Performance Management in 2015: ASEAN Special Edition

INTERVIEWS

LEGISLATION

“Data and its uses – how to boost governmental performance by implementing solid management frameworks. ”

EDUCATION

PERFORMANCE MANAGEMENT IN 2015

EVENTS

State of the discipline annual magazine

“Planning. Goal Setting.

Innovation. These were and still are the main objectives sought out at 2016 Performance Management events in the ASEAN region.”

Perspectives 10 Interviews. 4 Countries.

Practitioners. Academics.

Consultants.

Around the World Performance - related governmental decisions in the ASEAN countries

Keyword Trends Statistics for the most popular performance-related keywords in Google search

Education Degrees. Subjects. Main Events.

Resources Best-selling books. Latest published books. Academic articles. Portals.

Communities

Software Gartner’s Magic Quadrant for 2016.

INTRODUCTION

Executive summary Performance Management in 2015 a relentless year in terms of Performance Management advancements, and it 2015 was has brought forth what we now consider to be the next age in this domain: an age of maturity, of thoughtful decisions, of respect gained and earned, of hard work and commitment.

This new age in Performance Management is what we celebrate through Performance Management in 2015: ASEAN Special Edition. This year, the success of the previous reports developed by The KPI Institute has highlighted the need for a more introspective look into this specific field, on certain areas across the globe. Thus, the three special editions of Performance Management in 2015, namely the GCC, the ASEAN and the North America ones accompany the Global edition.

The time has come for us to migrate, from viewing the whole picture of this discipline, to studying details found in different regions of the same picture. This special edition of the Performance Management report series is the material representation of the discipline across one region, comprised of ten countries: the Philippines, Malaysia, Singapore, Indonesia, Thailand, Brunei, Cambodia, Laos, Myanmar and Vietnam.

What draws interest in performance management within the ASEAN region is the successful incorporation of elements specific to the area. The region is becoming thoroughly developed through various initiatives aimed at streamlining governmental plans and actions, while enabling the business sector to thrive, by adopting legislation like Malaysia’s Strategic Reform Initiative that is aimed at Reducing the Government’s Role in Business – GriB. In addition to this, there are signs that greater interconnection is becoming the norm, either between governmental agencies like we see in Singapore or Thailand, or between countries, such as the agreement between Malaysia and Myanmar to adapt the former’s PEMANDU system to the latter’s needs. Other noteworthy trends are the emphasis on education, for which Cambodia is a great example, and on enhancing local accountability, which is observable in the Philippines.

Performance Management in 2015: ASEAN Special Edition is part of the annual series with the same name, developed by The KPI Institute with the purpose of revealing the methodical, non-pertaining and truthful state of performance management, as it is implemented today by organizations, governments and nations across the globe.The content which ensues aims to bring forth the specificity of Performance Management within the ASEAN, among others. The two paths followed are defined by what sets ASEAN practices apart, but also what aligns them with the rest of the world.

Extensive and exhaustive analysis has stood at the base of each section of the report, from insights into each of the ten countries’ specific Performance Management system, to the interviews given by experts in this discipline, to the complete range to educational programs which incorporate Performance related courses within their curriculum.

Feedback regarding this edition and inputs for future editions are highly appreciated by our team and should be directed at editor@kpiinstitute.org.

Editorial coordination: Aurel Brudan CEO, The KPI Institute

© 2016 The KPI Institute Ltd. All Rights Reserved.

ID Number: TKI0161031 ISBN-13: 978-1530608263 ISBN-10: 1530608260 An appropriate citation for this magazine is: The KPI Institute, Performance Management in 2015: ASEAN Special Edition, May, 2016, Melbourne, Australia Indemnity statement: The KPI Institute has taken due care in preparing the analysis contained in this publication. However, noting that some of the data used for the analysis has been provided by third parties, The KPI Institute gives no warranty to the accuracy, reliability, fitness for purpose, or otherwise of the information. The KPI Institute shall have no liability for errors, omissions, or inadequacies in the information contained herein or for interpretations thereof. The opinions expressed herein are subject to change without notice.

Published by: The KPI Institute Editorial Coordination Aurel Brudan Andrei Costea Research Team Marcela Presecan, Tudor Modruz, Cristina Tarata, Danial Sobhanzadeh, Ana Lechintan Design Javier Rocha Robles, Andrei Popoviciu Contributors Rima Augustine, Gatya Gumilang Headquarters: Melbourne Office Life.lab Building 198 Harbour Esplanade, Suite 606 Melbourne Docklands, VIC 3008 Australia T: +61 3 9028 2223 M: +075 4864 336 www.kpiinstitute.org

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

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Introduction 1. Executive Summary 4. About the Report

About the Report

4

5. Visual Summary

Perspectives 6. Regional Overview 8. Introduction 9. ASEAN Perspectives 13. Consultants’ Perspectives 15. Academics’ Perspectives 19. Practitioners’ Perspectives 14. Interviews

Perspectives

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Around the World 30. Map Overview 30. Introduction 33. Regional Insights

Trends 52. Trends in Search 66. 2015 Statistics

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Trends

52

Around the World

30

Education

Education

74

74. Educational Programs 78. Main Events

Career 81. Job Trends 82. Salaries

Resources 84. Bestselling Books

Resources

84

Career

81

89. Latest Published Books 94. Academic Journal Articles 100. Portals 101. Communities

Software 102. Software News

Software

102

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

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INTRODUCTION

About the Report The report Performance Management in 2015: ASEAN Special Edition is developed as a qualitative study which reflects the performance management reality across a specially designated region: the Association of Southeast Asian Nations. The study was conducted by The KPI Institute over a period of 5 months (December, 2015 – April, 2016) and it focuses on data available in the January 2015 – January 2016 timeframe. Both primary and secondary sources were used to compile the report.

Perspectives Explore the Perspectives section to see what Performance Management academics, practitioners and consultants from the ASEAN have to say regarding this field, what the future has in store for it, and also what areas need improvement. Additionally, see what experts think about Personal Performance and how they measure and improve their daily performance outside working hours.

Legislation The section encompasses all ASEAN nations as they were in 2015, namely the Philippines, Malaysia, Singapore, Indonesia, Thailand, Brunei, Cambodia, Laos, Myanmar and Vietnam. The main concern regarded changes that 2015 might have brought to each country’s legislation on performance management systems, their implementation process and immediate outcomes.

Sources considered for this were governmental websites, strategic development plans and official reports.

Trends in Search Continuing the tradition of past years’ Performance Management reports, in 2015 the same tool, Google Trends, was employed to obtain graphic data regarding key word search operations performed on Google’s search engine.

Education The Education section reveals the complete range of universities across the ten countries that have at least one degree dedicated to Performance Management. Compare and review the diversity of subjects these have to offer, together with duration of studies and tuition fees. The data was collected from each university’s official website.

Events Some of the world’s most important performance-events are held in the ASEAN region. This section presents a list of the most relevant conferences held in 2016, together with announced events in 2017. All of them have been selected based on the event’s main theme.

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Books This section of the report is dedicated to books which have either Performance Management, or a closely-related subject, as the main theme. The chapter is split into two distinct sections: one centers on best-selling books, while the other focuses on the latest published books.

Articles Articles relevant to Performance Management have been selected and compiled into a list of 88 items, all relevant to the field. The search was conducted using Google Scholar and sciencedirect.com. Key words used during the selection process included: performance management, organizational performance, performance measurement, operational performance, employee performance and personal performance.

Portals The Portals section was created with the intention of providing necessary guidelines for online orientation in the Performance Management field. Thus, it comprises two tables which provide a ranking of the ten most accessed Performance Management related websites.

Communities What online community can one visit in order to grasp the most valuable Performance Management insights? This section of the report was compiled with the intention of answering this question.

Career The section provides an overview of the job and salaries trends, as they evolved in 2015, across all ten of ASEAN’s member states.

Additionally, the independent regional overviews of each country enable a comprehensive view upon the situation of the discipline and allow comparisons across countries.

Software In order to help readers make informed decisions about their software solutions, this section presents two different ranks, offered by distinct entities and compiled in a different manner. For both rankings, the software solutions are roughly clustered into solutions for Corporate Performance Management, Business Intelligence and Human Resources.

INTRODUCTION

Visual Summary

Performance-related events in 2015 Institutions offering performance-related degrees Institutions offering performance-related subjects

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

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PERSPECTIVES

Regional Overview

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Sam Plummer

Dermawan Wibisono

Public Administrative Reform Consultant, The Ministry of Civil Service/Council for Administrative Reform Cambodia

Senior lecturer, Institut Teknologi Bandung Indonesia

Sattar Bawany

Andrias Suganda

Chua E Long

Adjunct Professor/CEO and C-Suite Master Executive Coach, Curtin Graduate School of Business/Centre for Executive Education – CEE Global Singapore

Strategic Performance Management Manager, Gunung Sewu Group Indonesia

Senior Vice President / Head of Transformation, Strategy & Transformation, AXA Malaysia

Lim Kah Cheng

Siddhartha Banerjee

Chief Corporate Services, Human Resources Development Fund Malaysia

Vice President, Performance & Rewards, HSBC Malaysia

Somita Raj

Syuralpha Sitoputro Koban

Vandy Leng

Organizational Development and Learning Leader – ASEAN, Honeywell Malaysia

HR Performance Management Manager, Indah Kiat Pulp and Paper Indonesia

Business Performance Manager, GL Finance Plc. Cambodia

PERSPECTIVES

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

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INTRODUCTION 14 Questions

10 Interviews

Cambodia

A

Practitioners

Indonesia

Academics

Malaysia

Consultants

Singapore

crucial point in every research project, regardless of the subject, is to have access to insights from experts in the field.

The report Performance Management 2015: ASEAN Special Edition continues the standard set by the previous editions, which consists of gathering and compiling opinions from numerous specialists in the field, in order to provide an overview of the state of the discipline.

Relying on the idea that, regardless of the domain, progress can only come through the collective efforts of academics, who develop the discipline through their research and practitioners, who provide day-to-day insights from practice, The KPI Institute offers you a collection of 10 interviews with specialists from all three of the above-mentioned categories.

From Cambodia to Singapore, authorities in the domain shared their expertise and knowledge,

shedding light on vital issues, such as the best practices in Performance Management, what is the current downturn in today’s practice and what can be done in order to elevate the field, further on.

Which were the 2015 key trends in Performance Management, from your point of view?

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13

2

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What are your thoughts on the integration of Performance Management at the organizational, departmental and employee level?

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Which will be the major changes in managing performance, in the future?

Which are the main challenges in today’s Performance Management practice, today?

What do you think should be improved in the use of Performance Management tools and processes?

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What would you consider as a best practice in Performance Management?

What aspects of Performance Management should be explored more through research?

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10

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Which organizational would you recommend to be looked at, due to their particular approach to managing performance, and their subsequent results?

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What Performance Management question would you like to ask researchers?

Which aspects of Performance Management should be emphasized during educational programs?

What are the limits that prevent practitioners from achieving higher levels of proficiency in Performance Management?

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What is your opinion on the emerging trend of measuring performance outside working hours?

All interviewees answered a set of questions (1-13), and Question 14 varied on the type of professional. The questions that the 10 specialists answered to are the following:

What personal performance measurement tools do you use?

14 a

Specific Question – Academics: We are developing a database of subjects and degrees in Performance Management. What are your suggestions relevant to the database (i.e. subjects or degrees such as the Masters in Managing Organizational Performance)?

14 b

Specific Question – Practitioners: Which were the recent achievements in generating value from Performance Management in your organization?

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Specific Question – Consultants: What are the processes and tools you look at, in order to differentiate a successful performance management system, from a superficial one?

ASEAN PERSPECTIVES

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Which were the 2015 key trends in Performance Management, from your point of view?

Our panel of experts highlighted several factors which are valid throughout the ASEAN. From what they’ve experienced, many companies in the region have started to feel the need to become more adaptable to market shifts and prepared for any unexpected future developments. As such, a good number of them are switching or thinking to switch from annual reviews to by-monthly, monthly or even ad-hoc review meetings, as it has become better to tackle any performance issues on the stop, rather than after a year’s worth of time has passed.

In addition to this, public sector companies are also beginning to move towards a more performance-oriented provision of services and goods, striving to ensure a high level of quality instead of merely delivering services without keeping tabs, which oftentimes proved inefficient. When it comes to Performance Management culture and practices, our specialists believe that a starker differentiation between high and low performers will become an integral part of Performance Management, as efforts to maintain high performance will demand this. Moreover, greater integration of BI and analytics, which will serve to ensure timely assessment of performance and inserting new methodologies, like Agile, in management techniques, will go hand in hand with the aforementioned change about differentiation.

Last, but not least, several interviewees noticed that coaching and mentoring are establishing themselves as commonplace acts for developing the leaders of tomorrow, whether it is an individual in a management position or an employee on the assembly line. In their opinion, coaching needs to be done at all levels, to drive purpose in an individual’s heart and mind.

agree that such an endeavor is tantamount to success. Whether it is considered ”the link between all three”, ”the key to aligning all of the organization’s efforts and resources”, “the ultimate and right thing to do”, “vital for both the company and its employees’ future” or “of paramount importance”, the general idea stays the same, only the wording differs.

Such an integration effort is generally seen as the main way of ensuring that your company is on the same page with its employees and viceversa. One cannot evolve without the other and cascading PM down to all levels only offers a smoother transition.

On the topic of integration, there is unanimity – integration at all levels is mandatory, as it allows the organization to function as a whole, with everyone being on board with the tasks at hand and understanding what each individual’s role is in in successfully driving the company forward. You cannot expect to be a high-performing company if all the parts of the whole are not aligned.

One noteworthy mention here was on the subject of corporate values, namely that just as important as having complete alignment between levels is the rectitude of values and ideas. Such elements, established by the company’s leader/s, must resonate within each employee, they must be understood as a guideline for each staff member’s actions and mindset. If a company lacks such elements, it will not be long before it starts seeing cracks in its perfect frame.

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Which will be the major changes in managing performance, in the future?

When it came to judging the future, responses were quite varied and as such, the following is a list of some of changes our experts envision for Performance Management:

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More and more companies will see performance management as a strategy translation tool, instead of just an operational one

When it came to integrating Performance Management at all levels, the results are unanimous, so to say: our interviewed experts

Performance management may begin measuring the qualitative aspect of employees, like the Emotional Quotient, not just the Intelligence one

What are your thoughts on the integration of Performance Management at the organizational, departmental and employee level?

The Analytic Network Process might become the main concern for many researchers The measurement of performance management shall move from output-based measurement to outcome-based measurement An increasing recognition that an organization’s worth lies not in their plan or systems, but in their human resources As such, bottom-up feedback will become much more important 360-degree performance evaluations will become a norm More intensity on managing performance on a real-time basis and not just as a mid-year and year-end process

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What aspects of Performance Management should be explored more through research?

As well as with the previous question, interests here were quite diverse, as each expert posed questions mainly relating to his or her specific role within their organizations.

Thus, a wide array of topics was mentioned, from understanding what is seen as appropriate goal setting, finding the link between horizontal and vertical indicators, discovering potential non-financial job motivators and effective staff motivation, reward, recognition and development practices, to establishing a few guideline management methods that will act as blueprints for as many company types and sizes as possible and searching for more successful methods of differentiating between individual and team efforts.

Furthermore, others highlighted once again the importance of core values and that it would be extremely valuable to find which values span across the ASEAN and how to apply them most effectively in the companies within this region. This particular proposition goes hand in hand with two other interesting ideas, namely developing better coaching practices and completely new KPIs that can withstand the test of time, as some of the older ones have.

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

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PERSPECTIVES

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Which organization would you recommend to be looked at, due to their particular approach to managing performance, and their subsequent results?

Among the most often mentioned organizations that are often seen as noteworthy models of proficiency, we can find the following:

Which type of indicators are more valuable, what links are more significant, are there any benchmarking thresholds or standards for performance?

How do we sustain a performance management system?

How to best link pay to performance, especially in the ASEAN context?

The Gunung Sewu Group The Human Resources Development Fund

How can we disconnect employee rating/ ranking from performance management and compensation?

consensus in return on behalf of the employees Getting managers to stop relying on performance management systems and to start engaging directly and regularly with their staff about their performance on a regular basis Understanding and accepting the fact that you, as a leader, cannot have 100% power over everything and that you should learn how to accept different ideas How to properly set and update goals

Microsoft

What makes people give their best at the workplace?

General Electric Adobe Zalora Accenture Unilever Huawei, Smartfren Telecom, Ericsson Google

How can we move away from current, existing, conventional KPIs as units of measurement for performance, to a more robust measurement approach, which takes into consideration every individual’s pros and cons?

Which performance management cycle is the most important one?

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Which are the main challenges in today’s Performance Management practice?

A still deficient level of communication between top management and the general members of staff

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What do you think should be improved in the use of Performance Management tools and processes?

Far from offering simple improvement suggestions, the interviewed professionals provided numerous examples of imprWovements brought to performance management tools and processes that could help organizations achieve the desired outcomes. Some of them are:

J.P. Morgan. Goldman Sachs, Morgan Stanley Several interviewees also mentioned the fact that, in their opinions, there isn’t any particular company worth following, as their success model might not work for another one. As such, it was pointed out that any organization, be it private or public, could be a model worth following and that no company or institution should be discarded & ignored simply based on the fact that they’re not big players on the market. From their perspective, innovation can come from anywhere, as long as one is open to it.

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What Performance Management question would you like to ask researchers?

Many subjects are yet to be fully explored in Performance Management, but some of the more pressing questions of our time are as follows:

The interviewed professionals have identified numerous challenges related to the field, from very general to very specific ones. The challenges that most professionals referred to are: Lack of commitment from the leaders Unclear approach/method used in performance management People drowned in administrative tasks when reporting and monitoring Removing the human randomness factor and forced bell-curve systems in Performance Management

What is the most effective style of leadership?

Knowledge, especially related to the inner workings of Performance Management Systems, as there are too many competing theories, but too little firsthand understanding

Should we not be trying to find ways to simplify performance management?

The alignment of goals throughout the whole organization and the degree of

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Let people know that the tools and processes are built to help them, not as burden to be avoided There should be an online, light-weight performance management tool that managers and employees alike could log in, using an existing single sign-in password A holistic approach must be the main goal for today’s PM experts, one that is supported by software and is easily adapted to daily managerial tasks Coaching and feedback Investing in your staff, your system, then afterwards in your technology Existing tools and instruments should be simplified, made more accessible and completely cheat-proof Practice, review and improvement should

PERSPECTIVES be aligned together to ensure that the developed Performance Management tools and processes are mutually agreed upon by all relevant stakeholders within one organization

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What would you consider as a best practice in Performance Management?

Some of the aspects regarded by the interviewed professionals as best practices in the field are: Performance management is a just tool, we need to understand the complexity of the company and get commitment from the leaders prior to implementation Connect the dots between multi-year strategies, performance management, inter-departments collaboration and employee appraisal system Monitor the performance by using Pareto principle, which should be able to determine and focus on the certain most impactful indicators Involve the employees to drive performance Conducting an employee survey and asking them the ultimate question of “would you recommend the company’s current performance management system to anyone?”

Implementing a BSC that is supported by reliable software Recognizing great managers Creating a culture of trust between employer and employee Line of sight and open conversations between employees and their manager at a regular interval To accurately measure the general performance and reward fairly A few of our interviewed experts also opined that there are no true best practices in Performance Management, but simply practices which may or may not fit an organization.

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Which aspects of Performance Management should be emphasized during educational programs?

What are the limits that prevent practitioners from achieving higher levels of proficiency in Performance Management?

Given the current curriculum in many universities and schools around the world, our experts agreed that there are still numerous performance related aspects that are not fully addressed through the existing educational programs.

Some of the mentioned aspects are: That performance management is beyond monitoring and managing measurements

The limits identified by professionals revolve around the following major pillars: Understanding strategy development and the governance process of performance management Everyone is different and it is fatalistic to try to categorize and group people into a few distinct themes or quadrants

How to “beat” the system, ethically and legally Things like the Balanced Scorecard, the Performance Prism, the Malcolm Baldrige Quality Award, the Knowledge-Based Performance Management System, the Six-Sigma approach, and also strengthen the student’s understanding of these approaches with statistical operations like regression analysis, correlation analysis, Analytic Hierarchy Processes, Analytic Network Processes and Benchmarking methodologies

Having the acumen to ensure that the Line of Sight between the company strategic initiatives and PM is unobstructed Spending more time with the clientcompany, understanding its true needs and tailoring solutions accordingly Being open and receptive to various different generations and individuals in the organization

Promotion of higher order thinking should be emphasized, along with encouraging innovative and creative mental processes

A lack of understanding of goal setting and KPI breakdown – cascading, relating to triangulation between performance coaching/mentoring – quota rating cascading and annual performance evaluation & dialogue

Teaching would-be leaders how to be effective coaches

Clear goal setting in both quality and quantity

We should keep the theory to a minimum, but put a lot of emphasis on the links between performance management and various other aspects like compensation, career development and so forth

Well-structured strategy and good communication of the strategy to stakeholders/staff

The awareness of having measurements shape or drive results, as a performance indicator approach How to start and manage a KPI cascading process, if our organization is fluid and in a state of permanent change, with ever-shifting team members. Even more so, how can we do this process if our organization is rigid and no shifts ever happen

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What is your opinion on the emerging trend of measuring performance outside working hours?

