2026 Employee Evaluation Comments You Can Use on Performance Reviews

by Imed Bouchrika, PhD

Co-Founder and Chief Data Scientist

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Performance review comments do more than fill out a form. They influence pay decisions, promotions, development plans, retention, and whether employees trust the feedback process at all. In 2026, that matters even more because many teams are hybrid or remote, work is changing quickly, and managers are expected to give more frequent, skills-based feedback instead of relying on a once-a-year conversation.

This guide shows how to write employee evaluation comments that are specific, fair, and useful. You’ll learn what strong review comments look like, how to write them for different performance areas, how to close a review, how to connect feedback to growth, and which mistakes most often weaken evaluations.

Quick Answer: What Makes a Good Employee Evaluation Comment?

A strong performance review comment is based on evidence, describes observable behavior, explains the impact of that behavior, and points to a clear next step. The best comments are balanced and practical. They avoid vague labels like “great attitude” or “needs improvement” and instead tell the employee what happened, why it matters, and what to do next.

What Employee Evaluation Comments Should Do

The best review comments do more than describe performance. They help the employee understand how their work affects the team, customers, quality, and business outcomes. They also make it easier for managers to support improvement without sounding personal or unfair.

Good comments usually do four things:

• name the behavior or result clearly,
• show the business impact,
• acknowledge strengths and gaps honestly,
• and connect the feedback to a next step.

That structure works whether you are reviewing an individual contributor, a team lead, or a manager.

How to Write Strong Performance Review Comments

When managers struggle with review writing, the problem is usually not a lack of observations. It is turning those observations into comments that are specific, fair, and useful. A strong review starts with evidence from the full review period: goals, outcomes, deadlines, quality measures, customer feedback, collaboration examples, and documented challenges.

1. Start with facts, not impressions

Before you write, review what actually happened during the evaluation period. Use concrete examples instead of memory alone. That includes project results, missed or met deadlines, changes in responsibility, training completed, and any patterns that appeared over time.

If your organization already uses structured learning or development planning, review comments can also support broader training design. For example, performance data can help identify skill gaps that inform tools like the ADDIE framework.

2. Focus on behavior and impact

A useful comment describes what the employee did and what it affected. Compare “not a team player” with “did not share project updates consistently, which made it harder for teammates to plan their work.” The second version is more professional and more actionable.

3. Turn feedback into a measurable next step

Performance reviews are more helpful when they end with a practical goal. Vague advice like “improve communication” leaves too much room for confusion. A better version is: “Send a written update every Friday that includes completed tasks, blockers, and next steps.”

4. Keep the tone constructive

Constructive feedback is honest without being harsh. It recognizes what is working while still naming what needs attention. It should not attack personality or assume bad intent. Instead, it should describe a gap between current performance and job expectations.

That matters even more for employees working under different circumstances, such as someone working full-time in college. The goal is not to lower standards. It is to apply them fairly and with context.

Performance Review Writing Checklist

How Different People View Performance Reviews

Managers, employees, and HR leaders usually want different things from the same review process. Employees want clarity and fairness. Managers want a process that is efficient and easier to document. HR teams want consistency, calibration, and data they can use for pay, promotion, and retention decisions.

The challenge is that many reviews still happen too rarely. Gallup (n.d.) reported that 74% of employees receive a performance review only once a year or even less often. That timing can leave people without useful feedback while expectations, tools, and priorities are changing quickly.

More frequent feedback is increasingly important. In 2024, Gallup found that 31% of workers received feedback from managers only a few times a month, while 26% received it only a few times a year. Employees who received weekly feedback were more likely to be engaged (48%). Deloitte’s 2026 survey also found that 84% of employees prefer in-the-moment guidance when learning new AI tools or systems.

Work Support Employees Feel Would Help Them Adapt to Change

Source: Deloitte, 2026

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The problem is not only frequency. Many employees also worry that reviews are inconsistent or biased. SHRM and Globoforce (2018) reported concerns about annual reviews being less accurate than semiannual or more frequent systems. When evaluations are delayed or treated as paperwork, they lose value. They also risk affecting pay and promotion in ways employees may see as unfair.

Gallup (n.d.) also reported that only 2 in 10 employees said their performance management motivates them to do outstanding work. That is a warning sign for organizations. A review should not just record what happened. It should clarify expectations, recognize impact, identify gaps, and point the employee toward next steps.

