talent productivity report

7/24/2019 Talent Productivity Report

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Talent Productivity in AsiaFindings from the Asia Workplace Survey


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A FRAMEWORK FOR MEMBER CONVERSATIONS

The mission of The Corporate Executive Board Company (CEB) and its affiliates is to unlock the potential of organizations and leaders by advancing the science and practice ofmanagement. When we bring leaders together, it is crucial that our discussions neither restrict competition nor improperly share inside information. All other conversations are welcomed

and encouraged.

CONFIDENTIALITY AND INTELLECTUAL PROPERTY

These materials have been prepared by CEB for the exclusive and individual use of our member companies. These materials contain valuable confidential and proprietary information

belonging to CEB, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of CEB. CEB retains any and all

intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

LEGAL CAVEAT

CEB is not able to guarantee the accuracy of the information or analysis contained in these materials. Furthermore, CEB is not engaged in rendering legal, accounting, or any other

professional services. CEB specifically disclaims liability for any damages, claims, or losses that may arise from a) any errors or omissions in these materials, whether caused by CEB or

its sources, or b) reliance upon any recommendation made by CEB.


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3 2014 CEB. All rights reserved. ACE SYN

ASIA FACES HEIGHTENED PRESSURE

ON TOP AND BOTTOM LINES

Business Executive Expectations of Revenue Growth Pressure, Cost Pressure, and Head Count Increases

Q4 2013

An overwhelming

majority of executives

expect increasing

demands for top and

bottom line performance.

Despite an uncertain

economic landscape,

executives anticipate

increases in revenue but

decreases in resources

needed to meet those goals.

0%

40%

80%

68%66% 67% 66%

43%

33%

Asia

Global

PercentageofExe

cutives

Revenue Expectations Cost Pressures Head Count

Source: CEB Q4 2 013 Business Barometer Quarterly Report.

n = 2,817 (Global); 200 (Asia).


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DOING MORE WITH LESS

Organizational Changes Experienced in the Past and Expected in the Future

Percentage of Respondents Selecting Agree or Strongly Agree

Most companies in Asia

expect their employees

to continue to deliver

more performance with

fewer resources.

60% 30% 0%

54%

53%

44%

43%

42%

39%

36%

34%

33%

31%

30%

29%

28%

22%

16%

16%

10%

0% 30% 60%

44%

29%

25%

37%

24%

24%

35%

25%

25%

26%

17%

20%

25%

24%

16%

13%

9%

Significant Increase in Performance Targets

Substantial Change in Leadership

Reduce Business UnitsOperating Budget by at Least 10%

Significant Change in Strategy

Merger or Acquisition

Trouble Hiring Staff withRequired Skills or Experience

Reduce Head Count by at Least 10%

Significant Change inKnowledge Management System

Significant Change in the Technology People Use

Open Offices in Multiple New Countries

Significant Increase inNumber of Employees per Manager

Increase in Number of Hours of WorkExpected from Employees

Higher Than Normal Employee Attrition

Predominantly Hire WorkersUnder 25 years of Age

Work Contract Negotiationswith Employees or Unions

Significant Cut in Employees Health Benefits

Complete Restructuring

n = 4,986 Managers.

Source: CEB 2012 CLC High Performance Survey.

n = 5,139 Managers.

Source: CEB 2012 CLC High Performance Survey.

Over the Past 3 Years Expected in the Next 12 Months


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LEADERS AGREE: GREATER BREAKTHROUGH

PERFORMANCE NEEDED IN ASIA

Mean Employee Performance Increase Needed, by Country, Level and Region

Managers and Executives Who Agree or Strongly Agree

Executives, managers,

and HR leaders say

they need breakthrough

performance from

employees to meet

their business goals

in the next 12 months.

Source: CEB 2012 Corporate Leadership Council High Performance Survey; CEB 2012 Corporate Leadership Council Performance Management Head of Function Survey.

To afford [to meet

our goals we will]

continue to drive

transformational productivity

across the entire enterprise.

John Compton

CEO

PepsiCo Inc.

Asia NorthAmerica

Europe India China Executives Managers CHROs

0%

15%

30% 29%

19%18%

30%

22%

26%

30%

25%


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THE WORK ENVIRONMENT HAS CHANGED

Work Load Has Increased

Percentage of Employees Experiencing an

Increase in Workload in the Past Three Years

Widespread changes

in the organizational

environment have led to

fundamental changes in

how work gets done.

In the last few years,

employees in Asia have been

asked to do more and more.

Employees multitask

more frequently to manage

increased workloads without

adding hours to the workday.

Employees increasingly

work across multiple

time zones, cultures, andcustomer segments, which

limits opportunities for an

organization to observe

performance.

Employees work requires

greater collaboration,

and as collaboration and

coordination increase,

an employees performance

is increasingly dependenton the performance

of his or her peers.

PercentageofEmployees

n = 23,339.

Source: CEB 2012 Corporate Leadership Council High Performance Survey.

YourWorkload Your TeamsWorkload Hours Workedper Week

Asia

Global

Geographically Dispersed Workforces

Change in Amount of Work with Coworkers

in Another Location in the Past Three Years,

by Percentage of Employees

More Matrixed Organization Structures

Change in Number of Individuals Involved

in Decisions in the Past Three Years,


57%Increased

50%Increased

n = 23,339. n = 23,339.

66% Asia 63% Asia

Source: CEB 2012 Corporate Leadership Counci l High Performance Survey. Source: CEB 2012 Corporate Leadership Council High Performance Survey.

0%

50%

100%

81% 80% 78% 78%

63%

56%

Greater Amount of Collaboration Required

Change in Amount of Work That Requires

Collaboration with Others in the Past Three Years,


67%Increased

77% Asia

n = 23,339.



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Individual contributors dont really exist

anymoreeveryone serves some type

of [broader] role.

VP Global HR

Electronics Organization

In this new environment, employees need

to be able to contribute in multiple ways;they no longer have the luxury

of specialization.

Chief Human Resources Officer

Manufacturing Organization

ChangeinProfit

Percentage of Employees in Business Unit

with High Individual Task Performance

0% 25% 50% 75% 100%

HR AGREES IMPROVING EMPLOYEES EXECUTION

OF INDIVIDUAL TASKS IS NOT ENOUGH

Change in Profit by Percentage

of High Individual Task PerformersaEmployee Performance Is More Than

Individual Tasks

Individual task

performance impacts

profit, but we

hypothesize there

is something more

to performance.

Increasing the percentage

of employees with

high individual task

performancehigh output

per hour worked, on-

time task completion,

error-free work, and high-

quality outputimproves

organizational performance.

However, employeeperformance requires more

than effective execution

of individual tasks.

High Individual

Task Performance

a An employees effectiveness at achieving his or her individual tasks and assignments as rated by the manager.

