Talent Productivity Report

Talent Productivity in Asia
Findings from the Asia Workplace Survey
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 of
management. 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.
An overwhelming
majority of executives
expect increasing
demands for top and
bottom line performance.
ASIA FACES HEIGHTENED PRESSURE

ON TOP AND BOTTOM LINES
Business Executive Expectations of Revenue Growth Pressure, Cost Pressure, and Head Count Increases
Q4 2013
Despite an uncertain
economic landscape,
executives anticipate
increases in revenue but
decreases in resources
needed to meet those goals.
Asia
Global
80%
Percentage of Executives
68%
66%
67%
66%
43%
40%
33%
0%
Revenue Expectations
Cost Pressures
Head Count
n = 2,817 (Global); 200 (Asia).

Source: CEB Q4 2013 Business Barometer Quarterly Report.
2014 CEB. All rights reserved.ACE8051114SYN
Most companies in Asia

expect their employees
to continue to deliver
more performance with
fewer resources.
DOING MORE WITH LESS

Organizational Changes Experienced in the Past and Expected in the Future
Percentage of Respondents Selecting Agree or Strongly Agree
Over the Past 3 Years
Expected in the Next 12 Months
54%
Significant Increase in Performance Targets
53%
Substantial Change in Leadership
44%
Complete Restructuring
43%
Reduce Business Units

Operating Budget by at Least 10%
42%
39%
36%
29%
25%
37%
Significant Change in Strategy
24%
Merger or Acquisition
24%
Trouble Hiring Staff with

Required Skills or Experience
35%
34%
Reduce Head Count by at Least 10%
25%
33%
Significant Change in
Knowledge Management System
25%
31%
Significant Change in the Technology People Use
30%
Open Offices in Multiple New Countries
28%
22%
17%
25%
Higher Than Normal Employee Attrition
24%
Predominantly Hire Workers

Under 25 years of Age
16%
Work Contract Negotiations

with Employees or Unions
30%
20%
Increase in Number of Hours of Work

Expected from Employees
16%
10%
60%
26%
Significant Increase in
Number of Employees per Manager
29%
44%
16%
13%
9%
Significant Cut in Employees Health Benefits

0%
0%
30%
60%
n = 4,986 Managers.
n = 5,139 Managers.
Source: CEB 2012 CLC High Performance Survey.
Source: CEB 2012 CLC High Performance Survey.
Executives, managers,
and HR leaders say
they need breakthrough
performance from
employees to meet
their business goals
in the next 12 months.
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
30%
30%
30%
29%
26%
25%
22%
19%
18%
15%
0%
Asia
North
America
Europe
India
China
Executives
Managers
CHROs
Source: CEB 2012 Corporate Leadership Council High Performance Survey; CEB 2012 Corporate Leadership Council Performance Management Head of Function Survey.
To afford [to meet

ourgoals we will]
continue to drive
transformational productivity
across the entire enterprise.
John Compton
CEO
PepsiCo Inc.
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, and
customer 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 dependent
on the performance
of his or her peers.
THE WORK ENVIRONMENT HAS CHANGED

Greater Amount of Collaboration Required
Work Load Has Increased

Percentage of Employees Experiencing an
Increase in Workload in the Past Three Years
Asia
100%
Percentage of Employees
Widespread changes
in the organizational
environment have led to
fundamental changes in
how work gets done.
81% 80%
Change in Amount of Work That Requires

Collaboration with Others in the Past Three Years,
by Percentage of Employees
Global
78% 78%
63%
67%
56%
Increased
50%
77%
0%
Your
Workload
Your Teams
Workload
Hours Worked
per Week
n = 23,339.
n = 23,339.
Source: CEB 2012 Corporate Leadership Council High Performance Survey.
Geographically Dispersed Workforces
More Matrixed Organization Structures
Change in Amount of Work with Coworkers

in Another Location in the Past Three Years,
Change in Number of Individuals Involved

in Decisions in the Past Three Years,
57%
50%
Increased
66%
Asia
Increased
Asia
63%
Asia
n = 23,339.
n = 23,339.
Increasing the percentage

of employees with
high individual task
performancehigh output
per hour worked, ontime task completion,
error-free work, and highquality outputimproves
organizational performance.
However, employee
performance requires more
than effective execution
ofindividual tasks.
HR AGREES IMPROVING EMPLOYEES EXECUTION

OF INDIVIDUAL TASKS IS NOT ENOUGH
Change in Profit by Percentage
of High Individual Task Performersa
Employee Performance Is More Than

Individual Tasks
Individual contributors dont really exist
anymoreeveryone serves some type
of [broader] role.
High Individual
Task Performance
Change in Profit
Individual task
performance impacts
profit, but we
hypothesize there
issomething more
toperformance.
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.
0%
25%
50%
75%
100%
Chief Human Resources Officer

Manufacturing Organization
Percentage of Employees in Business Unit

withHigh Individual Task Performance
n = 23,339.
a
An employees effectiveness at achieving his or her individual tasks and assignments as rated by the manager.
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.
Methodology
Managers were asked to
rate their direct reports
effectiveness at achieving
individual task outcomes, such
as high output per hour, ontime task completion, error-free
work, and high-quality work.
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 work
2. Network Performance
CEB CORPORATE LEADERSHIP COUNCIL MODEL

