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Terri Fleener, Vice President, Talent Management, WCG ClinicalWe are at a crossroads like none other in the history of work. For the first time, five generations share the workplace, each with unique expectations for feedback, development and career growth. Add to that the breakneck speed of technological advancement, fueled by AI and the rise of remote work and you have a perfect storm of complexity for HR leaders. At WCG, where our workforce is deeply rooted in life sciences, technology and clinical roles — and entirely remote — modernizing performance management was not optional. It was mission-critical.
When I stepped into the role of Vice President of Talent Management in early 2025, I knew we had work to do. Our performance culture was stuck in outdated practices that did not reflect modern standards or employee expectations. So, we rolled up our sleeves, dug into the data and started disrupting the status quo.
I like to think of my role as equal parts strategist, coach and culture builder. At WCG, I lead the charge on attracting, developing and retaining talent in a fully remote, highly specialized environment. My focus is on creating a performance development culture, not just performance management, that empowers people leaders and inspires employees. That means modernizing frameworks, embedding equity and leveraging data to make informed decisions. Everything we do is designed to make feedback meaningful, frequent and actionable.
Elements of Fair and Just Performance System
If your framework feels like a mystery novel, you have already lost. Fair and effective systems start with clarity and consistency. This requires crystal-clear definitions (for example, we moved from a five-point scale to a simple three-point model: Inconsistent Contributions, Successful Contributions, Extraordinary Contributions. It changed everything by simplification). You need to have standardized processes so everyone plays by the same rules. You have to practice frequent check-ins instead of the dreaded year-end review. Calibration sessions help keep ratings consistent and bias in check. Also, it’s necessary to have manager enablement, because if leaders feel like compliance officers instead of coaches, the system fails.
Think of it as building a GPS for performance: clear directions, real-time updates and no dead ends.
Interventions for Reducing Bias
Bias is sneaky; it hides in language, memory and even good intentions. The antidote is structure and education. You need to have competency-based frameworks so evaluations are not personality contests. It is good to hold calibration sessions, because two heads (or ten) are better than one. You should have multi-rater feedback to balance perspectives. You conduct evidence-based reviews (document those wins throughout the year, not just in December). Employ tech tools that flag biased language and rating inconsistencies.
And here’s the kicker: tailor education for five generations in the workforce. They all learn differently and their leadership lenses are shaped by wildly different experiences. One-sizefits-all training? Hard pass.
Technology and Performance Management
Tech is your best friend, until it tries to replace your best conversations. Use it to streamline workflows, surface insights and keep everyone on track. At WCG, we have squeezed every ounce of value from ADP, Work Ramp and Microsoft tools to deliver just-in-time training, track completion rates and create transparency. But here’s the truth: performance development is about trust and dialogue. Over-automate and you turn growth conversations into transactions. My rule? Let tech handle the heavy lifting, but keep the heart in human hands.
Advice for HR and Talent Leaders
Start where you are, not where the glossy vendor brochure says you should be. Gather data, listen to your people and identify pain points. Then, brace yourself to disrupt the status quo. Nothing kills culture faster than “that’s how we’ve always done it.” Use the tech you already have (Microsoft licensing alone is a goldmine) and don’t wait for the perfect platform to make progress. Most importantly, flip the script: performance development should empower managers and inspire employees, not feel like a compliance drill. When you combine clarity, accountability and agility, you don’t just manage performance, you ignite growth.
Modernizing performance management isn’t about chasing trends. It’s about creating processes that reflect the reality of today’s workforce: multigenerational, remote and techdriven. At WCG, we have proven that even without a fancy platform, you can make big strides by starting with data, listening to employees and empowering managers. The future of performance isn’t about ratings; it’s about development, dialogue and driving growth.
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