adapted
42、from Bridgestone12Gartner for HR Leaders Follow Us on LinkedIn Become a Client 3 Cues to Unlock Employees Optimal PerformanceHow Gartner is helping HR leaders adapt and stay ahead Todays HR decisions can impact a companys brand for the next five years.Trusted support is critical.With our insights,ac
43、tionable tools and advisory services,we help HR leaders adapt their strategies across a variety of mission-critical priorities to set up their organizations for success.Diagnostics and benchmarksPeer connectionsGuides and toolkitsCase studies and best practicesExpert inquiryLive webinars and online
44、learning eventsExpert researchDocument reviewsIn-person eventsDiagnose current stateDevelop your planExecute and drive change Assess the state of current performance management approach using detailed benchmarks from peer organizations.Build a Customizable Well-Being Strategy to adapt to employee ne
45、eds and drive accountability for well-being development.Review your strategy and communication plan with a Gartner expert to check alignment with employee and business needs.Discuss with an expert advisor your current performance strategy and how to begin building performance cues into your approach
46、.Identify specific opportunities to implement performance cues with an Ignition Guide to Developing a Performance Management Strategy.Understand how EarlyValue equips its managers to support employees mental and emotional well-being with its Manager Well-Being Communication Guardrails.Build your org
47、anizations ability to spot work to do work and measure org effectiveness using Toolkit:Organizational Effectiveness Diagnostic.See in-depth case studies of how Laurentian Bank of Canada,Bancoagrcola and Bridgestone provide path,pace and progress cues to help employees achieve their optimal performan
48、ce.Articulate your vision for performance management and secure buy-in from critical stakeholders with a Business Case for Reinventing Performance Management.Illustrative key initiative support you receive as a Gartner client:For Gartner clients only133 Cues to Unlock Employees Optimal Performance 2
49、023 Gartner,Inc.All rights reserved.CM_GBS_2229328Connect With UsGet actionable,objective insight to deliver on your mission-critical priorities.Our expert guidance and tools enable faster,smarter decisions and stronger performance.Contact us to become a client:U.S.:1 855 811 7593 International:+44(0)3330 607 044Become a ClientLearn more about Gartner for HR Leaders connected to the latest insightsAttend a Gartner conference View Conference