As employees continue to demonstrate low levels of engagement, organizations are increasingly asking themselves what they need to do differently to improve the talent experience. Bersin research shows that organizations with superior business, talent, and financial outcomes are not just making incremental changes to the talent experience, but are instead fundamentally rethinking it, focusing on creating a “systemic relationship with talent.” The end goal of this new approach is to create a talent experience for employees that makes them feel heard, valued, and supported throughout their employee lifecycle.

We’ve all been there: the annual all-hands meeting. Listening to leadership announce company goals. “Add 250 new customers!” or “Achieve 10% of business internationally!” According to Harvard Business Review, 80% of employees are committed towards wanting to achieve company goals. But despite any efforts to communicate company-wide initiatives, 95% of employees are still not aware of them (and two-thirds of managers).

Research shows a clear link between employee involvement in performance management processes and successful outcomes from those processes. Despite the widespread media attention around organizations that have removed performance management altogether, most organizations are modifying their processes to incorporate the latest research in management and psychology.

If 92% of Americans still fail to achieve their New Year’s Resolutions in their personal lives, then what hope do we have of setting and achieving goals at work? Successful goal-setting isn’t just a once-a-year sprint, following a framework checklist or tracking in a spreadsheet.