In general, our respondents are not sold out on the idea and see it as overly-processual and a step too far.

In their perspective, we shouldn’t try to measure everything that comprises our self and we should give people room to pursue whatever they wish to in their spare time.

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

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PERSPECTIVES

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What personal performance measurement tools do you use?

Only a few of our experts mentioned any personal performance tools, since most of them view measuring personal performance more of a nuisance than an actual positive development. Some of them keep track of their sleeping schedule and patterns, others mentioned using various physical exercise trackers, like stopwatches or exercycles, with some using apps such as Endomondo, Moneyfy or a personalized work agenda to keep tabs on their personal health, finances or work tasks.

14 a

Academics: We are developing a database of subjects and degrees in Performance Management. What are your suggestions relevant to the database (i.e. subjects or degrees such as the Masters in Managing Organizational Performance)?

On the matter of our database of subjects and degrees, our interviewed academics proposed a series of topics that might serve to enhance the future generation of managers’ understanding of this field of expertise.

Among their suggestions, we can find objects of study such as the Balanced Scorecard, the Performance Prism, the Knowledge-Based Performance Management Systems, the Six Sigma Analysis, regression and correlation analysis, the Analytical Hierarchy and Network processes, benchmarking and expert systems analysis.

Moreover, they also emphasized discussing with various business leaders, from different companies on the market, to aid us in designing a better overall curriculum, which is more suited towards the market’s needs.

Elements such as driving value and employee engagement, redesigning contemporary PM systems, developing methods of accurately evaluating current and future PM processes and emphasizing the importance of coaching and continuous feedback are all part of what we know as Performance Management, but for young professionals that are only now entering this field, it would serve as a great boon to receive such knowledge tailored specifically for what the market requires and from the very individuals that might hire them one day.

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14 b

Practitioners: Which were the recent achievements in generating value from Performance Management in your organization?

Our interviewed practitioners have achieved quite a few forward strides in their endeavors of generating value from Performance Management in their organizations. A few are listed below: Highlighting the importance collaboration to drive performance

of

Issuing a yearly survey to delineate the company’s strengths and weaknesses, which consequently showed the company’s results were above those of the market Investing in the coaching and mentoring skills of their managers, to generate solid and constructive feedback between manager and employee Integrating a fully individualized Performance Management System, that suits their company’s needs like a glove Incorporating newly created KPIs into an in-house e-finance system, that allows each department manager to extract the performance-related information he needs, when he needs it

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Consultants: What are the processes and tools you look at, in order to differentiate a successful performance management system, from a superficial one?

The main point highlighted by our interviewed consultant was that more than simply looking at processes, you differentiate a successful performance management from an unsuccessful one based on how it is perceived by the company’s managers.

If it’s portrayed as just another bureaucratic tool, with the singular purpose of making life harder for everyone, then no matter how great it might actually be, it will fail to achieve its intended purpose. But if its true purpose is rightfully understood by the organization’s leaders, then its members of staff will follow suit, sooner or later.

This is also one of PM’s biggest issues these days, in his opinion. We talk so much about getting the employee’s buy-in, but we overlook the manager. If the manager is not convinced that the system is built to help him and as a result, the company, then neither will his team members be convinced.

Leaders have the power to inspire and if this inspiration is negative, the system is doomed to fail, no matter what.

As such, he sees the systems and managers needing to understand the mutually beneficial relationship that can exist between them. When it comes to getting the best out of people, managers will always outperform even the greatest of systems. But when one has to compile all the available information and analyze it in its minute details, that is when even the most exceptional of managers will require some help, which is where the performance management system comes in.

Managers should never view systems as competition, but as allies in achieving the end goal for which the latter was designed and the former prepared – bringing people together in striving for and achieving greater levels of performance.

INTERVIEWS Consultant Research

Organization: The Ministry of Civil Service/Council for Administrative Reform Current Position: Public Administrative Reform Consultant Country: Cambodia

Trends 1. Which are the 2015 key trends in Performance Management, from your point of view?

As markets mature across the ASEAN region and companies prepare for the increased opportunities and competition that the ASEAN Economic Community will bring, there is an increasing demand for effective performance management practices. There is also a growing focus on performance within public sectors as the demand for improved public services increases, and the development sector is also moving from a focus on provision to one of performance and quality as funding becomes harder to secure for the region.

At the same time, there is a growing global realization that formal, process-driven performance management can actually constrain performance. Factors such as rapid economic growth and expanding market opportunities, technological development and increasing public service expectations are forcing organizations to re-examine how they manage their performance.

New project management methodologies such as agile in the tech sector and problem-driven iterative adaptation in the development sector are influencing the way we plan and measure performance, and companies including Deloitte, Accenture and Microsoft have recently conducted significant overhauls of their individual performance evaluation systems to remove bureaucracy and the inherent bias and to re-focus them on improving performance and motivating staff.

2. What are your thoughts on the integration of Performance Management at organizational, departmental and employee level?

There obviously needs to be good integration across the three levels, but this is not simply about rolling planning and measurement processes down through the organization. Many organizations rely on performance management systems to drive performance without realizing that it is the corporate values that underpin behavior and performance. These values will guide managers in regards to the way they recruit, develop and manage, and staff in the way they perform, while the performance management system operates more as an information and measurement system to ensure that everyone is oriented towards the same performance goals.

3. Which will be the major changes in managing performance, in the future?

There’s an increasing recognition that an organization’s worth lies not in their plan or systems, but in their human resources.

I think this will lead to an increasing realization that performance is more than the sum of its parts. It’s not about adding up individual or departmental contributions to the bottom line as a measure of organizational performance and more about engaging with individuals, building teams and establishing healthy values to support sustainable performance.

In addition, the increasing flexibility of the workforce will require new ways of managing performance, encouraging more of a focus on quality and delivery instead of hours worked and activities completed.

4. What aspects of Performance Management should be explored more through research?

We’re all well aware of the different cultural effects on effective performance management, but there is relatively little research currently available on the effectiveness of performance management practices in the ASEAN region – we tend to rely on research conducted in western countries and organizations that often doesn’t translate to our region. The growing focus on performance management in the region would be best served by research into areas such as effective staff motivation, reward and recognition and staff development practices.

Another interesting area of research is that of the core values that are common across ASEAN organizations and their implications for effective performance management practices.

5. Which organizations would you recommend to be looked at, due to their particular approach to managing performance, and their subsequent results?

I wouldn’t specify a particular organization but I would remind practitioners that every organization has its own particular culture, values and systems and so what works in one organization won’t necessarily work in another.

The starting point for the development of effective performance management is always within the organization. Others’ research and practices may provide a source of inspiration but its best to look at the particular context and needs of your own organization.

“

The starting point for the

development of effective performance

“

Name: Sam Plummer

management is always within the organization.

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

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PERSPECTIVES

Practice 7. Which are main challenges of Performance Management in practice, today?

I think the main challenge is getting managers to stop relying on performance management systems and to start engaging directly and regularly with their staff about their performance on a regular basis. And the starting point for this is to ensure that a performance management system is not a complex bureaucratic requirement but a tool that is useful to managers in the performance of their job. Managers need to be held accountable for the performance of their teams and to be given the tools that they require to do their job as managers. So performance management systems need to be simple and flexible and owned by managers.

We shouldn’t judge managers on their ability to complete complex performance planning or review activities – we should simply encourage them to deliver results.

8. What should be improved in the use of Performance Management tools and processes?

Performance management tools and processes should simply clarify the organization or department’s goals and then support the achievement of those goals. They need to remain flexible and useful. There needs to be a shift away from trying to measure

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performance at every level to one of identifying ways of improving performance – more of a focus on things like what can be done to improve structures, supply chains, systems and processes, what staff training and development is needed, what extra resources might improve performance. And that requires two-way communication – managers providing feedback to staff and staff providing feedback to managers.

9. What would you consider as a best practice in Performance Management?

Best practice in performance management is excellent managers. Systems cannot substitute for managers so organizations should focus on establishing the right values and culture and developing managers to lead their teams. The result will be that you don’t need fancy systems and that you have the flexibility to respond to needs as they emerge, at the individual, department or organization level.

managers and staff. If it is viewed as a bureaucratic requirement that takes extra time and effort, it is not effective. If it is recognized as a useful management tool and referenced and used by managers and staff in their daily work, then it is doing its job.

To this end, performance management systems should be simple and effective.

Great systems will never outperform great managers when it comes to getting the best out of a group of people, but effective systems can always help managers to improve the performance of their team. At the end of the day, performance management is about bringing people together in the pursuit of common goals.

Personal Performance 12. What is your opinion on the emerging trend of measuring performance outside working hours?

The number and diversity of apps available to help individuals “perform” in their personal life – related to health, wealth, time management etc - is increasing exponentially. But of course we each have our own technology thresholds and personal goals. I’ve watched some people let their lives become dominated by some of these apps either without achieving anything or stopping to enjoy the benefits. I’d suggest that we should be discreet in what we choose to use – stay aware of the goals that you value and employ appropriate tools and approaches to help you achieve them.

13.

What personal performance measurement tools do you use?

An exercycle and a stopwatch!

Specific Question 14. What are the processes and tools you look at, in order to differentiate a successful performance management system, from a superficial one?

The best measure of a performance management system is its perception by

“

There’s an increasing

recognition that an organization’s

worth lies not in their plan or systems, but in their human resources.

I think this will lead to an increasing realization that performance is more than the sum of its parts.

“

6. What Performance Management question would you like to have answered by researchers?

I’d like to know how best to link pay to performance, especially in the ASEAN context.

I’ve seen many organizations implement such systems but end up with quite some perverse outcomes as staff pursue individual work objectives at the expense of organizational goals. I think that there needs to be more of a focus on linking rewards to organizational outcomes, with the aim of engendering the engagement of staff in the organization’s success, rather than trying to breaking these objectives down to an individual level. Of course different types of pay for performance schemes are going to work in different sectors and contexts, but if researchers could provide us with a conclusive statement on what works, we’d all be better off!

PERSPECTIVES which indicators are more valuable, what links are more significant, are there any benchmarking thresholds or standards for performance?

Academic Name: Dermawan Wibisono

Practice

Organization: Institut Teknologi Bandung Current Position: Senior lecturer Country: Indonesia

Trends 1. Which were the 2015 key trends in Performance Management, from your point of view?

After the Balanced Scorecard has flourished in 2000 and Prof. Kaplan retired, there isn’t any other surefire, popular approach to be implemented in many organizations.

As such, I have come up with my own framework, aimed especially at Indonesian organizations, namely Knowledge-Based Performance Management Systems, which have different perspectives and offer guidance in choosing indicators, as well as being supported by software. As of right now, some of them are still in an implementation phase, according to each context. This is because many companies in Indonesia still do not understand its mechanism properly and some of them implemented it separately, for their daily practices.

2. What are your thoughts on the integration of Performance Management at organizational, departmental and employee level?

This is the most difficult task in practice.

There is a lot of data, but some of it is collected without looking at such kind of links between different levels of management. As such, some companies, e.g. Telkom Indonesia and Pertamina have designed their performance systems to suit at least their departmental level. Still, there are gaps between the departmental and employee level.

3. Which will be the major changes in managing performance, in the future?

Although many research endeavors have studied the vertical links between the corporate-department-shop floor level, there

are also many links between the indicators used to measure their performance. This part has not been explored thoroughly and as such, we do not have much research on this topic. I think that in the future, the Analytic Network Process (ANP) that explores any link between indicators used for the same perspective, would become the main concern for many researchers and be a point of interest for many companies.

The ANP would also need to be supported by software and with this in mind, it would make it attractive for organizations working in what I call the macro area, which are governmental agencies.

Research 4. What aspects of Performance Management should be explored more through research?

The link between vertical and horizontal indicators would be a nice topic of research, in my opinion.

5. Which organizations would you recommend to be looked at, due to their particular approach to managing performance, and their subsequent results?

At the macro level, any sector can prove insightful, from government agencies and NGOs, to state-owned and private-owned companies in the Health Care, Financial, Manufacturing or Education industry.

6. What Performance Management question would you like to have answered by researchers?

Is there any research on Performance Management Systems that strongly analyzes all topics of interest within this subject:

7. Which are main challenges of Performance Management in practice, today?

Knowledge, especially related to the inner workings of Performance Management Systems, is still quite lacking. Most practitioners always have different opinions about performance management and performance appraisal. Even academics do not share the same opinion about performance management systems. Some sort of unity should be found.

8. What should be improved in the use of Performance Management tools and processes?

A holistic approach must be the main goal for today’s PM experts, one that is supported by software and is easily adapted to daily managerial tasks. A system that is built around experts, aided by AIs, which would help many organizations streamline their day-to-day activities and also support leaders in any decision-making processes.

9. What would you consider as a best practice in Performance Management?

One of the best practices I see today originates from the USA. Multiple American companies have implemented a BSC that is supported by various software tools. Now, even some of these do not feature a full mapping of the links between vertical and horizontal indicators, but it’s a very good practice nonetheless. Here in Indonesia, very few companies try such an approach, as they see these tools as still being quite new and requiring further testing.

Education 10. Which aspects of Performance Management should be emphasized during educational programs?

We have to introduces many We have to introduce many new approaches and methods in performance management education, including things like the Balanced Scorecard, the Performance Prism,

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PERSPECTIVES the Malcolm Baldrige Quality Award, the Knowledge-Based Performance Management System, the Six-Sigma approach, and also strengthen the student’s understanding of these approaches with statistical operations like regression analysis, correlation analysis, Analytic Hierarchy Processes, Analytic Network Processes and Benchmarking methodologies.

11. Which limits need to be surpassed in order to achieve higher levels of proficiency in Performance Management, among practitioners?

Many practitioners oftentimes are limited by their own understanding of what Performance Management is and what it is good for. In Indonesia, from what I know, only ITB has been offering correctly designed Performance Management package services.

Many other providers only know about the Balanced Scorecard and that’s it.

Personal Performance 12. What is your opinion on the emerging trend of measuring performance outside working hours?

I don’t really know what to say about this, as I haven’t heard much about this topic.

Organizational Performance)?

You should look for something like a Master’s in Corporate Management Systems, focused on the following subjects: • The Balanced Scorecard • The Performance Prism

13.

What personal performance measurement tools do you use?

The Knowledge-based Performance Management Systems, the BSC, the Prism, the Malcolm Baldrige, the Six Sigma approach.

Specific Question 14.

We are developing a database of subjects/degrees in Performance Management. What are your suggestions relevant to the database (i.e. subjects/ degrees such as the Masters in Managing

• The Knowledge-Based Performance Management Systems • The Six-Sigma Scorecard • Regression analysis • Correlation analysis • Analytical Hierarchy Process • Analytical Network Processes • Expert systems • Benchmarking

Academic Name: Sattar Bawany Organization: Curtin Graduate School of Business/Centre for Executive Education – CEE Global Current Position: Adjunct Professor/CEO and C-Suite Master Executive Coach Country: Singapore

Trends 1. Which were the 2015 key trends in Performance Management, from your point of view?

Well, I can only speak from my experience, from the perspective of a performance and talent management specialist. So that being said, I believe that more and more organizations are moving from a closed to an open system. Now, this topic can be explored through two lenses: a Singapore one and a regional one.

Talking from the point of view of Singapore, the main trend in the public sector, for example, has been a focus on closed systems, with the aim of moving more towards open systems. In the private sector, the reverse

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stands true - open systems, where employee ranking& rating is the focus of performance review meetings. I honestly do not agree with the nature of such meetings, I do not find them all that useful, but alas that is the current trend in the private sector.

that want to influence some of the aspects that they find necessary in an organization, from a career development perspective.

Adding to this, I see that ratings and rankings are becoming less and less important. While it’s true that some companies still prefer such a system, many have started changing them or abandoning them altogether and this would prove as quite the challenge - how to convince businesses to leave rankings in the past, whilst still offering their employees opportunities for development.

The focus of any performance management discussion, be it in an open or closed system, should be primarily on the professional development of the employee. The line manager should coach, guide and support the individual employee through regular ongoing feedback, so that he or she excels in terms of job or role performance.

Other fascinating developments that I see, both in Singapore and in the region as a whole, are increased awareness of Big Data and its uses and managing virtual teams.

These type of teams consist of members that are simply not located in the same geographic region as the company’s HQ. This is due to globalization, companies adapting to a more flexible structure overall and learning the value of trust. Now, many professionals lack this last aspect and in my opinion, this is what keeps them from delivering an effective performance management system.

Some interesting things about this last point are the fact that many Gen Y representatives are now first-line supervisors or managers

But if I were to think of one trend specifically, that I see as being widespread, it would be the way managers have started to actually

PERSPECTIVES understand their role. What I mean by this is they have started to put emphasis on three key aspects: putting focus on leaders - what leaders have to do in a company to improve it, then emphasizing employee engagement through managerial coaching practices and continuous feedback and finally, developing more and more managers that are equipped with the necessary skills to be great leaders, coaches, trainers and so on.

2. What are your thoughts on the integration of Performance Management at organizational, departmental and employee level?

This is an ongoing process and a very important step in defining key metrics for each level of the organization. It will most likely stay the same for quite a while, which is good, but what might actually change are the following: - Thresholds becoming ever more important -Managers acquiring more and more people and business management skills These changes though will not affect how flexible the whole process of cascading is and it will continue to work like we have seen in recent years.

3. Which will be the major changes in managing performance, in the future?

The major change will be a cultural shift, where the bottom-up feedback will become more important. Unfortunately, it saddens me to say this, but many companies in Asia and even in the U.S. have the traditional top-bottom feedback system. And this is prevalent across all industries, it’s not just one or two. I do not think it will change too quickly, but what is somewhat refreshing is seeing Gen Y and Gen Z representatives pushing for more bottom-up feedback.

This means that employees are starting to give feedback to their bosses, offering them advice on how they currently see them and how they could change for the better. This is part of the overarching theme of reverse mentoring, where the younger generation teaches the older one a few new things and ideas.

Research 4. What aspects of Performance Management should be explored more through research?

I believe three areas are of greater importance.

The first one would be to establish a clear system of compensation, that is separate from performance ratings, because sometimes, due to how these two can intertwine, the end results are not the most optimal. Oftentimes, they are far from even being good.

The second one would be developing greater differentiation between an individual’s efforts and his team’s. This is quite important when considering underperformance scenarios. If each member has his own metrics or indicators, along with some team-based indicators, then it makes it easy to see if under-performance is a result of one individual slacking or the whole team faltering. Such a method comes in handy when spotting high-performance individuals, whom you know can outperform others, but need to be shown that they are in the limelight and should better start improving their work, as it is not on par with what is expected of them.

The third one would concern the matter of ongoing feedback and how coaching should be done on a daily basis, constantly, continuously. And my interest would be to find out how such feedback and coaching methods have affected an organization’s performance.

5. Which organizations would you recommend to be looked at, due to their particular approach to managing performance, and their subsequent results?

Good examples here would be Microsoft, GE, Adobe or even Zalora, a smaller e-commerce Singapore-based company. Their Head of HR, Foo Chek Wee, was a student of mine and I have to say that they are doing quite well. One of the things that I kept an eye on, in Zalora, was how the organizational culture impacted the employees’ career development opportunities, and safe to say, it’s quite a successful relationship.

6. What Performance Management question would you like to have answered by researchers?

How can we disconnect employee rating/ ranking from performance management and compensation? I would like to clearly see the relationship between performance and rewards.

Practice 7. Which are main challenges of Performance Management in practice, today?

How do you get leaders to understand that they no longer hold absolute power. The younger Gen Y will constantly challenge one’s methods of measuring their performance and this should show managers that they no longer have complete sway over this topic and that it should be treated like a two-way street.

So, in my opinion, this would be the biggest challenge - understanding and accepting the fact that you, as a leader, cannot have 100% power over everything and that you should learn how to accept different ideas and be prepared to get challenged.

8. What should be improved in the use of Performance Management tools and processes?

First things first, we shouldn’t forget that technology is an enabler, it should not be the focal point of any PM system; that should be reserved for our employees.

Many companies are investing heavily in tech and forget that it is only an enabler and that they should invest in their people, first and foremost.

My mantra can be described by the following acronym: PPT - People before Processes and Technology.

Invest in your staff, your system, then afterwards in your technology. Tech should be simple and serve individuals, not the other way around. So from my point of view, the best thing would be to keep technology straightforward and simply as an enabling tool, for an individual’s development.

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An example of best practice would be creating a culture of trust between employer and employee, where conversations about performance and individual efforts are commonplace, frequent and welcomed. We are working with knowledge workers, they know what to do, at least most of the time, so less instructions, less interventions, more engagement.