OF HIGH PERFORMANCE
Individual Task
Performance
Network
Performance
Enterprise
Contribution
An employees
effectiveness at
achieving his or
her individual tasks
and assignments
An employees
effectiveness at
improving others
performance
and using others
contributions to
improve his or her
own performance
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
Business Unit
Outcomes
Profit
Revenue
Introduction of improved
processes
Implementation of new
product or service ideas
Improved working
methods, techniques,
ortools
Transfer of great ideas
from other parts
of the organization
Transfer of skills
and knowledge
Achieving breakthrough
performance means all
employees must display
individual task and
network performance.
Change in Profit by Percentage of Enterprise Contributors in Business Unit

High Individual Task and
Network Performance
(HighEnterprise Contribution)
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 tothose
realized for profits.
High Individual Task

Performance Alone
Change in Profita
TO ACHIEVE GOALS, THE ENTIRE WORKFORCE MUST

DISPLAY ENTERPRISE CONTRIBUTION
0%
25%
50%
75%
100%
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.
n = 23,339.
Models for revenue produce similar results.
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.
To maximize the
number of Enterprise
Contributors,
organizations must
improve both the
individual task
performance and the
network performance
of their average and
low performers.
Percentage of Employees; Asia and Global

Only 20% of employees display high levels
of network performance.
High Individual Task

Performance Alone
Enterprise Contribution
Asia: 13%
Global: 40%
Asia: 17%
Global: 17%
Average and
Low Performance
Core
Only one-fifth of employees

show high levels of network
performance; less than onethird deliver high individual
task performance.
Higha
The majority of the

workforce in Asia
comprises average
and low performers.
Individual Task Performance
Distribution of Employees by Level of Individual Task Performance and Network Performance
Only 30% of
employees
display high
levels of
individual task
performance.
High Network
Performance Alone
LESS THAN ONE-FIFTH OF EMPLOYEES ARE ENTERPRISE

CONTRIBUTORS
Asia: 67%
Global: 40%
Asia: 3%
Global: 3%
Coreb
Higha
Network Performance
n = 1,113 (Asia); 23,339 (Global).

Source: CEB 2013 Asia Workplace Survey.
Employees who were rated as a 6, effective, or 7, very effective, on a 7-point scale.
Employees who were not rated as 6, effective, or 7, very effective, on a 7-point scale.
10
To create a high
performing workforce,
organizations can
either buy or build the
required skills or create
a context that drives
high performance.
COMPANIES CAN BUY, BUILD, OR ENABLE ENTERPRISE

CONTRIBUTION
Factors Impacting Employee Performance by Maximum Impacta on Enterprise Contribution
Action Steps
Factors
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 the
short term, companies must
buy these traits in the labor
market.
Maximum Impact on
Innate Traits
(Personality)
BUY
Recruit individuals who
possess the personality
traits required for
enterprise contribution.
16%
Acquired Skill
and Ability
BUILD
Develop the skills and
abilities required for
enterprise contribution in
existing employees.
27%
ENABLE
Modify job characteristics
and the organizations
climate to enable
enterprise contribution.
31%
The Individual
Context comprises aspects

of an employees job and the
organizational climate within
which he or she operates.
Job Characteristics
The Context
Organization
Climate
n = 425 managers; 3,403 employees.

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 driver
and 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.
11
ROADMAP FOR THE PRESENTATION
Individual
Characteristics
Job
Characteristics
Environment
Characteristics
Drivers
12
Enterprise Contributors
are inherently more
dynamic, structured,
creative, and influential
than other employees.
PERSONALITY TRAITS
Personality Assessment, Enterprise Contributors Compared to All Employees
Average Rating by Respondents on a 7-Point Behavior Rating Scale
Analytical Approach
Personality attributes tend

to be innate to an individual
and harder to change
through conventional
training methods.
5.9
6.0
Overall
4.7
6.0
5.8 Influence
Emotions
6.0
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.
4.7
Empathy
6.05.7
4.5
4.2
4.5
4.8
4.4
4.4
5.8 Dynamism
6.0
5.8
6.0
Structure
Creativity and
5.8
6.0
Openness to Change
4.8
5.8
6.0
n = 208 Enterprise Contributors; n = 1,208 all employees.
Sociability
Source: CEB analysis.
13
have stronger cognitive
abilities than their peers.
COGNITIVE ABILITIES
Cognitive Ability Assessment, Enterprise Contributors Compared to All Employees
Average Rating by Respondents on a 7-Point Effectiveness Scale
Cognitive ability measures

the capacity to perform
higher mental processes of
reasoning, remembering,
understanding, and problem
solving.
Verbal Reasoning
Overall
6.0
6
5.0
4.6
Effectiveness Scale
7 Very Effective
6 Effective
5 Somewhat Effective
4 Neither Effective nor
Ineffective
3 Somewhat Ineffective
2 Ineffective
1 Very Ineffective
5.9
6
Inductive
Reasoning
4.9
6.1
7
Numerical
Reasoning

14
display much higher
business acumen and
better information
management skills than
other employees in Asia.
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.
Business
7 Acumen
Overall
5.7
4.8
Information
Management
7
7Process Management
6.2
6.0
5.1
5.0
5.2
5.3
Customer
Orientation7
Effectiveness Scale
7 Very Effective
6 Effective
Ineffective
2 Ineffective
1 Very Ineffective
6.1
6.2
7
Technical
Proficiency
4.9
5.8
7
Technology
Expertise
15
As a result of their
personality traits,
cognitive abilities, and
functional skills and
knowledge, an Enterprise
Contributor is much more
effective at key behaviors
than 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.
ENTERPRISE CONTRIBUTORS DEMONSTRATE SUPERIOR