Methodology

Managers were asked to

rate their direct reports

effectiveness at achieving

individual task outcomes, such

as high output per hour, on-

time task completion, error-free

work, and high-quality work.


Note: CEB Corporate Leadership Council used a two-stage least squares regression to estimate the causal relationship between business unit profit change and percentage

of employees achieving individual task outcomes. The effects are modeled using a variety of multivariate regressions with appropriate control variables.

n = 23,339.


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CEB CORPORATE LEADERSHIP COUNCIL MODEL

OF HIGH PERFORMANCE

+ =

An employees enterprise

contribution consists of

his or her individual task

performance and network

performance.

Employees were evaluated

by their managers and peers

on their effectiveness at

achieving outcomes such as:

1. Individual Task Performance

High output per hour

worked

On-time task completion

Error-free work

High-quality work2. Network Performance

Introduction of improved

processes

Implementation of new

product or service ideas

Improved working

methods, techniques,

or tools

Transfer of great ideas

from other partsof the organization

Transfer of skills

and knowledge

Business Unit

Outcomes

Profit Revenue

Individual Task

Performance

An employees

effectiveness at

achieving his or

her individual tasks

and assignments

Network

Performance

An employees

effectiveness at

improving others

performance

and using others

contributions to

improve his or her

own performance

Enterprise

Contribution

An employees

effectiveness at his

or her individual

tasks, contribution to

others performance,

and use of others

contributions to

improve his or her

own performance


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TO ACHIEVE GOALS, THE ENTIRE WORKFORCE MUST

DISPLAY ENTERPRISE CONTRIBUTION

Change in Profit by Percentage of Enterprise Contributors in Business Unit

High Individual Task and

Network Performance

(High Enterprise Contribution)

High Individual Task

Performance Alone

0% 25% 50% 75% 100%

Percentage of Employees

Achieving breakthrough

performance means all

employees must display

individual task and

network performance.

Organizations that increase

enterprise contribution

can achieve improvements

in business outcomes two

times greater than those

achieved by organizations

that improve only individual

task execution.

When we examined

the effect of enterprise

contribution on revenue,gains were similar to those

realized for profits.ChangeinProfita

Implication 1:To dramatically improve outcomes,

employees must display individual task performance

and network performance.

Implication 2:As more employees achieve enterprise

contribution, business unit performance increases.

Thus, all employees should display these performance

traits, not just a small handful of A players.

Note: CEB Corporate Leadership Council used a two-stage least squares regression to estimate the causal relationship between business unit profit change and percentage

of employees achieving individual task and network outcomes. The effects are modeled using a variety of multivariate regressions with appropriate control variables.

n = 23,339.


a Models for revenue produce similar results.


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LESS THAN ONE-FIFTH OF EMPLOYEES ARE ENTERPRISE

CONTRIBUTORS

Distribution of Employees by Level of Individual Task Performance and Network Performance

Percentage of Employees; Asia and Global

To maximize the

number of Enterprise

Contributors,

organizations must

improve both the

individual task

performance and thenetwork performance

of their average and

low performers.

The majority of the

workforce in Asia

comprises average

and low performers.

Only one-fifth of employees

show high levels of network

performance; less than one-

third deliver high individual

task performance.

High Individual Task

Performance Alone

Asia: 13%

Global: 40%

Enterprise Contribution

Asia: 17%

Global: 17%

Average and

Low Performance

Asia: 67%Global: 40%

High Network

Performance Alone

Asia: 3%

Global: 3%

Coreb

Co

reb

Higha

Higha

IndividualTaskPerformance

Only 30% of

employees

display high

levels of

individual taskperformance.

Only 20% of employees display high levels

of network performance.

n = 1,113 (Asia); 23,339 (Global).

a Employees who were rated as a 6, effective, or 7, very effective, on a 7-point scale.

b Employees who were not rated as 6, effective, or 7, very effective, on a 7-point scale.

Network Performance

Source: CEB 2013 Asia Workplace Survey.


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COMPANIES CAN BUY, BUILD, OR ENABLE ENTERPRISE

CONTRIBUTION

Factors Impacting Employee Performance by Maximum Impactaon Enterprise Contribution

To create a high

performing workforce,

organizations can

either buy or build the

required skills or create

a context that drives

high performance.

An employees individual

characteristics include his

personality and acquired

skills and abilities.

An individuals personality

traits are affected more

by tenure and experience,

and less by planned

interventions; thus, in theshort term, companies must

buy these traits in the labor

market.

Context comprises aspects

of an employees job and the

organizational climate within

which he or she operates.

Factors Action StepsMaximum Impact on

Enterprise Contribution

31%The Context

Organization

Climate

Job Characteristics

ENABLE

Modify job characteristics

and the organizations

climate to enable

enterprise contribution.

16%

27%

The Individual

Innate Traits

(Personality)

Acquired Skill

and Ability

BUILD

Develop the skills and

abilities required for

enterprise contribution in

existing employees.

BUY

Recruit individuals who

possess the personality

traits required for

enterprise contribution.

a The maximum impact on enterprise contribution is calculated by comparing two statistical estimates: the predicted impact when an employee scores relatively high on a driverand the predicted value when an employee scores relatively low on a driver. The effects of all drivers are modeled using a variety of multivariate regressions with controls.

n = 425 managers; 3,403 employees.



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ROADMAP FOR THE PRESENTATION

Job

Characteristics

Individual

Characteristics

Environment

CharacteristicsDrivers


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PERSONALITY TRAITS

Personality Assessment, Enterprise Contributors Compared to All Employees

Average Rating by Respondents on a 7-Point Behavior Rating Scale

Enterprise Contributors

are inherently more

dynamic, structured,

creative, and influential

than other employees.

Personality attributes tend

to be innate to an individual

and harder to change

through conventional

training methods.

The biggest gap in

personality scores occurs

in dynamism (level of

ambition and drive to work)

and structure (long-term

orientation, focus on detail,timely work.)

The lowest difference in

scores occurs at emotions,

which refers to display of

emptions and expressions

at work.

n = 208 Enterprise Contributors; n = 1,208 all employees.

6.0

6.0

6.0

6.0

6.0

6.0

6.0

6.0

5.9

5.8

5.8

5.8

5.8

5.8

5.7

4.7

4.7

4.5

4.5

4.4

4.8

4.4

4.8

4.2


Overall

Creativity andOpenness to Change

Influence

Analytical Approach

Emotions

Structure

Sociability

Dynamism

Empathy

Source: CEB analysis.


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COGNITIVE ABILITIES

Cognitive Ability Assessment, Enterprise Contributors Compared to All Employees

Average Rating by Respondents on a 7-Point Effectiveness Scale


have stronger cognitive

abilities than their peers.

Cognitive ability measures

the capacity to perform

higher mental processes of

reasoning, remembering,

understanding, and problem

solving.



