A new report challenges the idea that high performance is an innate characteristic. Drawing on data from over 560,000 employees across more than 1,500 companies, the research suggests that performance is shaped by engagement, leadership and feedback rather than individual ability alone.
The findings, by employee experience platform Culture Amp, indicate that high performance develops over time. One in four employees takes more than 18 months to achieve a high-performance rating in their role, while only 2 percent sustain it across multiple review cycles. This suggests that high performance follows a pattern of peaks and valleys rather than being a constant state.
The report, The Science of Sustainable High Performance, found that employees with high-performing managers are 4.5 times more likely to be high performers themselves, while those under low-performing managers are three times more likely to underperform.
Engagement and feedback linked to high performance
The research shows a clear link between engagement and performance outcomes. Companies in the top 25 percent for engagement have 14 percent of their employees rated as high performers, compared to 10 percent in companies with lower engagement. High performers also score 12 percentage points higher in motivation to go beyond their job requirements.
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Feedback culture also plays a role. High-performing employees report greater satisfaction with feedback from their managers, with 83 percent expressing positive views compared to 71 percent of their lower-performing colleagues. High performers also provide feedback 36 percentage points more often than those who underperform, indicating that strong communication and regular feedback contribute to a high-performance environment.
Justin Angsuwat, CPO at Culture Amp, said that high performance is achievable with the right conditions.
“Organisations should be intentional about designing for performance rather than assuming it is an individual trait,” he said. “We found that only 2 percent of employees sustain high performance over multiple evaluation cycles, showing that even the best employees experience fluctuations. Our research highlights the conditions that support high performance, including feedback, goal-setting and leadership behaviours.”
Role alignment and goal-setting
The report identifies several factors that influence sustainable high performance. Employees who agree that their role is a good fit during onboarding are 48 percent more likely to become high performers. On the other hand, those who feel uncertain or disagree are 33 percent less likely to perform as well.
Clear goal-setting is also key to better performance outcomes. High-performing employees are more likely to set personal goals and align them with company objectives, by margins of 21 and 26 percentage points respectively. This suggests that structured goal-setting frameworks can improve overall workforce performance.
Angsuwat said that companies should focus on creating conditions where all employees can work at their best, rather than trying to identify “superstar” employees to rely on.
“With only 2 percent of employees maintaining high performance across multiple cycles, it’s clear that HR and business leaders need to design systems that accommodate natural fluctuations in performance,” he added. “The data highlights three key areas for focus: ensuring employees have a clear understanding of their role and expectations from the start, aligning individual goals with company priorities and fostering a feedback culture.
“By addressing these factors, organisations can cultivate an environment where high performance is the result of workplace culture rather than individual capability.”