How to Write a Performance Review Comment by Step

If you are starting from scratch, use this simple workflow.

1. Review the employee’s goals, responsibilities, and previous feedback.
2. Gather examples from the full review period.
3. Group the evidence into themes such as communication, quality, collaboration, or deadlines.
4. Write comments that describe behavior and results, not personality.
5. Add the business impact.
6. End with a clear action item, support plan, or goal.

Use a SWOT-style lens when you need a fuller picture

A SWOT analysis can be a useful way to organize feedback. In performance reviews, strengths and weaknesses describe internal performance factors, while opportunities and threats show what may help or hinder progress.

For example, a strength may be strong client communication. A weakness may be inconsistent documentation. An opportunity could be a cross-functional project. A threat could be unclear priorities, outdated tools, or a skills gap that may affect results. This approach keeps the review balanced and forward-looking.

Use SMART goals to make the feedback actionable

SMART goals are Specific, Measurable, Achievable, Relevant, and Time-Bound. The idea is commonly linked to management thinking associated with Peter Drucker. In performance reviews, SMART goals help convert general feedback into a real plan.

Instead of saying “improve communication,” write: “By the end of the next quarter, send a written project update every Friday that includes completed work, open risks, next steps, and support needed.”

Written goals matter. Dr. Gail Matthews found that people with written goals accomplished significantly more than people who did not write their goals down. That is one reason effective review comments should include follow-up actions, not just ratings.

Employee Evaluation Comments You Can Adapt by Category

The following examples are starting points, not copy-and-paste scripts. Always adjust them to the employee’s role, level, and actual performance during the review period.

Communication

Meets or exceeds expectations:

• Communicates ideas clearly in written and verbal formats, which helps the team move faster and with less confusion.
• Explains expectations and priorities in a way that reduces rework and makes responsibilities easier to follow.
• Shares key updates with the right people at the right time.
• Handles difficult conversations professionally and respectfully.
• Listens carefully and shows consistent effort to understand different viewpoints before responding.

Below expectations:

• Needs to make messages clearer so coworkers do not have to guess the intended meaning.
• Would benefit from using more structure and confidence when presenting information.
• Could contribute more often in meetings by sharing ideas, questions, or recommendations.
• Should improve active listening by allowing others to finish speaking before responding.
• Often gives instructions that lack enough detail; adding deadlines, examples, and confirmation checks would reduce misunderstandings.

Collaboration and Teamwork

Meets or exceeds expectations:

• Supports coworkers willingly, including on tasks outside the usual job scope.
• Asks for help when needed, which reduces avoidable delays.
• Maintains productive working relationships across the team.
• Encourages cooperation and contributes to a respectful team environment.
• Shares knowledge and resources that help others work more effectively.

Below expectations:

• Completes assigned work but has not consistently supported teammates during demanding periods.
• Sometimes avoids asking for support even when that would improve the outcome.
• Performs well independently but could add more value by collaborating earlier and more often.
• Could contribute more effectively by taking on roles that better match stronger skills.
• Should focus more on shared goals and common interests to strengthen working relationships.

Decision-Making and Problem-Solving

Meets or exceeds expectations:

• Uses creativity and resourcefulness to solve business problems.
• Makes sound decisions based on facts rather than assumptions.
• Reviews issues carefully, compares options, and selects an appropriate course of action.
• Stays objective when working through conflicting information.
• Maintains composure during difficult decisions and avoids letting emotion drive judgment.

Below expectations:

• Needs stronger analytical habits when comparing risks, benefits, and trade-offs.
• Has difficulty identifying workable solutions when issues are complex or unclear.
• At times makes quick decisions based on incomplete or inaccurate assumptions.
• Has not shown consistent willingness to close problem-solving gaps through coaching or training.
• Should gather more information and consult the right people before deciding on next steps.

Quality and Accuracy of Work

Meets or exceeds expectations:

• Produces careful, detail-oriented work that meets expected quality standards.
• Reviews work before submitting it, which helps reduce errors.
• Delivers consistent results that teammates and stakeholders can rely on.
• Submits work with few corrections needed.
• Understands why accuracy matters to customer satisfaction and business results.