Overall

NumericalReasoning

Verbal Reasoning

InductiveReasoning

6

76

6.0

6.1

5.9

5.0

4.94.6

Effectiveness Scale

7 Very Effective

6 Effective

5 Somewhat Effective

4 Neither Effective nor

Ineffective

3 Somewhat Ineffective

2 Ineffective

1 Very Ineffective



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7

7

7

7

7

7

5.7

6.0

6.1

5.8

6.2

6.2

4.8

5.0

5.2

4.9

5.3

5.1

FUNCTIONAL KNOWLEDGE AND SKILLS

Functional Knowledge and Skills Assessment, Enterprise Contributors Compared to All Employees

Average Rating by Respondents on a 7-Point Effectiveness Scale.


display much higher

business acumen and

better information

management skills than

other employees in Asia.



Overall

TechnicalProficiency

Business Acumen

CustomerOrientation

TechnologyExpertise

Process Management

InformationManagement


Effectiveness Scale

7 Very Effective

6 Effective



Ineffective


2 Ineffective

1 Very Ineffective


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7.0

7.0

7.0

7.0

7.0

7.0

7.0

7.0

6.0

6.3

6.0

6.2

6.0

6.2

6.1

6.2 4.7

5.4

5.0

5.0

4.7

5.1

5.0

5.1

ENTERPRISE CONTRIBUTORS DEMONSTRATE SUPERIOR

BEHAVIORAL COMPETENCIES

Behavior Assessment, Enterprise Contributors Compared to All Employees

Average Rating by Respondents on a 7-Point Effectiveness Scale

As a result of their

personality traits,

cognitive abilities, and

functional skills and

knowledge, an Enterprise

Contributor is much more

effective at key behaviorsthan the average

employee in Asia.

The gap between the

two employee groups is

the highest at behaviors

associated with leading

and deciding, and creating

and conceptualizing.

n = 208 Enterprise Contributors ; n = 1,208 all employees.


Overall

Interactingand Presenting

Leading and Deciding

Organizingand Executing

Creating andConceptualizing

Supporting andCooperating

Enterprisingand Performing

Analyzing andInterpreting

Adaptingand Coping


Effectiveness Scale

7 Very Effective

6 Effective



Ineffective


2 Ineffective

1 Very Ineffective


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Job

Characteristics

Individual

Characteristics

Environment



18/53


EMPLOYEES AND MANAGERS CONSIDER ROLE CLARITY

MOST IMPORTANT

Importance of Job Characteristics to Employee Performance, Employees Compared to Managers

Percentage of Respondents Ranking a Characteristic in the Top Two Job Factors Impacting Employee Performance

Both managers and

employees indicate that

understanding the role

and their performance

expectations are the

most important aspects

of an individuals job.

Receiving feedback from

managers and peers

and from work activities

is the least important

characteristic.

There are no significant

differences in the

importance ratings assigned

by employees and managers.

Methodology

Managers and Employees were

asked to force rank each job

characteristic from one to six.

0%

40%

80%

63%

75%

58% 57%

54%

45%

52%

46%

52%

49%

21%

27%

Employees

Manager

n = 3,403 employees; 425 managers.

Role Clarity Task

Significance

Skill Variety Task Ownership Task Flexibility

and Autonomy

Task Feedback



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MOST EMPLOYEES RATE THEIR JOBS HIGH ON SKILL

VARIETY AND TASK SIGNIFICANCE

Employees Perception of Their Jobs

Nearly one-half of the

employees in Asia report

that their jobs require a

variety of skills.

Only a one-fifth of


having the autonomy to

decide how, where, and

when to do their work.

Methodology

Employees were asked to

state their level of agreement

with several statements on the

existence or prevalence of each

characteristic in their job.

Agreement Scale

7 Strongly Agree

6 Agree

5 Somewhat Agree

4 Neither Agree nor Disagree

3 Somewhat Disagree

2 Disagree

1 Strongly Disagree

0%

25%

50% 49%

46%

40%

27%

24%

21%

Role Clarity TaskSignificance

Skill Variety Task Ownership Task Flexibilityand Autonomy

Task Feedback

n = 3,403 employees.


PercentageofEmployeesRepor

ting

TheseCharacteristicsExist

Average

Employee

Ratings:

5.33 5.45 5.37 5.19 4.97 4.88


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Job

Characteristics

Individual

Characteristics

Environment



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ASIAS WORKFORCE PLACES IMPORTANCE

ON TRANSPARENCY AND OPENNESS

Importance of Environment Characteristics to Employee Performance, Employees Compared to Managers

Percentage of Respondents Ranking a Characteristic in the Top Two Environmental Factors Impacting Employee

Performance

Employees in Asia value

gaining understanding of

the firms strategic goals,

participating in decision

making and dialogue,

and receiving support

and guidance from peers,

managers, and leaders.

0%

40%

80%

61%

71%

56%

59%

24%22% 23%

20%

17%

10%

Employees

Manager

Transparency

and Openness

Network

Support

Freedom and

Empowerment

Rewards

and Fairness

Skill

Development


Methodology

Managers and employees

were asked to force rank each

environmental characteristic

from one to five.

n = 3,403 employees; 425 managers.


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EMPLOYEES REPORT ENVIRONMENTAL DIMENSIONS

BARELY EXIST IN THEIR ORGANIZATIONS

Employees Perception of Their Environment

As few as one in five


organizations to promote

continuous learning and

development of skills.

Managers consider

transparency and openness

as important, but employees

in Asia report organizations

are doing a bad job at it.

Methodology

Employees were asked to state

their level of agreement with

several statements on the

existence or prevalence ofeach characteristic in their

environment.

Agreement Scale

7 Strongly Agree

6 Agree

5 Somewhat Agree

4 Neither Agree nor Disagree

3 Somewhat Disagree

2 Disagree

1 Strongly Disagree

Average

Employee

Ratings:

4.91 4.54 4.94 4.64 4.66

SkillDevelopment

Rewardsand Fairness

Transparencyand Openness

Freedom andEmpowerment

NetworkSupport


n = 3,403 employees.

PercentageofEmployeesRep

orting

TheseCharacteristicsExist

0%

10%

20%20%

13%

12%

6%

5%


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Job

Characteristics

Individual

Characteristics

Environment



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MANAGERS BELIEVE LEADERSHIP HAS THE BIGGEST

IMPACT ON EMPLOYEE PERFORMANCE

Importance of Organizational Factors to Performance, Manager Rated

Average Ranks, Managers Were Asked to Force Rank Each Factor on a Scale of 1 to 8

Most managers in

Asia believe that their

organizations leaders

have the biggest

impact on employee

performance.

