Onereason somanyworkerslackconfidence theperformancereview process. Conversely, RECOMMENDATION in their performancemanagement and weseemoretrustinmanagers whenpeople F assessments maybealackof organizational believe performancemanagement isa I trust. success —rising to79%from abaseline of N 63%.Thisisnearly double thelevel of trust in D While68%of respondentstold us they trust managers comparedwithemployeeswhosee Traditional performancemanagement I their teams and 63% trust managers, only performancemanagement as afailure. has 100-year-old roots. While it has N 32%ofpeople trust their leaders, and only changed over time,the approach G 26%saidtheytrustHR —whoareoften the Wesawsimilarly dramatic shifts in the levels is not well-suited to employee custodians of the performanceappraisal of trust people have in organizational leaders expectations, the realities of modern 1 process. This gap maybe underminingoverall andhumanresources —wheretrustinboth work, and the speed of change. It faith in the system. organizational leaders and HR leaders is breaksrather than builds trust. morethan 4xhigherwhenemployeesview It’sworth noting that trust in managers drops performancemanagement as successful. Organizations and employees 23%whenpeople havelost confidencein increasingly realize and expect that performancemanagement Thesuccess of performance managementcorrelates withlevels of trust across the organization mustcontinuously drive employee engagement to improve Trust: When performance organizational performance.With managementisseenasasuccess agile and matrixed working models Baseline feelingsof trust on the rise, enabling discussions of Trust: When performance progress against targets needs to managementisseenasafailure be more frequent to help employees stay aligned with their organization’s strategic goals. Employers alsohave the opportunity to increase trust. First, they can show they care about career development through meaningful training and growth opportunities and more thoughtful conversations between managers and their employees. Second, they canactively remove H Trustin HR Trust in organization Trustin direct Trustin team Trustin noone O leaders manager members bias from performanceprocesses. M E 2023 Global HR Research Report: The State of Performance Enablement 17