BEHAVIORAL COMPETENCIES
Behavior Assessment, Enterprise Contributors Compared to All Employees
Average Rating by Respondents on a 7-Point Effectiveness Scale
Leading and Deciding
6.0
Enterprising 7.0
6.2
and Performing
4.7
6.1
6.3
7.0 Supporting and

Cooperating
5.4
5.1
Adapting
7.0
and Coping
Effectiveness Scale
7 Very Effective
6 Effective
Ineffective
2 Ineffective
1 Very Ineffective
Overall
7.0
5.0
5.0
7.0
Organizing
Interacting
7.0
and Presenting
5.0
5.1
6.2
6.0
4.7
and Executing
6.2
7.0Analyzing and
Interpreting
6.0
n = 208 Enterprise Contributors ; n = 1,208 all employees.
7.0 and
Creating
Conceptualizing

16
Individual
Characteristics
Job
Characteristics
Environment
Characteristics
Drivers
17
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.
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
Employees
80%
75%
Manager
63%
58%
57%
54%
52%
45%
52%
46%
49%
40%
27%
21%
0%
Role Clarity
Task
Significance
Skill Variety
Task Ownership
Task Flexibility
and Autonomy
Task Feedback
n = 3,403 employees; 425 managers.

Methodology
Managers and Employees were
asked to force rank each job
characteristic from one to six.
18
Nearly one-half of the

employees in Asia report
that their jobs require a
variety of skills.
MOST EMPLOYEES RATE THEIR JOBS HIGH ON SKILL

VARIETY AND TASK SIGNIFICANCE
Employees Perception of Their Jobs
Only a one-fifth of
having the autonomy to
decide how, where, and
when to do their work.
Average
Employee
Ratings:
5.33
5.45
5.37
5.19
4.97
4.88
49%
50%
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
Percentage of Employees Reporting

These Characteristics Exist
46%
40%
27%
24%
25%
21%
0%
Skill Variety
n = 3,403 employees.
Role Clarity
Task
Significance
Task Ownership
Task Feedback
Task Flexibility
and Autonomy
19
Individual
Characteristics
Job
Characteristics
Environment
Characteristics
Drivers
20
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.
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
80%
Employees
Manager
71%
61%
56%
59%
40%
24%
22%
23%
20%
17%
10%
0%
Transparency
and Openness
Network
Support
Freedom and
Empowerment
Rewards
and Fairness
Skill
Development
n = 3,403 employees; 425 managers.

Methodology
Managers and employees
were asked to force rank each
environmental characteristic
from one to five.
21
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.
EMPLOYEES REPORT ENVIRONMENTAL DIMENSIONS

BARELY EXIST IN THEIR ORGANIZATIONS
Employees Perception of Their Environment
Average
Employee
Ratings:
4.91
Agreement Scale
7 Strongly Agree
6 Agree
5 Somewhat Agree
4 Neither Agree nor Disagree
3 Somewhat Disagree
2 Disagree
1 Strongly Disagree
Percentage of Employees Reporting

These Characteristics Exist
Employees were asked to state

their level of agreement with
several statements on the
existence or prevalence of
each characteristic in their
environment.
4.94
4.64
4.66
20%
20%
Methodology
4.54
13%
12%
10%
6%
5%
0%
Skill
Development
Rewards
and Fairness
Transparency
and Openness
Freedom and
Empowerment
Network
Support
n = 3,403 employees.
22
Individual
Characteristics
Job
Characteristics
Environment
Characteristics
Drivers
23
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
Leadership
2.5
Manager Support
3.6
4.4
Structure and Governance
4.7
Coworkers or Team
Work Processes
5.0
Performance Management
Practices
5.1
5.9
Learning and Development
6.5
Technology and Infrastructure
7.1
Attraction and Recruitment

Practices
0.0
Importance
Most managers in
Asia believe that their
organizations leaders
have the biggest
impact on employee
performance.
4.0
8.0
n = 425 managers.
Note: For additional details on the individual drivers, please refer to the appendix p.3144.
24
Appendix
25
EMPLOYEE PERFORMANCE BREAKDOWN BY REGION, FUNCTION,

AND INDUSTRY
Regions
Average and Low Performers
High Individual Task Performance Alone
High Network Performance Alone
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%
China
Others
Functions
73%
13%
13%
2%

3%
HR
69%
15%
13%
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
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 Materials
72%
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%

26
PREVALENCE OF JOB CHARACTERISTICS BY REGION, FUNCTION,

AND ORGANIZATION TYPE
Task Flexibility
and Autonomy
Skill
Variety
Task
Significance
Task
Identity
Task
Feedback
Role
Clarity
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%
HR
20%
56%
41%
27%
26%
46%
Finance
23%
46%
39%
27%
23%
43%
IT
17%
46%
36%
29%
25%
44%
23%
50%
43%
29%
22%
47%
Sales and Service
23%
53%
36%
26%
25%
48%
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%
WMNC
21%
50%
39%
28%
25%
46%
Domestic
21%
49%
40%
27%
23%
46%
Regions
Functions
Organization Type