0.0 4.0 8.0

2.5

3.6

4.4

4.7

5.0

5.1

5.9

6.5

7.1

Leadership

Manager Support

Structure and Governance

Coworkers or Team

Work Processes

Performance ManagementPractices

Technology and Infrastructure

Attraction and RecruitmentPractices

Learning and Development

Importance

n = 425 managers.


Note: For additional details on the individual drivers, please refer to the appendix p.3144.


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Appendix


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EMPLOYEE PERFORMANCE BREAKDOWN BY REGION, FUNCTION,

AND INDUSTRY

Regions Average and Low Performers Enterprise Contributors High Individual Task Performance Alone High Network Performance Alone

China 65% 22% 11% 2%

India 63% 20% 13% 3%Indonesia 86% 11% 0% 4%

Japan 77% 7% 14% 2%

Malaysia 72% 10% 14% 3%

Philippines 61% 18% 21% 0%

Singapore 66% 13% 20% 2%

South Korea 75% 17% 4% 4%

Others 73% 13% 13% 2%

Functions Average and Low Performers Enterprise Contributors High Individual Task Performance Alone High Network Performance Alone

HR 69% 15% 13% 3%

Finance 75% 14% 9% 2%

IT 59% 19% 19% 3%

Supply Chain and Operations 70% 18% 10% 2%

Sales and Service 66% 19% 11% 4%

Marketing and Communications 72% 11% 16% 2%

Strategy 53% 22% 25% 0%

R&D 47% 35% 15% 3%

Admin 75% 8% 8% 8%

Industries Average and Low Performers Enterprise Contributors High Individual Task Performance Alone High Network Performance Alone

Consumer Goods 69% 6% 22% 3%

Financial Services 65% 21% 11% 4%

Government Nonprofit 52% 36% 12% 0%

Health care 74% 13% 11% 2%

Insurance 76% 15% 9% 0%

Automotive and Durable Goods 65% 16% 12% 6%

Manufacturing 68% 17% 14% 1%

Oil and Gas, Chemicals, and

Mining and Materials72% 11% 15% 2%

Pharmaceuticals and Biotechnology 79% 5% 17% 0%

Professional Services 72% 19% 2% 6%

Technology 62% 19% 15% 4%

Transportation and Logistics 64% 12% 18% 6%

Others 63% 22% 12% 3%



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PREVALENCE OF JOB CHARACTERISTICS BY REGION, FUNCTION,

AND ORGANIZATION TYPE


Task Flexibilityand Autonomy

SkillVariety

TaskSignificance

TaskIdentity

TaskFeedback

RoleClarity

Regions

China 22% 45% 40$ 20% 24% 49%

India 22% 54% 42% 36% 28% 48%

Indonesia 27% 58% 36% 24% 22% 40%

Malaysia 17% 49% 36% 29% 20% 41%

Singapore 17% 45% 32% 23% 16% 36%

Others 25% 63% 57% 17% 28% 48%

Functions

HR 20% 56% 41% 27% 26% 46%

Finance 23% 46% 39% 27% 23% 43%

IT 17% 46% 36% 29% 25% 44%

Supply Chain and Operations 23% 50% 43% 29% 22% 47%

Sales and Service 23% 53% 36% 26% 25% 48%

Marketing and Communications 22% 54% 42% 33% 20% 44%

Strategy 25% 45% 45% 17% 23% 46%

R&D 20% 46% 39% 23% 24% 45%

Admin 23% 77% 38% 38% 46% 46%

Organization Type

WMNC 21% 50% 39% 28% 25% 46%

Domestic 21% 49% 40% 27% 23% 46%


28/53


IMPORTANCE OF JOB CHARACTERISTICS BY REGION, FUNCTION,


Task Flexibilityand Autonomy

SkillVariety

TaskSignificance

TaskIdentity

TaskFeedback

RoleClarity

Regions

China 41% 19% 16% 5% 10% 8%

India 46% 15% 15% 13% 11% 1%

Indonesia 40% 10% 30% 10% 10% 0%

Malaysia 45% 12% 12% 16% 12% 4%

Singapore 50% 20% 9% 5% 11% 5%

Others 45% 11% 16% 7% 17% 4%

Functions

HR 45% 14% 16% 10% 10% 5%

Finance 46% 14% 17% 9% 11% 3%

IT 50% 17% 7% 3% 20% 3%

Supply Chain and Operations 40% 17% 14% 11% 14% 3%

Sales and Service 44% 14% 16% 9% 12% 5%

Marketing and Communications 46% 19% 19% 4% 12% 0%

Strategy 71% 14% 0% 14% 0% 0%

R&D 25% 15% 20% 20% 20% 0%

Admin 40% 20% 0% 0% 20% 20%

Organization Type

WMNC 44% 15% 16% 9% 11% 4%

Domestic 45% 15% 11% 10% 15% 4%



29/53


PREVALENCE OF ENVIRONMENT CHARACTERISTICS BY REGION, FUNCTION,




NetworkSupport

Rewardsand Fairness

SkillDevelopment

Regions

China 6% 11% 4% 16% 21%

India 8% 16% 7% 13% 20%

Indonesia 4% 10% 7% 8% 12%

Malaysia 8% 8% 4% 10% 17%

Singapore 3% 6% 2% 9% 15%

Others 7% 21% 4% 17% 31%

Functions

HR 7% 13% 6% 16% 23%

Finance 4% 8% 3% 9% 13%

IT 8% 12% 5% 11% 19%

Supply Chain and Operations 4% 11% 5% 13% 17%

Sales and Service 7% 14% 4% 13% 22%

Marketing and Communications 7% 12% 3% 13% 17%

Strategy 12% 19% 7% 25% 30%

R&D 6% 9% 4% 12% 20%

Admin 18% 18% 9% 18% 36%

Organization Type

WMNC 6% 10% 4% 12% 20%

Domestic 7% 13% 6% 14% 20%



30/53


IMPORTANCE OF ENVIRONMENT CHARACTERISTICS BY REGION, FUNCTION,





NetworkSupport

Rewardsand Fairness

SkillDevelopment

Regions

China 40% 29% 3% 15% 3%

India 41% 24% 17% 7% 7%

Indonesia 30% 40% 10% 30% 0%

Malaysia 45% 33% 4% 10% 4%

Singapore 43% 41% 11% 7% 2%

Others 47% 32% 11% 5% 5%

Functions

HR 47% 27% 12% 6% 5%

Finance 26% 29% 11% 23% 3%

IT 41% 48% 14% 7% 0%

Supply Chain and Operations 46% 25% 6% 13% 6%

Sales and Service 40% 37% 5% 9% 7%

Marketing and Communications 38% 15% 15% 23% 4%

Strategy 43% 36% 14% 0% 7%

R&D 30% 45% 5% 5% 0%

Admin 20% 60% 0% 0% 0%

Organization Type

WMNC 43% 31% 10% 9% 4%

Domestic 41% 29% 11% 10% 6%


31/53


DRIVERS OF PERFORMANCE: LEADERSHIP

Percentage of Employees Who Agree or Disagree with the Following Statements

On a 7-Point Scale, Where 1 and 2 = Disagree; 3, 4, and 5 = Neutral; and 6 and 7 = Agree

