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Workforce Management

Executive Summary: Paycor Virtual Summit

This year’s Virtual Summit: Talent Development, Reimagined highlighted best practices HR leaders can use to motivate, coach and develop employees amid change and uncertainty.  From new performance review processes and compliance must-haves, to coaching strategies our speakers shared insights with thousands of HR leaders over the three-day event.  

Did you miss any of the live sessions? Don’t worry, we’ve got you covered. Watch them here.

In the meantime, check out our executive summary for top takeaways.

Help Employees Reach Their Potential Through Performance Management
Speaker: Joey Price

Performance management isn’t just about work, it’s about life. Everyone is impacted by finances, family, future, and fear. In his session, Joey Price challenged HR leaders to ask, “What are we doing to help employees tackle big life issues?”

Here are the steps HR leaders can take to help:

  • Offer student loan assistance for employees battling financial challenges.
  • Provide more flexible hours and PTO schedules.
  • Provide continuous development by evaluating skill gaps and offering more training.
  • Create a culture that chooses empathy over competition.
  • Use connectivity and culture to enhance performance evaluation goals.

Managing performance is a talent, not a task. But, if you help an employee shape their life, you will inspire them to shape your organization.

Strengthen Learning & Development Initiatives with Executive Coaching
Speaker: Pam Lowe Cho

Executive coaching is the method of partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential. Coaches can be assigned internally or sourced externally but the selection process should include a focus on key objectives.

  • Accelerate leadership skills
  • Focused 1:1 coaching before, during and after a training program
  • Offer group or team coaching around an initiative
  • Certify HR business partners and support stakeholders
  • Develop a coaching culture
  • Introduce a new leader to a company or position

Some of the most common coaching goals are:

  • Interpersonal communication skills
  • Executive presence
  • People management skills
  • Time management and productivity
  • Personal wellness

Because of its customized nature and focus on accountability, executive coaching can be one of the fastest ways to accelerate development.

How Much Is Too Much Information? Compliance of Performance Reviews
Speaker: Julie Pugh

Performance review compliance is not only critical for your employees’ development, but it is also required by law. There’s a right way and a wrong way to conduct performance reviews, and these are the common laws that employers break:  Title VII (discrimination), FLMA, Privacy, Breach of Contract, ADA and Defamation. In her session, Julie Pugh offered tips for successful performance management and how to avoid litigation:

Avoiding Surprise

  • Employees should never be surprised when performance management is done right.
  • Employers must focus on data not opinion.
  • HR leaders should listen to and document concerns from employees and address them.


  • Consistency is key and performance reviews should always be scheduled and documented.
  • Performance reviews should be job-related and consistent with business necessity.


  • Get a second set of eyes on performance reviews and disciplinary documents.
  • The personnel file should always be kept up to date – it is always the first thing that is asked for in litigation.
  • Each review should have a measurement of success; either the job description or a set of goals. Employees can’t achieve what you don’t measure.


  • Train managers on how to plan the review process, set goals and review to those goals.
  • Minimize errors and train reviewers to deliver feedback in a constructive way to minimize defensiveness and maintain employees’ self-esteem.
  • Ensure reviewers know what’s at stake. Reviews are used to decide compensation increases, promotions, new opportunities and development.
  • Make sure your people know how to use the software.

Creating a Culture of Continuous Feedback: Best Practices from Paycor’s CHRO
Speaker: Karen Crone

The benefits of creating a culture of continuous feedback range from increasing trust, collaboration and innovation. Yet, some employers have been slow to adopt increased feedback and coaching opportunities opting instead for less frequent discussions or the annual review.  The past year has forced many organizations to reevaluate all aspects of talent development and performance management.

Where does your organization stand? Here are a few things to consider

  • Everyone has a broad understanding of the organization’s mission, vision and values.
  • There is a shared awareness of strategy, business performance and “WIN” (what’s important now).
  • Managers relay information in a way that fosters teamwork and not division.
  • Roles are clear and there is a connection to the customer experience
  • There is a free and timely flow of information. Transparency is key.

