These frameworks allowed organizations to evaluate employees based on certain metrics, but they often overlooked the human effort behind the numbers. Today, that approach is being questioned. It’s no longer just about “what” is achieved, but “how” it is achieved. The effort invested, the lessons learned, and the individual contributions made throughout the journey are gaining as much importance as the results.
Gen-Z in particular finds annual, goal-oriented performance reviews disconnected and insufficient. According to Gallup’s State of the Global Workplace report, only 21% of this generation believes these reviews contribute to their career development.
What does the new generation of employees look for?
We are entering a new era where performance is evaluated not only through numbers, but also with empathy and a focus on the created impact. Young professionals view performance not as a test, but as a developmental journey. This approach, which values the process, the effort and the learning experience just as much as the outcome, calls for a more human-centered and inclusive evaluation model.
In response, organizations are moving beyond annual reviews and adopting a culture of continuous feedback. With regular weekly or monthly check-ins, employees receive timely, constructive, and actionable feedback. As a result, they are not just being measured, they are also being supported.
At the heart of this transformation lies the concept of “human-centered performance.” It expands the focus beyond numerical outcomes to include qualitative aspects such as empathy, collaboration, and intrinsic motivation. Elements like psychological safety, employee engagement, and social impact are now being integrated into performance review criterias. With 360 degree feedback systems, insights from peers and even customers are incorporated into the evaluation process, not just those from direct managers.
To bring this mindset to life, corporations are redesigning their performance management systems. Evaluation matrices that assess empathy are being developed for employees, while managers receive training in coaching, mentoring, and giving effective feedback. Some companies are beginning to implement monthly one-on-one “check-in” meetings, while others are integrating surveys, feedback tools, and interaction analytics into the process to better track employee experience and emotional engagement. Inclusive leadership, psychological safety, and making individual contributions visible are now seen as responsibilities not just of HR, but of the entire organization.
Today’s employee wants to feel like part of a team, a purpose, and a process, not just a goal. Performance systems are evolving accordingly, embracing empathy and continuous development at their core.