NeutralLeaders in my organization

0% 50% 100%

31% 65% 4%

29% 66% 5%

28% 67% 5%

28% 68% 4%

28% 66% 6%

27% 68% 5%

25% 68% 7%

24% 69% 7%

24% 69% 7%

24% 67% 9%

23% 69% 8%

23% 70% 7%

23% 69% 8%

22% 71% 7%

20% 69% 11%

20% 72% 8%

set strict rules and guidelinesand expect the rest of us to follow

effectively communicatenew initiatives or goals

embrace new ideas

share information only after all decisionshave been made

are decisive

set clear expectations about how people

should interact within the organization

effectively demonstrate how to challengewhen necessary

actively teach us how to cooperatewith each other

encourage a free flow of information withinthe organization

are not afraid to admit that they donthave all the answers

explain to employees why they madecertain decisions

seek and act on employees opinionsand feedback

are role models for the kind of workbehaviors expected of employees

encourage reasonable risk-taking andexperimentation

create lots of rules and bureaucracy that preventpeople from proactively coming up with new ideas

trust employees to makeimportant decisions

Agree Disagree

n = 3,491.Source: CEB analysis.


32/53


DRIVERS OF PERFORMANCE: MANAGER SUPPORT



My Manager...

lays out performance expectations clearly

emphasizes the same priorities as theleaders in the organization

helps me connect to the right peopleon their team

makes sure all formal team interactions andmeetings are directed specific outcomes

is unbiased and just in reviewingmy performance and providing feedback

0% 50% 100%

33% 62% 5%

31% 65% 4%

29% 65% 6%

28% 67% 5%

28% 65% 7%

27% 66% 7%

27% 65% 8%

27% 66% 7%

27% 67% 6%

27% 66% 7%

27% 67% 6%

25% 66% 9%

25% 69% 6%

23% 68% 9%

23% 70% 7%

NeutralAgree Disagree

provides me with all supportI need to complete my daily tasks

helps me connect to the right peopleoutside of my team

follows a fair system to allocate workacross the team

is effective in helping me see the link betweenmy work and overall organizational strategy

proactively provides me with constructivefeedback on my performance

helps me learn from my failures

is role model for the kind ofwork behaviors expected of me

provides guidelines that distinguishacceptable and unacceptable risks

coaches and mentors me from time to time

provides guidance on when toabandon a failed assignment or project



33/53


DRIVERS OF PERFORMANCE: STRUCTURE AND GOVERNANCE,

ROLE DESIGN


On a 7-Point Scale, Where 1 and 2 = Disagree; 3, 4, and 5 = Neutral; and 6 and 7 = Agree NeutralAgree Disagree

0% 50% 100%

57% 41% 2%

53% 45% 2%

53% 44% 3%

50% 48% 2%

47% 48% 5%

47% 49% 4%

46% 50% 4%

45% 52% 3%

44% 50% 6%

38% 56% 6%

37% 54% 9%

27% 59% 14%

My Role and Responsibilities Reflect My Day-to-Day Workflow (i.e., How Work Actually Gets Done)

My Role and Responsibilities Reflect HowI Work with Others

My Job Description Specifies the Skills andBehaviors Required for Successful Outcomes

My Role and Responsibilities Reflectthe Priorities of My Team

My Role and Responsibilities are Very Specificand Precisely Defined

I Have Input into How My Job Is Defined

There are Clear Decision-Making Rules for My Job

My Role and Responsibilities Reflect the Prioritiesof the Organization

Employees Roles and Responsibilities areReviewed on a Regular Basis

My Role and Responsibilities are DefinedSolely by My Manager

My Role and Responsibilities Seldom CreateConflicts with Other Individuals Within or

Outside My Team

My Role and Responsibilities Frequently Change



34/53


DRIVERS OF PERFORMANCE: STRUCTURE AND GOVERNANCE,

DECISION-MAKING PROCESS



Only a Few People at the Upper Levels of MyOrganization Are Involved in Making Decisions

Decision Makers Use a Balance ofData and Judgment to Make Decisions

Most Decisions RequireApproval from Multiple Stakeholders

Employees Are Always HeldAccountable for Their Decisions

Decision Makers Rely Primarilyon Data Analysis to Make Decisions

Decision Makers Rely Primarily on

Intuition or Experience to Make Decisions

Employees Have Permission toMake Decisions on Their Own

n = 3,420.


0% 50% 100%

48% 48% 4%

46% 51% 3%

45% 50% 5%

43% 54% 3%

42% 53% 5%

31% 61% 8%

20% 64% 16%


35/53


DRIVERS OF PERFORMANCE: TEAM COMPOSITION AND CREATION



Team Composition

Team Creation

My team

My organization

0% 50% 100%

47% 51% 2%

44% 51% 5%

30% 62% 8%

23% 64% 13%

21% 63% 16%

20% 59% 21%

is composed of individuals withdifferent working styles

assigns employees to teams basedon their expertise

assigns employees to teams basedon working style

allows employees to self-organize a team

has a clear leader

is accountable to multiple stakeholders

is composed of individualswith the same expertise

is composed of individuals of the same level

has multiple leaders



n = 3,283.


n = 3,283.


0% 50% 100%

26% 66% 8%

22% 67% 11%

18% 67% 15%


36/53


DRIVERS OF PERFORMANCE: COWORKER ACTIONS




My coworkers

provide relevant and useful advice

have regular formal or informalmeetings with me

motivate each other to perform better

are always willing to help others

provide access to resources that would haveotherwise been inaccessible to me

help reduce interpersonalconflicts and tension

proactively offer to help with my work

put in extra effort to support others

help me in prioritizing my work

n = 3,283.


0% 50% 100%

33% 64% 3%

32% 64% 4%

29% 66% 5%

29% 67% 4%

27% 68% 5%

27% 69% 4%

26% 67% 7%

26% 68% 6%

24% 70% 6%


37/53


DRIVERS OF PERFORMANCE: ACCESS TO TEAM AND COWORKERS




My organization

encourages me to seek ideas andinformation from others within my

immediate team

makes it clear how and when people areexpected to collaborate with their

immediate team

helps me identify people around theorganization who might be helpful

for me to work with

encourages me to seek ideas andinformation from others outside of my

immediate team

helps me understand how members of myteam complete their work

makes it clear how and when people areexpected to collaborate with people outside

of their immediate team

hosts forums, events, etc., to help meconnect with coworkes on my team

helps me understand how peers outside ofmy immediate team complete their work

hosts forums, events, etc., to help meconnect with peers outside of my

immediate team

n = 3,283.