Education 10. Which aspects of Performance Management should be emphasized during educational programs?

Teaching would-be leaders how to be effective coaches. Coaching is a very powerful tool and it should never be underestimated, as it helps unlock an individual’s true potential. Couple this with the fact that today’s generations openly embrace such methods, we see that it somewhat becomes a must-have for any leader.

The second thing that I find important is learning how to properly communicate.

Many leaders fail to communicate in an effective manner, that gets their employees’ buy-in and thus they may end up losing very valuable individuals. This is of course part of our cognitive skill set, recognizing when, how and with whom you need to discuss matters more, to reach a better conclusion.

Both of these, developing one’s coaching and cognitive skills, go hand in hand and if a manager wishes to come closer and closer to what is considered the ideal leader, learning how to strike a balance is key. An example would be knowing in whom you should invest your time, as a manager. Reading employees, recognizing those who wish to better themselves and clearly seeing through others’ hollow promises of improvement is extremely important, along with knowing how to convert your opinions about these individuals, in a friendly and mindful manner.

11. Which limits need to be surpassed in order to achieve higher levels of proficiency in Performance Management, among practitioners?

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I don’t think there is such a limit for practitioners. I would say that companies can be limited, due to their culture. If the CEO establishes a weak strategy, with vague KPIs and so forth, then your whole plan will at some point topple down like a house of cards. I don’t think practitioners have encountered any self-limits until now; I think most of the times, the company in which they work might impose certain barriers that are counterproductive to their work, so they end up thinking they hit a dead end.

Personal Performance 12. What is your opinion on the emerging trend of measuring performance outside working hours?

Well, since we’re working with knowledge workers, they generally know their job and perform well, so I don’t know if trying to measure them outside working hours would be good, in any way.

Sure, there are jobs where you can stick to your 9-5 schedule, whilst others require a bit of after-hours work. Even more so, there are situations where workers believe in their company and work even 18 hours a day, to fulfill its goal and objectives. And as long as they are paid for those hours, it’s all good, but I would not actively encourage this, if you know you can get your job done properly during your normal work schedule.

Now, if your company culture supports and empowers your view, then by all means, go ahead, since you as a knowledge worker know best what you have to do to feel satisfied.

13.

What personal performance measurement tools do you use?

I used to use Oracle, but nowadays I use a simple Balanced Scorecard, for me and my team, which in my opinion is highly effective for tracking performance.

Specific Question 14. We are developing a database of subjects/degrees in Performance Management. What are your suggestions relevant to the database (i.e. subjects/ degrees such as the Masters in Managing Organizational Performance)?

Personally, I have not seen any programs that target Performance Management specifically, as these are more tailored towards HR or Organizational Development and any Performance Management topics are integrated in such programs.

One thing that would be quite interesting, on this topic, would be company leaders developing an educational curriculum, for higher education, in which they could emphasize aspects like driving value and employee engagement, redesigning contemporary PM systems, developing methods of accurately evaluating current and future PM processes and emphasizing the importance of coaching and continuous feedback. Coaching especially could be considered a subject in itself, as it is so incredibly vital to today’s organizational success.

These would serve as prime knowledge tools for the new generation of managers, greatly enhancing their understanding of what Performance Management should be about.

“

We shouldn’t forget that

technology is an enabler, it should not be the focal point of any PM system;

“

9. What would you consider as a best practice in Performance Management?

that should be reserved for our employees.

PERSPECTIVES It is always interesting to get some answers about the effective style of leadership which can successfully manage the organization’s performance.

Practitioner Name: Andrias Suganda

Practice

Organization: Gunung Sewu Group

7. Which are main challenges of Performance Management in practice, today?

Based on my experiences, the main challenges are:

Current Position: Strategic Performance Management Manager Country: Indonesia

• Lack of commitment from the leaders

Trends 1. Which were the 2015 key trends in Performance Management, from your point of view?

2015 is a year of uncertainty for many (or almost all) companies, particularly for most of those in South East Asian countries. Outof-region financial factors bring something what we call, confusion. This kind of situation becomes a lesson learned for many companies to deeply consider that performance management is not just a current performance monitoring tool, but it should bring the company to a higher dimension, whereby performance management should cover scenario planning for the future, as well as be agile enough to adapt for any changes that will impact the sustainability of the companies in the long run.

2. What are your thoughts on the integration of Performance Management at organizational, departmental and employee level?

Performance management becomes useless without integration/alignment between the organizational, departmental and employee levels, either vertically or horizontally.

One thing for sure, this process should be able to create a culture change, where everyone thinks that they contribute to the organization’s success.

3. Which will be the major changes in managing performance, in the future?

More and more companies will see performance management as a strategy translation tool, instead of just an operational one. They will drive performance in a more dynamic manner to learn and adapt to the competition landscape changes.

In the future, companies also will emphasize more on collaboration and create behavior changes to drive the performance.

• Unclear approach/method used in performance management • People drowned in administrative tasks when reporting and monitoring

Research 4. What aspects of Performance Management should be explored more through research?

Two things: firstly, I think we need proven research about the performance management tools/methods which work for every type/ scale of company, there’s no “one fit for all” approach for every type/scale of company.

Secondly, I think it’s important to do some research on how to get people’s buy-in about performance management.

5. Which organizations would you recommend to be looked at, due to their particular approach to managing performance, and their subsequent results?

I don’t have any specific organization to be looked at for the time being, but let me share a few about Gunung Sewu Group (GSG), my current employer. As one of the largest conglomerates in Indonesia, GSG is trying to connect the dots between strategy development and performance management, always looking for preventive and quick corrective actions, as well as engaging more and more employees to drive performance.

As a result, though this year many companies in South East Asia are suffering due to an uncertain environment, GSG is still on the right track and well-performing.w 6. What Performance Management question would you like to have answered by researchers?

8. What should be improved in the use of Performance Management tools and processes?

It’s depend on the maturity level of a company, but simple is always better; let people think that the tools and processes are built to help them, not as burden to be avoided.

9. What would you consider as a best practice in Performance Management?

• Performance management is a just tool, we need to understand the complexity of the company and get commitment from the leaders prior to implementation.

• Connect the dots between multi-year strategies, performance management, interdepartments collaboration and employee appraisal system.

• Monitor the performance by using Pareto principle, which should be able to determine and focus on the certain most impactful indicators.

•Involve the employees to drive performance.

Education 10. Which aspects of Performance Management should be emphasized during educational programs?

We need to educate people that performance management is beyond monitoring and managing measurements, they need to know

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PERSPECTIVES the end-to-end processes from where these performance indicators are derived and how to drive performance successfully and in a correct manner. In this case, governance processes and communication should take important slots during educational programs.

11. Which limits need to be surpassed in order to achieve higher levels of proficiency in Performance Management, among practitioners?

Strategy development and the governance process of performance management will (always) be interesting and challenging topics among practitioners.

Personal Performance 12. What is your opinion on the emerging trend of measuring performance outside working hours?

I don’t see it as a necessity for the time being, but it’s interesting to monitor the upcoming trends of it.

13.

What personal performance measurement tools do you use?

I’m using a tailored performance measurement tool called EPMS (Employee Performance Management System).

Specific Question 14. Which were the recent achievements in generating value from performance management in your organization?

Performance management has broken the silo mentality within the organization, where it exposed the importance of collaboration to drive performance and achieve the desired goals. It brought budget savings where we could cut down redundant or unnecessary initiatives, as well as create more synergy and effectiveness between departments.

Practitioner Name: Chua E Long Organization: AXA Current Position: Senior Vice President / Head of Transformation, Strategy & Transformation Country: Malaysia

Trends 1. Which were the 2015 key trends in Performance Management, from your point of view?

Companies are excited by the prospects of switching from yearly performance management reviews to ad-hoc or “daily” models, where input on performance is given “on-the-spot” or rather, based on the progress of work being done by the employee.

However, as the trend is still new and needs to prove itself, many companies adopt the waitand-see approach, partly unsure if this will be a successful model in practice, and largely because no organization has the experience of carrying out the envisioned changes at the early stages of this performance management model evolution. Many companies do not want to be at the forefront of change, for fear of rocking the boat and being eventually held responsible for negative repercussions.

2. What are your thoughts on the integration of Performance Management at the organizational, departmental and employee level?

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Performance management practices should be fully integrated at the organizational, departmental and employee level, to ensure everyone within the same organization is working towards a common objective for the defined period. But obviously, each department or employee has a distinguished day-to-day function and role, thus the objective should stay the same but the means of materializing the common objective would then be practiced differently. One possibility would be the approach of using the 80-20 or even 50-50 rule, where a department fully adopts an agreed fraction of the top down objective, and then strives to customize the rest of it to suit the practicalities of the department itself; this is then replicated across employees working within each department.

3. Which will be the major changes in managing performance, in the future?

While many organizations try to quantify performance management systems as much as possible to make it “as objective as possible” vs. measuring it based on the number of beers you had with your

appraisers, I believe the future trend is moving towards the opposite direction. This is where EQ (Emotional Quotient) is more appreciated over IQ (Intelligence Quotient).

To be truly successful at what you do, and therefore directly impacting the results of your business and the organization that you work for, having pure IQ is no longer a guaranteed shot for success, unless you work in niche and complex industries like space travel & genetic cloning.

For the rest of us, being able to carry an idea, earn the trust of stakeholders and obtain funding would be key; many great ideas for the industry, or even mankind for that manner, have never seen the light of day just because they were not properly presented and understood. Hence, in the future, successful performance management systems are those that measure the qualitative parts of a success story that contributes to mankind’s development, with the likes of how a service or product benefited the people who use it.

For now, we’re stuck with the number of smart phones sales figures for a particular month or year.

Research 4. What aspects of Performance Management should be explored more through research?

Research on performance management should largely focus on the non-monetary motivators for outstanding performers.

Though financial gains are most commonly recognized as the “hygiene factor” that drives performance, it is not necessarily so with many

PERSPECTIVES great performers out there in the market.

These are people that see beyond the given “if I work I will get paid anyway”, and strive for that extra reason that makes them want to wake up in the morning and get to work.

It is mimicking the spirit of an entrepreneur that works for no one but himself or herself, and finding a way to replicate similar passions within the rest of the workforce, which works for both conglomerates or rather simply someone else.

for the day where a company would be able to boast of its performance management system and be widely recognized as such by other leading players in the market.

In the end, we must recognize that the guiding principle of performance management is not to punish the weak or non-performers, but to allow everyone to perform at their very best and then reward them accordingly, hence building a professional ecosystem where we are encouraged to pat everyone on their backs vs. hoping that they will fail in order to make ourselves look good.

Efforts should revolve around simplification, and not making a science or even art out of performance management systems.

Researchers who are able to propose an accurate, yet not so time-consuming performance management model would change the performance management landscape for the better, as less time is spent talking about what was being done last year vs. the continued focus to do well this year and beyond. In the end, we are all harnessing the limited 24-hour time resource that each of us have, and the choice to spend the hours productively vs. harping on something in the past would logically boost the productivity curve in one way or another.

5. Which organizations would you recommend to be looked at, due to their particular approach to managing performance, and their subsequent results?

Maybe I will name one or two in the future, but so far I’ve not come across an organization where I could openly promote their performance management practice.

I’ve seen and heard of organizations where performances were predetermined based on your relationship with your manager - who by the way asks questions like “what car do you drive?” during an interview; those where the ratings were pre-determined top down and performance management as an exercise is reduced to just a mere discussion to justify the given rating; to those where tens of thousands of productive hours were spent filling up fields after fields and pages after pages, in an online performance management tool, only to be ignored during the face-to-face discussion session.

At the core of things, employees who fared well during a particular year will hail the performance management system, while the same employee who did badly the following year would accuse the very same system of tyranny and injustice. Hence unfortunately, many companies are still experimenting with new performance management systems and none of them have emerged as the “champion” of performance management. I sincerely hope

6. What Performance Management question would you like to ask researchers?

“Should we not be trying to find ways to simplify performance management vs. complicating it further?”

Practice 7. Which are the main challenges of Performance Management in practice, today?

Most performance management systems that I’ve seen today have been a waste of time, especially companies practicing forced bell-curve systems, where you may end up picking the best amongst the worst and over recognizing him or her from a financial or egotistic perspective, or risk the attrition of really good people by picking the worst amongst the best and demotivating the individual by telling him or her, “it’s just how the system works”. Smart people do not believe in this type of management lie or fallacy, and they eventually leave to contribute to the success of your closest competitor.

There are also performance systems where your fate (and bonus for that matter) is represented by how capable your boss is in arguing a performance case for you.

Should you be represented by a really good salesperson who could sell refrigerators to

Eskimos, you’re all set to buy that new sports car next year. On the contrary, if your direct manager is a really smart triple engineering PhD holder with a penchant to write Big Bang theories somehow proven true, but not able to articulate your performance well, you better start cutting out and saving those discount coupons from the local prints.

This in essence is a very hit or miss type of situation, which puts one’s fate in the hands of randomness and that is never a positive thing.

8. What should be improved in the use of Performance Management tools and processes?

For starters, there should be an online performance management tool that managers and employees alike could log in, using an existing single sign-in password.

The tool should be light-weight - so that it is financially viable to implement and maintain, intuitive - nobody ever taught you how to navigate around your e-mail interface, and responsive - quick loading times, features to notify the next person on his or her action.

If it is a module as part of the entire Human Resource management system that manages employee benefits, training and talent acquisition, then all the better.

The process must be flexible enough to allow alterations and exceptions; some companies practices quarterly reviews, which may only be applicable to certain departments, for example, sales which warrant a monthly or weekly review, or it could be covered in separate meetings altogether anyways. But coming back to my previous point, these periodic reviews become almost useless when the yearly performance review is the dominant determinant of the entire year’s results. How I see it, it’s pointless to be told that you are an outstanding performer midyear, when you end up being an average performer at the end of the year, which then in turn determines your bonus.

As such, maybe bonuses should then be distributed per performance evaluation cycles. And yes, I have come across companies that pay quarterly vs. annual bonuses, which in my opinion is a rather good rudimentary strategy to keep good people from leaving; unfortunately, that keeps under performers from leaving as well.

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The questionnaire should never really ask the question of “do you think you are being paid fairly in this organization?”, as most respondents, imbued with human nature, are more likely to believe that they are underpaid anyways; hence, it would not be a reflective measure of the performance management system.

Practice 10. Which aspects of Performance Management should be emphasized during educational programs?

How to “beat” the system, ethically and legally. Performance management is a very dry subject to start off with, and it’s not hard to empathize with employees that just want to get it over with, at the end of the year. That is due to the common belief that they are not in control of the results, and sometimes it’s not their fault, as the performance management system was designed in such a manner. To approach the subject from an unconventional perspective, like how to “beat” it, should draw the necessary attention towards practice performance; the do’s and don’ts, the envisioned effort, the raised expectations, the teamwork - allowing employees to devise a planned approach towards obtaining positive results at the end of the performance management cycle.

11. What are the limits that prevent practitioners from achieving higher levels of proficiency in Performance Management?

That everyone is different and it is fatalistic to try to categorize and group people into a few distinct themes or quadrants. Behavioral

22

modeling always remains a model, and never quite addresses the fact that individuals are all unique. Once we categorize our workforce like blood groups, we fail the very basic need to treat each of our fellow human being respectfully and appreciate their individuality.

Also, performance management is a system, and the various interpretations of the system itself, by fellow practitioners result in the same system being implemented differently, thus shaping the mixed experience of those in the system. To have a human resources officer that “follows the book” and exercises no flexibility would equate to upfront failure being imposed onto the system itself.

Practitioners need to be selected, trained and retrained in a continuous cycle, to keep up with the evolving needs of their fellow employees, the company and the industry as a whole.

Personal Performance 12. What is your opinion on the emerging trend of measuring performance outside working hours?

It’s pure foolishness to be thinking of categorizing performance during and outside of working hours in the first place.

Performance should be results-oriented, and not based on inside or outside parameters or the standard 8-hour work day.

An employee could be spending 14 hours in the office, 2 of which are spent surfing social media sites, another 2 exchanging gossip and stories unrelated to work, another 1 for a total of 4 smoking breaks, and so on.

It is always a choice for employees to spend their evenings singing karaoke or reading an article from the Harvard Business Review, which coincidentally would contribute to their work the very next day, but we must leave this choice solely to the employees themselves and yet again, measure their performance based on their results and not the total number of hours clocked.

So instead of even glorifying it with the word “trend”, I would call it a lack of sensitivity for life itself, and respectfully encourage people whom strongly feel otherwise to “get a life”.

13.

What personal performance measurement tools do you use?

I do not impose a personal performance tool upon myself; I’m leaning towards a more fulfilling qualitative life vs. a quantitative life, where I try to measure how much money I make per hour, what is my productivity rate, and how fast I can complete an everyday task before I move on to the next one. If there is one “tool” ever, it would be how many hours of sleep do I get every night.

Specific Question 14. Which were the recent achievements in generating value from performance management, in your organization?

Our company performs a yearly employee survey to determine areas where we excel as a company and also to seriously look into those where we were told improvements were necessary. In general, our last year’s results were above the market, and that itself is a positive indicator that the company is on the right track to building a symbiotic 2-way relationship with its employees. The results of the survey were kept anonymous at the individual level, but granular enough to the departmental level, so as to enable each manager to look into how they could address the employees’ minor concerns upfront before they fester into major dissatisfactions over time.

“

We must recognize that the

guiding principle of performance

management is not to punish the weak or non-performers, but to allow everyone to perform at their very best.

“

9. What would you consider as a best practice in Performance Management?

At the end of the day, a “best practice” is best determined by the employees themselves.

Conducting an employee survey and asking them the ultimate question of “would you recommend the company’s current performance management system to anyone?” would determine what works and what didn’t. Practically, the survey would not strive for a 100% positive response rate, but any scores above 80% would sufficiently address the practicality and continued usage of the performance management “best practice” within a company’s culture.

PERSPECTIVES apathetic and cynical employees or those employees who are already in their comfort zone after a certain period of service in the organisation?

Practitioner Name: Lim Kah Cheng

Practice

Organization: Human Resources Development Fund Current Position: Chief Corporate Services Country: Malaysia

Trends 1. Which were the 2015 key trends in Performance Management, from your point of view?

In my view, there are 2 current trends in Performance Management: a) Management is concerned whether Performance Management systems will be able to provide more granularities in differentiating talented performers from average performers, and reward and motivate accordingly. b) Integration of Performance Management systems with performance metrics and business analytics, so that timely assessment of performance can be done.

2. What are your thoughts on the integration of Performance Management at organizational, departmental and employee level?

Performance Management will be integrated at all level. Communication is very important in this regard, in order to ensure the effectiveness of performance management. Achieving strategic integrity requires a process that brings alignment to the entire organization, top down, bottom up, and middle out.

The performance management process in the whole organization is inextricably linked at all levels; each level shall be tied to the next.

Management is responsible for cascading down the enterprise’s goal to the whole organisation and motivating employees to move towards the same goal.

3. Which will be the major changes in managing performance, in the future?

The measurement of performance management shall move from outputbased measurement to outcome-based measurement. It takes time to fully study and adopt the outcome-based measurement in performance management and it is a long process. Benchmarking would be one of the issues that needs to be taken into consideration on this matter.

Research 4. What aspects of Performance Management should be explored more through research?

Goal-setting is an important part of performance management. Plans always fall behind changes. There might even be goal changes throughout the year, like how do we set the new goal and communicate with our employees.

5. Which organizations would you recommend to be looked at, due to their particular approach to managing performance, and their subsequent results?

HRDF. We are in the midst of transformation and we look forward to taking our vision and mission from good to great, under our management strategic leadership.

6. What Performance Management question would you like to ask researchers?

This always falls back to its generic question, i.e. how do we sustain a performance management system? The concept of ownership is said to be used to leverage the productivity of the organisation. Now, this isn’t hard for employees who are enthusiastic and passionate in nature, but what about

7. Which are main challenges of Performance Management in practice, today?

The alignment of goals throughout the whole organisation and the degree of consensus in return on behalf of the employees. The art of communication is unique. It is not merely about communication, but also building trust. The way you speak, in order to deliver feedback, is crucial, as your employees & the people around you must want to listen to you and get on board with your agenda.

8. What should be improved in the use of Performance Management tools and processes?

Coaching and feedback. Studies have shown that coaching and feedback can indeed be an effective way to manage employee performance and increase individual development. Nothing is perfect; therefore, a continuous improvement in coaching and feedback will ensure the effectiveness of performance management efforts.

9. What would you consider as a best practice in Performance Management?

I would prefer to adopt the idiom best fit rather than best practice. There is no one single best practice in Performance Management, more like what would be the best practice that best fits your organization in adopting a performance management system.

Education 10. Which aspects of Performance Management should be emphasized during educational programs?

Education is no longer academic-oriented.

Promotion of higher order thinking should be emphasized, along with encouraging innovative and creative mental processes.

This is essential in breaking through the conventional Performance Management system, thinking outside the box to further improve it.

