Is performance management working?

2015 TM&R Pulse Survey (Performance Management) — Insights from AP data

February 22, 2016
| Australia, China, Hong Kong +8 more
  • India
  • Indonesia
  • Malaysia
  • Philippines
  • Singapore
  • South Korea
  • Taiwan
  • Thailand

At a glance

  • Only just over half (54%) of employers in Asia said that they were satisfied with their performance management process.
  • Almost one in three (29%) employers do not formally measure the effectiveness of their performance management programs.
  • Contrary to popular media, only 11% of employers are considering scrapping performance management altogether.

It’s not surprising that employers, managers and employees all question their current performance management processes. The prevailing approach — with its single year-end rating and a reliance on past results — is hardly a formula for ensuring effective performance management and keeping up with evolving business demands.

Yet, despite headline grabbing accounts of companies going ratingless, only a small number of organisations have actually abandoned performance management programs or plan to eliminate ratings altogether.

Willis Towers Watson Media

Some forward-looking organisations have already taken incremental measures to improve programs. For example, 60% have changed or are changing the focus of performance management to include future potential, and another 60% have introduced or are introducing new technology.

Willis Towers Watson Media

So what will it take to fully transform and deliver effective performance management strategies and programs?

Willis Towers Watson Media

Organisations can enhance the experience for managers and employees by strengthening the following core “enablers” of performance.

Manager effectiveness: Give managers the education, support and tools they need to be effective at performance management. Encourage continuous dialogue between managers and employees throughout the year.

Process: Start by defining what “performance” means for your employee groups and make evidence-based changes to programs versus changing just for the sake of change.

Communication and transparency: Involve people in changes to performance management. Collect their feedback, act on it and make them accountable for doing something with it.

Meaningful measurement: Measure a combination of sustained performance, potential and criticality of skills to future business performance. Don’t measure solely for the sake of compliance.

Technology: Use technology better. Make sure it enables other HR processes and helps ensure an effective user experience.

About the survey

The Talent Management & Rewards Pulse Survey – Performance Management was conducted in October and November 2015. A total of 365 large and midsize Asian employers from 11 countries, representing a cross section of industries participated. Respondents were primarily HR executives.