Mercer’s 2013 Global Survey Revealed about Performance Management in Organisations

The Mercer’s 2013 Global Performance Management Survey revealed that the organisations in Asia-Pacific region had complicated performance management.

Created On: Sep 19, 2013 13:01 IST

The Mercer’s 2013 Global Performance Management Survey in the month of September 2013 revealed that the organisations in Asia-Pacific region had most complicated performance management practices. The survey revealed that the country-level goal setting occurred most often in India and South Korea. This happened least in the countries like Canada and the US.

In the US and Canada, goal setting remained low because of the higher conversation level between the employees and the managers. In the meanwhile, the organisations in Eastern Europe, Japan, Singapore and India demonstrated higher executive commitment to the performance management. The executive commitment to performance management, in the meanwhile, remained low in Spain, Italy as well as Latin America.

The survey revealed that the Indian organisations tracked performance management metrics crucially more than the other countries of the world.

What is Mercer?

Mercer is the wholly owned subsidy of Marsh & McLennan Companies, the global team of professional services’ companies. These companies offer solutions as well as advice to the clients in various areas such as human capital, strategy and risk management.

The Mercer’s 2013 Global Performance Management Survey

• The Mercer’s 2013 Global Performance Management Survey included responses from the performance management leaders at over 1050 organisations which represented 53 countries in all. The size of these organisations varied from less than 1000 employees to over 10000 employees. These organisations covered a range of industries.
• The survey revealed, “Just 3 percent of organisations worldwide report their overall performance management system provides exceptional value.”
• The survey included common characteristics of performance management programmes which included formal year-end review discussions, managerial discussions, setting up of employee goals and much more.
• The survey highlighted that around one out of three organisations in the world believed that a company’s overall performance can increase by improving the managers’ ability to communicate with the employees.
• The Mercer’s 2013 Global Performance Management Survey revealed that there were two major components of manager skills which matter the most. These included link of career development with the performance and setting up of the SMART goals. SMART is the acronym for specific, measurable, ambitious but achievable, relevant, and time-bound.

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