Employee performance is becoming harder to measure as the nature of work changes. Roles are becoming more interconnected, skills are evolving rapidly, and organizations are asking employees to contribute beyond narrowly defined job outputs.

The World Economic Forum’s Future of Jobs Report 2025 found that 39% of workers’ existing skill sets are expected to be transformed or become outdated between 2025 and 2030. The report also identifies analytical thinking, resilience, flexibility, leadership and social influence among the core skills employers consider important.

For Employee Performance Management (EPM), this raises a practical question: Can organizations continue to assess performance effectively when what constitutes good performance is changing?

Results are only one part of performance

Targets and KPIs remain central to performance management, but they do not always capture the full contribution of an employee.

The CIPD’s 2026 performance management evidence distinguishes between task performance, behaviors and other aspects of contribution. It also notes that where work relies heavily on teamwork, organizations may need to incorporate team-based goals or behavioral objectives rather than relying exclusively on individual targets.

This becomes particularly relevant as collaboration and human skills remain important alongside technological capabilities. The World Economic Forum identifies collaboration, leadership, resilience and analytical thinking among the skills employers expect to remain important as work evolves.

The challenge is defining what good performance looks like

A performance system can only be as effective as its criteria.

Employees need to understand what is expected, how performance will be assessed and how their objectives connect to organizational priorities. The CIPD recommends aligning individual and team objectives with organizational strategy while recognizing that different types of work may require different approaches to measurement.

For complex roles, rigid targets may not be sufficient. Learning objectives, competencies and behaviors can provide additional evidence of performance, particularly where outcomes depend on collaboration or changing circumstances.

Managers have to interpret the data

Performance management does not end with collecting ratings and KPIs.

Managers have to interpret results, provide feedback and determine what action is appropriate. The CIPD identifies people managers as central to performance management, with responsibility for connecting organizational and individual objectives, giving feedback and holding employees accountable. It also describes performance management as a continuous cycle rather than an isolated event.

That makes managerial capability an important part of the system. Clear criteria and data can support better decisions, but managers still need to understand the context behind the numbers.

Performance systems also need to account for changing skills

The skills an employee needs today may not be the skills the organization will need several years from now.

The World Economic Forum reports that 59 out of every 100 workers are expected to require training by 2030, reflecting the scale of anticipated workforce reskilling and upskilling needs.

For EPM systems, this creates a stronger connection between performance assessment and employee development. Competency frameworks, feedback and development objectives can help organizations identify not only whether employees are delivering current responsibilities, but also where capability needs to develop.

Building the capability

Designing an EPM system around objectives, performance criteria, competencies, feedback and improvement requires more than an appraisal form. The Certified Employee Performance Management Professional and Practitioner certifications from The KPI Institute cover EPM system architecture, strategic alignment, performance processes, criteria and competencies, as well as calibration and bias mitigation. For professionals responsible for designing or applying employee performance systems, the programs provide a structured framework for connecting performance management with organizational goals and practical workplace requirements.

Just as companies refine their strategies to stay competitive, professionals must equip themselves with the right insights and tools to keep pace with a progressing field. In the world of strategy and performance management, staying informed is not just an advantage but a necessity.

Reflecting this commitment to continuous learning and excellence, Performance Magazine, a publication by The KPI Institute (TKI), an established global research organization, has remained a trusted source of industry insights, expert analysis, case studies, and emerging trends. In 2024, it reinforced its role as a reliable resource with the successful release of four special editions. 

Performance Magazine Issue No. 28, 2024 – Employee Performance Edition 

TKI’s first release of the Performance Magazine – Print Edition in 2024 explores the newest advancements in employee performance management, discovering how to harmonize individual objectives with organizational goals and use cutting-edge technologies to streamline relevant processes.

The cover story examines the significant impact of diversity, equity, and inclusion (DEI) on performance evaluation and talent management. DEI, a framework that promotes fair treatment and equal opportunities for all employees, is recognized as essential for improving organizational performance and fostering innovation.