Below expectations:

• Has made repeated errors that affected outcomes or created additional work for others.
• Submits work with an error rate that does not yet meet role expectations.
• Often delivers items that need rework before they can be used.
• Does not consistently leave enough time to review work before deadlines.
• Should revisit quality standards to better understand expected accuracy.

Attendance and Dependability

Meets or exceeds expectations:

• Arrives on time and follows the agreed schedule.
• Has avoided unscheduled absences except in emergencies.
• Notifies the supervisor and seeks approval when unable to work as planned.
• Plans time away according to company policy.
• Can be relied on when overtime support is needed for business reasons.

Below expectations:

• Performs assigned work capably but could improve effectiveness by being more punctual.
• Has several documented instances of arriving late.
• Generally follows the schedule but has exceeded break times on documented occasions.
• Has sometimes left before completing required deliverables.
• Frequently leaves early for personal reasons, which affects coverage or workflow.

Ability to Meet Goals and Deadlines

Meets or exceeds expectations:

• Regularly completes assignments within the agreed timeline.
• Follows projects through to completion instead of leaving work unresolved.
• Has contributed to projects that produced a clear positive impact on team goals.
• Takes ownership of personal goals and supports broader organizational objectives.
• Sets realistic goals that connect individual work to the organization’s mission.

Below expectations:

• Sometimes sets goals that are too broad, unrealistic, or difficult to measure.
• Does not consistently take responsibility when goals or deadlines are missed.
• Can become rigid when plans change and would benefit from more flexibility in execution.
• Could meet goals more effectively by delegating when workload exceeds capacity.
• Needs stronger planning and prioritization to meet deadlines more consistently.

How to End a Performance Review

The closing section should tell the employee what the review means going forward. It should summarize the overall message, reinforce the most important strengths, identify the biggest improvement areas, and explain what happens next.

A strong ending avoids extremes. It should not be only praise, and it should not end with criticism that has no path forward. The final comments should include goals, support, and a follow-up timeline.

Whatever the rating, the employee should leave the review understanding what success looks like and when progress will be checked again.

Current Trends Shaping Performance Evaluations

Performance reviews are changing because work itself is changing. The strongest systems in 2026 are more frequent, more skills-focused, and more connected to development than old annual appraisal models.

1. Continuous feedback is replacing one-time reviews

• More regular check-ins: Organizations are using monthly, quarterly, or project-based feedback so employees can adjust sooner.
• More voices in the process: Peer feedback and 360-degree input can create a fuller picture in cross-functional work environments.

2. Reviews are becoming more development-focused

• Coaching matters more: Managers are increasingly expected to help employees improve, not only rate past work.
• Skills growth is central: Reviews often include upskilling, reskilling, and career path conversations.

3. Shorter feedback cycles are becoming more common

• OKRs and KPIs are used more often: These tools help connect day-to-day work to business priorities.
• Quarterly or monthly reviews feel more relevant: They can reflect current work better than annual summaries.

4. Data is shaping evaluations, but not replacing judgment

• Analytics can reveal patterns: Performance systems can help managers review productivity, quality, engagement, and progress.
• Bias checks matter: Data can also expose rating inconsistencies that need calibration or manager training.

5. Soft skills and well-being are getting more attention

• Communication and adaptability matter more: These skills are increasingly tied to success in hybrid, remote, and AI-enabled workplaces.
• Workload and sustainability matter too: Reviews can reveal burnout risk, role confusion, or resource gaps that affect results.

Why Frequent Feedback Matters

Frequent feedback helps employees improve while the work is still fresh. It also makes reviews less surprising because problems are discussed earlier instead of being saved for a year-end conversation.

Better performance correction

When feedback arrives quickly, employees can adjust their approach before small issues become patterns. This is especially useful when priorities shift often or teams work across multiple projects.

Stronger engagement and recognition

Regular feedback gives managers more chances to recognize effort, not just final results. That recognition can improve motivation because employees know their work is being seen.

Better manager-employee relationships

Consistent feedback builds trust when it is honest and respectful. Employees are more likely to raise concerns early when they know feedback is part of normal work rather than an annual judgment.

Common Performance Review Mistakes to Avoid

Many review problems are preventable. The issue is often not the form itself, but how the manager uses it.

How Self-Assessments Can Improve Career Development

Self-assessments make reviews more balanced because employees get a chance to describe their results, challenges, and goals in their own words. They also encourage accountability and reflection.

