Trust in leadership and feelings of fairness Trust in leadership and HR is signi昀椀cantly higher when employees believe performance management is successful. Companies can leverage performance enablement to build trust and a昀케nity by embodying transparency and authenticity. When employees view performance management as failing, their trust plummets, especially with HR and company leaders. It skyrockets by 2x to 4x when employees view performance management as a success. Given the relatively low percentage of trust employees typically have toward HR and leadership, a good performance enablement process is a huge lever companies can push to build trust. The success of performance management correlates with levels of trust across the organization Trust: When performance 79% management is seen as a success 73% Baseline feelings of trust 68 61% Employee development, Trust: When performance 63 % talent pipelines, and management is seen as a failure % intent to stay 49% 40% 41% Employees who were always satis昀椀ed with their career development conversations with their managers were 7.5x more 32 likely to see a path forward internally, 26 % 21% translating into more robust talent pipelines % 10% 12% and higher retention. Only 32% of our 4% 12 2023 survey respondents felt that % their performance review process enhanced their performance, while barely Trust in HR Trust in organization Trust in direct Trust in team Trust in no one half believed they received adequate leaders manager members performance enablement for career growth. Among employees who had dedicated Employees who felt their performance reviews were very fair and equitable reported higher productivity performance enablement tools that they and engagement, 83% and 71%, respectively, than employees who felt performance reviews were unfair like, 92% felt properly enabled. (60% and 57%, respectively). 5 The Multiplier E昀昀ect of Performance Enablement