In this edition, we got the opportunity to feature Dr. Malika Viltz-Emerson, a Senior Global Human Resource Leader at Microsoft, where she tackles numerous benefits of involving employees in managing and improving their performance. 

To read the full interview and explore the entire magazine, download the free digital copy from TKI Marketplace. Alternatively, you can purchase the print edition on Amazon.

Performance Magazine Issue No. 29, 2024 – Strategy Management Edition 

This edition uncovers the core elements of strategic success in times of disruption, from managing stakeholder engagement and adopting transformative technologies to fostering strategic foresight. To navigate the evolving work landscape, organizations dive deep into diverse perspectives, scrutinize data, and assess risks, all while considering the impact of culture and communication.

The cover story explores interventions that align with this approach, particularly those that foster an adaptive organizational culture and address resistance to change. Offering in-depth insights into organizational strategy, this edition covers planning, development, and execution, with a focus on best practices, case studies, and data-driven discussions. Readers will gain the tools to integrate diverse viewpoints into strategy implementation, empower employees in change management, and ensure data accuracy for informed decision-making. 

Unlock the strategies for success in uncertain times—download your free digital copy of the magazine from the TKI Marketplace, or purchase the physical copy on Amazon today.

Performance Magazine Issue No. 30, 2024 – Government Edition 

This edition of Performance Magazine offers an in-depth look at how pioneering nations improve government effectiveness through innovative strategies, robust performance management practices, and adaptability to emerging trends and technologies. The publication highlights governments excelling in these areas and examines their successful journeys based on TKI’s Government Services Index 2023.

In the Interviews section, we feature contributions from expert voices representing Saudi Arabia and the USA, with diverse backgrounds in public transportation, education, tourism, religious pilgrimages, and human resources.

In this edition, Dr. Keith Clinkscale returns for a follow-up interview to share the results and advancements of his initiatives in government strategy and performance management, with a special focus on innovation and the growing influence of Artificial Intelligence (AI) in shaping the future of government operations.

Shape the future and uncover the roadmap to improved governance. Get your hands on this magazine by downloading the digital version for free on the TKI Marketplace, or purchase the printed edition on Amazon.

Performance Magazine Issue No. 31, 2024 – Business Excellence Edition

The latest release of the Performance Magazine – Print Edition delves into practical strategies and insights that drive continuous improvement, helping organizations transition from good to great and ultimately attain excellence. It highlights how top organizations excel in operational efficiency, customer satisfaction, and workforce development, providing a thorough understanding of what it takes to thrive in a competitive business environment.

In collaboration with the Global Performance Audit (GPA) Unit, a division established by TKI, this edition explores the effective implementation of performance management systems through maturity assessments. It features the GPA Unit’s maturity model frameworks, valuable insights, client success stories, and expert interviews. 

The cover story, “Closing the Strategy-Execution Gap: A Fundamental Step for Business Excellence” by Cristina Mihăiloaie, emphasizes the significance of aligning processes, principles, and people to address key challenges in strategy execution. This alignment is portrayed as a crucial element for attaining sustained success.

Dive more into the latest trends, strategies, and tools for enhancing performance management systems! Download the Performance Magazine Issue No. 31, 2024 – Business Excellence Edition on TKI Marketplace, or grab a physical copy via Amazon.

Leaders continuously strive to optimize workforce performance, acknowledging that employees exhibit varied working styles and productivity dynamics. Embracing these aspects maximizes the team’s potential.

Achieving peak team performance is challenging, yet our course simplifies the journey, providing valuable insights and actionable strategies for reaching the pinnacle of performance. 

Course overview

The KPI Institute’s Certified Employee Performance Management Professional course allows participants to experience the real business applicability of theoretical concepts and manage performance in a measurable and effective manner.

