MERCER WEBCAST · 2020-03-04 · Source: Mercer 2013 Global Performance Management Survey Report;...
Transcript of MERCER WEBCAST · 2020-03-04 · Source: Mercer 2013 Global Performance Management Survey Report;...
H E A L T H W E A L T H C A R E E R
M E R C E R W E B C A S T
R E W R I T I N G T H E R U L EB O O K F O R M A N A G I N GP E R F O R M A N C E G L O B A L L Y
Jen SaundersAnna Tweed
London
25 NOVEMBER 2015
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G L O B A L I S A T I O N W E B C A S T S E R I E SW H E R E W E A R E
Title Date Speakers
1 Globalisation: The Mega-Trend Changing the HR Function 30 SeptemberChris CharmanMark HobleAnna Tweed
2 One Size Fitting All? The Impact of Globalisation on Executive andWorkforce Compensation and its Management. 14 October
Chris CharmanMark Hoble
3 Think Globally, Engage Locally: Managing Engagement Across aDiverse Organisation 27 October
Finn KeoughKimmo Parkki
4 Building the global skills for the future 11 NovemberMichael GroverLisa LyonsTegwen Morgan
5 Rewriting the Rule Book for Managing Performance Globally 25 NovemberJen SaundersAnna Tweed
6 From Barriers to Borders: Developing Diverse Global Talent 8 December Michael Grover
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T O D AY ’ S S P E A K E R S
Jen Saunders Anna Tweed
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P E R F O R M A N C E M A N A G E M E N T N E E D S T OC H A N G E
Source: Mercer 2013 Global Performance Management Survey Report; CEB fairness and goal setting; Mercer 2015 Performance Management Snapshot Survey
95%of managers aredissatisfied with theirperformancemanagement systems(CEB)
48%are currentlyevaluating or plan toreview theirperformancemanagement(Mercer)
3%reported thatperformancemanagement systemsdeliver exceptionalvalue (Mercer)
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O U R R E S E A R C H
64companiesparticipating inthe surveyglobally
30interviews withMercer thoughtleaders acrossthe world
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O U R R E S E A R C H
I N R E C E N T Y E A R S , H O W H A S T H E B U S I N E S SV I E W O F P E R F O R M A N C E M A N A G E M E N TC H A N G E D I N T E R M S O F T H E V A L U E I TD E L I V E R S ?
64companiesparticipating inthe surveyglobally
30interviews withMercer thoughtleaders acrossthe world
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T H E B U S I N E S S P E R S P E C T I V E O F P E R F O R M A N C EM A N A G E M E N T H A S …
EAST COAST / CENTRAL
W EST COAST
NORTH AMERICA MIDDLE EAST & ASIA
PACIFICAFRICA
EUROPE
DECLINED
IMPROVED
DECLINED
SAMESAME
DECLINED
IMPROVED
CENTRAL AMERICA
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T H E F U T U R E O F P E R F O R M A N C E M A N A G E M E N TI S …
EAST COAST / CENTRAL
W EST COAST
CENTRAL AMERICA
NORTH AMERICA MIDDLE EAST & ASIA
PACIFICAFRICA
EUROPE
Technologyto retain
objectivity
Disruptivepractices
Focus onthe
individual
Segment theworkforce
Increaseautomation
Managers ascoaches
Drive TalentManagement
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O N E S I Z ED O E S N O TF I T A L L
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R E W R I T I N G T H E R U L E B O O K R E Q U I R E S Y O U RA N S W E R T O T H E S E 3 Q U E S T I O N S :
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PURPOSEOF PERFORMANCE MANAGEMENT?
WHAT IS THE
DEFINITIONOF PERFORMANCE ?
WHAT IS THE
PROCESSWHAT IS THE RIGHT
FOR YOUR CONTEXT?
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T H R E E G L O B A L C A S E S … 1P U R P O S E
S M A L LI N V E S T M E N T
F I R M
L A R G E B R I T I S HB A N K
G L O B A LT E L E C O M M S A N D
T V C O M PA N Y
Meeting high expectations and allowingprogression
‘Feel’ performance management
Create connection to parent company
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I N A S T R O N GP E R F O R M AN C E C U LT U R E
2
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I N A S T R O N GP E R F O R M AN C E C U LT U R E
W E A L L K N O W W H A T G O O D L O O K S L I K E
2
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I N A S T R O N GP E R F O R M AN C E C U LT U R E
W E A L L K N O W W H A T G O O D L O O K S L I K E
W E K N O W W H E N W E S E E I T
2
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I N A S T R O N GP E R F O R M AN C E C U LT U R E
W E A L L K N O W W H A T G O O D L O O K S L I K E
W E K N O W W H E N W E S E E I T
W E K N O W W H E N W E D O I T
2
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P E R F O R M A N C E C U L T U R E I S R O O T E D I N T H ED E F I N I T I O N O F P E R F O R M A N C E
H A N D Y O U ’ R ED E A L T
I N C E N T I V EV E R S U S
S E L E C T I O NE F F E C T S
L E V E L O FA N A L Y S I S
U N D E R L Y I N GD I S T R I B U T I O N
P E R F O R M A N C E
2
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F A C T O R S D E F I N I N G T H E R I G H T P R O C E S S F O RY O U
O U T C O M EDe-linking annual
performance managementand base pay
E X P E C T A T I O N SClosely linked to corporate
culture and values
C A P A B I L I T YFocus on future potential
and skill
M E A S U R E M E N TBig data & abandoning
ratings
D I A L O G U EContinuous feedback
replaces yearly ranking
P E R F O R M A N C E
3
P E R F O R M A N C E
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R E T U R N I N G T O O U R T H R E E C A S E S ,T H E Y F O U N D T H E I R S O L U T I O N 3
S M A L LI N V E S T M E N T
F I R M
L A R G E B R I T I S HB A N K
G L O B A LT E L E C O M M S A N D
T V C O M PA N Y
Meeting highexpectationsand allowingprogression
‘Feel’performancemanagement
Createconnection to
parentcompany
Known highperformance
Segmented
Developing
3 box ratings
Focus onmanagercapability
Consistentprocess
P U R P O S E D E F I N I T I O N P R O C E S S
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T H E R E M AYN O T B E O N EG L O B A LA N S W E R
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Q U E S T I O N S
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Jen Saunders Anna Tweed
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