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

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PERSPECTIVES 11. What are the limits that prevent practitioners from achieving higher levels of proficiency in Performance Management?

Good Performance Management, as viewed

by Top Management will always tie back and support the company’s strategic initiatives.

Practitioners need to have the acumen to ensure that the Line of Sight between the company strategic initiatives and PM is unobstructed, in order to ensure that relevant outcomes are achieved.

Personal Performance 12. What is your opinion on the emerging trend of measuring performance outside working hours?

Ultimately, what we measure is the result obtained by our employees, be it mentally

or physically, as we believe mental wellness and physical health is an important factor in delivering your result. What they do outside working hours is their personal preference; however, what they do outside the working hours, which either directly or indirectly affects their working performance, is our concern.

For example, an enthusiastic employee might further his studies or engage in various activities outside working hours, which subsequently contribute to his work, while others might not. It is very personal and subject to personal choices. In our organization, we do recognise self- improvement efforts that happen outside working hours. Case in point would be one of the many plans of Corporate Social Responsibility - CSR, whereby the employee engages in some community work outside working hours, to give back to society.

13.

What personal performance measurement tools do you use?

Goal-setting, feedback and coaching, ultimately work-life balance.

Specific Question 14. Which were the recent achievements in generating value from performance management in your organization?

One of the inherent issues with Asian culture is that we are not comfortable with direct feedback, especially when we need to point to an issue at hand.

In this regard, one of our company’s achievements in overcoming this is to invest in the coaching skills of all our supervisors, so that real and constructive feedback occurs between supervisor and employee.

Practitioner Name: Siddhartha Banerjee Organization: HSBC Current Position: Vice President, Performance & Rewards Country: Malaysia

Trends 1. Which were the 2015 key trends in Performance Management, from your point of view?

One of the key trends in performance management is a shift from an annual/biannual evaluation to integrating performance in the way we work. Many organizations are doing this by encouraging performance conversation as part of day to day work.

This is expected to provide employees with regular check-points to assess themselves and reorient their effort at any stage if required.

It is also expected to bring in more transparency and performance awareness.

2. What are your thoughts on the integration of Performance Management

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needs to be managed. I think in the future, 360-degree performance evaluations will become a norm, rather than an exception.

There will also be an increasing focus on measuring employees on intangible aspects like potential, competencies, ethics & values, etc.

Research at organizational, departmental and employee level?

This is one of those things which everyone wants to do, but few have managed successfully. It is one thing to have a nicely charted Balanced Scorecard with strategy maps, where the KPIs cascade from the top in a neat, causal chain, but it is a completely different thing to manage it firsthand and make it effective. During my years of experience as a consultant, I have rarely seen it happen in organizations. In a nutshell, it is aspirational, but not easy to achieve.

3. Which will be the major changes in managing performance, in the future?

At a global level, organizations are going through significant transitions. Flexible working conditions, diversity & inclusion, contractual workforce, etc will result in a paradigm shift, in the way performance

4. What aspects of Performance Management should be explored more through research?

The behavioral/cognitive aspects, namely what motivates people to bring out the best in them at the workplace. Organizations which have done well in recent times – from Google to AirBnB, the one thing they have in common is a high employee satisfaction score. It may not be a natural corollary that happy employees are more productive, but I think organizations and behavioral scientists need to explore this aspect more carefully, in order to understand the determinants of motivation and productivity in a workplace setup.

5. Which organizations would you recommend to be looked at, due to their particular approach to managing performance, and their subsequent results?

PERSPECTIVES There are organizations everywhere with something to teach us. I am particularly interested in looking at NGOs and non-profit institutions that are not great paymasters, but are doing well. It would be a good learning experience to see how they manage the performance of their workforce on a sustainable level.

6. What Performance Management question would you like to have answered by researchers?

What makes people give their best at the workplace?

Practice

11. Which limits need to be surpassed in order to achieve higher levels of proficiency in Performance Management, among practitioners?

I think practitioners need to spend more time with the client-company, understand its true needs and tailor solutions accordingly. They also need to understand the cultural and demographic context in which that business operates.

Too often practitioners are restricted by fixed mindsets and overarching theoretical frameworks.

9. What would you consider as a best practice in Performance Management?

Line of sight and open conversations between employees and their manager at a regular interval. I think any performance management system should have this built-in as a first priority.

Education 10. Which aspects of Performance Management should be emphasized during educational programs?

I think we should keep the theory to a minimum, but put a lot of emphasis on the links between performance management and various other aspects like compensation, career development, etc.

There should also be an emphasis on teaching through examples and case studies. The best business schools develop their entire curriculum around case studies.

12. What is your opinion on the emerging trend of measuring performance outside working hours?

Honestly, I think it is too early to comment on this topic.

13.

What personal performance measurement tools do you use?

I use Endomondo to keep track of my physical activity levels, and Moneyfy to keep track of my financials.

Practitioner

7. Which are main challenges of Performance Management in practice, today?

Too many competing theories, but too little firsthand understanding. This is especially pronounced in large, matrixed organizations.

8. What should be improved in the use of Performance Management tools and processes?

Tools and processes should be simple, easy to understand and implement. It is not difficult to design a very detailed model, but it is difficult to simplify it, so that everyone can understand and use it effectively.

Personal Performance

Name: Somita Raj Organization: Honeywell Current Position: Organizational Development and Learning Leader – ASEAN Country: Malaysia

Trends 1. Which were the 2015 key trends in Performance Management, from your point of view?

First, I feel that adopting the proactive approach to drive performance rather than relying on performance indicators to guide individuals on what needs to be achieved or delivered, was a pretty major trend. Then, a sort of more immediate and constant feedback to an individual’s performance as and when the need arises rather than waiting for the mandatory mid-year or year-end cycle to provide feedback has sprung up and is taking roots in many organizations. Lastly, coaching for performance and success – much related to a proactive approach to drive and manage performance has started to become more widespread.

2. What are your thoughts on the integration of Performance Management at organizational, departmental and employee level?

It is highly relevant as this allows for alignment from top level, all the way to the bottom and reduces the chances of objectives

and goals getting disconnected, resulting in non-achievement of objectives and goals.

Moreover, it enables objectives and goals to be cascaded to departments and employees in a way that is meaningful, in order for it to be acted upon and delivered again, resulting in the organization achieving its objectives and goals.

3. Which will be the major changes in managing performance, in the future?

More intensity on managing performance on a real-time basis and not just as a mid-year and year-end process – this could include monthly feedback and coaching sessions, one-on-one with superiors as and when the need arises.

Research 4. What aspects of Performance Management should be explored more through research?

How can organizations move away from conventional KPI’s as a measure of performance, to a more robust performance measurement approach that looks at each individual’s unique strengths and

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

25

PERSPECTIVES contribution, when measuring individual performance. On top of that, I would like to find out how adopting a proactive approach to managing responsibilities and driving results vs a pre-set KPI to ensure responsibilities are carried out and drive results, would play out.

5. Which organizations would you recommend to be looked at, due to their particular approach to managing performance, and their subsequent results?

Accenture – moving away from Performance Management and adopting the proactive approach to managing self-performance.

6. What Performance Management question would you like to have answered by researchers?

Again, like I previously mentioned, how can we move away from current, existing, conventional KPIs as units of measurement for performance, to a more robust measurement approach, which takes into consideration every individual’s pros and cons.

tools/systems and that structured processes/ mechanisms are put in place, to gather feedback, in order to drive performance and performance-focused dialogue.

9. What would you consider as a best practice in Performance Management?

When the system is driving the right behaviors among employees, whilst still achieving results and meeting objectives and goals.

Education 10. Which aspects of Performance Management should be emphasized during educational programs?

At an educational level, the awareness of having measurements shape or drive results, be it better grades in school or better cocurriculum involvement – as a performance indicator approach.

Currently, it’s focused merely on end grade results, but it does not have milestones or indicators on how to get to the end result.

To smooth out differences, I believe a balanced approach, which caters to different generations in the workforce and moves away from a one-size-fits-all approach is the recommended method.

8. What should be improved in the use of Performance Management tools and processes?

To ensure more real-time data gathering

26

Personal Performance 12. What is your opinion on the emerging trend of measuring performance outside working hours?

Parameters need to be very clear on what is being measured outside of working hours.

It should be very objective and clearly communicated to all employees.

13.

What personal performance measurement tools do you use?

I do not use any personal performance instruments, be it tools, apps or gadgets of any sort.

Practitioner

Practice 7. Which are main challenges of Performance Management in practice, today?

Every individual is unique and has distinct strengths, so how can we ensure that the system is customized to cater to each individual would be a first one. Then, another one would be between the emerging millennials in the workforce and their approach to work, where the need to have immediate feedback and robust performance management vs. the older generations that are used to conventional performance management approaches.

11. Which limits need to be surpassed in order to achieve higher levels of proficiency in Performance Management, among practitioners?

Being open and receptive to various different generations and individuals in the organization.

Name: Syuralpha Sitoputro Koban Organization: Indah Kiat Pulp and Paper Current Position: HR Performance Management Manager Country: Indonesia

Trends 1. Which were the 2015 key trends in Performance Management, from your point of view?

As far as developments are concerned, I believe that Performance Coaching and Mentoring or Performance Communication/ Dialogue are just some of the trends that have started to grow significantly in the past year.

2. What are your thoughts on the integration of Performance Management at organizational, departmental and employee level?

It is one of the best things a company

can ever strive to achieve – aligning organizational performance with individual performance.

It is the key to ensuring that all the cogs in the business machine work properly.

3. Which will be the major changes in managing performance, in the future?

Hmm, from what I can tell, much more in-depth KPI cascading and a shift in performance appraisal will be the next two big changes. In regards to the latter, the focus will center around rating individuals, generally against the goals they are tasked to achieve.

PERSPECTIVES

Research

Education

Personal Performance

4. What aspects of Performance Management should be explored more through research?

On this topic, I have to reiterate my two points mentioned earlier – KPI & goal cascading with performance ratings. These two require more analysis, to find out how to properly handle such complex processes. On top of these, I’d also wager that goal setting and quota rating cascading are two elements that need a bit more focus from a research point of view.

10. Which aspects of Performance Management should be emphasized during educational programs?

How to start and manage a KPI cascading process, if our organization is fluid and in a state of permanent change, with ever-shifting team members.

12. What is your opinion on the emerging trend of measuring performance outside working hours?

This is a rather tough subject to tackle. I find that it can be related to performance, but I do not find it necessarily relevant for our purposes as managers, consultants and practitioners.

Even more so, how can we do this process if our organization is rigid and no shifts ever happen.

13.

What personal performance measurement tools do you use?

I use a personalized work agenda and a 360-degree review process tool.

5. Which organizations would you recommend to be looked at, due to their particular approach to managing performance, and their subsequent results?

There are mainly four companies that I believe are on par with each other in terms of how they handle managing performance – Unilever, Ericsson, Huawei and Smartfren Telecom.

11. Which limits need to be surpassed in order to achieve higher levels of proficiency in Performance Management, among practitioners?

I believe that some of the main things keeping back practitioners is a lack of understanding of goal setting and KPI breakdown – cascading, relating to triangulation between performance coaching/mentoring – quota rating cascading and annual performance evaluation & dialogue.

6. What Performance Management question would you like to have answered by researchers?

Which performance management cycle is the most important one?

Name: Vandy Leng

7. Which are main challenges of Performance Management in practice, today?

How to create fair, comprehensive, integrated online performance management tools. In addition to this, how to properly set and update goals, how to quota cascade based on bell curves and how to mentor/coach most effectively, in order to achieve the best results from one’s employees.

9. What would you consider as a best practice in Performance Management?

Receiving support via integrated online tools is what I see as a best practice.

14. Which were the recent achievements in generating value from performance management in your organization?

We have successfully managed to create and integrate a highly efficient performance management system, in its entirety, which is suits our needs and is aimed at keeping them clear and concise.

Practitioner

Practice

8. What should be improved in the use of Performance Management tools and processes?

These tools and instruments should be cheatproof and straightforward when it comes to their use. Easy-access tools that are not burdened with a plethora of complex options that just make it more difficult to actually asses what is needed.

Specific Question

Organization: GL Finance Plc. Current Position: Business Performance Manager Country: Cambodia

Trends 1. Which were the 2015 key trends in Performance Management, from your point of view?

Performance Management may have different definitions, interpretations or ways of explanations, depending on the characteristics or types of organizations, institutions or companies. Yet, it has a universal purpose, which is to achieve common goals or objectives set by all stakeholders within one organization.

It refers to the process of Planning, Implementing, Evaluating and Improving.

2. What are your thoughts on the integration of Performance Management at organizational, departmental and employee level?

Every organization has its clear goals at every level of its divisions. It comes with employee goals set by supervisors, unit goals set by department managers, departmental goals set by top executives and lastly organizational goals set by the board of directors or shareholders.

They work both independently and dependently to achieve their respective goals and ultimately, the organizational goals.

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

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PERSPECTIVES 3. Which will be the major changes in managing performance, in the future?

In the future, I anticipate a more complex structure of managing performance as free movement of goods, capital and labor continue to be promoted globally. The socalled generation of corporate movement is further requiring companies to constantly develop performance management systems of the future in measuring skills, attitudes and the ability to achieve their goals in different business environments.

Research 4. What aspects of Performance Management should be explored more through research?

As the business environment keeps evolving currently and in the future, thorough analysis and research from both academics and practitioners should be conducted and shared continuously. Specifically, further research should be keeping an eye on developing new KPIs, replacing non-effective ones after they are confirmed by practitioners, to measure quantity and quantify quality effectively, particularly behavior, attitude and motivation.

5. Which organizations would you recommend to be looked at, due to their particular approach to managing performance, and their subsequent results?

Private companies are more likely putting an effort on performance management.

They are profit-oriented organizations and thus, very active in growing their business.

Companies like Google, Goldman Sachs, J.P. Morgan or Morgan Stanley are offering highly competitive “total reward” packages to attract, motivate and retain top talent across the globe. Compensation drives the development and implementation of policies and practices to achieve target. Thus, best practice of performance management and measurement must reflect the compensation.

6.What Performance Management question would you like to have answered by researchers?

As goals shift, strategies evolve and employees often switch between multiple organizations under different leaders, I would like to see a universal performance management system that helps enhance the ability of companies and individuals to perform well and consistently.

28

Trends 7. Which are main challenges of Performance Management in practice, today?

I think there are two main challenges of Performance Management in practice today: goal and strategy setting and failure to communicate the strategy to staffs and explain them how to measure success. Goals should be set up using the S.M.A.R.T technique and the strategy must set to achieve the goals. Top management plays an important role in ensuring their staff will be able to understand the strategy, know what the top management expects from them and measure success.

8. What should be improved in the use of Performance Management tools and processes?

Practice, review and improvement should be aligned together to ensure that the developed Performance Management tools and processes are mutually agreed upon by all relevant stakeholders within one organization. Some developed KPIs may become irrelevant as our organization grows and thus, need to be reviewed to ensure that our Performance Management tools and processes keep up with the pace of change.

9. What would you consider as a best practice in Performance Management?

I think the best practice in Performance Management is to accurately measure the general performance and reward fairly. By doing so, an organization would sustainably grow and achieve their objectives.

Education 10. Which aspects of Performance Management should be emphasized during educational programs?

Mathematic tools are just to quantify performance and measure achievement.

The most important thing that should be emphasized during educational programs is to let all stakeholders share the same objectives and reward fairly. In the private world, without a fair reward scheme, no matter how advanced monitoring system and tools to measure performance we have, an organization would find it hard to achieve its goals.

11. Which limits need to be surpassed in order to achieve higher levels of proficiency in Performance Management, among practitioners?

From my point of view, I would consider the

following factors in order to achieve higher levels of proficiency in Performance Management.

- Clear goal setting in both quality and quantity - Well-structured strategy and good communication of the strategy to stakeholders/staff - Progress measurement and regular strategy review - Adapting to changing circumstances - Providing necessary authority or tools to accomplish tasks - Lastly, a fair incentive scheme

Personal Performance 12. What is your opinion on the emerging trend of measuring performance outside working hours?

For me, life is all about challenging one’s self. Without challenges, it seems to be going nowhere, with no direction. It’s like a running machine, going strong for 24 hours a day, 7 days a week and 365 days a year. One needs to allocate time efficiently to maximize his/her own utility and achieve ambitious goals. I always adhere to the principle of Work Hard, Play Hard.

13.

What personal performance measurement tools do you use?

I don’t use any complex tools to measure my personal performance. I define daily success and long-term success by achieving the minimum required utility per day and accumulating wealth. Specifically, a minimum required utility per day refers to my acceptable daily work results, healthy eating, entertainment and sports workout. Weighing these 4 elements per day depends on weekdays, weekends and holidays. By attaining these on a daily basis, I make some necessary adjustments to ensure that I’m on my path to wealth accumulation.

Specific Question 14. Which were the recent achievements in generating value from performance management in your organization?

We have developed many KPIs in the last couple of months for all departments in our company.

The KPIs are integrated into our uniquely inhouse built e-finance system, allowing each department manager to extract them at any time for performance review. Particularly, the Operation Department has sales KPIs and these are used to measure our staff’s performance every month. Measurement of their performance every month, plus direct feedback between them and their respective managers are the key indicators in determining their annual increment.

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Yes!” to the 6-hour working day. Reaping est jobs in America, in 2015. Connecting ng employees on social media increase e state of the performance improvement pal Partner, Resilience&, Kuwait. Bert de are & Supplies EMEA, Hewlett-Packard, ayfield, Trading Internacional, SA – Grupo fication, Serious Games, and Simulations, ness, Adjunct Professor, Gulf University al Bank of Nigeria, Nigeria. Around the UMA Mexico. A Performance Model Built ting Perspective. Strategy Formulation: nce Management. How to improve your hange Management and the Transitional ance Management. Emotional Branding oyee Performance Centered Ecosystem. rement. Why Does It Take My Bank 90 n Performance. Evaluation of Research, rofessor Have in Common? Performance The Risk Management Experts. Ask the A Leadership Challenge. What Makes You rdware Review. Form-1: Money-friendly Kitchen for Our Future Selves. Software martApps. Connecting Parts, Connecting asurement at Its Finest. Recommended. at Whatever You Want to Do, by John R. y Douglas W. Hubbard. Big Data and The tackowiak, Art Licht, Venu Mantha, Louis proach, by Martin Reeves, Knut Haanaes, ney that the Poor and Middle Class Do ng, by Paul Butler, John F. Manfredi, Peter (KPIs). Balanced Scorecard. Performance gy and Business Planning. Employee mance Management. Data Analysis. Data mance. Balanced Scorecard Management Business Intelligence. Ethics. Education. ning. KPI Selection. KPI Documentation.

Adjustment. Management techniques.

Analysis. Expert Interviews. Academics. e d l . .

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Issue Vol. 1 (2015)

Issue No. 3

No. 2

February/2016

Performance Magazine, Printed Edition. Third issue, February, 2016. Content: News. Agile talent and performance management. Building leaders, building companies. HR frozen in time. Gartner releases its 2016 Magic Quadrant for BI and analytics platforms. One way our way or how to turn your employee into a customer. “I create the world that creates me.” Sulon’s augmented reality. The future of productivity. The virtual workplace. The art of managing conflicts.

Three game changers in employees’ annual ranking systems. The Global Risk Report of 2016. Events. The KPI Institute’s partner KPISoft recognized by CIOReview. Cover story: A partner in action. KPISoft. Expert Interviews: Ahmed Al-Ebrahim.

INTERVIEWS CEO of GCC Interconnection Authority, Saudi Arabia. Andrias Suganda. Strategic Performance Management Manager at Gunung Sewu Group, Indonesia. Harry Hertz. Director Emeritus, Baldrige Performance Excellence Program at the National ACADEMICS. PRACTITIONERS. Institute of Standards and Technology, USA. Jane Farley. Director at Real Outcomes, New Zealand. Mansoor Ahmed.

CONSULTANTS. Director Technology Strategic Planning, Etihad Etisalat, Saudi Arabia. Sam Plummer. Director at The Wellspring Initiative, Insights from practice USA. Portrait. Cameron Mirza, Head of Strategy and projects, Higher Education Council, Kingdom of Bahrain. Creating a more performant tomorrow. Around the World: Petrochina. Performance within state-owned enterprises. Performance AROUND THE WORLD Management in the US Department of Justice. Performance Management. Best practices from the UAE Government.

