With customized and continuous data-driven feedback becoming a new normal, managers are revisiting the role they should play in delivering, facilitating, and curating face-to-face employee feedback. Does direct managerial involvement complement or compete with data-determined performance reviews?

How can we avoid being automated out of our jobs? When recommending areas for development, experts tend to focus on two broad classes of skills that distinguish people from machines: sociability and variability. But homing in on those areas can lead to burnout, leaving us even more vulnerable to obsolescence. Leisure can mitigate these effects. Beyond reducing burnout, leisure is a uniquely human activity that robots cannot perform, and it might actually make us better thinkers and workers.

In this webinar, IBM chief human resource officer Diane Gherson describes the technological and cultural challenges her company faced when they designed their new, digitally enabled performance management system — with buy-in from their 650,000 employees.

What happens when a free-agent player with a hot hand and great stats gets signed to a big, long-term contract, only to perform at a mediocre level? Counterpoints examines the problem of “shirking” in professional sports by looking at the data with Richard Paulsen, who presented his paper, “New Evidence in the Study of Shirking in Major League Baseball,” at the Sloan Sports Analytics Conference.

Prioritizing process improvement, redefining performance, and committing to digitization, DBS Bank revitalized its performance management strategy and turned itself into one of the world’s most successful global digital banks.

How can companies and employees find common ground when it comes to skill development and investment in AI capabilities? To start, senior executives should seek clarity around capability gaps and determine which skills their people need. From there, leaders should take an approach that advances those skills for human-AI collaboration.

The future of performance management is more data-driven, more flexible, more continuous, and more development-oriented.

A webinar featuring ADP chief behavioral economist Jordan Birnbaum describes how data-driven performance management can be used to improve the organization.

Findings don’t have to be earth-shattering to be useful. In fact, obvious insights can help you overcome three barriers to change in your organization: resistance to new data (“But that’s not what my experience has shown”), resistance to change itself (“But that’s the way we’ve always done it”), and organizational uniqueness bias (“That will never work here”). You can also gain trust by confirming what people already believe.

Companies will be able to operate as true digital organizations only when they learn how to respond quickly to unanticipated opportunities and threats. But instead of restructuring to increase agility, some organizations are assigning accountabilities for specific business outcomes to small teams or individual problem owners. Tackling new objectives is then built around individual flexibility, market-based resource allocation, experimental mindsets, and coaching rather than managing.

Giving people time and resources to pursue innovation projects can produce extraordinary outcomes — but only if you match your “slack strategy” to employee type. The authors found that different types of employees respond in different ways to slack innovation programs; that different kinds of slack resources are better suited to certain types of employees than others; and that different kinds of slack innovation programs produce different kinds of innovation.

To prevent email from feeling like a burden, teams should develop shared practices to enable it to help — not harm — employee productivity. This begins by developing an understanding of the relative effects of congruent vs. incongruent messages.

Artificial intelligence is beginning to replace many of the workplace roles that men dominate. The parts of those jobs that will have staying power are those that rely more heavily on emotional intelligence, abilities such as empathy, persuasion, and inspiration — skills in which women typically excel. In the AI economy, men won’t be as successful as women unless they embrace these differentiator skills.

“Getting performance management right is an old challenge,” according to Nik Kinley and Shlomo Ben-Hur, authors of the article “The Missing Piece in Employee Development.” The key element isn’t measuring performance but the interactions and conversations that individuals have with their managers.

As many experts have noted, the annual performance review is rife with faults. It emphasizes what has already happened rather than shaping what is yet to come. It can feel punitive or at least judgmental. It is reductive and, in some cases, forces ridiculous formulaic comparisons between employees. It fails to emphasize the kind of timely feedback that can make a real difference in performance. And yet I have just scheduled year-end performance conversations with each of my direct reports.

Many executives believe they are good at identifying leadership talent. However, when asked how they make their decisions, they often cite intuition or “gut” instincts. Social science research, on the other hand, suggests that individuals are often prone to cognitive biases in such decisions. Rather than just relying on the subjective opinions of executives, some companies are using assessment tools to identify high-potential talent.

In recent years, organizations have begun to prioritize processes for improving future performance over evaluating employees’ past efforts. Yearly development objectives and annual reviews are being replaced by real-time feedback delivered directly by line managers. Although this shift holds much promise, it risks bumping up against some hard realities — namely, the ability of line managers to help employees develop. In reality, many managers aren’t confident they can change employee behavior.

Tomorrow’s most productive individuals will have more and better digital versions of themselves. The vision: Individuals will be able to utilize customized software and digital tools to improve their performance and productivity, with these digital versions of themselves able to significantly outperform their average self. In this world, AI will stand for “Augmented Introspection” as well as “Artificial Intelligence.”

In the quest for digital talent, many employers are falling prey to common misconceptions. One assumption is that advanced technical skills are the most valuable asset, but “soft” skills such as communication and collaboration are just as (if not more) important. And many of the skills, technical or otherwise, that companies seek may be better obtained in current staff by fostering collaborative learning — which may also improve employee retention.

Is your company’s social media team grounded in the culture of your organization? Younger employees often have a procedural understanding of social media tools but need strategic vision, argues Boston College’s Jerry Kane. The most effective social media initiatives may be partnerships between younger employees experimenting with social media technologies while more experienced employees harness their enthusiasm and ideas to give them strategic direction.