27
IMPORTANCE OF JOB CHARACTERISTICS BY REGION, FUNCTION,

Task Flexibility
and Autonomy
Skill
Variety
Task
Significance
Task
Identity
Task
Feedback
Role
Clarity
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%
HR
45%
14%
16%
10%
10%
5%
Finance
46%
14%
17%
9%
11%
3%
IT
50%
17%
7%
3%
20%
3%
40%
17%
14%
11%
14%
3%
Sales and Service
44%
14%
16%
9%
12%
5%
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%
WMNC
44%
15%
16%
9%
11%
4%
Domestic
45%
15%
11%
10%
15%
4%
Regions
Functions
Organization Type

28
PREVALENCE OF ENVIRONMENT CHARACTERISTICS BY REGION, FUNCTION,

Freedom and
Empowerment
Transparency
and Openness
Network
Support
Rewards
and Fairness
Skill
Development
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%
HR
7%
13%
6%
16%
23%
Finance
4%
8%
3%
9%
13%
IT
8%
12%
5%
11%
19%
4%
11%
5%
13%
17%
Sales and Service
7%
14%
4%
13%
22%
7%
12%
3%
13%
17%
Strategy
12%
19%
7%
25%
30%
R&D
6%
9%
4%
12%
20%
Admin
18%
18%
9%
18%
36%
WMNC
6%
10%
4%
12%
20%
Domestic
7%
13%
6%
14%
20%
Regions
Functions
Organization Type

29
IMPORTANCE OF ENVIRONMENT CHARACTERISTICS BY REGION, FUNCTION,

Freedom and
Empowerment
Transparency
and Openness
Network
Support
Rewards
and Fairness
Skill
Development
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%
HR
47%
27%
12%
6%
5%
Finance
26%
29%
11%
23%
3%
IT
41%
48%
14%
7%
0%
46%
25%
6%
13%
6%
Sales and Service
40%
37%
5%
9%
7%
38%
15%
15%
23%
4%
Strategy
43%
36%
14%
0%
7%
R&D
30%
45%
5%
5%
0%
Admin
20%
60%
0%
0%
0%
WMNC
43%
31%
10%
9%
4%
Domestic
41%
29%
11%
10%
6%
Regions
Functions
Organization Type

30
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
Leaders in my organization
Agree
set strict rules and guidelines

and expect the rest of us to follow
31%
Neutral
Disagree
65%
4%
effectively communicate
new initiatives or goals
29%
66%
5%
embrace new ideas
28%
67%
5%
share information only after all decisions

have been made
28%
68%
4%
are decisive
28%
66%
6%
set clear expectations about how people

should interact within the organization
27%
68%
5%
effectively demonstrate how to challenge

when necessary
25%
68%
7%
actively teach us how to cooperate

with each other
24%
69%
7%
encourage a free flow of information within

the organization
24%
69%
7%
are not afraid to admit that they dont

have all the answers
24%
67%
9%
explain to employees why they made

certain decisions
23%
69%
8%
seek and act on employees opinions

and feedback
23%
70%
7%
are role models for the kind of work

behaviors expected of employees
23%
69%
8%
encourage reasonable risk-taking and

experimentation
22%
71%
7%
create lots of rules and bureaucracy that prevent

people from proactively coming up with new ideas
20%
trust employees to make

important decisions
20%
n = 3,491.
0%
69%
72%
50%
11%
8%
100%

31
DRIVERS OF PERFORMANCE: MANAGER SUPPORT

My Manager...
Agree
lays out performance expectations clearly

emphasizes the same priorities as the
leaders in the organization
33%
31%
Neutral
Disagree
62%
5%
65%
4%
helps me connect to the right people

on their team
29%
65%
6%
makes sure all formal team interactions and

meetings are directed specific outcomes
28%
67%
5%
is unbiased and just in reviewing

my performance and providing feedback
28%
65%
7%
provides me with all support

I need to complete my daily tasks
27%
66%
7%
helps me connect to the right people

outside of my team
27%
65%
8%
follows a fair system to allocate work

across the team
27%
66%
7%
is effective in helping me see the link between

my work and overall organizational strategy
27%
67%
6%
proactively provides me with constructive

feedback on my performance
27%
66%
7%
helps me learn from my failures
27%
67%
6%
is role model for the kind of

work behaviors expected of me
25%
provides guidelines that distinguish

acceptable and unacceptable risks
25%
coaches and mentors me from time to time
23%
provides guidance on when to

abandon a failed assignment or project
23%
n = 3,492.
0%
66%
69%
68%
70%
50%
9%
6%
9%
7%
100%
32
DRIVERS OF PERFORMANCE: STRUCTURE AND GOVERNANCE,

ROLE DESIGN
Agree
My Role and Responsibilities Reflect My Day-toDay Workflow (i.e., How Work Actually Gets Done)
Neutral
57%
Disagree
41%
2%
My Role and Responsibilities Reflect How