Green Performance. England’s environmental agency. Individual Performance. Performance Management in cross cultural GRUMA MEXICO: A performance model backgrounds. How to create a motivating and productive workplace. Rating the rater: The annual game of show and tell. built on innovation Leadership models within organizations. Operational Performance. 5 Steps for increasing hotel efficiency. The Iceberg Model. Environmental performance. In the cut flower industry. Performance Measurement. Measuring the performance of GOVERNMENTAL PERFORMANCE: software development projects. How to measure world prosperity? Organizational Performance. Good ethics make good The Illinois Department business. Strategy and Performance Management. Business homecoming. The repatriation challenge. Ask the Experts. 6 Public of Health Pillars of the performance measurement framework. Lifestyle. Brain training apps and you. A personal performance and usability analysis. Understanding burnout. One step closer to avoiding it. Broke no more! Personal finance management ARTICLES 101. Hardware Review. iRobot, iMeeting. Remote presence for the enterprise. Heads up on the road with Sensehud! The HOW TO IMPROVE YOUR future of automotive conncectivity! Sulon’s augmented reality. Enhance your reality. Tracking health performance with DECISION-MAKING PROCESS? Lifetrak. Capture the best. Software Review. Analytics made easy with SPSS. Predictive analytics software and solutions.

EMERGING PERFORMANCE Managing your business in detail with Revel. The iPad POS solution for your dream business. What to expect from 2016’s MANAGEMENT TRENDS IN 2015 software development. Submerging into Virtual Reality. Recommended. Titles to include in your 2016 reading list. Originals: How Non-Conformists Move the World, By Adam Grant. Endurance Executive: A CEO’s Perspective on the Marathon of Elite + LIFESTYLE, HARDWARE & Business Performance, By Alex P. Bartholomaus. Strategy That Works: How Winning Companies Close the Strategy-toSOFTWARE, AND RECOMMENDED Execution Gap, By Paul Leinwand. Performance Management in Higher Education: Theoretical Foundations and Empirical RESOURCES Investigations, By Elsa Serpico. The Opportunity Analysis Canvas, By James V. Green. The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win, By Gene Kim, Kevin Behr, George Spafford. The Big Short of the 2007 Financial Crisis.

Keywords: Key Performance Indicators (KPIs). Balanced Scorecard. Performance Management. Performance Measurement.

Performance Improvement. Strategy and Business Planning. Employee Performance Management. Supplier Performance Management. Personal Performance Management. Data Analysis. Data Visualization. Benchmarking. Customer Service Performance. Innovation Performance. Balanced Scorecard Management System Performance. Measurement. Evolution.

Accuracy. Big Data. Management. Business Intelligence. Ethics. Education. Solution. Problem-solving. Decision-making.

Project Management. Project Planning. KPI Selection. KPI Documentation. KPI Evaluation. KPI Life-cycle. Data gathering.

Data presentation. Initiatives. Adjustment. Management techniques. Ishikawa. The 5 Why’s. The Fishbone Technique.

PORTRAIT SWOT Analysis. Value Flow Analysis. Expert Interviews. Academics. Consultants. Practitioners. Events. Research. Mission.

Vision. Strategy. Best know-how. Data and Facts. Common Sense. Data Accuracy. Performance Magazine Focus Categories: Editorials. News. Interviews. Multimedia. Strategy. Balanced Scorecard. KPI. Organizational Performance. Operational Performance. Individual Performance. Personal Performance. Around the World. Interviews. Articles. Editorials. Multimedia.

News. The KPI Institute’s Professional Certification Programs. Certified Strategy and Business Planning Professional. Certified KPI Professional and Practitioner. Certified Performance Improvement Professional. Certified Employee Performance Management Professional. Certified Personal Performance Professional. Certified Data Visualization Professional. Certified Data Analysis Professional. Certified Benchmarking Professional.

RAVEE RAMAMOOTHIE

February edition

Commitment to performance, commitment to people.

INTERVIEWS ACADEMICS. PRACTITIONERS. CONSULTANTS. Insights from practice AROUND THE WORLD PERFORMANCE MANAGEMENT In the U.S. Department of Justice GREEN PERFORMANCE England’s environmenal agency PETROCHINA Performance within state -owned enterprises ARTICLES INDIVIDUAL PERFORMANCE Performance management in cross-cultural backgrounds PERFORMANCE MEASUREMENT Measuring the performance of software development projects LIFESTYLE BROKE NO MORE! Personal finance management 101 UNDERSTANDING BURNOUT One step closer to avoiding it

PORTRAIT

CAMERON MIRZA

March edition

Creating a more performant tomorrow.

+ HARDWARE & SOFTWARE, AND RECOMMENDED RESOURCES

April edition PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

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AROUND THE WORLD

AROUND THE WORLD Map Overview

Legislated

Plan

Introduction The countries of the Association of Southeast Asian Nations have stood out, more than once, as excellence models within the Performance Management field, either at corporative, or at governmental level. As such, there is an increased demand to research the implementation status of Performance Management systems at national level. They are not simply user of these systems, but they are innovators and thought leaders within the domain.

The section which ensues goes through every member country of the ASEAN and

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explains what performance management system it had implemented together with its benefits and main features.

While the first part comprises an overview of performance management at the governmental level in the ten countries which comprise this regional organization, the second part analyzes the subject topic more profoundly.

All the information was gathered by using only official Government websites and it was correct at the time of this research (April, 2016).

N/A

AROUND THE WORLD

Country Profiles Brunei The Brunei government has institutionalized a New Public Management system to monitor and optimize activities within its public sector and to help Brunei achieve a desired status envisioned in the ‘Brunei 2035” strategic plan. In accordance with this project, the government submitted its 2015 Education report, made available in collaboration with UNESCO. The report contains very encouraging trends, such as more than 80% of teachers for both primary and secondary levels being professionally certified and over 70% of students achieve 2 A-level examination results. Moreover, if in 2007, their Ministry of Education implemented a School Self Evaluation plan, which assesses the total quality management and performance standards for schools, in 2015 they have implemented a school-based assessment program, which allows the close tracking of the individual performance of any given student and implementation of appropriate intervention programs, if deemed necessary.

Cambodia Cambodia’s Development Research Institute is in charge of monitoring and evaluating performance within the country’s borders, followed by the identification of emerging priorities for the next period.

2013 marked the birth of Development Research Institute’s first report which analyzes Cambodia’s dynamics development within the past two decades. In coordination with the IDRC, the CDRI created the Development Research Forum (DRF), which in the period 2012 – 2015 release its second phase plan that aims to raise the profile of DRF as being a valuable contributor to the research community in Cambodia, establish 5 fully functioning research interest groups, which will measure multiple dimensions across the entirety of the socio-political scene. Furthermore, it will attempt to position the ICT platform as the leading source for both in-house and extern research concerning Cambodia.

Indonesia In 2007, Indonesia first implemented its Public Expenditure and Financial Accountability assessment system (PEFA), which measured if the country had a well-running public financial management system.

This went on until 2012, when the program was renewed and a few improvements have been noticed such as increased transparency and the development of an independent oversight regarding public expenditures.

Despite the good news, there were and still are some key aspects that need to be worked on and as a result, the PEFA assessment has been renewed once again in 2015, with several aspects on the table: improving the results-orientation in state budget planning and development, strengthening the monitoring and evaluation of public expenditure and programs, civil service reforms to improve the quality and performance of the workforce.

Laos The country’s Civil Service has been undergoing reforms since 2000 as part of a long-term strategic plan which aims to develop the country sufficiently enough for it to leave, by 2020, the ranks of least developed countries. Within the Civil Service, reforms have focused on strengthening the capabilities of local and central public employees by introducing public policies, performance management strategies, office management leadership programs and trainings. A first report regarding the reform noted that all objectives have been, so far, successfully implemented.

Malaysia The Performance Management & Delivery Unit (PEMANDU) was formally established on September 16, 2009, and it is a unit under the Prime Minister’s Department. PEMANDU’s main role and objective is to oversee the implementation and assess the progress of the Economic Transformation Program and the Government Transformation Program. It also aims at facilitating and supporting the delivery of the following KPIs: the National Key Result Areas (NKRAs), National Key Economic Areas (NKEAs) and Ministerial Key Result Areas (MKRAs). On top of this, an on-going program which started out in 2011 and aims to clarify the government’s role in business is the Reducing Government’s Role in Business (GRiB) Strategic Reform Initiative (SRI). Its objectives are to avoid crowding out the private sector, increasing the liquidity of the capital markets and improving the overall fiscal position of the government. How they will achieve these objectives will be done by clearly establishing the purpose of government in business, developing a streamlined divestment plan for government-linked investment companies and setting out clear governance guidelines for state-owned enterprises.

Myanmar Myanmar held a four-day consultation meeting, facilitated by the UNDP, with delegates from Malaysia’s PEMANDU team – the Performance Management and Delivery Unit, concluding that the Malaysian model will greatly benefit Myanmar, as the country has already implemented many concepts and practices that are widespread in the former, making the process altogether easier, as the groundwork has already been established. Minister and Chairman of PEMANDU, Dato Sri Idris Jala confirmed that his unit will provide the necessary technical support and assistance regarding the organization of workshops on the topic of Performance Management, in Myanmar. It is expected to change the mindset of public service personnel and encourage more accountability towards the general public.

The ultimate objective of this plan is to ensure qualitative and efficient public services, which are delivered in a timely fashion.

Numerous actors support the decision, such as the UNDP through its Democratic Governance Pillar, with added financial aid from the governments of Australia, Denmark, Finland, Japan, Sweden and the United Kingdom.

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AROUND THE WORLD

Philippines President Aquino III issued Administrative Order (AO) No. 25 before end-2011, which mandates the development of Results-Based Performance Management System (RBPMS), by integrating the various performance monitoring tools used by oversight agencies, in six months.

As far as 2015 is concerned, the government has stated that significant fiscal increases will be transferred to local government units (LGUs) through various program to provide incentives that will enhance their performance. Examples of such programs are the Bottom-up Budgeting program (BUB) for Barangay, which is a participatory budgeting program and the KALSADA program, a local roads rehabilitation initiative. Both of these are intended for infrastructure enhancement, so that local public sector agencies can improve both the level of their work and the channels through which they provide services.

Singapore Singapore’s Public Service for the 21st Century Project has an integrated Performance Management framework that has helped transform the public sector into a change leader. The system’s approach is to clearly define the agencies’ strategies and employ a Balanced Scorecard together with its Performance Key Indicators.

The lessons learnt are: the Scorecard is central to organizations, senior management’s involvement and ownership must be ensured, strategy maps and key performance indicators provide good communication and, finally, the fact that a computerized Scorecard facilitates implementation and monitoring across agencies. As per Deputy Prime Minister Tharman Shanmugaratnam, in 2015 civil service workers were expected to enhance governmental agencies’ cohesion, by adopting multi-dimensional policies. In his words, “solutions and policies must cut across agencies”, given that the best solutions were often those that brought various ministries, departments or agencies together. Moreover, special attention must be given to the general public, as they are the primary beneficiaries of public sector services and as such, volunteering was heavily emphasized throughout 2015. “Seeing things through the eyes of ordinary citizens” was the general theme promoted by governmental leaders, in order to maximize utility of services and better understand citizens’ needs.

Thailand The Public Administration Act (No. 5) B.E. 2545 (2002), the Government Organization Restructuring Act B.E. 2545 (2002) and the Royal Decree on Criteria and Procedures for Good Governance, B.E. 2546 (2003), together set in motion a change process aimed at greater effectiveness in public service delivery to the people of Thailand.

Additionally, in 2004 the Performance Agreement and Incentives for Promoting the Good Governance Scheme strengthened performance management (PM), under the supervision of the ministries or departments as discrete and integrated Chief Executive Officer (CEO) led organizations.

All seventy-five provinces, excluding Bangkok, participate in this scheme with their performance being judged under four perspectives, namely effectiveness in meeting citizen needs, quality of services, efficiency of administration and progress on organization development.

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Vietnam The Law on Public Officials and Civil Servants, approved since 2008, states that all civil servants regularly undergo performance assessments: self-assessments, peer reviews and evaluation performed by the immediate superior.

In 2015, The World Bank measured the Vietnamese public’s content with its civil sector services, via opinion surveys that were rolled out in four provinces and which covered four areas of interest regarding service delivery: accessibility, responsiveness, cost of services and feedback mechanisms. All four provinces have continued funding for future surveys in their annual budget plans, so as to ensure process replicability which will lead to a more detailed picture of what the general public wants of its public sector workers and services.

AROUND THE WORLD

Regional Insights

Brunei

Can Brunei stand out as the Digital Society of 2020?

Tudor Modruz Business Research Analyst, The KPI Institute Brunei Darussalam, like Oman, is embarking upon the road to developing a sustainable framework and infrastructure for its nation’s digital capabilities, through The Digital Government Strategy 2015 – 2020, embedded into the larger vision of WAWASAN 2035.

Brunei’s journey towards a digital government

The vision of this strategy relies on the desire of Brunei’s officials to achieve WAWASAN 2035 with an efficient and digital government.

The Digital Government Strategy 2015 – 2020 mission states Brunei’s clear direction for the future: “To Lead the Digital Transformation and Make Government Services Simpler, Faster and More Accessible.”

The Digital Government Strategy 2015-2020 is driven by the Wawasan vision 2035, through which Brunei Darussalam would like to be recognized globally for: The accomplishments of its welleducated people The high quality of life it offers to its citizens The powerful, dynamic & sustainable economy it will run Information Technology represents a cornerstone in achieving Brunei’s long term vision, therefore the mission, focus areas and programs of the Digital Government Strategy 2015-2020 are fully aligned with the Wawasan 2035, in order to support the nation’s development efforts.

Digital Government Strategy 2015 – 2020, Brunei Darussalam, Available at https://social.shorthand.com/GOV_BN/3CY28wtWq/digital-government-str PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

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AROUND THE WORLD The government is constantly analyzing new methods of streamlining and improving their business processes, in the today’s context of continuous technological development. Its vision captures the limitless opportunities created by technology.

The official development strategy does not rely solely on identifying new technologies and their utility in the development process, it also focuses on empowering the government and its stakeholders to find further development paths.

“We will champion the creation of userfriendly services to increase ease-of-use, and will encourage agencies to re engineer their business to fully leverage on the ICT to optimize their processes, taking into account the need for improve collaboration across multiple agencies.

This requires us to foster a forward thinking mindset that will help to increase speed of adoption and raise the proficiency of our Government officers.” – Haji Mohammad Yasmin bin Haji Umar, Minister of Energy at the Prime Minister’s Office in Brunei The country’s leaders wish to maintain a continuous improvement process for both the quality and accessibility of their data and services, which will ultimately contribute to economic and social growth, all the while protecting the environment and ensuring that the country’s improvement efforts do not hinder its sustainability goals.

In order to achieve this, the leaders of Brunei wish to provide their citizens with the appropriate tools and information that can aid the fulfillment of their set objectives.

Government processes and services require continuous updates and improvements that ensure an ever-increasing level of efficiency and collaboration between all stakeholders.

Therefore, IT plays an important role by enabling a constant flow of comprehensive information towards citizens, businesses and government officials, which ultimately leads to a greater transparency index and better datadriven decisions.

In order to accomplish their vision and mission for this digital transformation, the Government of Brunei has identified six focus areas that must be taken into consideration and various initiatives which can be used to address them.

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Digital Government Strategy 2015 – 2020, Brunei Darussalam, Available at https://social.shorthand.com/GOV_BN/3CY28wtWq/digital-government-str Service Innovation Given the complex societies which we live in nowadays, governmental agencies must find novel ways to deliver services to businesses and citizens, with an increased degree of accountability and transparency.

Collaboration & Integration The complex national environment makes it so that agencies have to work together, therefore the government has to develop a plan that engages all of its branches and agencies, in order to solidify and enhance their collaboration.

Capability & Mindset People are and they will always be the key factor behind any successful implementation of any plan or framework. The proficiency of state officials will only be enhanced if a culture of collaboration and a forward-thinking mindset will be fostered.

Optimization The rapid development of technology forces the government to find appropriate optimization plans, in order to ensure the effectiveness of its IT systems.

Security The government needs to maintain awareness regarding its digital assets and environment at all times, while developing processes and procedures to minimize the risks posed by cyber incidents.

Enterprise Information Management Accurate information represents the building block on which a nation ca truly advance.

Therefore, an efficient process of managing and structuring information assets is required, so that state officials are able to contribute in an appropriate manner to the decision-making process.

AROUND THE WORLD Optimizing digital assets Maximize the value of existing digital assets The Brunei Government has set ambitious development plans and strategies, like WAWASAN 20135 or The Digital Government Strategy 2015-2020, which should ease its path towards a higher development stage. It is predicted that by the time these strategies are accomplished, Brunei will be a modern and digital society, with a strong and efficient financial system.

“

Our Digital Government

Strategy 2015 – 2020 is driven to support the Nation’s vision of Wawasan 2035. We will take a Whole-of-Government approach towards innovation and service

Digital Government Strategy 2015 – 2020, Brunei Darussalam, Available at https://social.shorthand.com/GOV_BN/3CY28wtWq/digital-government-str

After the successful implementation of the strategy, every program must have delivered the following outputs: Advancing digital services

Implementing universal access for government systems One ID for citizens

more accessible

Services that support one ID Enhancing stakeholder engagement Designing a new platform for stakeholder engagement

Government revenue collection managed digitally

Building a governance framework for managing stakeholder engagement

An integrated approach for all sectors toward strengthening the national cyber security level

to make services simpler, faster and

One ID for businesses

Key services are accessible anytime anywhere

Strengthening security

transformation of the Government

“

The Government developed six programs for future development, with clear outcomes and expectations outlined for each in the Digital Government Strategy 2015-2020.

provision, leading the digital

Haji Mohammad Yasmin bin Haji Umar, Minister of Energy at the Prime Minister’s Office in Brunei

Developing enterprise information management capabilities Various processes, tools and capabilities for Enterprise Information Management

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AROUND THE WORLD

Regional Insights

Cambodia

Children are the cornerstone of Cambodia’s development Tudor Modruz Business Research Analyst, The KPI Institute

4) strengthening the quality of education and promoting scientific research, technological development and innovation.

The Royal Cambodian Government envisions to build a peaceful, politically stable and prosperous nation, and achieve long-term economic growth, by protecting its environment, preserving Cambodian culture and obtaining an overall better international reputation.

An important area to take notice of in Cambodia’s development strategy is represented by its emphasis on education, which has become an ever-increasing area of interest for many countries. The main point is to ensure that adults, adolescents and children will benefit from high quality education services and comprehensive lifelong learning services, which suit labor market demands.

This future Cambodian society will have a reduced poverty rate and a well-educated and culturally advanced population, with a good standard of living.

Cambodia endeavors to become a sustainable country, which by the end of 2030 will have attained the status of an upper middle-income country and by the end of 2050, that of a highincome one. In order to achieve these objectives, the Royal Government set out to accomplish four strategic goals: Ensuring an average annual economic growth of 7%; Creating more jobs for its citizens, especially its youth;

With the intent of making the most of its demographics, an increased focus on providing opportunities and equal access to technical and specialized skills will be offered to all of its citizens. ”In order to realize in full the benefits of Cambodia’s demographic dividend, there has to be a focus on building skills for learning and providing opportunities for access to technical and specialized skills for all.” – Dr. Hang Choun Naron, Minister of Education, Youth and Sport

Furthermore, Cambodia wishes to enhance the bond between national and educational development policies and as a result, The Education Strategic Plan 2014-2018 emerged, which underlines the relationship between educational objectives, programs and strategic frameworks with available human and financial resources.

The Cambodian Government has been focusing on education development for quite a few years. The former Education Strategic Plan – ESP 2009-2013, which was released by the Ministry of Education, Youth and Sport – MoEYS prior to this one, had 3 strategic policy areas: Policy 1: Ensuring equitable access to education services Policy 2: Improving the quality and efficiency of educational services Policy 3: Institutional and capacity development for teachers and education staff, in order to further decentralize the system The results of the Education Strategic Plan 2009-2013 are outlined below:

Achieving more than 1% reduction in poverty incidence annually; Further strengthening institutional capacity and governance at both national and regional levels.

In order for the Cambodian government to achieve its great growth ambitions, it needs to put an emphasis on its current population.

Therefore, the following main development strategies underline the government’s human resource perspective: 1) having skilled and productive individuals that meet market demands and add value to it; 2) building more educational and vocational training institutions and developing regulatory frameworks for them; 3) encouraging private sector participation;

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The Education Strategic Plan 2014 – 2018, Available at http://www.moeys.gov.kh/en/policies-and-strategies/559.html#.V1lwF_l95hE

AROUND THE WORLD The ESP 2014-2018 mainly focuses on a child’s early education, improving his access to secondary, vocational and technical education.

Regarding any particular group, the ESP tries to take care of all children, from all corners of the kingdom.

manner, allowing managers of public educational institutions to cope with the emerging needs of society and children alike.

From the national and regional points of view,

all educational institutions should focus on results, so as to offer effective and accurate feedback and adjustment mechanisms.

As such, this strategy wraps around seven important pillars: Early Childhood Education, PrimaryEducation, Secondary and Technical Education, Higher Education, Non-Formal Education, Youth Development and Physical Education and Sport.

The 2014-2018 ESP follows its predecessor’s pillars, sharing three main policy areas: First policy: Ensuring equitable access to education services The first policy underlines the idea that children should have access to all kinds of early childhood education services, so that they can effectively continue their primary learning cycle. Alternatives are also taken into consideration for those who are unable to access formal education.

