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 :

123

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

© MERCER 2015 20November 25, 2015

Q U E S T I O N S

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Jen Saunders Anna Tweed

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