I Work with Others
53%
45%
2%
My Job Description Specifies the Skills and

Behaviors Required for Successful Outcomes
53%
44%
3%
My Role and Responsibilities Reflect

the Priorities of My Team
50%
2%
48%
My Role and Responsibilities are Very Specific

and Precisely Defined
47%
48%
5%
I Have Input into How My Job Is Defined
47%
49%
4%
There are Clear Decision-Making Rules for My Job
46%
50%
4%
My Role and Responsibilities Reflect the Priorities

of the Organization
45%
52%
Employees Roles and Responsibilities are

Reviewed on a Regular Basis
44%
My Role and Responsibilities are Defined

Solely by My Manager
38%
My Role and Responsibilities Seldom Create

Conflicts with Other Individuals Within or
Outside My Team
37%
My Role and Responsibilities Frequently Change

n = 3,460.
0%
3%
50%
6%
56%
54%
27%
59%
50%
6%
9%
14%
100%

33
DRIVERS OF PERFORMANCE: STRUCTURE AND GOVERNANCE,

DECISION-MAKING PROCESS
Only a Few People at the Upper Levels of My

Organization Are Involved in Making Decisions
Agree
48%
Decision Makers Use a Balance of

Data and Judgment to Make Decisions
46%
Most Decisions Require

Approval from Multiple Stakeholders
45%
Employees Are Always Held

Accountable for Their Decisions
43%
Decision Makers Rely Primarily

on Data Analysis to Make Decisions
42%
Decision Makers Rely Primarily on

Intuition or Experience to Make Decisions
20%
0%
48%
4%
51%
3%
50%
3%
53%
61%
64%
50%
Disagree
5%
54%
31%
Employees Have Permission to

Make Decisions on Their Own
Neutral
5%
8%
16%
100%
n = 3,420.
34
DRIVERS OF PERFORMANCE: TEAM COMPOSITION AND CREATION

Team Composition
My team
Agree
is composed of individuals with

different working styles
47%
is composed of individuals
with the same expertise
51%
30%
is accountable to multiple stakeholders
is composed of individuals of the same level
21%
has multiple leaders
20%
0%
5%
62%
23%
Disagree
2%
51%
44%
has a clear leader
Neutral
8%
64%
13%
63%
16%
59%
21%
50%
100%
n = 3,283.
Team Creation
My organization
Agree
assigns employees to teams based

on their expertise
assigns employees to teams based

on working style
allows employees to self-organize a team

0%
26%
66%
22%
18%
67%
67%
50%
Neutral
Disagree
8%
11%
15%
100%
n = 3,283.
35
DRIVERS OF PERFORMANCE: COWORKER ACTIONS

Agree
Neutral
Disagree
My coworkers
33%
provide relevant and useful advice

have regular formal or informal
meetings with me
64%
32%
64%
3%
4%
motivate each other to perform better
29%
66%
5%
are always willing to help others
29%
67%
4%
provide access to resources that would have

otherwise been inaccessible to me
27%
68%
5%
help reduce interpersonal

conflicts and tension
27%
69%
4%
proactively offer to help with my work
26%
67%
7%
put in extra effort to support others
26%
68%
6%
help me in prioritizing my work
24%
0%
70%
50%
6%
100%
n = 3,283.
36
DRIVERS OF PERFORMANCE: ACCESS TO TEAM AND COWORKERS

Agree
Neutral
Disagree
My organization
encourages me to seek ideas and

information from others within my
immediate team
30%
66%
4%
makes it clear how and when people are

expected to collaborate with their
immediate team
26%
69%
5%
helps me identify people around the

organization who might be helpful
for me to work with
26%
68%
6%
encourages me to seek ideas and

information from others outside of my
immediate team
26%
68%
6%
helps me understand how members of my

team complete their work
25%
69%
6%
makes it clear how and when people are

expected to collaborate with people outside
of their immediate team
25%
69%
6%
helps me understand how peers outside of

my immediate team complete their work
24%
68%
8%
hosts forums, events, etc., to help me

connect with coworkes on my team
23%
66%
11%
hosts forums, events, etc., to help me

connect with peers outside of my
immediate team
23%
65%
12%
0%
50%
100%
n = 3,283.
37
DRIVERS OF PERFORMANCE: WORK PROCESSES

Agree
Work Processes Make It Clear

Who Makes Decisions
34%
Neutral
Disagree
64%
3%
Work Processes Provide Very Specific

Guidelines About How Employees
Should Do Their Work
30%
66%
4%
Work Processes Minimize Mistake and Errors
29%
67%
4%
Work Processes Help Me Distinguish Between

Low and High Value Aspects of My Work
26%
69%
5%
Work Processes Are Reviewed

Periodically for Opportunities
to Streamline, Standardize, or Automate
26%
68%
6%
25%
70%
5%
There Is a High Level of Process

Standardization Across Different Divisions or
Business Units
Work Processes Are Updated Quickly in
Response to Change
23%
70%
7%
There Is a High Level of Process

Automation Across Different Divisions,
Business Units, and Functions
23%
71%
6%
Work Processes Are Designed Based on

Employee Input
Work Processes Are Outdated or Irrelevant
Work Processes Are Difficult to Follow

n = 3,283.
0%
18%
74%
8%
14%
71%
15%
13%
73%
14%
50%
100%

Note: Total may not equal 100% due to rounding.
38
DRIVERS OF PERFORMANCE: PERFORMANCE MANAGEMENT PRACTICES

Goal Setting
Agree
There Is Periodic (Biannual, Annual, etc.)