Attendees will gain exposure to performance management best practices and master criteria for performance evaluation while reaching the course’s learning objectives:

• Understand the fundamentals of the performance management framework 
• Learn to track employee performance throughout the performance management cycle
• Apply tools for fair and objective measurement of employee results 
• Learn how to conduct efficient performance appraisals
• Gain knowledge in developing a Performance Management System business case

Benefits and importance

This course clarifies key concepts and provides practical tools for implementing and improving the employee performance management system. Additionally, you’ll gain various benefits, including:

• Master core competencies for successful performance management cycle design, implementation, monitoring, evaluation, and follow-up
• Clarify accountability related to performance expectations
• Implement acquired knowledge using relevant performance management tools
• Identify corporate competencies and skill gaps for sustainable growth
• 40 Continuing Professional Development (CPD) credits to include in the CPD records for your professional body, institute, regulator, or employer 

Course structure and methodology

The course encompasses a three-stage educational process with an expected duration of 40 hours:

1. Pre-course stage: Attendees will analyze their current abilities, interact with other participants in a live online forum, and set the foundation for a group learning journey.
2. Core-course stage: Participants can choose between attending live online sessions or engaging in face-to-face interactions. The course emphasizes experiential learning and interactivity, with diverse exercises (ranging from simple matching of concepts to extensive analyses of case studies) to enhance competencies.
3. After-course stage: Here, participants will engage in inspiring forum discussions and explore relevant readings to craft a tailored actionable plan that aligns with the unique needs of their organization.

Course syllabus

The core course comprises five learning modules:

• Introduction to Employee Performance Management
• Business Case for Employee Performance Management 
• Measuring employee performance
• Managing Employee Performance 
• Nurturing employee performance

Flexible learning options

The course is delivered in English and Arabic in different locations to accommodate various schedules and preferences. Aside from the certification package, alternative options to enhance employee performance include Masterclass (three days), Essentials (two days), or Awareness session (one day). 

Certification and recognition

Upon concluding the training, participants will be presented with the following certificates (soft copy):

• Certificate of Attendance: after participating in the five days of the live session course
• Certificate of Completion: after completing pre-course activities and passing the Certification Exam
• Certified Professional Diploma: awarded upon successful completion of all three stages of the learning experience and full payment
• CPD Certificate of Attendance: provided once you achieve Professional Status

Since you got to this point, don’t waste another second. Sign up and start your journey as a Certified Employee Performance Management Professional!

What distinguishes a successful company in today’s business environment is its capacity to adapt, innovate, and strategically tackle emerging challenges and opportunities. With change being constant and disruption becoming the norm, organizations must equip themselves with the right knowledge and tools to stay ahead of the curve. This is where Performance Magazine’s back-to-back releases for the first quarter of 2024 come into play: the Employee Performance Edition and the Strategy Management Edition.

The Employee Performance Edition delves deep into redefining employee performance management in the modern workplace. At the heart of this edition lies the cover story, which discusses the role of diversity, equity, and inclusion (DEI) in talent management. It recognizes that equitable treatment and unbiased opportunities not only drive individual performance but also foster a culture of innovation and organizational excellence. Other key topics include democratizing strategy planning, optimizing employee engagement for effective strategy execution, implementing a hybrid performance management system, and nurturing holistic performance management. Download the digital copy from TKI Marketplace or purchase the printed edition on Amazon.

Complementing that focus on employee performance, the Strategy Management Edition offers insights into strategic leadership in disruptive times. Interventions aligned with executing accessible strategies, particularly those that support an adaptive organizational culture and address change resistance, can be found in the cover story. Readers will also learn how to incorporate diverse viewpoints into strategy implementation, empower employees for effective change management, and ensure data accuracy for informed decision-making. Drawing on global insights and innovative approaches to strategy planning and execution, this edition provides organizations with the principles and frameworks necessary to navigate uncertainty and seize opportunities for growth and success. Get the digital copy from TKI Marketplace or order the printed edition on Amazon.