0% 50% 100%

30% 66% 4%

26% 69% 5%

26% 68% 6%

26% 68% 6%

25% 69% 6%

25% 69% 6%

24% 68% 8%

23% 66% 11%

23% 65% 12%


38/53


DRIVERS OF PERFORMANCE: WORK PROCESSES




0% 50% 100%

34% 64% 3%

30% 66% 4%

29% 67% 4%

26% 69% 5%

26% 68% 6%

25% 70% 5%

23% 70% 7%

23% 71% 6%

18% 74% 8%

14% 71% 15%

13% 73% 14%

Work Processes Make It ClearWho Makes Decisions

Work Processes Provide Very SpecificGuidelines About How Employees

Should Do Their Work

Work Processes Minimize Mistake and Errors

Work Processes Help Me Distinguish BetweenLow and High Value Aspects of My Work

Work Processes Are ReviewedPeriodically for Opportunities

to Streamline, Standardize, or Automate

There Is a High Level of ProcessStandardization Across Different Divisions or

Business Units

Work Processes Are Updated Quickly inResponse to Change

There Is a High Level of ProcessAutomation Across Different Divisions,

Business Units, and Functions

Work Processes Are Designed Based onEmployee Input

Work Processes Are Outdated or Irrelevant

Work Processes Are Difficult to Follow

n = 3,283.


Note: Total may not equal 100% due to rounding.


39/53


DRIVERS OF PERFORMANCE: PERFORMANCE MANAGEMENT PRACTICES



NeutralAgree DisagreeGoal Setting

0% 50% 100%

34% 61% 5%

33% 63% 4%

32% 64% 4%

31% 64% 5%

30% 63% 7%

29% 66% 5%

29% 66% 5%

28% 65% 7%

27% 67% 6%

There Is Periodic (Biannual, Annual, etc.)Goal Setting Process by Which Organization

Objectives Are Cascaded to VariousDepartment and Teams

All My Individual Goals Are Specificto the Job I am Doing

All Goals Assigned to Me AreChallenging but Attainable

Collaborating with Others onMy Team Is Explicitly Added to My

Performance Objectives

I am Frequently Involved in Setting Goalsfor Myself and My Team

All the Goals Given to Me Are Measurable

I Understand What My Peersand Coworkers Are Working Toward

There Are Periodic Goal ReviewSessions to Assess If Any

of My Goals Need to Be Changed

Collaborating with Others Outside of MyTeam Is Explicitly Added to My Performance

Objectives

n = 3,283.



40/53


DRIVERS OF PERFORMANCE: PERFORMANCE MANAGEMENT

PRACTICES (CONTINUED)



0% 50% 100%

41% 54% 5%

33% 61% 6%

31% 63% 6%

31% 63% 6%

29% 64% 7%

28% 64% 8%

27% 65% 9%

24% 66% 10%

24% 67% 9%

There Is a Periodic (Quartely, Biannual, orYearly) Performance Assessment

Process in My Organization

Performance Reviews Arethe Most Important Tool in Make Promotion

or Termination Decisions

The Performance Review Is as an ImportantTool to Calibrate My Performance to Other

Employees at the Same Level

My Performance Self-evaluation Is anImportant Part of My Performance Review

Detailed Performance Criteria Exist andEveryone Is Made Aware of Them

The Same Standards of Evaluation AreApplied to Everyone at the Same Level

The Performance Review Accurately EvaluatesMy Contribution to the Organization

Customer Feedback (Internal or External) IsUsed to Accurately Assess My Performance

My Coworker Feedback Is Sought toDetermine My Performance Review Scores

n = 3,283.


Note: Total may not equal 100% due to rounding.


41/53


DRIVERS OF PERFORMANCE: PERFORMANCE MANAGEMENT

PRACTICES (CONTINUED)



Incentives

Feedback

0% 50% 100%

33% 56% 11%

26% 56% 18%

26% 60% 14%

15% 49% 36%

12% 65% 23%

My Compensation Is Tiedto My on-the-Job Performance

I Receive Short-TermIncentives or a Bonus (Cash, Perks, etc.)

A Substantial Part of My CompensationComes from My Team and Organizations

Performance

I Receive Long-TermIncentives (Stock, Grants, Options, etc.)

Employees Who Experiment and TakeReasonable Risks Are Rewarded Despite Failure

0% 50% 100%

26% 69% 5%

24% 69% 7%

24% 68% 8%

22% 69% 9%

20% 65% 15%

The Peer and Manager Feedback I ReceiveHelp Me Evaluate the Right Job Behaviors

The Organization Is Very Direct withEmployees Who Are Underperforming

I Always Receive Periodic Formaland Informal Feedback on My Performance

I Have Never Received Any UnexpectedFeedback in My Performance Review

I Receive 360-Degree Feedback (fromManagers, Peers, Customers, and Direct

Reports) on My Performance

n = 3,283.


n = 3,283.



42/53


DRIVERS OF PERFORMANCE: LEARNING & DEVELOPMENT PRACTICES




0% 50% 100%

28% 60% 12%

27% 67% 6%

26% 65% 9%

26% 64% 10%

25% 67% 8%

24% 67% 9%

24% 66% 10%

23% 67% 10%

21% 68% 11%

20% 64% 16%

20% 65% 15%

has a formal mechanism (website,portal, etc.) to look for job opportunities

within the firm

supports me primarily in developing skillsand capabilities for my current role

My organization

provides training primarily on technicalskills (such as industry-specific certifications,

functional knowledge, computer skills, etc.)

provides me with adequate formal learningopportunities (such as classroom teaching

sessions, training modules, etc.)

supports me primarily in developingskills and capabilities for future roles

provides me with adequate informal learningopportunities (such as peer-to-peer sessions,

learning groups, etc.)

provides training primarily on soft skills (suchas interpersonal skills, attention to detail, ability

to deal with ambiguity, professionalism, etc.)

supports me in planning and managing my

career path

provides opportunities to change my currentfunction or business unit according to my

career interests

has a formal mentoring program

has a rotation program among differentfunctions or business units

n = 3,283.Source: CEB 2013 Asia Workplace Survey.


43/53


DRIVERS OF PERFORMANCE: TECHNOLOGY AND INFRASTRUCTURE



I receive IT support for organization-provided devices (desktop and laptop, work

provisioned cell phone, etc.) and software

The equipment in my workspaceis physically easy to use

I have access to technology to sharedocuments and files with others (shared

folders, websites, portals etc.)

The technology provided by myorganization is user-friendly

I have access to technology that supportsreal-time conversations with colleagues inother locations (video conferencing, web

conferencing etc.)

My workspace allows me to quickly meetcoworkers who are critical to my work

I can get remote access to information andapplications (VPN, virtual desktop etc.)