A useful self-assessment should ask for evidence, not opinions. Good prompts include: Which goals did you meet? What results are you most proud of? What obstacles affected your performance? What skills do you want to build next?

For professionals pursuing specialized growth, targeted education such as an accelerated healthcare administration degree online may support new skills and future advancement.

The Role of Education in Stronger Reviews

Education becomes valuable in performance reviews when it is tied to job-relevant skills. Employees may use certificates, workshops, employer training, or degree programs to close gaps identified in feedback. Managers can then review whether those new skills are actually being used on the job.

Flexible pathways such as an accelerated bachelor degree online may help employees continue working while building credentials. The point is not to collect degrees for their own sake. The point is to match learning with the skills the role actually requires.

How Remote Work Changes Performance Evaluation

Remote work changes what managers can see. They have fewer informal interactions to observe, so reviews need clearer criteria, better documentation, and more intentional check-ins. In remote settings, evaluations should focus more on outcomes, communication reliability, collaboration, responsiveness, and quality.

Managers should also look at digital collaboration skills such as asynchronous communication, meeting discipline, and remote project management. For workers seeking faster educational progress, an associate degree in 6 months online may be one route to build relevant skills while staying employed.

How External Certifications Support Career Growth

External certifications can strengthen performance reviews because they can validate skills that may not be obvious in day-to-day work. They also show initiative and a willingness to keep up with changing standards.

Not every credential carries the same value. The most useful certifications are relevant to the role, recognized by employers, and tied to applied skills. Employees comparing accredited certification programs online should look at curriculum, credibility, cost, time commitment, and career alignment.

What Challenges Organizations Face When Linking Reviews to Career Development

Connecting performance reviews to career growth sounds simple, but it is often hard to do consistently.

• Unclear advancement paths: Employees may not know what skills or outcomes are required for promotion.
• Uneven manager quality: Some managers coach well while others only give ratings or generic comments.
• Limited development resources: Employees who want further education, such as an online degree creative writing, may need time, funding, or schedule flexibility.
• Resistance to new processes: New review systems can fail if the organization does not explain them clearly.
• Short-term pressure: Immediate output often crowds out long-term development planning.

Organizations can reduce these problems by defining role expectations, training managers, documenting development plans, and making learning opportunities easier to access.

How Reviews Support Succession Planning

Performance reviews are useful for succession planning when they identify who is ready for bigger responsibilities, not just who is strong in their current job. A top performer is not automatically ready for leadership. Reviews should also look at judgment, influence, learning agility, communication, and the ability to develop others.

Succession planning works best when performance data is combined with career interest and readiness. Employees pursuing advanced qualifications, such as a 1 year masters degree online, may use education to strengthen strategic or leadership skills.

How to Adapt Performance Evaluations for Global Workforces

Global teams need review systems that account for time zones, local labor practices, language differences, and cultural norms. A single rating form may look consistent, but it can still create unfair outcomes if managers do not understand regional context.

Organizations should use shared core criteria while allowing local examples and role-specific measures. Managers also need cross-cultural feedback training, especially when direct criticism, self-promotion, or disagreement is expressed differently across cultures. Educational options such as dual degree programs in USA may help future global leaders build broader business and cultural competence.

How Manager Training Improves Performance Reviews

One of the fastest ways to improve review quality is to train managers better. Many managers are promoted for technical skill, not for evaluation skill. They may never have learned how to write evidence-based comments, reduce bias, or handle difficult conversations well.

Training should cover rating calibration, inclusive feedback, goal setting, coaching, and proper use of performance management tools. Managers who want to strengthen their leadership foundation may also compare options such as best degrees to get online as part of broader professional development.

How to Build a Growth-Oriented Feedback Culture

A growth-oriented feedback culture treats feedback as a normal part of work, not as a punishment or a once-a-year event. Employees should understand that feedback is meant to improve results, strengthen skills, and support career growth.

• Encourage a growth mindset: Help employees treat feedback as useful information.
• Connect feedback to career goals: Show how current performance affects future roles or promotions.
• Use coaching and mentoring: Managers should help employees think through solutions, not just point out problems.
• Include peer feedback when appropriate: Coworkers can offer useful insight into collaboration and communication.
• Use technology carefully: Tools can improve consistency, but they should not replace human judgment.
• Align feedback with company values: Reviews should reinforce the behaviors the organization says matter.

