As burnout escalates and employee expectations evolve, many traditional performance management systems are no longer meeting the moment. To bridge this widening gap, McLean & Company, a leading HR research and advisory firm, has introduced Redefine Performance Management—a practical, research-backed blueprint designed to align performance strategies with today’s workforce realities.
This new approach challenges rigid, process-heavy systems in favor of human-centric models that promote engagement, growth, and alignment with organizational goals.
The Disconnect: Why Traditional Systems Are Failing
Despite being a long-standing business function, performance management remains a persistent challenge. According to McLean & Company’s 2024 HR Management and Governance Survey:
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65% of HR professionals see performance management as critical.
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But only 25% believe their current systems are effective.
Key pain points include:
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Overemphasis on process at the expense of people
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Lack of transparency in evaluation criteria
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Misalignment between employee development and business strategy
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Low engagement and missed coaching opportunities
“Process should not come at the expense of people,” says Grace Ewles, Director, HR Research & Advisory Services at McLean & Company.
A New Blueprint: Three Steps to Redefining Performance
At the core of Redefine Performance Management is a three-step framework designed to create adaptable, people-first systems that fit unique organizational cultures and business goals.
Step 1: Define Your Performance Philosophy
Establish a clear performance management philosophy that reflects your company’s culture, values, and strategic direction. This sets the tone for all future practices.
Step 2: Design the Core Framework
Develop the key components of your system, including:
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Expectations and goal setting
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Evaluation methods
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Feedback practices This step prioritizes simplicity, transparency, and employee engagement.
Step 3: Launch, Learn, and Iterate
Implement the framework with a focus on continuous improvement:
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Collect feedback from employees and leaders
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Refine based on experience and outcomes
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Build long-term buy-in and cultural adoption
Human-Centric Design: Putting People at the Core
Unlike traditional models that emphasize annual reviews and compliance-driven processes, McLean & Company’s approach promotes:
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Psychological safety: Encouraging open, honest dialogue without fear of repercussions
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Growth-oriented feedback: Shifting from evaluation to development
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Regular performance conversations: Creating rhythm and relevance in performance check-ins
This method helps HR leaders move beyond compliance toward coaching, clarity, and continuous improvement.
The Business Case for Redesign
McLean & Company’s blueprint makes a strong case: when performance management is aligned with employee needs and business priorities, organizations see measurable improvements in:
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Employee engagement and retention
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Goal clarity and accountability
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Leadership effectiveness
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Business performance
By focusing on adaptability and humanity, organizations can transform performance management from a once-a-year burden into a strategic asset that drives success at every level.
As employee expectations shift and workplace dynamics continue to evolve, rigid performance systems are giving way to flexible, human-centric models. McLean & Company’s Redefine Performance Management offers HR leaders a proven framework to realign performance strategies with the future of work—grounded in empathy, purpose, and measurable impact.
Now is the time for organizations to rethink not just how they manage performance—but how they support the people behind it.
