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The Talent Strategy Group：2026绩效与人才潜力状况报告：回顾、现状及落地举措（英文版）（13页）.pdf

上传人： 小*** 编号：1265739 2026-06-09 13页 2.10MB

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1、The State of Performance and Potential:Where we were,are,and what you should do nowThe State of Performance and Potential:Where we were,are,and what you should do nowby Marc Effron,Talent Strategy GroupINSIGHTS/PAGE 1Your CEO is thinking about two things right now:1.Are we going to make our quarter

2、and our year?and,2.Do we have the right people to execute our strategy?Performance and Potential.The CEOs thoughts should be great news if youre an HR practitioner.We in HR know the practices and processes that elevate and sustain performance.We know how to assess potential and accelerate the develo

3、pment of talent.CEO problem meet HR solution.Yet the conversation doesnt happen that way in most organizations.HR isnt looked at to enable strategy execution.Performance management is often a tolerated administrative practice,at best-not the infrastructure for how important things get done.The organ

4、ization may have a process to annually INSIGHTS/PAGE 2predict potential,but HR isnt tasked with running the talent production line to produce the quality and depth of talent the CEO needs.When only 1/3 of high potential leaders have a development plan,we have a significant oppor-tunity to do better.

5、If the CEO cares most about these the two outcomes,we need to find more effective ways to provide the incredible value we know is possible.So,lets discuss what we know about each topic and the few areas where you can focus your efforts.Where are we with Performance?Our function has persevered throug

6、h a few interesting years where solutions like“no rat-ings,”eliminating annual reviews or making performance management into development coaching distracted us from our core goal.To be clear,the core goal of performance manage-ment is to elevate performance full stop.We say that confidently because

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1. **CEO核心关切**：CEO最关注两点——能否完成季度/年度目标（绩效），以及是否有合适人才执行战略（潜力）。 2. **绩效管理现状**： - 50%公司近3年改变绩效设计，但多受非科学因素（如HR意识形态、组织重组）驱动。 - 92%公司采用年度/半年度评估，93%使用3-5分量表，传统设计回归主流。 3. **提升绩效的5大行动**： - 将绩效管理作为战略执行工具（如目标分解）； - 目标不超过3个； - 频繁透明辅导（仅25%公司实际执行）； - 强化管理者问责； - 设计高绩效者专属体验。 4. **潜力管理现状**： - 仅36%公司认为潜力评估有效，仅37%高潜力者有发展计划。 - 52%未差异化高潜力者薪酬，仅50%确保关键岗位“随时可接班”。 5. **提升潜力的6大行动**： - 建立人才生产线； - 明确关键岗位； - 采用科学潜力模型（认知力、学习速度等）； - 培训HRBP进行人才评审； - 告知高潜力者其身份； - 要求关键岗位“随时可接班”。
**绩效迷思？** **潜力如何测？** **人才谁负责？**
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