I have access to technology that helps melocate the right internal contacts

My organization provides easy access to thedata (internal or external) I need to make

decisions and create work deliverables

0% 50% 100%

45% 51% 4%

43% 55% 2%

41% 55% 4%

37% 56% 7%

36% 60% 4%

36% 60% 4%

35% 55% 10%

34% 62% 4%

33% 62% 5%

31% 52% 17%

30% 60% 10%

29% 60% 11%

28% 64% 8%

22% 68% 10%

I have access to technology for sharing ideasand opinions with others and learning from

colleagues ideas and opinions (wikis, blogs,Twitter, Chatter, etc.)

I have access to a quiet and privatespace when I need it

My organization provides readily availabletraining on how to use the various

devices and software

Its easy to access technologies not formallyprovided by the organization

My organization provides portable technology

devices (iPad, tablet computers, etc.)




44/53


DRIVERS OF PERFORMANCE: ATTRACTION AND RECRUITMENT PRACTICES



0% 50% 100%

34% 62% 4%

34% 61% 5%

32% 63% 5%

31% 59% 10%

30% 66% 4%

29% 63% 8%

29% 65% 6%

25% 70% 5%

25% 68% 7%

My Organization Places Greater Emphasis onFunctional Expertise or Technical Skills While

Hiring People

The Recruiter Who Hired Me Had a ClearSense of the Organizations Business Strategy

Both External and Internal Talent Pools AreConsidered for Any Open Position with the

Organization

Recruiting Staff Supporting the OrganizationsLocal Market Has the Necessary Capabilities

to Recruit (Language, Knowledge of MyHiring Needs, etc.)

My Organization Uses Written Tests andExercises to Screen Applicants for a Job

My Organization Conducts BehavioralInterviews to Screen Applicants for a Job

The Recruiting Practices at My OrganizationAre Fair and Unbiased

My Organization Places Greater Emphasis onSoft Skills While Hiring People

My Organization Conducts Case-BasedInterviews to Screen Applicants for a Job




45/53


APPENDIX A: EVALUATING THE NEW HIGH PERFORMANCE

PROFILE

Survey and Analysis Process

We used multivariate

linear regression to

determine the impact

of a variety of drivers

on employee performance.

Survey managers in Asia to assess theirdirect reports performance, personality,

skills, and ability.

Use multivariate linear regression to assess

the impact of individual, job, and climate

factors on enterprise contribution.

Survey employees in Asia on aspects oftheir job, organizational climate, and other

workplace factors impacting their performance.

Use multivariate linear regression to assess

the impact of organizational actions on

employee perceptions of job and climate.

43

21

Examples

Personality

Functional skills and knowledge

Formal performance ratings

Individual task performance

Network performance

Y = + 1X + 2C +

Y = Employee Performance

X = Prevalence or Effectiveness of Individual,Job, or Climate Characteristics

C = Control Variables

1 = Impact on Employee Performance

of the Particular Characteristic X

Examples

Task flexibility and autonomy

Task significance

Transparency and openness

Network support

Leadership and manager support

Coworkers or team

Y = + 1X + 2C +

Y = Employee Performance

X = Prevalence or Effectiveness ofOrganizational Actions

C = Control Variables

1 = Impact on Employee Performance

of Organization Actions X


46/53


APPENDIX B: INDEX OF PERFORMANCE DRIVERS

Individual Characteristics

Personality

Influence

Sociability

Empathy

Analytical Approach

Creativity and Openness to Change

Structure

Emotions

Dynamism

Cognitive Ability Verbal Reasoning

Numerical Reasoning

Inductive Reasoning

Functional Skills and Knowledge

Business Acumen

Process Management

Technical Proficiency

Technology Expertise Customer Orientation

Information Management

Job Characteristics

Task Flexibility and Autonomy

Skill Variety

Task Significance

Task Ownership

Task Feedback

Role Clarity

Climate Characteristics

Transparency and Openness

Network Support

Freedom and Empowerment

Skill Development

Rewards and Fairness

Drivers


Leadership

Manager Support

Coworkers or Team

Work Processes

Performance Management Practices



Attraction and Recruitment practices


47/53


INDIVIDUAL CHARACTERISTICS, PERSONALITY TRAITSThe individualcharacteristics of an

employee consists of

two critical components

personality attributes or

innate characteristics,

and acquired skill and

ability.

Personality Traits: An individuals preferred or typical style of behavior. These personality attributes

are predominantly innate.

1. Influence: Refers to the level of persuasiveness, assertiveness, and independent mindedness

2. Sociability: Refers to the extent of outspokenness, affiliative nature, and social confidence

3. Empathy: Includes the of extent to which a person is modest, collaborative, sympathetic, and caring

4. Analytical Approach: Refers to the extent of rationality toward data as well as the degree to which

a person is evaluative and understanding

5. Creativity and Openness to Change: Refers to the extent to which a person is conventional, conceptual,

or innovative as well as the degree of adaptability and variety-seeking nature of a person

6. Structure: Includes the degree of forward-thinking, detail consciousness, conscientiousness,

and adherence to rules

7. Emotions: Refers to the extent to which a person is relaxed, tough-minded, and emotionally controlled

in demanding situations as well as how trusting and optimistic a person is

8. Dynamism: Includes the extent to which a person is vigorous, competitive, driven, and decisive at work



48/53


INDIVIDUAL CHARACTERISTICS: COGNITIVE ABILITY

AND FUNCTIONAL SKILLS AND KNOWLEDGE

An individuals acquired

skills and abilities

comprises two important

components-cognitive

ability and functional

skills and knowledge. A. Cognitive Ability: The reasoning ability that measures the capacity to perform the higher mental

processes of reasoning, remembering, understanding, and problem solving

1. Verbal reasoning: The ability to think constructively and work with written information to identify

solutions to problems

2. Numerical reasoning: The ability to establish, execute, and interpret numerical data to identify solutions

to problems

3. Inductive reasoning: The ability to work with fuzzy and unfamiliar problems and develop solutions from

first principles, sometimes referred to as thinking outside the box or lateral thinking


B. Functional Skills and Knowledge: The knowledge of facts, principles, theories, and practices that relate

to the field of work or job and skills that help achieve a given outcome.

1. Business Acumen: Includes knowledge of business operations and business relevance

2. Technical Proficiency: Includes specialized knowledge of required functional concepts, for example

accounting rules for an accountant and subject matter expertise

3. Technology Expertise: Includes knowledge of domain-specific systems and applications relevantfor the job, such as CRM, ERPs, SPSS, or other workflow tools

4. Customer Orientation: Includes knowledge of internal and external customers needs and expectations,

and knowledge of customer service concepts, policies, and procedures

5. Process Management: Includes knowledge of process methodologies, practices, procedures, and systems

that help manage work, simplify it, and use resources efficiently, including lean, six-sigma, TQM.