With actionable insights, best practices, and global analyses from industry leaders and experts, Performance Magazine’s back-to-back releases for 2024 provide businesses and professionals with the information and insights they need to stay competitive, resilient, and future-ready. 

Gone are the days when employee performance management simply meant annual reviews and rigid goal-setting processes. Today’s workplaces require a dynamic, agile approach that meets the diverse needs of employees. With remote work, the gig economy, and a focus on work-life balance and well-being, it is essential that leaders and employees hone their ability to demonstrate adaptability and operate within a tailored system that responds to the changing times.

With The KPI Insitute’s first release of the Performance Magazine – Print Edition in 2024, organizations can explore the newest advancements in employee performance management, discover how to harmonize individual objectives with organizational goals and use cutting-edge technologies to streamline relevant processes.

The cover story delves into the profound influence of diversity, equity, and inclusion (DEI) on performance assessment and talent management. DEI, which serves as a guiding framework advocating for equitable treatment and unbiased opportunities for all employees, is also recognized as key to better organizational performance and wider opportunities for innovation. 

Moreover, key topics shaping employee performance management were covered in the In-depth section, from democratizing strategy planning to optimizing employee engagement for effective strategy execution. The magazine also presents best practices for holistic performance management and implementing a hybrid performance management system.

Readers can access first-hand insights from top leaders of major organizations. One of them is Dr. Malika Viltz-Emerson, Senior Global Human Resource Leader at Microsoft, who discussed the advantages of involving employees in managing and improving their performance. 

Additionally, seasoned experts from The KPI Institute provided valuable insights regarding principles governing performance evaluation, the importance of employee experience in driving performance, and employee well-being and mental health.

Stay ahead of the game in the realm of employee performance management. Get a copy of the Performance Magazine Issue No. 28 – Employee Performance Edition. The magazine is available for digital download via the TKI Marketplace and a print copy can be purchased through Amazon. 

Success in today’s ever-evolving world hinges upon the commitment to ongoing learning. The KPI Institute (TKI) is dedicated to ensuring that leaders, professionals, and the rest of the business community are equipped with the right knowledge and tools.

Every month, TKI curates a collection of diverse learning materials and opportunities in strategy and performance management. Some of these resources, while released years ago, remain highly relevant due to their timeless principles and adaptability to changing business dynamics, providing enduring value and insights for today’s challenges.

This month, TKI is pleased to present comprehensive, research-based resources focusing on human resources (HR).

Top 10 Human Resources Key Performance Indicators (FREE): Part of the Top 10 KPIs Series, this collection of posters provides an overview of how key performance indicators (KPIs) are measured in practice today, specifically in HR. It combines insights from the smartKPIs.com community with research and analysis from TKI’s Publications team.

Articles (FREE): Find practical insights related to HR and employee performance management from a variety of articles published on Performance Magazine, written by subject matter experts and research analysts.

• The human element: employees, fears and working with KPIs
• How to measure the performance of your human resources department
• Humane technology: the future of employee performance management
• Beyond remote work: insights and strategies for enhancing employee productivity and performance

The Human Resources KPI Dictionary: Get access to valuable information on over 370 KPIs with calculation formulas for every one of them. It is an innovative tool, essential for assessing and optimizing your performance in eight main functions of the Human Resources division within an organization, including compensation and benefits, talent development, and working environment.

The Top 25 Human Resources KPIs – 2020 Extended Edition: Browse the most popular 25 KPIs used by Human Resources divisions throughout 2016 and 2020. It provides a complete hands-on experience in working with KPIs as it contains not only two pages of detailed documentation for each KPI, but also interesting articles on best practices in terms of KPI selection and documentation.

HR Performance Management System Toolkit: Explore a ready-to-use collection of pre-populated templates for managing the performance of the HR department and monitoring its contribution to the overall organizational performance. Customers can customize the templates in the toolkit for internal use within their organization.

