E X E C U T I V E S U M M A R Y & KEY THEMES HRmustmindthetrustgap Concerns about fairness have a working toelevate theemployee reciprocal relationship with trust —as experience andshiftingtheir values bias in the system can afect trust towardstakeholder —ratherthan in leaders and vice versa. Trust has shareholder—value. stagnated —andonceeroded, itcanbe difcult to rebuild. In 2023, employee Thisis asnapshotintime.Distrust levels of trust are at a dangerously low maystill be high due to economic ebb. Theupsideisthatmanyemployees uncertainty, or it may simplybe that report high trust in their managers. Still, stakeholder-focused initiatives, such three in ten don’t trust team members as those around employee well-being, Withcontinuedgood-faithefortstosupportemployees and managersandtomakeperformance management systemsfairer, HRandcompany leaderscan forge higher employee trust. or managers, andabout seven inten have yet to be fully realized. With don’t trust leaders or HR. Tenpercent of continued good-faith eforts to support employeesdon’t trust anyone at all. employees andmanagersandtomake performance managementsystems Lowtrust isnot abigsurprise. fairer, HR and company leaders can Accordingtomultipleother studies, forge higher employee trust.This trust in HR and leadership were low canassureemployees thatleaders prior to the pandemic. But they may and HR —often the custodiansof the bedisappointingtoread, nonetheless, performance process —are working in given how organizations have been their best interests. 2023 Global HR Research Report: The State of Performance Enablement 11