Goal Setting Process by Which Organization
Objectives Are Cascaded to Various
Department and Teams
Neutral
Disagree
34%
61%
5%
All My Individual Goals Are Specific

to the Job I am Doing
33%
63%
4%
All Goals Assigned to Me Are

Challenging but Attainable
32%
64%
4%
Collaborating with Others on

My Team Is Explicitly Added to My
Performance Objectives
31%
I am Frequently Involved in Setting Goals

for Myself and My Team
30%
63%
All the Goals Given to Me Are Measurable
29%
66%
5%
I Understand What My Peers

and Coworkers Are Working Toward
29%
66%
5%
There Are Periodic Goal Review

Sessions to Assess If Any
of My Goals Need to Be Changed
28%
65%
7%
Collaborating with Others Outside of My

Team Is Explicitly Added to My Performance
Objectives
27%
67%
6%
n = 3,283.
0%
64%
50%
5%
7%
100%
39
DRIVERS OF PERFORMANCE: PERFORMANCE MANAGEMENT

PRACTICES (CONTINUED)
There Is a Periodic (Quartely, Biannual, or
Yearly) Performance Assessment
Process in My Organization
Agree
41%
Performance Reviews Are

the Most Important Tool in Make Promotion
or Termination Decisions
54%
33%
61%
Neutral
Disagree
5%
6%
The Performance Review Is as an Important

Tool to Calibrate My Performance to Other
Employees at the Same Level
31%
63%
6%
My Performance Self-evaluation Is an
Important Part of My Performance Review
31%
63%
6%
Detailed Performance Criteria Exist and

Everyone Is Made Aware of Them
29%
The Same Standards of Evaluation Are

Applied to Everyone at the Same Level
28%
64%
8%
The Performance Review Accurately Evaluates

My Contribution to the Organization
27%
65%
9%
64%
7%
Customer Feedback (Internal or External) Is

Used to Accurately Assess My Performance
24%
66%
10%
My Coworker Feedback Is Sought to

Determine My Performance Review Scores
24%
67%
9%
n = 3,283.
Note: Total may not equal 100% due to rounding.
0%
50%
100%
40
DRIVERS OF PERFORMANCE: PERFORMANCE MANAGEMENT

PRACTICES (CONTINUED)
Agree
Neutral
Disagree
Incentives
My Compensation Is Tied
to My on-the-Job Performance
33%
I Receive Short-Term
Incentives or a Bonus (Cash, Perks, etc.)
26%
A Substantial Part of My Compensation

Comes from My Team and Organizations
Performance
26%
I Receive Long-Term
Incentives (Stock, Grants, Options, etc.)
Employees Who Experiment and Take
Reasonable Risks Are Rewarded Despite Failure
n = 3,283.
15%
56%
56%
18%
60%
49%
12%
14%
36%
65%
0%
11%
23%
50%
100%
Feedback
The Peer and Manager Feedback I Receive
Help Me Evaluate the Right Job Behaviors
26%
69%
5%
The Organization Is Very Direct with

Employees Who Are Underperforming
24%
69%
7%
I Always Receive Periodic Formal

and Informal Feedback on My Performance
24%
68%
8%
I Have Never Received Any Unexpected

Feedback in My Performance Review
I Receive 360-Degree Feedback (from
Managers, Peers, Customers, and Direct
Reports) on My Performance
0%
22%
20%
69%
65%
50%
9%
15%
100%
n = 3,283.
41
DRIVERS OF PERFORMANCE: LEARNING & DEVELOPMENT PRACTICES

Agree
My organization
Neutral
Disagree
has a formal mechanism (website,

portal, etc.) to look for job opportunities
within the firm
28%
supports me primarily in developing skills

and capabilities for my current role
27%
provides training primarily on technical

skills (such as industry-specific certifications,
functional knowledge, computer skills, etc.)
26%
65%
9%
provides me with adequate formal learning

opportunities (such as classroom teaching
sessions, training modules, etc.)
26%
64%
10%
supports me primarily in developing

skills and capabilities for future roles
25%
67%
8%
provides me with adequate informal learning

opportunities (such as peer-to-peer sessions,
learning groups, etc.)
24%
67%
9%
provides training primarily on soft skills (such

as interpersonal skills, attention to detail, ability
to deal with ambiguity, professionalism, etc.)
24%
66%
10%
23%
67%
10%
supports me in planning and managing my

career path
60%
12%
67%
6%
provides opportunities to change my current

function or business unit according to my
career interests
21%
has a formal mentoring program
20%
64%
16%
has a rotation program among different

functions or business units
20%
65%
15%
n = 3,283.
0%
68%
50%
11%
100%

42
DRIVERS OF PERFORMANCE: TECHNOLOGY AND INFRASTRUCTURE

Agree
I receive IT support for organizationprovided devices (desktop and laptop, work

provisioned cell phone, etc.) and software
45%
The equipment in my workspace

is physically easy to use
36%
60%
4%
34%
Its easy to access technologies not formally

provided by the organization
n = 3,283.
0%
7%
4%
I have access to technology that helps me

locate the right internal contacts
My organization provides readily available

training on how to use the various
devices and software
56%
60%
35%
I have access to technology for sharing ideas

and opinions with others and learning from
colleagues ideas and opinions (wikis, blogs,
Twitter, Chatter, etc.)
I have access to a quiet and private
space when I need it
4%
36%
I can get remote access to information and

applications (VPN, virtual desktop etc.)
55%
10%
62%
33%
My organization provides portable technology

devices (iPad, tablet computers, etc.)
2%
55%
37%
My organization provides easy access to the

data (internal or external) I need to make
decisions and create work deliverables
4%
55%
41%
My workspace allows me to quickly meet

coworkers who are critical to my work
Disagree
51%
43%
I have access to technology to share

documents and files with others (shared
folders, websites, portals etc.)
I have access to technology that supports
real-time conversations with colleagues in
other locations (video conferencing, web
conferencing etc.)
The technology provided by my
organization is user-friendly
Neutral
4%
62%
31%
52%
30%
60%
29%
60%
28%
64%
22%
68%
50%
5%
17%
10%
11%
8%
10%
100%

