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).

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.

Job postings have out-paced employee hiring for the first time in 16 years. Within 3 years, it wouldn’t be unheard of for a company to lose 35% of its employees to new jobs (10% of whom would still be within the company).

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.