The ESP’s aim is not only to increase youth access to education, but also to ensure that after the 12-year learning cycle, they have a practical knowledge base, accompanied by solid reasoning and logic skills, in order to build a sustainable future.

Second policy: Enhancing the quality and relevance of learning The second policy highlights the fact that a practical and pragmatic learning experience will enable children to have a more effective contribution to the country’s development later on as they grow in age.

Also, something noteworthy is that designing a performance-based education framework, which ensures that the learning programs are of high quality, must also include outcome standards, monitoring and reporting methods, in order to check the whole country’s progress regarding the established socio-economic goals.

The Education Strategic Plan 2014 – 2018, Available at http://www.moeys.gov.kh/en/policies-and-strategies/559.html#.V1lwF_l95hE The strategic framework of the Education Strategic Plan 2014-2018 furthers enhances the implementation and management of previous improvements, by offering children a stable, transparent and professional education system.

In order to strengthen the performance of the educational sector, all programs will integrate the following aspects: Creating a link with the National Program for Subnational Democratic Development – NPSNDD, and contributing to the process of installing unified subnational administrations – SNAs, under the guidance of the National Committee for Democratic Development.

Third policy: Ensuring effective leadership and management of education staff at all levels

Preparing a mechanism of internal and external institutional operational arrangements and straightforward vertical and horizontal management, reflecting the sub-sector focus and the objectives of the Ministry’s policy on the decentralization reform.

The third main policy suggests providing educational services in a flexible and effective

Actively adhering to the framework of result-based planning, budgeting, monitoring and evaluation

Maintaining a strong focus on rights and equity Providing a holistic, high-quality accountability framework that will include student learning assessments, which will be connected with regional and international assessments, curriculum and learning materials, improving teaching-related skills, managing facilities and service standards Improving financial sustainability by building on needs-based projections Mobilizing all stakeholders and development partners The Cambodian Government has high hopes for the education of its children and youths, as they represent Cambodia’s future. A well prepared and educated child will ensure that, as he grows up, he will have more opportunities for self-development and will also contribute to the country’s overall growth.

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AROUND THE WORLD

Regional Insights

Indonesia

Lessons Learned from Big Data Events, for Indonesia’s Public Sector Rima Faiqoh Augustine Internet Research Analyst, The KPI Institute Indonesia, one of leading countries in Southeast Asia, has a population of around 259 million people. And according to British lubricant producers - Castrol, Jakarta, the capital city of Indonesia, has the worst traffic congestion in the world. As a matter of fact, many people have been trying to solve this problem, with one proposed solution being analyzing realtime data. On the 11th of November 2014, the Data Innovation for Policy Makers Conference was held, where a collaboration was set in place between the Jakarta Provincial Government and Wave, a community-based traffic support commuter company, in order to get real-time data about traffic jams.

Following the discussions among practitioners, private sector representatives, local activists and government officials, a few key points were as relevant back then as they are today, for data generation: 1. More open data In the past, it was very difficult to access data, as it was stored and managed by public institution in Indonesia. But once the Open Government Partnership was put in place, an initiative in which Indonesia initially acted as a founding partner and then became cochair during the 2012 – 2014 period, data became more open and accessible for public scrutiny. Since 2011, Indonesia and 60 other countries strived to make data more transparent, accountable and responsive.

In addition to the OGP, the Indonesian Government’s plans regarding data center around 3 main objectives: enhancing public services so that they better serve the people, investigating investment sources and businesses that are highlighted to suffer from high level of corruption and further develop its Open Government infrastructure. So far, the results are on the up and up, with 47 action plans being implemented during the 2014 – 2015 period, at both the regional and national level.

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2. The necessity of real-time data Traffic accidents and disasters are very common in Indonesia; therefore, real-time data can most certainly save countless lives.

For example, citizens can be warned about disasters that have happened, are happening or will happen and can send news on the fly. Real-time analysis of data enables policy makers to act quickly, in urgent situations. In the last few years, a few of Indonesia’s larger cities have deployed ATCS – Area Traffic Control Systems, to help with real-time data.

3. Increased interaction between citizens and government offices In the past, it used to be a very different story, given that people were very wary or simply had no means of speaking their minds regarding governmental decisions. But nowadays, since the social media boom, citizens can easily give their input on government policies. To give a couple of examples, Ridwal Kamil, the Mayor of Bandung, informs the citizens of Bandung of any important event that requires public opinion and input, via his Facebook account.

Basuki Tjhaja Purnama, the Governor of Jakarta, offers citizens a direct telephone line on which he can be reached for any complaints regarding public policies or services.

comments or even photos as a way of sharing their opinions on certain laws and other pieces of legislation, to one of the governmental agencies that was created to act as a repository for all of the messages, in all their forms. These are afterwards sorted out based on their topic and sent to the ministry/agency that handles such affairs.

5. Data can be an instrument for democracy President Joko Widodo, in his presidential debate on the 9th of June 2014, said that democracy needs data innovation development, because it is an opportunity for the Government of Indonesia to listen and make decisions based on what citizens say and know. This conference showed that big data & innovation are instruments that can strengthen democracy.

Regional gaps, geographical challenges and a more open communication channel between elected officials and citizens can all be solved or put in place via data innovation and increased social media coverage of all things Indonesia.

Apparently, Data Innovation for Policy Makers Conference was not the only event that discussed big data usage in public sector. Big Data Week was another such event, which took place recently on the 10th of March 2016. It brought some interesting topics to the fore, about big data innovation, such as:

4. Generate innovation through data 1. Big data can reduce tax fraud The government can create innovation by using data, to improve good government at all levels.

But this would require long-term commitment towards positive change and innovation, which needs all of its units to be cooperative. Certain innovations can address geographical, income and inequality issues, and by using this data it can offer improved quality of life conditions for the people of Indonesia.

One innovative way in which the government decided to use data, in order to increase its connectivity with the Indonesian people, was the implementation of LAPOR, an application that is compatible with both mobile phones and personal computers. Through LAPOR, Indonesians can send text messages, e-mails,

According to Iwan Djuniardi, Head of the Directorate General of Taxation, until now, public awareness regarding taxes is still low.

As a direct result, every year, the Directorate General of Taxation never meets its tax revenue target.

Application of Big Data technologies in taxation is still in the development stage, but Iwan showed a demo of the online tax system they wish to implement, at the Big Data conference. The demo shows highly detailed visualizations such as family trees, types of goods, as well as taxes and the tax status – whether a certain individual has to pay taxes or is exempted.

AROUND THE WORLD 2. Opportunities and challenges for big data in the public health sector Anis Fuad, a researcher from the Gajah Mada University, talked about the current state of the health sector in Indonesia, in which all clinics, health centers and hospitals use different software to record patient data. This

adds a first layer of complications for patient management. Another layer is added when we note that the data transmitted towards the Health Department is still very simple and the amount of information that can be collected from clinics, local administrations, private health centers and social media is massive. Big Data tech can come in handy here, since all the

information regarding the population’s health status will be centralized. This way, data can be processed and analyzed more efficiently.

In addition, by centralizing Indonesia’s health sector measurements, making estimates on diseases and determining the overall quality of the population’s health becomes a much more feasible task.

Regional Insights

Laos

Laos – The Environmental Performance Rundown Marcela Presecan Business Research Specialist, The KPI Institute It is rather intriguing how measurement suddenly becomes vital when businesses and governments alike stand at the brink of desperation and collapse. It is not the way it should be, but it is unfortunately true that measurement is sometimes more of a lifeline than a rule.

And with the Lao People’s Democratic Republic – also known as Lao PDR or Laos, the environmental issues were getting out of hand, until the government decided that there is dire need for mending. Having uncovered a continuous deterioration in the

state’s natural resources and biodiversity, The National Environmental Performance Assessment Report of 2008 - EPA, was meant to provide a valid image of the true state of environmental performance in the country.

(“state factors”) and governmental policy considerations (“response factors”).

The Pressure-State-Response Framework, P-S-R for short, would become the rescue mechanism of an environmentally worn out state, that was continuously degrading.

As such, logic connections are created and complex inter-relationships simplified, so as to create a valid background for further analysis. By means of this simplification, the most relevant in P, S and R factors are selected to become indicators of past trends and future performance.

Selection of Performance Indicators

Assessment Method Used

The Pressure-State-Response (P-S-R) Framework links the sources of environmental factors (“pressure factors”) with elements of environmental concern

The Environmental Assessment carried by Lao PDR assigns a rating for: (1) individual indicators and (2) the overall environmental performance of the state. A star rating is then

Simplified Representation of a P-S-R Model (Hypothetical Example of Air Quality Management) with four Indicators of Performance, Available at http://www.gms-eoc.org/resources/lao-pdr-epa-report

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AROUND THE WORLD used to assess environmental performance under the main areas of concern, namely: forest resources, water resources, fish resources, threat to biodiversity, land degradation, inadequate solid waste management, inadequate solid waste management and climate change.

The star rating is given based on the results of the chosen performance indicators, and it is defined as follows:

measures put in place for the management of certain concerns.

Good examples of this would be the EIA process or even more direct practices, such as having an adequate budget and sufficient resources for environmental monitoring, equipping staff members with the appropriate technical skills and know-how, engaging in regular interaction with industry representatives and NGOs on environmental management matters etc.

1-Star rating Documentation of Performance Indicators 1) Reasonable targets have not been set or have not been met.

2) International conventions have not been ratified or adhered to.

3) No ongoing monitoring or data collection.

4) No clear institutional role and responsibilities for environmental management of environmental concerns have been assigned or where they have been, no tangible progress has been achieved suggesting an appropriate response and non-achievement of the target.

2-Star rating

The Environmental Assessment of Lao PDR’s main priority areas is backed up by solid, documented evidence on the measurement of the selected performance indicators.

Indicator fact sheets – otherwise known as documentation forms, are used to compile four types of information on the selected indicators, namely: database information, technical information, qualitative information and supporting data.

Database information refers to: indicator ID, indicator name, year of assessment, type of indicator, FAQs, priority concern, geographic area, magnitude and trend.

Technical information relates to: definition, data source, geographic coverage, temporal coverage, methodology and frequency of coverage, methodology of data manipulation.

Qualitative information discloses: strengths and weaknesses at data level; reliability, accuracy, robustness and uncertainty of data; future work required (at data level and indicator level).

Supporting data consists of data tables, dashboards and maps that reflect on the trend, as well as the historical results and evolution of the performance indicator.

Although it was a long wait, the Lao PDR National Environmental Performance Assessment (EPA) Report manages to bring together a fine collection of best practices in terms of performance measurement and performance assessment.

The P-S-R Framework assembles valid techniques for the selection of performance indicators, and rigorous auditing and rating methodologies. The Performance Indicator Fact Sheets are best-in-class examples of thorough KPI documentation for a well-grounded and reliable data analysis and reporting process.

1) Targets have been set and generally met.

2) International conventions have been or will be ratified and most of the reporting requirements have been met 3) Plans exist for ongoing monitoring and data collection.

4) Institutional responsibilities assigned though limited progress achieved due to weaknesses in institutional arrangements e.g. lack of coordination, duplication of roles, multiplicity of authorities etc.

3-Star rating 1) Effective targets have been set and met.

2) International conventions have been ratified and reporting requirements have been met.

3) Ongoing monitoring and databases exist.

4) Specific institutions with targeted roles and responsibilities assigned or institutional

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Indicator Fact Sheet, Available at http://www.gms-eoc.org/resources/lao-pdr-epa-report

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Regional Insights

Malaysia

A Malaysian Story: the Balanced Scorecard and Health Service Gatya Gumilang Internet Research Analyst, The KPI Institute The Balanced Scorecard is one of the favorite performance measurement tools for a company that wants to measure their results at the organizational level. First introduced

by Robert Kaplan and David Norton, in 1992, it deals with measuring organizational performance on five key elements: customerrelated aspects, financial aspects, internal business perspectives, mission and vision, and learning and growth.

Today, we’re going look at one of the most complex industries, in which high-quality patient-centered treatment is key to not only surviving against competition, but also being compliant with state regulations.

Indeed, we’re going to analyze how the Health Service Sector in Malaysia manages to integrate the Balanced Scorecard in its day to day tasks.

In an article published in The Asian Journal of Technology Management, researchers from Indonesia and Malaysia explained that small and medium size health service providers, in Malaysia, mainly implement the following four components of the Balanced Scorecard: 1. Learning and growth; 2. Mission and vision; 3. Customer-related elements; 4. Internal business perspectives.

Another interesting bit of information is that a total of 49.5% of the surveyed respondents claimed that they employed accounting consultants for all their accounting-related affairs. 14.3% of the interviewees stated that they hired qualified full-time staff, while 12.4% said they had qualified part-time staff manage their accounts.

Under the aspect of learning and growth, there are five factors that indicate performance:

Officers understand job objectives and responsibilities;

and medium sized health service providers in Malaysia:

Knowledge and skills are acquired through training;

I) The company ensures staff satisfaction; II) The company is able to retain employees;

Company managers evaluate their services, in order to achieve higher levels of performance and quality;

III) The company maintains a positive relationship with suppliers;

Company managers develop a quality-first mindset for staff members;

IV) The company keeps a positive long-term relationship with its customers;

The company provides training and development for employees.

V) Short waiting times;

The first factor, how officers understand objectives and responsibilities is the most implemented indicator, used to measure learning and growth.

Regarding mission and vision, seven factors were used to measure performance:

VI) The company manages to maintain good credit among both internal and external clients.

VII) Staff satisfaction has been found to be the most popular metric to measure the customer aspect of the Balanced Scorecard.

Finally, on to the last dimension – internal perspectives. Survey respondents suggested measuring the following three factors:

1. Clear mission and vision; 2. Customers have a positive view of the company; 3. The company’s top leaders develop the overall mission and vision;

The company uses information technology (IT); The company upholds proper billing accuracy; Training sessions improve performance levels.

4. The company management teams;

has

well-structured

5. Members of staff clearly understand the aforementioned mission and vision; 6. The company aims to offer better services; 7. The mission and vision of the company must be aligned with the organizational culture.

Out of all these aspects, having a clear mission and vision is the most often employed indicator to measure success.

When it comes to customers, six factors have been found to be quite useful, by both small

How a company uses information technology is considered the most prevalent measure of indicating enterprise performance, from an internal perspective point of view.

Although these four aspects and twenty-one factors seem to be the most recurrent ones, used by both small and medium sized health services in Malaysia, the fact that the usage of the Balanced Scorecard in the Malaysian Health Sector has enabled companies to maintain high quality services and meet their objectives and goals on time, is more than enough to showcase the usefulness of this instrument.

It goes to show that a bit of framework here and there and a good strategy can go a long way in increasing performance.

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AROUND THE WORLD

Regional Insights

Myanmar

Myanmar Travel: Adventure Planning Based on Data Marcela Presecan Business Research Specialist, The KPI Institute There is this worldwide trend of travel and tourism that has been picking up lately.

Social networks seem to be booming with this beyond belief movement of “leaving it all behind and roaming the world in freedom and wanderlust’. And while the high-profile community of travelers seems to be feasting on Italian aromas, French sophistication and Turkish delights, countries such as Myanmar are still struggling to make their way into any globetrotter’s travel journal. So why is it that we’re not spending our holidays in Myanmar this year? Why is it that we have the Bahamas and French Polynesia on our bucket list, but we barely think of Myanmar for our next travel trip?

According to the Myanmar Tourism Master Plan 2013-2020, the country has over 2,800 km of coastline, which includes the pristine Myeik archipelago, 36 protected areas covering 5.6% of the country’s landscape and outstanding examples of religious and vernacular architecture. So what’s keeping us from making Myanmar our travel destination for this summer? According to the Myanmar Tourism Master Plan Report, there are several constraints and risks that prevent this destination from making it on our bucket list. The lack of accurate tourism information is one example that pops up from the list, as does the risk of natural disaster. However, the renowned friendliness of Myanmar’s people and the intercultural exchange with international visitors somehow makes it all sound a little bit better.

As much as the digital environment may have aided international tourism to grow into a self-sustaining phenomenon, governments must equally involve themselves in raising the profile and visibility of their country for any potential visitors. And travelers may not care much about the rationale that stands at the bottom of their choosing Thailand over Myanmar, but governments sure do - this is pretty much where performance data comes into play as the people’s

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Myanmar Tourism Master Plan 2013 – 2020, Available at http://www.harrison-institute.org/Myanmar%20Tourism%20Master%20Plan%202013-2020.pdf choice of Myanmar for their next summer vacation is ultimately an expression of how the country’s government measures and manages performance data. So what is the destination profile of Myanmar, and what needs to be improved in order for it to make it on our travel agenda?

The % Satisfaction with visitor experience has much to reveal about the key performance issues of the Myanmar tourism industry. As such, while people seem to be satisfied with the variety of touristic activities, the availability of traditional cuisine and the ease of access to the country’s historical legacy, it would seem that satisfaction drops down when it comes to the value of money in terms of accommodation, the cleanliness and choice of transportation to various destinations within the country and the lackluster information regarding some of Myanmar’s most sought after locations.

Several more Key Performance Indicators can be considered complicit authors of the “Myanmar as a Travel Destination” story.

The % Share of international arrivals, for example, make Yangon the most popular destination in Myanmar for travelers, Bagan, the second and Mandalay, the third.

The % Year-on-year growth of scheduled international inbound flights into Myanmar shows that there is an almost 50% increased presence of Myanmar on the international

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visitors’ travel route. While there are approximately 800 # Accommodation establishments in Myanmar, only 18 have a four-star rating and 5 are rated five-star. The % Occupancy rate stands at 80%, but only for larger four and five-star hotels. As such, the high-end accommodation areas seem kind of crowded and they may become ever more so stifling with a high number of approximately 7,500,000 # Projected visitors by 2020.

However, travelers are optimistic. Wanderers are always looking for a way forward. So what does the future of the Myanmar tourism industry have to offer? The Vision Statement of Myanmar Tourism wonderfully speaks of the promise for improvement: “We intend to use tourism to make Myanmar a better place to live in – to provide more employment and greater business opportunities for all our people, to contribute to the conservation of our natural and cultural heritage and to share with us our rich cultural diversity. We warmly welcome those who appreciate and enjoy our heritage, our way of life, and who travel with respect.” The Strategic Programs and Key Objectives of the Myanmar Tourism Master Plan reflect on Myanmar Tourism Vision:

Myanmar Tourism Master Plan 2013 – 2020, Available at http://www.harrison-institute.org/Myanmar%20Tourism%20Master%20Plan%202013-2020.pdf

5. Improve Connectivity and Tourism Related Infrastructure 6. Build the Image, Position and Brand of Myanmar Tourism

1. Strengthen the Institutional Environment

While the strategic vision of Myanmar Tourism may give away the image of careful planning for improvement, with travelers it will always be about the adventure and not the annual reports.

2. Build Better Human Resource Capacity and Promote Service Quality

Tourists will always care more about the open space and not the office cubicle.

3. Strengthen Safeguards and Procedures for Destination Planning and Management

Therefore, the touristic product pallet that Myanmar has in store for development may be of more appeal to wanderers and wander lusters:

4. Develop Quality Products and Services

All in all, there is a story behind every number.

There is a destination in every corner of the world. Sometimes, people just adventure out into the unknown without much planning ahead. Other times, data is the thing that stands behind people’s decision to go away or just stay at home.

Myanmar may be more beautiful than anything on this Earth, but is the promise of something adventurous and culturally unique enough to make us step out the door? Or is data supposed to complement the promise of something culturally unique and beautiful, to make the travel experience worthwhile? Either way, the true measure of travelling the world may well be courage, and where there is courage, data is merely an obstacle standing in the way of it all.

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Regional Insights

Philippines

Result-Based Performance Management in the Philippines Cristina Tarata Head of Research Programs, The KPI Institute The Result-Based Performance Management System in Philippines – RBPMS for short, is an initiative that promotes efficient governance for national government agencies and employees.

This initiative monitors the performance of government agencies, ensuring they are in line with the Aquino Administration’s commitment to good governance, by encouraging excellence performance management and high quality public services.

The RBPMS is supported by an online platform, dedicated to maintaining a high degree of transparency regarding the performance of government agencies and clear channels of communication with the general populace on the same topic. The InterAgency Task Force on the Harmonization

of National Government Performance Monitoring, Information and Reporting Systems, otherwise known as AO25 IATF, is the governing body managing this endeavor.

To achieve government excellence, the Philippines has become more interested in performance management best practices and sought the right instruments and techniques to create a feasible performance management framework.

Promoting performance transparency on the RBPMS website, the general public can access performance data for each agency, which is clustered in three sections: compliance status, performance scorecards and MFO accountability report cards.