43
DRIVERS OF PERFORMANCE: ATTRACTION AND RECRUITMENT PRACTICES

Agree
Neutral
Disagree
My Organization Places Greater Emphasis on

Functional Expertise or Technical Skills While
Hiring People
34%
62%
4%
The Recruiter Who Hired Me Had a Clear

Sense of the Organizations Business Strategy
34%
61%
5%
Both External and Internal Talent Pools Are

Considered for Any Open Position with the
Organization
32%
My Organization Uses Written Tests and

Exercises to Screen Applicants for a Job
31%
Recruiting Staff Supporting the Organizations

Local Market Has the Necessary Capabilities
to Recruit (Language, Knowledge of My
Hiring Needs, etc.)
30%
My Organization Conducts Behavioral

Interviews to Screen Applicants for a Job
29%
The Recruiting Practices at My Organization

Are Fair and Unbiased
29%
My Organization Places Greater Emphasis on

Soft Skills While Hiring People
25%
My Organization Conducts Case-Based

Interviews to Screen Applicants for a Job
25%
n = 3,283.
0%
63%
59%
66%
63%
65%
70%
68%
50%
5%
10%
4%
8%
6%
5%
7%
100%
44
We used multivariate
linear regression to
determine the impact
of a variety of drivers
on employee performance.
APPENDIX A: EVALUATING THE NEW HIGH PERFORMANCE

PROFILE
Survey and Analysis Process
1 Survey managers in Asia to assess their
direct reports performance, personality,
skills, and ability.
Examples
their job, organizational climate, and other

workplace factors impacting their performance.
Examples
Personality
Task flexibility and autonomy
Functional skills and knowledge
Task significance
Formal performance ratings
Transparency and openness
Individual task performance
Network support
Network performance
Leadership and manager support
Coworkers or team
3 Use multivariate linear regression to assess

the impact of individual, job, and climate
factors on enterprise contribution.
2 Survey employees in Asia on aspects of
4 Use multivariate linear regression to assess

the impact of organizational actions on
employee perceptions of job and climate.
Y = + 1X + 2C +
Y = + 1X + 2C +
Y = Employee Performance
Y = Employee Performance
X = Prevalence or Effectiveness of Individual,

Job, or Climate Characteristics
X=P
revalence or Effectiveness of
Organizational Actions
C = Control Variables
C = Control Variables
1 = Impact on Employee Performance

of the Particular Characteristic X
1 = Impact on Employee Performance

of Organization Actions X
45
APPENDIX B: INDEX OF PERFORMANCE DRIVERS

Individual Characteristics
Personality
Job Characteristics
Drivers
Task Flexibility and Autonomy
Influence
Skill Variety
Leadership
Sociability
Task Significance
Manager Support
Empathy
Task Ownership
Coworkers or Team
Analytical Approach
Task Feedback
Work Processes
Creativity and Openness to Change
Role Clarity
Performance Management Practices
Structure
Emotions
Attraction and Recruitment practices
Dynamism
Cognitive Ability
Climate Characteristics
Transparency and Openness
Network Support
Verbal Reasoning
Freedom and Empowerment
Numerical Reasoning
Skill Development
Inductive Reasoning
Rewards and Fairness
Functional Skills and Knowledge
Business Acumen
Process Management
Technical Proficiency
Technology Expertise
Customer Orientation
Information Management
46
The individual
characteristics of an
employee consists of
two critical components
personality attributes or
innate characteristics,
and acquired skill and
ability.
INDIVIDUAL CHARACTERISTICS, PERSONALITY TRAITS

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
47
An individuals acquired
skills and abilities
comprises two important
components-cognitive
ability and functional
skills and knowledge.
INDIVIDUAL CHARACTERISTICS: 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 relevant
for 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
48
We measured employee
effectiveness at eight key
behavioral competencies.
INDIVIDUAL CHARACTERISTICS: BEHAVIORS

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
49
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.
PARTICIPANT DEMOGRAPHICS
Country
Employment Level
5%
Other Asian Countries
3%
Indonesia
6%
Malaysia
15%
Singapore
6%
CEOs or
Functional Heads
22%
Senior
Leaders
29%
Individual
Contributors
37%
India
28%
Middle
Managers
33%
China
The sample is split evenly

between foreign MNCs
and domestic companies.
n = 4,596.
n = 4,569.
Note: Total may not equal to 100% due to rounding.
A third of the sample comes

from large organizations,
those with more than 10,000
employees.
Organization Type
Organization Workforce Size
6%
Government or
Public Sector
23%
Local
Company
24%
Domestic
MNC
16%
Greater Than
50,000
46%
Foreign
MNC
10%
20,001
50,000
7%
10,000
20,000
9%
5,00010,000
n = 4,545.
n = 4,467.
16%
Junior
Managers
26%
0500
14%
5011,000
18%
1,0015,000