6. Information Management: Includes knowledge of data management techniques, such as finding, filtering,

and organizing data, and knowledge of analysis and synthesis techniques



49/53


INDIVIDUAL CHARACTERISTICS: BEHAVIORSWe measured employeeeffectiveness at eight key

behavioral competencies.

Behaviors: The way employees of an organization conduct themselves, especially towards their peers

and seniors in their work environment

1. Leading and Deciding: Refers to taking control and exercising leadership; also defined by the extent

to which an employee initiates action, gives direction, and takes responsibility

2. Supporting and Cooperating: The ability to support others and show them respect; also the aptitude

to work effectively with different coworkers and behave consistently with personal values

that complement the organization

3. Interacting and Presenting: The ability to communicate and network effectively; Also refers

to the extent of successfully persuading and influencing others

4. Analyzing and Interpreting: The ability to think in a clear and analytical manner to get to the heart

of complex issues; also indicated by the extent to which an employee leverages new technology

5. Creating and Conceptualizing: Refers to being open to new ideas and experiences, seeking out learning

opportunities, and thinking broadly and strategically

6. Organizing and Executing: The ability to plan ahead and work in a systematic way; Also refers

to the extent of focus on customer satisfaction and service quality

7. Adapting and Coping: The extent of adaptiveness and responsiveness to change and the ability

to manage pressure effectively; also refers to the extent of comfort with setbacks

8. Enterprising and Performing: Refers to the ability to understand business, commerce, and finance

and focus on results while seeking opportunities for self-development and career advancement



50/53


PARTICIPANT DEMOGRAPHICS

Country


Organization Type


Employment Level


Organization Workforce Size


We surveyed more than

4,500 employees and

managers in Asia to

assess the preparedness

of organizations in

the region to deliver

breakthrough gains in

employee performance.

Most respondents live in

India or China, followed

by Singapore.

Almost one of every three

respondents belongs to the

senior leader or above level

in the organization.

The sample is split evenly

between foreign MNCs

and domestic companies.

A third of the sample comes

from large organizations,

those with more than 10,000

employees.

37%India

3%

Indonesia

33%China

15%Singapore

6%

Malaysia

5%

Other Asian Countries

n = 4,596.


29%Individual

Contributors

16%Junior

Managers

6%

CEOs orFunctional Heads

28%MiddleManagers

22%

SeniorLeaders

n = 4,569.


26%0500

14%5011,000

18%

1,0015,000

10%

20,00150,000

7%10,00020,000

9%5,00010,000

16%Greater Than50,000

n = 4,467.


46%

ForeignMNC

24%

DomesticMNC

23%LocalCompany

6%Government orPublic Sector

n = 4,545.


Note: Total may not equal to 100% due to rounding.

Note: Total may not equal to 100% due to rounding. Note: Total may not equal to 100% due to rounding.


51/53


PARTICIPANT DEMOGRAPHICS (CONTINUED)

Function

Percentage of Respondents

Industry

Percentage of Respondents

Most respondents

come from the HR

and IT functions, and

the manufacturing and

technology industries.

0%

10%

20% 20% 20%

10%

6% 6% 5%4%

3% 3% 3% 3% 3% 3% 3%2% 2% 2% 2%

1% 1%0%

0%

10%

20%

11%

9%8%

7%6%

5%4%

3% 3% 3% 3%

1% 1%

19%

17%

n = 4,619.


n = 4,533.


Human

Resources

andEducation

Technology

Manufacturing

FinancialServices

ProfessionalServices

OilandGas,

Chemicals,

Mining

andMaterials

Transportation

andLogistics

ConsumerGoods

Healthcare

Government

andNonprofit

Construction

Education

Pharmaceuticals

andBiotechnology

Retail

Insurance

Automotiveand

DurableGoods

RealEstate

Utilities

Leisureand

Hospitality

Aerospace

Media

Restaurant

Information

Technology

Salesand

Marketing

Financeand

Accounting

Operations

Engineering

andDesign

Manufacturing

Corporate,

StrategyandLegal

QualityControl

andAssurance

Customer

S

erviceandCall

Center

Researchand

Development

Procurement

SupplyChain

andLogistics

Co

mmunications

Administrative

Support


52/53


Drivers Intermediate Outcomes Enterprise Contribution

APPENDIX C: QUANTITATIVE MODEL OF ENTERPRISE CONTRIBUTION

Attraction and Recruitment

Practices



Leadership

Coworkers or Team

Manager Support

Work Processes

Performance Management

Practices


Individual Task Performance

An employees ability to achieve his or

her goals and objectives efficiently and

effectively

High output per hour worked On-time task completion Error-free work High-quality work

Network Performance

An employees effectiveness at

improving others performance and

using others contributions to improve

his or her own performance

Introduction of improved processes Implementation of new product or

service ideas Improved working methods,

techniques, or tools Transfer of great ideas from other

parts of the organization Transfer of skills and knowledge

Job Characteristics

Task Flexibility and Autonomy Skill Variety Task Significance Task Identity Task feedback

Role Clarity

Organization Climate Characteristics

Transparency and Openness Network Support Freedom and Empowerment Skill Development Rewards and Fairness

Innate Attributes

Personality Traits

Acquired Attributes

Cognitive Ability Functional Skills and Knowledge

Demographics (Control Variables)

Age Gender Education Tenure

Individual Characteristics



53/53

DRIVERS

Driver Description

Structure and Governance Role Design: the aspects of a job including objectives, activities, responsibilities, role clarity and skill requirements.

Decision Making Authority and Process

Leadership Effectiveness of senior leaders in setting and communicating the vision and strategy, and promoting high performancebehaviors and practices

Manager Support Manager support and competence in the following activities:

Allocating work

Defining performance expectations and monitoring progress

Providing feedback and coaching their direct reports

Supporting, encouraging, and empowering employees

Coworkers or Team Support received from people within and outside their team

Opportunities provided by the organization to create formal and informal networks

Peer commitment to collaboration and teamwork

Work Processes Process Clarity

Degree of Automation

Degree of Standardization

Streamlining

Employee Input into Process Design

Performance Management

Practices

Goal Setting

Incentives(monetary and

nonmonetary)

Performance Assessment

Feedback

Technology and

Infrastructure

Technology: IT tools, equipment, and software available to employees to do their job

Collaboration Tools: tools, platforms, software that allow employees to collaborate with their colleagues Workplace Infrastructure: physical workplace and design features

Information Access: access to internal and external information

Learning and Development Career Advancement: opportunities to move up the ranks or change function, business unit, geography, etc., based on

career interests

Training and Development: opportunities to advance current skill sets (includes both on- and off-the-job skill development)

Attraction and Recruitment

practices

Organizational practices to interview, consider, select, and hire employees


talent productivity report

Documents