As both the nature of work and the workforce evolve, changes are required to ensure performance management effectively supports the federal workforce of the future—especially as attracting new talent remains a top challenge for federal agencies.
The Accenture Strategy report, Is Performance Management Performing?, shows that while more than half of federal leaders have made changes to their performance management practices in the past five years, further change is needed. For their part, 85 percent of federal employees believe changes to performance management will bring about significant improvement in workforce performance. In short, today’s approaches are lagging behind. “There’s a growing need to try out new approaches rather than relying on out-of-date, rear-view mirror judgments. At its best, performance management is about the future, not the past—helping employees and agencies to better deliver on their missions.”
The business of federal government is going digital, but performance management is still analog
Digital technologies are changing the nature of both work and the workforce, and that’s changing what performance management needs to do. Eighty-five percent of federal respondents in the survey report that work is changing: It’s faster, more networked and collaborative, and demands ever-evolving skills. To keep pace, innovation in performance management is needed.
Customers are unique—so are your employees
In business, personalized service is fast becoming the standard, with companies improving the customer experience to drive sales and retention. This shift is also occurring in government services driving the same orientation toward uniqueness to be a part of performance management to improve attraction, development, engagement and retention of top talent.
You say “performance management,” your employees say “professional development”
Federal employees have new expectations for their work, framed around opportunity and active participation. They expect federal employers to provide development opportunities, as well as ongoing conversations and coaching.
One striking finding revealed that only 61 percent of federal agencies have made changes to their performance management practices in the past few years.
Some of the ways are by:
Focusing conversations around strengths
Being fact-based and employee-centric
Fostering employee development
Helping leaders provide constructive conversations and real-time coaching.
Embracing simplicity and transparency.
Personalizing performance management across the workforce.
Moving people decisions closer to the people.
Clearly defining what high performance means in the context of the federal workforce of the future.