HR Scorecard: Monitor the alignment of departmental objectives with KPIs and the application of the Balanced Scorecard concept at the operational level with this ready-to-use tool. This is pre-populated with KPIs grouped by objectives and Balanced Scorecard perspectives and developed through the review of hundreds of best practice performance reports and the documentation of thousands of KPIs.

HR Dashboard: Manage and measure the contribution of the Human Resources function to the overall organizational performance by using this tool. Discover a repository of the most relevant and widely spread HR KPIs used to track the HR services’ effectiveness and performance at the organizational level.

Certified Employee Performance Professional – Online Course: Grab this opportunity to access the best practices in the field of employees’ performance. Gain the knowledge, skills, and confidence to create an environment where employees can thrive and successfully contribute to organizational performance by linking their activities to strategic objectives and reflecting their contribution against the company’s strategy.

Employee Performance Management System Implementation – Consulting: Find and build the essential bridge to link performance efforts across all organizational levels. By adopting a structured and robust employee performance framework, we emphasize on objectivity in measuring the results against expectations with the help of individual KPIs. This intervention relies on the analysis of key internal documents, delivery of awareness sessions with primary stakeholders, KPIs selection workshops, and post-implementation support.

The Global Performance Audit (GPA) Unit, the division at The KPI Institute (TKI) that specializes in strategy and performance management audits, has successfully completed an extensive performance management system maturity assessment for Saudi Commission for Health Specialties (SCFHS). The evaluation encompassed the entity’s maturity level for five organizational capabilities: strategic planning, performance measurement, performance improvement, performance culture and employee performance management.

With its Maturity Model Framework, the GPA Unit applied a robust methodology comprising over 300 statements that encapsulate industry best practices. This approach integrated evidence-based assessment, perception-based assessment, and interview-based assessment, providing a thorough and insightful analysis of SCFHS’s performance management landscape.

SCFHS is an independent scientific professional body established in 1992, with the goal of contributing to a healthy society through qualified health practitioners. According to the audit findings, SCFHS has an integrated and robust performance management system, the result of a collaborative effort of the entire organization and under the coordination of an experienced management. 

Adrian Brudan, General Manager EMEA of The KPI Institute and GPA unit, acknowledged the positive outcome and extended his congratulations to SCFHS for their outstanding performance: “The assessment results reflect the entity’s commitment to excellence and readiness to embrace best practices. May the current results be a stepping stone for even greater accomplishments in the future. I have no doubt that your commitment to excellence will continue to drive SCFHS towards new milestones and further success.”

As a pioneer in setting performance standards, TKI collaborates with organizations to guarantee thorough assessments, steadfast commitment to enhancement, and unwavering adherence to global performance management standards. SCFHS stands as evidence of this dedication, marking a positive stride forward.

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About the Saudi Commission for Health Specialties 

The Saudi Commission for Health Specialties (SCFHS) is an independent scientific professional body, established in 1992, with the goal of contributing to a healthy society through qualified health practitioners. SCFHS is centered around their training, accreditation, and health transactions. It oversees the classification of health certificate holders, evaluates their certificates, sets the foundation and standards for practicing health professions, and conducts the professional registration of health practitioners. This ensures that the health practitioner is thoroughly qualified, possessing the skills, knowledge, and competencies needed to diagnose and treat diseases in a distinctive and secure manner. For more information, visit their website at: www.scfhs.org.sa

About The KPI Institute & the GPA Unit 

The KPI Institute (TKI) is a worldwide leader in performance management and KPIs training and certification. It operates research programs in 12 practice domains, disseminates industry insights through publications and knowledge platforms, and provides support in deploying those insights through training and advisory services.

The Global Performance Audit Unit (GPA Unit) is the strategy and performance audit division of The KPI Institute. Its purpose is to provide integrated strategy and performance assessment solutions through rigorous research, education and analysis.

Based on over 15 years of experience and a combination of academic and practitioner research in the field of strategy and performance, we have developed a unique set of frameworks for assessing the maturity level of organizational performance management systems.

