In Mercer’s 2013 Global Performance Management Study, we found that many of the respondents had ambivalent feelings regarding performance management (PM). Off the record, a number of them even called PM “the most hated process in HR.” Respondents identified sloppy design, faulty implementation, and inadequately qualified managers as the main reasons for the widespread unhappiness with this important HR process.
Recently there has been more buzz around alternative approaches to PM. But does this mean that a significant development is under way as far as practical applications in the field are concerned? And if so, in which direction is it moving? To approach this question, we complemented the results of a new quantitative study with the experience and market view of more than 30 partners within Mercer from all over the world.
More than half of the companies polled are planning to change their approach to PM within the next 24 months. In most cases, more than just incremental adjustments are intended. We wanted to know what would happen if the HR managers and senior experts surveyed rebuilt PM from scratch — in a “greenfield approach”, as it were.
Business results are driven by people. But what are people driven by?
A paycheck, yes — but there’s more to it than that. Mercer has more than 70 years of experience understanding what drives employees and translating that knowledge into results. You won’t find data like ours anywhere else. Our benchmark database is the best in the business for evaluating and creating competitive compensation offerings.
We have the experience and the hard numbers to design your organization’s workforce rewards, structure incentive programs, manage internal equity, and, most of all, create a satisfied and more productive workforce.
Please provide your details below.
Africa