The compliance status refers to respecting specific regulations, based on a series of criteria such as:

Development Academy of the Philippines (2016), The Result-Based Performance Management System, available at: http://www.dap.edu.ph/rbpms/ 44

Departmental Performance Accomplishment Report Priority Programs / Project Accomplishment Report Good Governance Conditions Public Financial Management Report Agency Procurement Compliance and Performance Posting of Operations Manual or ISO Certification Posting of Guidelines on Rating and Ranking Oftentimes, governments promote the idea of good governance among their agencies, but they are not always successful in

AROUND THE WORLD specifically defining what good governance actually means. In this particular case, good governance is about: Maintenance / update of the Agency Transparency Seal – refers to having clearly stated on the official email the following type of information: 1. Agency’s mandated and functions, officials and contact information; 2. Statements of Allotments and Obligations; 3. Financial accountability reports; 4. Approved budgets and targets; 5. Major programs and projects clustered on the 5 key national strategic results areas.

Program / project beneficiaries identified; 6. Status of program / project implementation; 7. Annual procurement plan, contracts awarded and name of contractors.

Performance scorecards offer us information about the progress made in implementing strategic projects, as is shown in the one included in this article.

For each division, performance gets broken down to more specific KPIs.

In terms of tourism, major KPIs tracked are # International visitors, $ Inbound receipts, $ Total revenue collected, # Technical assistance, # Accreditation applications acted upon, # Park visitors. However, it should be kept in mind that these examples of KPIs are fashioned for the Philippines National Tourism Development Plan.

Technical Advisory Services:

The rating section of the scorecard indicates the extent to which the target has been achieved and contributes to calculating an overall performance score for each agency, based on which these become eligible for performance bonuses that get cascaded even further at the team and individual level.

Data regarding this endeavor can be traced back to as early as 2012, with information being available for the following two years, 2013 and 2014 respectively. The MFO accountability report cards provide more insight on the scorecard data.

For example:

# Technical assistance/advisories provide to stakeholders; # Trained employees in tourism industry; # Training days delivered; % Entities that rate the technical service as satisfactory or better; % Entities requests for assistance responded to within 1 week.

Modern times have reshaped not only the way companies do business, but also how government practices and performance management efforts are transcending the boundaries, with private sector policies gaining more popularity and seeing greater applicability for public services.

Development Academy of the Philippines (2016), The Result-Based Performance Management System, available at: http://www.dap.edu.ph/rbpms/ PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

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AROUND THE WORLD

Regional Insights

Singapore

Singapore’s road to success Danial Sobhanzadeh Business Research Analyst, The KPI Institute The Republic of Singapore, also known as the Lion City of Asia, has managed to transform itself into one of Asia’s main financial hubs. The country has set clear goals in regards to its future perspectives and desired achievements.

One of its most significant past achievements that has had drastic ramifications into the present and will most likely continue into the future is having managed to increase its GDP from the sixties, to what it is now, as is marked in the following chart by the black GDP growth trend line.

Singapore GDP Growth Chart, Available at http://www.tradingeconomics.com/singapore/gdp

Hence, the country is considered to be a success story of Southeast Asian engineering. In 1961, the Economic Development Board – EDB, came into existence in order to address the challenges of foreign direct investments aimed at stimulating economic growth.

The EDB emphasised the following: 1960 – the development of labour intensive industrialisation 1970 – the global expansion of the Economic Development Board 1980 – the growth of capital intensive and high technology industries 1990 – the boom of technology, manufacturing and investment 2000 – the advent of Innovation, Knowledge and Research & Development The success of Singapore is based on their Vision, Mission, Core Values and Strategy:

Vision: Become a global leader, a great city, a home for Businesses, Innovation and Talent.

Mission: Create sustainable economic growth with the aid of vibrant businesses and good job opportunities.

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Singapore R&D budget increase, Available at http://goo.gl/1z9r8N Core Values: Care, Integrity, Imagination, Courage, Excellence and Service. Strategy: Develop business friendly law policies, Singapore’s Global Connectivity and Home for Talents, Innovation and Sustainable blueprint.

As Singapore is investing more and more in R&D, the country is developing a deep interest in performance management. The country’s new blueprint for sustainability covers various favourable indicators, which contribute to the world economic environment and the country’s future success plan. Singapore’s vision can only be achieved by means of adequate implementation of performance management systems. The blueprint report showcases the government’s use of the Plan-Do-Check-Act

method, to enhance its overall performance, enabling them to provide a promising future for the Singaporeans.

It is fascinating to see how the government of Singapore has quickly found the connection between development and proper management of assets. We can only wait and see how this all pans out in the future.

With so many aspects to take into consideration and keep track of, the Sustainability Blueprint seems to be one of the more detailed country management plans we’ve seen in recent years and if all goes well, we might see it being adopted by other countries as well.

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Sustainable Singapore Blueprint 2015, Available at http://www.mewr.gov.sg/ssb/files/ssb2015.pdf

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AROUND THE WORLD

Regional Insights

Thailand

A new era for Thai Tourism Ana Lechintan Business Research Analyst, The KPI Institute After more than 55 years of relying on the same run-of-the-mill game plan to allure tourists, Thai authorities have initiated a somewhat dramatic paradigm shift. Starting with 2016, their new strategic endpoint could be regarded as rather exotic compared to their former approach: the main attraction of the marketing plan 2016 is not quantity anymore, but quality.

So what are the strategies and objectives of this ambitious endeavor? Will they be able to assess their performance from now on? Or will the initiative prove to be just like the exemplary Thai white elephant, exquisite but useless?

of Tourism and Sports, in 2016 the vast majority of visitors came from East Asia – more than 61%, followed by Europe with a share of almost 25% and the Americas with only a little over 4.5%.

Current and desired state

For 2016, the focus shifts from a high number of common tourists to a smaller number of high-end visitors. The target revenue is now set for around $66.5 billion, $43 billion from international markets and $23.5 billion from domestic travel, under the assumption of internal and external environment stability.

Very few countries invoke the fascinating, almost magical picture Thailand creates in our mind. Sapphire skies, emerald waters, golden buildings, a veritable Asian gem, attainable for a pretty small price. A real bargain, actually.

There’s no denying the fact that inexpensiveness is a constituent part of the country’s brand, just like the meditating Buddha and the wise elephant. This is why this novel decision of the country’s leading authority in the tourism department, the TAT –The Tourism Authority of Thailand, to realign their strategy, is more than surprising.

The fact that 2015 was, according to the TAT governor, a record year for tourism only adds to the curiosity of this decision: “In 2015, the Thai tourism industry hit the highest record in our history both in terms of revenue and number of tourist arrivals […]

Thailand received tourism revenue of 1.4 trillion Baht or around 42 billion US Dollars, marking a 23% increase over 2014, and a total number of international visitor arrivals of 29.8 million, which was an increase of 20% over 2014.”

As far as the tourists’ country of residence is concerned, according to the Thai Ministry

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This optimistic view is also enhanced by Thailand’s advantageous central location in the Asian Pacific group, and its renown infrastructure, that offers easy access to any visitors.

Future marketing strategies The new mission of the TAT is to enhance the country’s image as a “Quality Leisure Destination”, through the unique selling proposition of “Thainess”. Thus, tourism strategies are designed to work both on an international and on domestic level and rely on values inspired from balancing tourism growth with its impact on society and the environment.

Since, as mentioned above, the targeted income from international visitors is almost double the income brought in by natives, we may safely assume that more resources will be dedicated towards strengthening its relationship with foreign markets.

This supposition is also endorsed by the fact that, while the initiatives for local tourism

development are not described in great depth yet (promotional domestic campaigns, such as “Strength from Within” will be implemented, but no details yet on the specifics), the new quality over quantity approach is starting to showcase a few concrete initiatives.

These are primarily focused on niche markets, with some examples being luxury travel, health and wellness, female travelers, golf and community-based tourism.

The new performance measurement So what does it mean to shift the focus from quantity to quality, in terms of performance management and measurement? Well, up until now, the major tourism KPI employed by authorities was # visitor arrivals, which is clearly indicative of quantity, since it measures the number of tourist visits in a specified time frame, without making reference to the benefits brought along by these visits or to the quality of services the guests benefited from.

This KPI was replaced by three main KPIs which focus on quality instead: $ visitor expenditure(the average amount of financial resources spent by visitors during their journey), # average length of stay (indicating the average time spent by the tourists in the country) and the overall % quality of the visitor experience (which could be indicated by a satisfaction index for example, a weighted average of several survey questions, focused on different aspects of the tourists’ satisfaction in regards to their travel experience).

AROUND THE WORLD As already stated, the KPI used until recently, # number of visitor arrivals, was not representative for the quality of it all, since it indicated the attractiveness of a location, not the benefits it offered. Said location could be exceptionally advertised, thus attracting a great amount of people, without offering any quality services per se. The guests might never return again or drastically shorten their planned stay, but the KPI won’t indicate that.

On the other hand, the last three KPIs, money spent, time spent, level of satisfaction, measure both quantity and quality: The visitor expenditure could indicate the quality of services and products, which would be relatively proportional to the financial resources that were spent. The same goes for the average length of stay, the longer the average period spent in Thailand, the greater the quality perceived by guests.

The quality of visitor experience is, like the name obviously suggests, focused entirely on quality since it is directly linked to customer satisfaction.

Quality over quantity: A white elephant or a golden opportunity?

So was the decision to change the tourism marketing strategy, in such a drastic manner, a wise one? Will it prove to be magnificent on the outside, but really expensive and ultimately unnecessary, like a white elephant? Or will it prove to be a gold mine for the already growing tourism-oriented economy?

At this early point, we can only speculate, as Southeast Asia is known to be one of the most affordable exotic destinations on the planet. Countries like Malaysia, Philippines, Thailand, Cambodia, Indonesia, Laos, Vietnam, are quite well-known for their

Regional Insights

cultural diversity, rich cuisine, dreamy beaches, highlands and low prices.

By emphasizing and concentrating on quality, which is automatically linked to higher prices and a higher degree of luxury and somewhat inherently safety, Thailand might create a fairly unique selling proposition and distinguish itself from the rest of the region, furthering its image of a would-be lavish vacation destination.

When we think of campaigns like the “Two Countries, One Destination” one, which was conducted in close collaboration with its neighbors or the “Amazing Thailand: A Muslim Friendly Destination” campaign, and how these couple with a strong performance management system and a stable internal and external environment, Thailand might very well succeed in its quality quest.

Vietnam

Vietnam - ambition and growth performance Ana Lechintan Business Research Analyst, The KPI Institute Vietnam is not merely a country in Southeast Asia. Given its tumultuous past, Vietnam embodies traits such as a fierce struggle for survival, which, against all odds, ends in victory. And due to this fighting spirit, it keeps on conquering its internal strife against misfortune, poverty, corruption. Now, according to global economics experts, the country holds the world’s highest growth potential. All these make Vietnam quite the warrior, so what are the secrets of such an impressive growth performance?

that you first think of the majestic skyscrapers dominating the landscape of Vietnamese cities like Saigon or Hanoi.

Vietnam is the perfect example of performance increase and development success. Not too long ago, the country was one of the poorest in the world and now, according to the World Bank, it has astonishingly boosted its per capita income from around $100 a quarter century ago to $2,100 by the end of 2015. The extreme poverty rate dropped drastically from over 50% in 1990 to a mere 3% in the present. Furthermore, the Vietnamese are better educated and have a higher life expectancy than most inhabitants of countries with a similar per capita income.

Vietnam today Vietnam tomorrow What are the first images your mind’s eye sees when you hear Vietnam? Because for a large part of the world, these mental images were shaped by the entertainment industry and are not portrayed in their true form. Do you perhaps think about an undeveloped country, maybe partially destroyed? Do you see wide rice fields and a poorly dressed peasant working, with a straw hat hiding his wrinkled face? Or rather a shabby hut with a straw roof, lonely in the wild rainforest? Either way, it is pretty unlikely

All these improvements and the country’s current economic situation have earned Vietnam the highest place in the so called 3G list developed by Citigroup, which contains 11 states identified as possessing the highest growing potential in the world, thus offering promising opportunities for investments: Bangladesh, China, Egypt, India, Indonesia, Iraq, Mongolia, Nigeria, Philippines, Sri Lanka, Vietnam.

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AROUND THE WORLD 3G stands for Global Growth Generators, a term coined by global economy experts who developed the 3G Index which is used to calculate growth potential with the help of six growth drivers: investment, demographic prospects, health, education, quality of institutions and policies and trade openness.

0.70 and Mongolia’s – 0.63. Not directly connected to these results, but definitely worth mentioning, is the fact that the experts predict China to become the worldwide leading economic force by 2020, overtaking the U.S.A. and later on being itself dethroned

by India, around the year 2050.

The first variable is a measure of domestic saving/investment that is calculated by looking at gross national savings and gross fixed capital formation. The second one, the measure of demographic prospects, relies on the average annual change in the working age population people aged between 15 and 64 years, while the health component is measured by inversing life expectancy at birth. Education is determined by checking primary school gross enrolment rate, with the second to last variable being a simple average of five indicators of institutional and policy quality. Last, but not least, when we say trade openness, we mean looking at exports, imports, GDP, all the while controlling for population size and landmass.

The key to an excellent growth performance

Vietnam, as mentioned, topped all other countries with a 3G score of 0.86, closely followed by China with 0.81. Other noticeable results are India’s – 0.71, Indonesia’s –

So what are the main factors that produce such a growth, similar to that of Vietnam? The Citigroup experts, who intensively studied long-run growth performance and economic convergence, present us with the answers.

Most of them could be applied to other organizational levels besides the state one, like in the case of some business ventures. They provide advice both for countries which have a rough start and for those with a respectable head start. Concerning the latter, growth is increasingly harder to achieve, according to economic convergence theory, which states that poorer economies develop at a faster pace than richer ones.

For countries which are behind, such as Vietnam, some of the main favorable growth factors include: investing in human capital,

having their workers as educated as possible – with some of the best ones being sent to study abroad, avoiding personalized autocracies, having a young population and implicitly, a large amount of people of working age that can take care and provide for the economically inactive inhabitants, supporting foreign direct investments and accommodating foreign businesses and professionals and lastly striving for a strong and focused economy, that has limited public spending in sectors like infrastructure, health care and education.

The fact that Vietnam’s rapid growth is partially due to the economic convergence phenomenon does not belittle the Southeast Asian country’s merit of playing their cards so well, despite the poor starting hand they received. The mere fact that an economy is needy does not in any way guarantee a rapid growth performance.

Considering all these, we can safely conclude that the story of Vietnam, despite its dreadful beginning, is heading towards sunny horizons.

Today, instead of wild and uncontained forest growth, modern skyscrapers will populate the country’s skyline, given that the rainy monsoons of history have long since passed.

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TRENDS Trends in search C ontinuing

the tradition of past years’ Performance Management reports, in 2015 the same tool, Google Trends, was employed to obtain graphic representation of the keyword search operations performed on Google’s search engine. The data exposed below represents the level of interest for certain selected key words within the 2004 – 2015 timeframe.

To complete the information displayed by Google search trends, the “Performance Management in 2015” report also regards the countries that registered the highest number of searches per employed keyword. Thus, while “Performance Management” has the highest number of searches in Kenya, “Analytics” was the term with the highest interest rates in The Netherlands.

At Organizational level, the search for Strategy Execution has known the highest rate of interest

based on number of searches. If, up until 2007, interest levels were almost inexistent, after 2007 searches for this concept boomed and levels remained high even after 2015.

The opposite side of the spectrum, with the most downward trend, is experienced by searches for “Performance Management”, which reached its lowest levels after 2015.

This is acceptable since the domain has expanded considerably and interests shifted from general terms, such as this, to more specific aspects of Performance Management.

At operational levels, several trends have been experiencing a continual ascension.

Interests for “BI”, “Analytics” and “KPI” have been rising steadily while the trend for “Operational Performance Management”, which was close to zero until 2011, has risen to its highest point after 2014. Downward

trends have been registered for “Business Intelligence”, “Metrics” and “Performance Measures”. Mention must be made that, for “BI” (or “bi”), which also has other everyday meanings across several languages, the direction of the trend can be influenced by unrelated searches. However, this influence is limited, as unrelated searches are more likely to be stable over time.

At individual level, upward trends have been registered for “Individual Performance Management” and “Performance Management Plan”. While the latter has been on a continual rise since 2007, the former has been rising mostly since 2011.

Trends that are losing interest in searches are “Employee Evaluation,” “Performance Appraisal,” “Performance Criteria,” and, lastly, “Performance Evaluation.”

Trends in Organizational Performance Management

Figure: Google Search trends for “Performance Management” for the period 2004-2015

2005

Figure: Regional interest for Google Search trends for “Performance Management”

52

2007

2009

2011

2013

Botswana Uganda Zimbabwe Kenya Mauritius Ethiopia Ghana

2015

TRENDS

Figure: Google Search trends for “Business Performance Management” for the period 2004-2015

2005

2007

2009

2011

2013

2015

Australia India United Kingdom Canada United States Germany

Figure: Regional interest for Google Search trends for “Business Performance Management”

Figure: Google Search trends for “Corporate Performance Management” for the period 2004-2015

2005

2007

2009

2011

2013

2015

India

Figure: Regional interest for Google Search trends for “Corporate Performance Management”

United Kingdom United States

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

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TRENDS

Figure: Google Search trends for “Enterprise Performance Management” for the period 2004-2015

2005

2007

2009

2011

Figure: Regional interest for Google Search trends for “Enterprise Performance Management”

2013

2015

India United States

Figure: Google Search trends for “Performance Management System” for the period 2004-2015

2005

Figure: Regional interest for Google Search trends for “Performance Management System”

54

2007

2009

2011

2013

South Africa Philippines India Pakistan Malaysia Australia United Kingdom

2015

TRENDS

Figure: Google Search trends for “Strategy Management” for the period 2004-2015

2005

2007

2009

2011

2013

2015

Zimbabwe Kenya Ghana South Africa Nigeria Sri Lanka Singapore

Figure: Regional interest for Google Search trends for “Strategy Management”

Figure: Google Search trends for “Strategy Implementation” for the period 2004-2014

2005

Figure: Regional interest for Google Search trends for “Strategy Implementation”

2007

2009

2011

2013

2015

Kenya South Africa Malaysia Philippines India Australia United Kingdom

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

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TRENDS

Figure: Google Search trends for “Strategy Execution” for the period 2004-2015

2005

2007

2009

2011

2013

2015

India

Figure: Regional interest for Google Search trends for “Strategy Execution”

United States United Kingdom

Figure: Google Search trends for “Strategic Performance Management” for the period 2004-2015

2005

2007

2009

2011

2013

India

Figure: Regional interest for Google Search trends for “Strategic Performance Management”

United Kingdom United States

56

2015

TRENDS

Figure: Google Search trends for “Balanced Scorecard” for the period 2004-2015

2005

2007

2009

2011

2013

2015

Kenya Peru Sri Lanka South Africa Ecuador Singapore Germany

Figure: Regional interest for Google Search trends for “Balanced Scorecard”

Trends in Operational Performance Management

Figure: Google Search trends for “Analytics” for the period 2004-2015

2005

Figure: Regional interest for Google Search trends for “Analytics”

2007

2009

2011

2013

2015

Netherlands India Estonia Singapore United Kingdom Ireland Czech Republic

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

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TRENDS

Figure: Google Search trends for “Business Intelligence” for the period 2004-2015

2005

2007

2009

2011

2013

2015

South Africa Singapore India Kenya Tunisia United Arab Emirates Nigeria

Figure: Regional interest for Google Search trends for “Business Intelligence”

Figure: Google Search trends for “Key Performance Indicators” for the period 2004-2015

2005

Figure: Regional interest for Google Search trends for “Key Performance Indicators”

58

2007

2009

2011

2013

United Arab Emirates South Africa Singapore Australia Philippines Ireland Pakistan

2015

TRENDS

Figure: Google Search trends for “KPI” for the period 2004-2015

2005

2007

2009

2011

2013

2015

India Singapore United States Kenya Sri Lanka Canada Ireland

Figure: Regional interest for Google Search trends for “KPI”

Figure: Google Search trends for “Performance Measures” for the period 2004-2015

2005

Figure: Regional interest for Google Search trends for “Performance Measures”

2007

2009

2011

2013

2015

South Africa Australia Philippines Malaysia United States Canada United Kingdom

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

59

TRENDS

Figure: Google Search trends for “Operational Performance Management” for the period 2004-2015

2005

2007

2009

2011

2013

2015

2011

2013

2015

Figure: Regional interest for Google Search trends for “Operational Performance Management” Not enough search volume to show results.