The concept and services of the GPA Unit are available worldwide, as it is supported by a dedicated online platform and a global network of collaborators, www.gpaunit.org.

Contact details

For more information, please contact:

Adrian Brudan: General Manager EMEA, TKI

adrian.brudan@kpiinstitute.com | Contact Number: +40 721 233 084

The World Health Organization (WHO) observes World Mental Health Day on October 10 each year. 

With this year’s theme, “Make mental health and wellbeing for all,” WHO believes that people with mental health conditions and advocates can come together to celebrate the progress made in this matter and speak  about what needs to be done “to ensure Mental Health & Well-Being becomes a Global Priority for all.”

According to WHO, the cases of people experiencing anxiety and depression increased by 25% in the first half of the COVID-19 pandemic, where the gap in treatment for mental health disorders has expanded as mental health services have been severely interrupted. Professionals or employees were one of the populations who were affected the most.

Based on report, 55% of 1,425 U.S. workers surveyed share that their mental health issues have been affecting their productivity on the job since the pandemic began. The same report shows that workers suffering from mental health issues increase to 46% (during the pandemic) from 39% (pre-pandemic), and more than 10% suffer from serious mental illness. 

How To Performance Manage Employee With Mental Health Concerns

WHO believes that strengthening awareness and response to mental conditions at work, especially for those with supervisory responsibilities like managers, is a key component of protecting and promoting wellbeing at work. They recommend mental health training for managers and employees and programs for people to learn stress management techniques and lessen mental health symptoms.

Training in mental health promotes greater awareness of how occupational pressures affect mental health and may be controlled. It also assists supervisors in recognizing and responding to supervisees who are experiencing emotional distress. Aside from mental health training, here are a few things managers can do to support employees’ mental health while managing performance:

1. Cultivate a culture of connection by checking-in with employees, especially now that many individuals work from home, it may be more difficult to spot the warning signals of distress.
2. Enhance managerial competency. Focusing on employees’ strengths while promoting efficiency and performance is an essential skill to develop.
3. Build a strong system for employee management. Managers should still adhere to performance management practices when managing employees who have mental health difficulties. They must modify this procedure when mental health concerns are present to balance fairness.

In establishing a competitive employee performance management system, The KPI Institute offers a Certificate in Employee Performance Management Maturity Assessment. This micro-certification course examines the key components required to develop an employee performance management system in businesses and also uses a maturity model to evaluate the system’s complexity.

Enrolled professionals in this course have the chance to access the Employee Performance Management Maturity Model Framework v2.0 and learn first-hand how to weigh the upsides and downsides of organizational processes and develop ideas for improvement in six important areas:

• Performance Planning
• Performance Measurement
• Performance Review
• Performance Recognition
• Performance Improvement
• System Governance

Establish the proper framework for defining, evaluating, and motivating performance in your organization; invite your colleagues and enroll now! For further information, visit https://kpiinstitute.org/

This piece is originally published in the latest edition of Performance Magazine. Here is the response of Alina Miertou, a Senior Management Consultant at The KPI Institute, to the question “What’s the Best Way to Measure Employee Performance?”

I wouldn’t say there is a “best way to measure employee performance management given that performance management practices should be customized for the context they’re being implemented. 

However, we can still see the traditional approach in employee performance management based on bi-annually appraisals of the KPIs, behaviors and skills, and competencies in numerous organizations. Clearly, there has been a trend developed in the past few years, and this is abandoning the traditional performance appraisals in favor of recurrent feedback and more informal check-ins. 

One of the reasons for the change we see in employee performance management comes directly from the employees, with the workforce dominated by millennials. The management style is forced to accommodate their expectations, such as participation, flexibility, creativity or focus on creating an impact through their jobs. A study done by PWC in 2011 stated: “Millennials tend to be uncomfortable with rigid corporate structures and turned off by information silos. They expect rapid progression, a varied and interesting career and constant feedback.” 