This is especially important in roles where communication quality is central to performance, including careers in communications.

How Performance Reviews Can Reduce Bias and Support Fair Advancement

Performance reviews can either reduce bias or reinforce it. To make them fairer, organizations need standardized criteria, rating definitions, documented examples, calibration discussions, and training on common bias patterns.

Employees should be evaluated against role expectations, not against someone else’s style or personality. Organizations should also review ratings, promotions, and development opportunities to look for disparities. Employees pursuing skill development through options such as what is the fastest associates degree to get may use credentials to support clearer mobility conversations.

How to Tailor Reviews to Different Roles

Different jobs require different review criteria. A sales role may focus on pipeline, revenue, customer relationships, and follow-through. A software role may emphasize code quality, delivery, collaboration, and problem-solving. A manager role may require team development, decision-making, retention, and strategic execution.

Role-specific reviews are fairer because they evaluate what actually matters in the job. They also help employees plan the right development path, including advanced education such as top paying masters degrees when leadership or specialized expertise is relevant.

How Reviews Can Support Compensation Decisions

Performance reviews can help guide pay and reward decisions when the criteria are transparent, consistent, and tied to documented results. If employees do not understand how ratings connect to raises, bonuses, or promotions, the process can quickly lose credibility.

Organizations should separate performance evidence from favoritism, visibility bias, or negotiation style. They should also consider role scope, internal equity, market conditions, and documented results. Employees managing education costs while working may also find value in resources such as low cost online universities for working adults.

How Reviews Can Support Employee Well-Being

Performance reviews can improve well-being when they address workload, role clarity, burnout risk, and resource needs. Employees may struggle not because of skill, but because expectations are unclear or the work is unsustainable.

Managers should ask about barriers and still hold people accountable for outcomes. A review can also lead to support such as better tooling, coaching, flexible scheduling, or education options. For workers balancing multiple responsibilities, comparing pathways such as the easiest bachelor degree to get may be part of a realistic development discussion.

How Performance Evaluations Can Drive Salary Growth and Career Progression

Employees can use reviews to document achievements, clarify promotion criteria, and build a stronger case for salary growth. The review should show evidence of results, expanded responsibility, improved skills, and contributions above the baseline for the role.

Progress is strongest when performance goals, learning goals, and business needs align. Some employees may pursue degree paths connected to higher-earning roles, including options discussed in 4 year degrees that pay over 100k. Still, salary outcomes are never guaranteed and depend on role, employer, location, industry, experience, and labor market conditions.

How Alternative Credentials Can Change Career Paths

Alternative credentials can help employees build targeted skills without committing to a long degree path. Associate degrees, certificates, bootcamps, and professional credentials may be a good fit when they align with employer demand and the employee’s goals.

For example, programs such as 2 year degrees that pay well may help employees prepare for applied, technical, healthcare, or business roles. In performance reviews, these credentials can show initiative and skill growth, but they should still be judged by relevance and workplace application.

How Organizations Can Make Reviews More Transparent and Fair

Transparency should begin before the review meeting. Employees should know what they are being evaluated on, how ratings are defined, what evidence matters, and how review results affect pay, promotion, development, or corrective action.

Fair systems usually include standardized forms, role-specific criteria, calibration, employee input, manager training, and a process for clarification or appeal. Organizations can also support development through options such as accelerated college programs when further education fits the role.

How Technology Is Changing Employee Evaluations

Technology can make reviews more organized, timely, and data-informed. It can also create problems if organizations rely too heavily on numbers without context. The best systems support human judgment rather than replacing it.

1. Real-time feedback tools: These make it easier to document feedback near the time work happens.
2. AI-powered analysis: AI can help identify patterns or skill gaps, but managers should review outputs carefully for fairness and accuracy.
3. Progress tracking: Dashboards and milestones can help employees see whether they are on track.
4. Learning system integration: Performance gaps can connect directly to courses or coaching.
5. Mobile access: Mobile-friendly systems make check-ins easier for distributed and hybrid teams.
6. Centralized dashboards: Leaders can monitor team trends and spot where support is needed.
7. Virtual reality simulations: Emerging tools may help assess communication, teamwork, and decision-making in simulated settings.

Employees interested in building flexible credentials for a technology-enabled workplace may start by exploring What is the easiest degree to get online?

