Organizations should focus on performance they expect in the current reality:
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Korn Ferry’s Mary Chua
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With changing business priorities and technological disruption, organizations need to re-define what is performance, what does “good” look like, and how can jobs be re-designed. The question is not how we can better measure performance but what performance do we expect given the new realities, says Mary Chua of Korn Ferry By Mastufa Ahmed
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ary Chua is the Senior Client Partner, APAC Rewards & Benefits Practice Leader, Korn Ferry. Mary has extensive experience delivering large scale organizational and total reward transformation programs for both GLCs and multinationals in the region. In Malaysia, Mary has led several due diligence and post-merger integration projects, involving leadership assessments, cultural diagnostics and alignment, total reward program design, workforce transition planning, and employee | FEBRUARY 2021
communications and change management. She also has led multiple total rewards and performance management projects for more than 10 of the nation's largest GLCs and GLICs. Mary is an international HR practitioner with more than 20 years of consulting and corporate experience in Asia Pacific and Europe. She has experience in multiple industries including Banking, Insurance, Telecommunications, and Diversified Conglomerates. Within Malaysia, Mary has provided advisory to the nation's top Bursa-listed GLCs.
It's a long way to go in being more effective at measuring performance and managing productivity. A lot of the jobs today are “designed” to be based in the office, focused on activities and processes, and thus companies struggle to quantify productivity when jobs/work are delivered in a different setting Specializing in M&A and total rewards, she has helped organizations formulate their strategy on: optimizing reward spend to deliver on shareholder value, leveraging different incentive plans to drive sustainable performance, developing segmented reward programs for the multi-generational workforce to mitigate gaps in costs-perceived value, designing sales incentive programs to drive salesforce effectiveness and managing total rewards costs inflation.