The second most important reason comes from the business needs. In a world full of information that is changing rapidly and facing a growing employee retention issue (for example, all the organizations I have worked with this year had at least one objective regarding retention and improving their brand as an employer), we can no longer afford to base our employee performance management on punishing or rewarding past behavior or past performance. 

We are challenged to always be on the lookout for ways to improve performance and grow the talent pool available in the organization. A growing number of organizations (around more than a third of US companies) are choosing a less rigid and more frequent performance review rather than a formal appraisal score. 

Alina Miertou facilitates the Certified OKR Professional Live Online Course of The KPI Institute. The course is designed for professionals who want to understand how to deploy and use OKRs. Some of the learning objectives are to distinguish objectives, key results, and initiatives; identify the different types of OKRs; and determine the advantages of stretched goals. Learn more about the course and its schedule in the following months here.

Building healthy work relationships is essential for both the employees and their employer when they are building a performance-oriented culture.

Citing several studies on work relationships, SHRM Foundation’s Effective Practice Guidelines Series shows that high-quality human relationships can impact one’s physical and psychological health, cognitive abilities, thinking capacity, learning, resiliency, commitment, creativity, and organizational citizenship behavior. This means more efficient employee coordination with qualities that support “greater organizational effectiveness and efficiency.”

However, the work setup of most companies changed when the COVID-19 pandemic struck the world. Organizations moved their operations online, forcing employees to perform their duties and communicate virtually. 

Cultivating professional relationships is not easy in such an environment. Employees connecting virtually rather than face-to-face communication have lesser chances of building relationships, according to a study held by Xiao-Ping Chen, the Philip M. Condit Endowed Chair in Business Administration at the University of Washington Foster School of Business.

Findings showed that it is difficult to understand the nonverbal cues of remote workers, such as facial expressions, hand gestures, silence, or delayed responses. Moreover, most employees struggle with paying attention during a meeting done via video conferencing.

What Organizations Can Do

Increasing resilience in the workplace as people recover from a crisis means giving them purpose and hope, flexibility and adaptability, and connection to their colleagues. Organizations can arrange activities that can help employees stay connected even while working remotely. 

In an interview with CNBC, Jason Fried, CEO of the project management company Basecamp, recommends a daily check-in with colleagues or a time at work where they can share ideas and express support over personal matters.

Meanwhile, education company General Assembly implemented watercooler chat over coffee through video chat rooms. Meg Randall, the director of product delivery for the company’s tech team in New York City, said that those coffee breaks help her mentally start her day. “It’s a small talk that lasts for a few minutes, but it’s a nice ritual if you’re craving that human connection every day, which I have been,” said Randall. 

Trust, transparency, and open communication can also help organizations nurture healthy work relationships. One of the ways this can be tested, particularly between leaders and employees, is performance evaluation. Assessing employee performance has changed due to the pandemic. 

In the online event held by ECCP and HURIS on August 2021, Cristina Mihăiloaie, Business Unit Manager at The KPI Institute, said that the performance criteria used for employee evaluations, whether it involves key performance indicators or not, should be “flexible, easy to adapt to changes, and more focused on the extent to which the role is successfully achieved, compared to looking at operational details.”

“For example, employees who worked from home and multitasked between being a parent and a professional may have missed some meetings, or maybe they seemed more absent during work. Overall, if the output of their job is good, the operational details may be less important,” she said. 

Join Cristina as she delivers the Certified Performance Management Systems Audit Professional Live Online course on 07 – 11 March 2022 / EMEA 18:00 – 22:00 GST and ASEAN 09:00 – 13:00 CST (US).

This 40-hour course will discuss how to diagnose and audit the maturity of performance architectures for five capabilities: strategic planning, performance measurement, performance management, performance culture and employee performance management.

Don’t miss this opportunity to widen your knowledge and experience in employee performance management. You can sign up here.