How can you set the foundation for a culture of continuous feedback?

  • Foster adult-adult relationships: People in a parent-child relationship often wait to be told what to do and are not invested.
    • Encourage balance: Instead of one-sided performance reviews, employees should have an opportunity to be involved in the feedback.
    • Provide variety: There must be a mix of tools you use to intersect and interact with culture.
    • Encourage transparency: Be transparent about your industry, competitors, key metrics and strategies.

• There are things to do for the individual & for the collective group to create this culture.

  • The individual’s opportunities for continuous feedback
    • 1:1s: Allow time for people to get personal and specific. Test for what’s important now, ensure alignment on priorities. Require employees to bring a list. Mix in development, interests and input.
    • Performance reviews: These should match the tempo of the business. Once a year is not usually enough. Keep it simple to 3 items and de-emphasize the rating.
    • 360 & coaching index: Set behavioral expectations and broaden the field. Engage in dialogue and vulnerability. Leverage strengths and identify go-tos.
    • The collective’s opportunities for continuous feedback
      • Strategy on a page: Includes how, where and why we win and is shared with every employee. It also includes strategic pillars, annual business commitments, key measures and values. Come back to it frequently throughout the year.
      • Huddles: Modeled after daily standups and encourage people to make commitments and surface obstacles.
      • Retrospectives: Reflect on performance, identify opportunities for teams/individuals and get cross-functional.
      • Pulse/Surveys: Create a drumbeat, engage managers, make it meaningful, give the data away, encourage visible actions, delegate ownership, look for local and national benchmarks.

Strategies to Attract and Develop a Multigenerational Workforce
Speaker: Megan Gerhardt

70% of organizations say leading multigenerational workforces is “important” or “very important” for their success over the next 12–18 months, but only 10% say they are very ready to address this trend. (Deloitte)

Recently, everyone’s been talking about multiple generations in today’s workforce. But many organizations are still struggling to meet the needs of different employees.

Key takeaways:

  • Generations are a form of identity, they are shared formative experiences, internalized values that influence workplace attitudes and behaviors. There are now 5 generations working together in today’s workplaces.
  • Across every generation, employees have four shared values: respect, being viewed as competent, connection, some degree of autonomy.
  • Knowledge shows up different for each generation and this can sometimes be viewed as competition.
  • Gentelligence is the ability to understand and leverage the value of diverse generational perspectives as an opportunity, not a threat.
    • Resist assumptions – Avoid jumping to conclusions.
    • Adjust the lens – Reject acknowledging only your perspective.
    • Build trust – Encourage collaboration and relationship.
    • Expand the pie – Welcome new opportunities.

Driving a Positive Employee Experience with Performance Management
Speaker: Elizabeth Stewart

Overall, performance management gets a bad rap.  Nearly 70% of employees were strongly dissatisfied with their last performance review experience according to a survey of Fortune 1,000 companies conducted by the Corporate Executive Board (CEB).

Speaker Elizabeth Stewart shared humans’ three psychological needs: challenge, autonomy, and belonging. Those psychological needs drive commitment and performance at work.

Continuous performance management is a huge lever in driving a positive experience and. includes regular 1:1s, data-driven performance reviews, and real-time recognition.

You can make it work in your organization with the Science of Performance Management

  1. Set aspirational clearly defined goals. Use quantitative milestones to measure performance.
  2. Provide transparency with progress. The principle of progress is important. We need to see progress as humans. We can use data to inform our strategies. (Ex. Fitbit)
  3. Support goal attainment with an ecosystem. This includes timely feedback, recognition and removing roadblocks.
  4. Nudge behavior with technology. Use the tools available to you to make this process easier.

If you missed any sessions from our latest Virtual Summit, check them out on our On-Demand Webinars page. And even though our spring Summit has concluded, we’re already starting to plan our next event coming this fall! Stay tuned to for more details.