AI, performance management and engagement: keeping your best their best
| DOI | https://doi.org/10.1108/SHR-10-2018-145 |
| Published date | 08 October 2018 |
| Pages | 261-262 |
| Date | 08 October 2018 |
| Author | Bryan Buck,John Morrow |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
Strategic commentary
AI, performance management and
engagement: keeping your best their best
Bryan Buck and John Morrow
One of the biggest impacts of
artificial intelligence (AI)on
HR is and will continue to be
around performance management.
Adobe showed us years ago that
performance management is notjust
a one-time discussion at the endof
the year, but rather an ongoing, data-
driven conversation. Variationsof that
approach are being recognizedby an
increasing number of companiesthat
understand the need for continuous
touch points, more real-time feedback
so employees receive the positive
recognition they deserve as wellas
constructive feedback when
appropriate.
We need the ability to understand,
without bias, who within organizations
are the real performers and future
leaders and prioritize their retention.
Most managers get caught up in the
day-to-day and do not take the time to
provide feedback, often leaving
talented employees feeling
unsatisfied and underappreciated,
which leads to disengagement anda
direct impact on their performance.
When that happens, a (costly)clock
starts ticking before another company
shows them the investment,
recognition and empowermentthey
have been seeking. When people feel
heard and understood, their
engagement scores go up –and stay
up. When they do not, they become a
flight risk or a cultural cancer inan
organization, neither of whichbodes
well.
AI-driven performance management
can help eliminate these unwanted
surprises, both for the company as
well as the employee. Driving real-
time touch points –face to face with a
manager or through AI-driven
platforms such as chatbots –makes it
immediate, enterprise-wideand
searchable. If there is a cultural or
philosophical misalignmentbetween
management and an employee, it can
be identified and remedied, helping
to avoid a costly predicament: losing
top talent because there was no two-
way dialog, a break in the chain of
command or visibility into the
employee’s disengagementand
ultimately their performance.
According to former Apple, Nest and
Google executive Jose Cong, HR’s
“dirty little secret” is that “Career
growth is incredibly difficult to
quantify and measure with a universal
performance measurementtool.
Career development is complex and
difficult and performance reviews
don’t work”.
To address the problem, the HR
veteran created Plause, softwarethat
uses analytics to improve the
relationship between managersand
employees, with a similar idea: How
can we better understand what
employees are thinking on a daily,
weekly, or monthly basis? Under this
model, employers can benefit from
more transparency and employees
can get excited about the work they
are doing, take a step back and
Bryan Buck is based at ON Partners,
Hudson, Ohio, USA.
John Morrow is based at ON Partners,
San Francisco, California, USA.
DOI 10.1108/SHR-10-2018-145 VOL. 17 NO. 5 2018, pp. 261-262, ©Emerald Publishing Limited, ISSN 1475-4398 jSTRATEGIC HR REVIEW jPAGE 261
To continue reading
Request your trial