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

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