50
n = 4,533.
3%
3%
3%
3%
2%
Administrative
Support
1%
1%
1%
Restaurant
Supply Chain
and Logistics
Communications
3%
Media
2%
Leisure and
Hospitality
0%
3%
Procurement
3%
Aerospace
2%
Utilities
0%
2%
Real Estate
3%
Research and
Development
Customer
Service and Call
Center
Quality Control
and Assurance
3%
Automotive and
Durable Goods
Manufacturing
4%
Insurance
3%
Retail
Corporate,
Strategy and Legal
n = 4,619.
5%
Pharmaceuticals
and Biotechnology
3%
6%
Education
4%
7%
Construction
5%
Government
and Nonprofit
6%
8%
Engineering
and Design
9%
Health care
11%
Operations
Finance and
Accounting
Sales and
Marketing
Information
Technology
10%
Consumer Goods
6%
Oil and Gas,

Chemicals, Mining
and Materials
Transportation
and Logistics
10%
Professional Services
20%
19%
Financial Services
Human
Resources
and Education
20%
Manufacturing
Technology
Most respondents
come from the HR
and IT functions, and
the manufacturing and
technology industries.
PARTICIPANT DEMOGRAPHICS (CONTINUED)
Function
Percentage of Respondents
17%
1%
Industry
Percentage of Respondents
20% 20%
10%
0%
51
APPENDIX C: QUANTITATIVE MODEL OF ENTERPRISE CONTRIBUTION

Drivers
Intermediate Outcomes

Practices
Individual Characteristics
Innate Attributes
Personality Traits
Acquired Attributes
Cognitive Ability
Functional Skills and Knowledge
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
Demographics (Control Variables)
Leadership
Age
Gender
Education
Tenure
Coworkers or Team
Job Characteristics
Manager Support
Work Processes
Task Flexibility and Autonomy

Skill Variety
Task Significance
Task Identity
Task feedback
Role Clarity
Network Performance
An employees effectiveness at
improving others performance and
using others contributions to improve
his or her own performance
Practices
Organization Climate Characteristics
Transparency and Openness

Network Support
Freedom and Empowerment
Skill Development
Rewards and Fairness
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
52
DRIVERS
Driver
Description
Role Design: the aspects of a job including objectives, activities, responsibilities, role clarity and skill requirements.
Decision Making Authority and Process
Leadership
Manager Support
Effectiveness of senior leaders in setting and communicating the vision and strategy, and promoting high performance
behaviors and practices
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
Work Processes
Practices
Technology and
Infrastructure

practices
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
Process Clarity
Streamlining
Degree of Automation
Employee Input into Process Design
Degree of Standardization
Goal Setting
Performance Assessment
Feedback
Incentives (monetary and

nonmonetary)
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
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)
Organizational practices to interview, consider, select, and hire employees
53

Talent Productivity Report

Uploaded by

Copyright:

Available Formats

You might also like

Talent Productivity Report

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Talent Productivity Report

Uploaded by

Copyright:

Available Formats

Talent Productivity in Asia

Findings from the Asia Workplace Survey

A FRAMEWORK FOR MEMBER CONVERSATIONS

ASIA FACES HEIGHTENED PRESSURE

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

2014 CEB. All rights reserved.ACE8051114SYN

Most companies in Asia

DOING MORE WITH LESS

Expected in the Next 12 Months

Significant Increase in Performance Targets

Substantial Change in Leadership

Reduce Business Units

Significant Change in Strategy

Trouble Hiring Staff with

Reduce Head Count by at Least 10%

Significant Change in the Technology People Use

Open Offices in Multiple New Countries

Higher Than Normal Employee Attrition

Predominantly Hire Workers

Work Contract Negotiations

Increase in Number of Hours of Work

2014 CEB. All rights reserved.ACE8051114SYN

Significant Cut in Employees Health Benefits

Source: CEB 2012 CLC High Performance Survey.

Source: CEB 2012 CLC High Performance Survey.

LEADERS AGREE: GREATER BREAKTHROUGH

To afford [to meet

2014 CEB. All rights reserved.ACE8051114SYN

In the last few years,

THE WORK ENVIRONMENT HAS CHANGED

Work Load Has Increased

Change in Amount of Work That Requires

Source: CEB 2012 Corporate Leadership Council High Performance Survey.

Source: CEB 2012 Corporate Leadership Council High Performance Survey.

Geographically Dispersed Workforces

More Matrixed Organization Structures

Change in Amount of Work with Coworkers

Change in Number of Individuals Involved

2014 CEB. All rights reserved.ACE8051114SYN

Source: CEB 2012 Corporate Leadership Council High Performance Survey.

Source: CEB 2012 Corporate Leadership Council High Performance Survey.

Increasing the percentage

HR AGREES IMPROVING EMPLOYEES EXECUTION

Employee Performance Is More Than

In this new environment, employees need

Chief Human Resources Officer

Percentage of Employees in Business Unit

2014 CEB. All rights reserved.ACE8051114SYN

Employees were evaluated

1. Individual Task Performance

CEB CORPORATE LEADERSHIP COUNCIL MODEL

2014 CEB. All rights reserved.ACE8051114SYN

Change in Profit by Percentage of Enterprise Contributors in Business Unit

Organizations that increase

High Individual Task

TO ACHIEVE GOALS, THE ENTIRE WORKFORCE MUST

Implication 1: To dramatically improve outcomes,

Implication 2: As more employees achieve enterprise

2014 CEB. All rights reserved.ACE8051114SYN