What Education and Training Options Employees Can Pursue

Employees have many ways to build new skills, including employer training, mentorship, online courses, professional certifications, associate degrees, bachelor’s degrees, graduate programs, and open-enrollment study options. For more accessible pathways, online colleges with open enrollment may be worth reviewing.

Before choosing a program, employees should ask whether it fits their current role, future goals, schedule, budget, and employer expectations. Employers can support that process through tuition assistance, learning time, mobility programs, and clear guidance on which credentials matter most.

How Remote Work Can Accelerate Career Growth

Remote work can speed up growth when employees use the flexibility to build skills, expand their network, and take on visible projects. It can also slow growth if people become isolated or have too little access to decision-makers. The difference usually comes down to communication, initiative, documentation, and manager support.

Remote employees should document outcomes, ask for feedback often, and look for chances to lead virtual projects. They may also pursue specialized education aligned with distributed work, such as the best master's for remote work, when it fits their career plan.

How to Integrate Reviews With Career Development

Performance reviews are most valuable when they look forward, not just backward. Instead of only rating the past period, they should help employees understand how to grow, what roles they may be ready for, and what skills come next.

• Connect reviews to career goals: Discuss where the employee wants to go and how current performance affects that path.
• Give developmental feedback: Point to specific gaps and recommend training, mentoring, stretch assignments, or cross-functional work.
• Offer learning opportunities: Development may include internal training, online courses, coaching, or formal education such as a cheapest online college bachelor degree.
• Define career pathways: Employees should know what is required for advancement, including skills, results, and behaviors.
• Keep the conversation going: Career development should be revisited during regular check-ins, not saved for one annual meeting.

When reviews are tied to development, they become a tool for retention, internal mobility, and workforce planning — not just compliance.

Questions to Ask Before Finalizing a Performance Review

• Have I used examples from the full review period instead of relying on recent memory?
• Would another manager understand the evidence behind these comments?
• Have I separated performance concerns from personality judgments?
• Did I explain the business, team, or customer impact of the employee’s work?
• Did I include both strengths and development priorities?
• Are the next steps realistic, measurable, and time-bound?
• Have I considered whether workload, tools, role clarity, or training affected performance?
• Did I apply the same standard I would use for another employee in a similar role?

Key Insights

• Specific comments are more useful than broad praise or criticism. Good review language explains the behavior, the result, the impact, and the next step.
• Frequent feedback is more effective than delayed feedback. Gallup (n.d.) reported that 74% of employees receive a performance review once a year or less often, while weekly feedback was linked to higher engagement (48%).
• Reviews should support growth, not just ratings. The strongest process connects feedback to SMART goals, coaching, learning, and follow-up.
• Fairness depends on structure. Standard criteria, documented evidence, calibration, and bias awareness make reviews more consistent.
• Remote and AI-enabled work require updated evaluation habits. Managers need to assess outcomes, communication, collaboration, adaptability, and digital fluency more deliberately.
• Education and credentials matter when they are relevant. Degrees, certificates, and training should be tied to job expectations and applied in the workplace.
• The close of the review is not an afterthought. End with a clear summary, the most important priorities, support available, and the timing for the next check-in.

References:

• Deloitte. (2025). 2025 Gen Z and Millennial Survey: Growth and the pursuit of money, meaning, and well-being. Deloitte.
• Deloitte. (2026). 2026 Global Human Capital Trends. Deloitte. Related Deloitte survey.
• Gallup. (n.d.). Transform Performance Management. Retrieved March 2026, from Gallup.
• Indeed. (2025, December 16). How to Write an Employee Evaluation in 6 Steps (With Example). Retrieved March 2026, from Indeed.
• Jones, D. (n.d.). 7 ways to give valuable and constructive feedback to staff. Seek Employer.
• Kemp, A. (2024, October 23). Organizations Can Redefine Feedback by Including Recognition. Gallup.
• Moore, M. (2019, April 26). How to do an employee performance SWOT. Bizfluent.
• Parsons, N. (2018, April 5). What is a SWOT analysis, and how to do it right (with examples). LivePlan.
• SHRM. (2025). 2025 Employee Benefits Survey. SHRM.
• SHRM & Globoforce (2018). The 2018 SHRM/Globoforce Employee Recognition Report. Dublin, Ireland: Globoforce.
• TalentLMS. (2026). 2026 Annual L&D Benchmark Report. TalentLMS.