Figure: Google Search trends for “Scorecard” for the period 2004-2015

2005

2007

2009

Pakistan India Sri Lanka Nepal Bangladesh United Arab Emirates Qatar

Figure: Regional interest for Google Search trends for “Scorecard”

Figure: Google Search trends for “Dashboard” for the period 2004-2015

2005

60

2007

2009

2011

2013

2015

TRENDS

Philippines United States Netherlands United Kingdom Singapore New Zeeland Malaysia

Figure: Regional interest for Google Search trends for “Dashboard”

Trends in Individual Performance Management

Figure: Google Search trends for “Individual Performance Management” for the period 2004-2015

2005

2007

2009

2011

Figure: Regional interest for Google Search trends for “Individual Performance Management”

2013

2015

United States

Figure: Google Search trends for “Individual Performance Plan” for the period 2004-2015

2005

2007

2009

2011

2013

2015

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

61

TRENDS

Figure: Regional interest for Google Search trends for “Individual Performance Plan”

United States

Figure: Google Search trends for “Employee Performance Management” for the period 2004-2015

2005

2007

2009

2011

2013

2015

India Australia Canada United States United Kingdom

Figure: Regional interest for Google Search trends for “Employee Performance Management”

Figure: Google Search trends for “Employee Performance” for the period 2004-2015

2005

62

2007

2009

2011

2013

2015

TRENDS

Uganda Kenya Ghana Nigeria Sri Lanka Pakistan Philippines

Figure: Regional interest for Google Search trends for “Employee Performance”

Figure: Google Search trends for “Employee Evaluation” for the period 2004-2015

2005

2007

2009

2011

2013

2015

Philippines United States Canada Malaysia India Australia United Kingdom

Figure: Regional interest for Google Search trends for “Employee Evaluation”

Figure: Google Search trends for “Performance Appraisal” for the period 2004-2015

2005

2007

2009

2011

2013

2015

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

63

TRENDS

Uganda Kenya Ghana Ethiopia Jamaica Trinidad & Tobago Tanzania

Figure: Regional interest for Google Search trends for “Performance Appraisal”

Figure: Google Search trends for “Performance Criteria” for the period 2004-2015

2005

2007

2009

2011

2013

2015

Philippines Australia India United Kingdom United States Canada

Figure: Regional interest for Google Search trends for “Performance Criteria”

Figure: Google Search trends for “Performance Evaluation” for the period 2004-2015

2005

64

2007

2009

2011

2013

2015

TRENDS

Ethiopia Nigeria Philippines Kenya Sri Lanka Bangladesh Pakistan

Figure: Regional interest for Google Search trends for “Performance Evaluation”

Figure: Google Search trends for “Performance Review” for the period 2004-2015

2005

2007

2009

2011

2013

2015

Singapore Australia New Zealand Kenya Philippines Canada United States

Figure: Regional interest for Google Search trends for “Performance Review”

Figure: Google Search trends for “Performance Management Plan” for the period 2004-2015

2005

2007

2009

2011

2013

2015

Australia

Figure: Regional interest for Google Search trends for “Performance Management Plan”

United States United Kingdom

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

65

2015 STATISTICS T he popularity of Performance Management

and its components in 2015 was also assessed by analyzing the Average Monthly Searches of performance related keywords, throughout the 2015-2016 period. This section was created by using Google Keyword Planner and it shows the months certain selected keywords in the field registered the highest number of searches.

Because the statistics were compiled in January, 2016, the results provided are highly accurate.

Graphics were generated for all levels, from

organizational, to operational and individual.

The overall trend for searches, at all levels, revealed that the periods with the highest number of searches were the first and last months of 2015, while the summer months, namely July and August, registered the lowest level of searches.

Within each category, some of the keywords were more popular in searches than other.

Thus, at the organizational level, “Balanced

Scorecard” was the highest searched term, with a monthly average of over 110,000 searches. At the operational level, “BI” and “Analytics” both registered high number, the former close to 550,000 monthly searches while the latter 2,240,000 searches. In the Individual performance category, “Performance Appraisal” and “Performance Review” were the most searched for items, with an average of monthly searches between 40,500 and 12,100.

Average monthly searches for Organizational Performance Management

Keyword

Average Monthly Searches

Balanced Scorecard Performance Management Performance Management System Strategy Implementation Strategy Management Enterprise Performance Management Corporate Performance Management Business Performance Management Strategy Execution Strategic Performance Management

110,000 40,500 6,600 2,900 2,400 1,600 1,600 1,000 1,000 390

Table: Search volumes for Performance Management – Organizational level keywords

Figure: Monthly searches in 2015 for “Balanced Scorecard”

320K 240K 160K 80K

Figure: Monthly searches in 2015 for “Performance Management System”

800K

Figure: Monthly searches in 2015 for “Performance Management System”

600K

66

Jan 2015

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

Jan 2015

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

Jan 2015

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

600K 400K 200K

450K 300K 150K

TRENDS Figure: Monthly searches in 2015 for “Strategy Implementation”

Figure: Monthly searches in 2015 for “Strategy Management”

Figure: Monthly searches in 2015 for “Enterprise Performance Management”

Figure: Monthly searches in 2015 for “Corporate Performance Management”

Figure: Monthly searches in 2015 for “Business Performance Management”

Figure: Monthly searches in 2015 for “Strategy Execution”

Figure: Monthly searches in 2015 for “Strategic Performance Management”

2M 1.5M 1M 500K

Jan 2015

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

Jan 2015

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

Jan 2015

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

Jan 2015

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

Jan 2015

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

Jan 2015

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

Jan 2015

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

2.4M 1.8M 1.2M 600K

600K 450K 300K 150K

1M 750K 500K 250K

800K 600K 400K 200K

3M 2.25M 1.5M 750K

800K 600K 400K 200K

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

67

TRENDS Average monthly searches for Operational Performance Management

Keyword

Average Monthly Searches

Analytics BI KPI Dashboard Business Intelligence Scorecard Metrics Key Performance Indicators Performance Measures Operational Performance Management

2,240,000 550,000 368,000 301,000 110,000 74,000 33,100 27,100 1,900 110

Table: Search volumes for Performance Management – Operational level keywords

Figure: Monthly searches in 2015 for “Analytics”

10M 7.5M 5M 2.5M

Figure: Monthly searches in 2015 for “BI”

68

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

Jan 2015

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

Jan 2015

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

Jan 2015

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

Jan 2015

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

600K

800K 600K 400K

600K 450K 300K 150K

Figure: Monthly searches in 2015 for “Business Intelligence”

Mar

1.2M

200K

Figure: Monthly searches in 2015 for “Dashboard”

Feb

900K 300K

Figure: Monthly searches in 2015 for “KPI”

Jan 2015

1.2M 900M 600K 300K

TRENDS 1.6M 1.2M 800K 400K

Figure: Monthly searches in 2015 for “Metrics”

Figure: Monthly searches in 2015 for “Performance Measures”

Figure: Monthly searches in 2015 for “Operational Performance Management”

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

Jan 2015

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

Jan 2015

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

Jan 2015

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

Jan 2015

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

2M 1.5M 1M 500K

Figure: Monthly searches in 2015 for “Key Performance Indicators”

Jan 2015

800M 600K 400K 200K

1.2M 900K 600K 300K

1.6M 1.2M 800K 400K

“

Business, more than any other occupation, is a continual dealing with the future; it is a continual calculation, an instinctive exercise in foresight.

“

Figure: Monthly searches in 2015 for “Scorecard”

Henry R. Luce

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

69

TRENDS Average monthly searches for Operational Performance Management

Keyword

Average Monthly Searches

Analytics BI KPI Dashboard Business Intelligence Scorecard Metrics Key Performance Indicators Performance Measures Operational Performance Management

2,240,000 550,000 368,000 301,000 110,000 74,000 33,100 27,100 1,900 110

Table: Search volumes for Performance Management – Individual level keywords

Figure: Monthly searches in 2015 for “Performance Appraisal”

Figure: Monthly searches in 2015 for “Performance Review”

Figure: Monthly searches in 2015 for “Performance Evaluation”

Figure: Monthly searches in 2015 for “Employee Evaluation”

Figure: Monthly searches in 2015 for “Employee Performance”

70

400K 300K 200K 100K

Jan 2015

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

Jan 2015

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

Jan 2015

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

Jan 2015

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

Jan 2015

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

400K 300K 200K 100K

400K 300K 200K 100K

400K 300K 200K 100K

500k 375k 250K 125K

TRENDS

Figure: Monthly searches in 2015 for “Performance Criteria”

1M 750K 500K 250K

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

Jan 2015

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

Jan 2015

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

Jan 2015

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

Jan 2015

Feb

Mar

April

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan 2016

50K 37.5K 25K 12.5K

Figure: Monthly searches in 2015 for “Employee Performance Management”

500K

Figure: Monthly searches in 2015 for “Individual Performance Plan”

160K

Figure: Monthly searches in 2015 for “Individual Performance Management”

Jan 2015

375K 250K 125K

120K 80K 40K

800K 600K 400K 200K

“

What do you need to start a business? Three simple things: know your product better than anyone. Know your customer, and have a burning desire to succeed.

Dave Thomas

“

Figure: Monthly searches in 2015 for “Performance Management Plan”

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

71

SCHEDULED COURSES IN 2016 Upcoming 2016 Training Courses Americas

City

Date

Certified KPI Professional

Toronto Seattle

26 - 28 October 31 Oct - 2 Nov

Asia Pacific

City

Date

Certified KPI Professional and Practitioner Certified KPI Professional Certified Strategy and Business Planning Professional Certified Performance Improvement Professional Certified Employee Performance Management Professional Certified Data Visualization Professional Certified Data Analysis Professional Certified Supplier Performance Professional Certified Personal Performance Professional Certified Customer Service Perfomance Professional Certified Innovation Performance Professional Certified Balanced Scorecard Professional

Kuala Lumpur Lahore Singapore Kuala Lumpur Singapore Singapore Kuala Lumpur Singapore Kuala Lumpur Kuala Lumpur Kuala Lumpur Kuala Lumpur

14 - 16 December 18 - 20 August 12 - 14 September 19 - 21 October 21 - 23 September 7 - 9 November 2 - 4 November 9 - 11 November 8 - 9 December 23 - 25 November 30 Nov - 2 Dec 19 - 21 December

Europe

City

Date

Certified Strategy and Business Planning Professional Certified Performance Improvement Professional

Istanbul Istanbul

2 - 4 October 28 - 30 November

Middle East

City

Date

Certified KPI Professional and Practitioner

Dubai Doha Dubai Riyadh Dubai Riyadh Doha Dubai Riyadh Dubai Dubai Dubai Dubai Dubai Riyadh Dubai

18 - 22 September 9 - 13 October 9 - 19 October 18 - 20 December 25 - 27 September 16 - 18 October 17 - 18 October 9 - 11 October 13 - 15 November 23 - 25 October 16 - 18 October 30 Oct - 1 Nov 23 - 25 October 31 Oct - 1 Nov 25 - 27 September 27 - 29 November

Certified Strategy and Business Planning Professional Certified Performance Improvement Professional

Certified Employee Performance Management Professional Certified Data Visualization Professional Certified Data Analysis Professional Certified Supplier Performance Professional Certified Personal Performance Professional Certified Customer Service Perfomance Professional Certified Balanced Scorecard Professional Certified Innovation Performance Professional

For more details visit our store at: store.kpiinstitute.org

THE KPI INSTITUTE’S PROFESSIONAL CERTIFICATION PROGRAMS Certified Strategy and Business Planning Professional The course will help improve the business planning process and long-term organizational performance, through the use of strategic planning tools that will ultimately lead to smarter and quicker strategic decisions.

Certified KPI Professional and Practitioner This program is meant to improve the practical skills in working with KPIs and developing instruments like scorecards and dashboards. Participants will acquire a sound framework to measure KPIs, starting from the moment they are selected, until results are collected in performance reports.

Certified Performance Improvement Professional This course offers insights and best practices for improving performance in different scenarios, from data analysis and reporting, decision making and initiative management, to building a performance culture.

Certified Employee Performance Management Professional Attendees will gain exposure to best practices and key concepts and will learn how to establish and use criteria for performance evaluations, from implementation to improvement and maintenance of the company’s employee performance management system.

Certified Personal Performance Professional The two-day interactive program will help you understand personal performance, by explaining the benefits and clarifying the process of measuring it. It focuses on identifying ways to boost your performance outside working hours.

Certified Data Visualization Professional An exclusive framework that provides insights on effective visual communication, through a rigorous approach to creating visual representations of vast information, techniques of standardization and tailored data visualization tools.

Certified Data Analysis Professional Attendants will understand through practical learning how to effectively collect, analyze and interpret data by enabling managers/ analysts to draw insights from both quantitative and qualitative data, based on historical statistics and trend analysis.

Certified Benchmarking Professional Benchmarking methodological uniqueness is represented by the identification and analysis of the processes that lead to a superior performance of a company, offering the opportunity to compare an organization’s performance against industry competitors.

Certified Supplier Performance Professional Participants’ skills in managing supplier performance and developing a strategic approach to procurement will be developed by enabling the identification of performance gaps and implementing action agreements with suppliers.

Certified Customer Service Performance Professional Participants will not only understand the importance and implementation phases for the Customer Service Excellence standards, but they will be given the necessary tools to implement it internally and measure its impact externally.

Certified Innovation Performance Professional This course provides an interactive practicebased learning environment, focusing on best practices for developing and maintaining an innovation-oriented organizational culture within organizations.

Certified Balanced Scorecard Management System Professional The course focuses on delivering all the information needed to fully comprehend the value of the Balanced Scorecard, as well as on developing the necessary skills for a successful implementation.

To browse through our upcoming training courses visit our online store at: store.kpiinstitute.org/scheduled-courses

EDUCATIONAL PROGRAMS W hatt the ASEAN region lacks in quantity, it

makes up for in quality. Although there are not as many options available in this part of the world as there are in the GCC, for example, individuals interested in pursuing a career in Performance Management still have a few options from which they can choose. In our research, along with varying ASEAN countries offering higher education opportunities revolving around Performance Management, we have also found other Asian, non-ASEAN countries that offer degrees relating to Performance Management, and thus we have included them in our list, in order to offer our readers the greatest variety of choice.

The first table present a list of higher education institutions, clustered by pertaining country, together with the degrees they offer, the duration of the studies, subjects offered per

degree and, lastly, tuition fees. If the first table focuses namely on the variety of subjects offered by each degree level, the second one contains a selection of those universities in the region that have integrated Performance Management courses in their curriculum.

The universities listed here generally offer degrees centered around the second cycle of higher education, namely Master’s Degrees: MBA, Global MBA, Master in Development Management, Master of Management, Post Graduate Programmes, Master in Business Quality & Performance and one university offers a Bachelor’s degree as well. The most frequent subjects included in their curriculum are: Organizational Behavior, Strategic Management, Operations Management, Corporate Finance, Strategic Thinking and Decision Making and Leadership.

Among the higher education entities which provide a specialized Performance Management course, there are the Muhammadiyah Malang University in Indonesia, the Malaya University, Faculty of Business and Accountancy and the Miriam College, College of Business, Entrepreneurship and Accountancy in Malaysia, and finally the National University of Singapore, Business School and the Singapore Management University in Singapore.

The existing range of education institutions that provide a degree with a performance-related specialization prove the fact that performance management has extended to a point where it became a study subject in itself, crucial to all managerial practices. The level of interest in gaining expertise in this domain, even from the early stages of superior studies, is also following a growth trajectory.

Table: Educational institutions which offer degrees in Performance Management

74

Country

University

Degree

Related subjects/topics

Duration

Cost (2015 fees)

China

Cheung Kong Graduate School of Business

MBA

• Managerial Economics • Leadership • Organizational Behavior • Operations Management • Strategic Management • Business Ethics • Corporate Finance • Business Simulation • Operations Strategy

14 months

$61,446

China

China Europe International Business School

MBA

• Strategic Management • Entrepreneurial Management • Chinese Economic Reform • Statistics for Managerial Decision Making • Operations Management • Corporate Finance • Organizational Behavior • Responsible Leadership and Governance

18 month​​s​

$59,902

China

Guanghua School of Management

Master in Business Administration

• Eastern versus Western Culture • Organizational Behavior • Decision Making and Operations Management • Strategy Management • Business Beyond Profits • Marketing Management • Managerial Economics

2 years

$15,900

EDUCATION

Country

University

Degree

Related subjects/topics

Duration

Cost (2015 fees)

Hong Kong

The Hong Kong University of Science and Technology

Master in Business Administration

• Preparing to Lead • Data Analysis • Information and Technology Management • Management of Organizations • Operations Management • Strategic Management

12 months

$69,900

India

Indian Institute of Management Bangalore

Post Graduate Programme in Enterprise Management

• Strategic Thinking and Decision Making 22 months • Strategic Management of Technology and Innovation • Creating High Performance Organizations • Leading Change and Organizational Renewal • Operations Strategy • Business Data Mining and Decision Models • Strategic Information Systems • Management Control Systems • Social Network Analysis for Managerial Leadership

Indonesia

Binus University Business School

MM Executive in Strategic Management

• Corporate Finance • Marketing Management • Research Methods • Design Thinking for Leaders • Corporate and Business Strategy • Leadership and Organizational Behavior • Innovation and Knowledge Economy • Managing Organizational Change • Strategies for Growth and Value Creation

24 months

USD 353/credit

Japan

Nagoya University of Commerce & Business

Global MBA

• Strategic Thinking • Business Presentation & Negotiation • Innovation of Learning Organization • Internal Control System & Risk Management • Strategic Change Management • Technology & Operations Management • Strategic Store & Channel Management • Organizational Behavior & Leadership • Designing Organizations • Corporate Governance • Strategic Business Planning • Corporate Mission & Strategy • Orchestrating Winning Performance

24 months

$19,879

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

75

EDUCATION

76

Country

University

Degree

Related subjects/topics

Duration

Cost (2015 fees)

Philipines

Asian Institute of Management

Master in Development Management

• Analyzing The Development Environment • Budgeting and Financial Tools for Development Managers • Bridging Leadership • Operations Management in Development • Systems Thinking • Strategic Management in Development • Performance Management System • Strategic Negotiation and Conflict Management

11 months

$13,260

Singapore

National University of Singapore Business School

MBA

• Analytics for Managers • Corporate Strategy • Managerial Economics • Management Practicum • Management Accounting • Managing Operations • Management and Organizations • Leadership in Organizations • Management Communication • Management and Organization • Strategy and Policy

17 months

$45,601

Vietnam

Solvay Brussels School of Economics and Management

Master in Business Quality & Performance Management

• Strategy and business environment • Quality Management Systems • Total Quality and integrated systems • Economic Intelligence and Knowledge Management • Sustainable development • Human Resource Management for quality and performance • Innovation Management

11 months

$44,830

EDUCATION Table: Performance Management University Subjects

Country

University

Subject

Related Degree

India

Indian Institute of Management Bangalore

Managing people and performance in organizations

Master’s Degree

Indonesia

Binus University

Compensation and Performance Management

Bachelor’s Degree

Indonesia

Muhammadiyah Malang University

Performance Management

Master’s Degree

Malaysia

Malaya University, Faculty of Business and Accountancy

Performance Management and Rewards Systems

Master’s Degree

Malaysia

Miriam College, College of Business, Entrepreneurship and Accountancy

Performance Management

Master’s Degree

Singapore

National University of Singapore, Business School

Compensation & Performance Management

Master’s Degree

Singapore

Singapore Management University

Performance Management and Compensation

Master’s Degree

Thailand

Kasetsart University, Faculty of Business Administration

Performance Measurement

Master’s Degree

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

77

MAIN EVENTS O nce

again, the issue of performance management was central to managementrelated conferences. A tendency has been noticed to cause a change in the themes of these events. Thus, the shift has orbited from more general themes such as Performance Management to particular subjects: planning, goal setting and seeking innovation.

In terms of locations, the ASEAN region is, once more, a sought after environment for business meetings, with a high number of international events taking place here, especially in Kuala Lumpur. Numerous conferences, training courses, workshops and seminars are organized in this region, from international to national ones. Most of these events are dedicated to academics and practitioners.

The highest number of large events, though, are found in the practitioners’ field since it is here, in practice, within organizations, that all managerial initiatives are tested for effectiveness and efficiency.

From the ranks of the more internationally valued events, the Oxford Management Centre’s conference, Successful Management for Business Achievement, stands out.

Furthermore, the annual event organized in Singapore will highlight the importance of Customer Experience, as an overarching theme.

Another aspect that draws attention is that there is an increasing interest in improving productivity, innovation and planning.

Events such as the Workplace Innovation and Productivity Skills or the Goal Setting, Planning and Decision-Making conferences, both held in Kuala Lumpur, highlight the importance of constantly seeking innovation, whilst maintaining a high degree of forethought.

The 2016 events provide a peek into the already announced conferences but also the topics proposed for the current year.

Mention must be made that all the information presented below has been compiled using the official websites of the events and that the details regarding dates were correct at the time of their gathering (July, 2016).

Table: Performance Management events in 2016

Date

Title

Type

Location

Duration

Organizer

05-08 September

4th annual Customer Experience Management Asia Summit

Practitioners

Marina Bay Sands, Singapore

4 days

International Quality and Productivity Center

19-23 September

Strategy, Risks, Negotiation & Leadership

Practitioners

Kuala Lumpur

5 days

AZ Tech

19-30 September

Strategic Planning, Management Control and Effective Budgeting

Practitioners

Kuala Lumpur

11 days

AZ Tech

17-21 October

Workplace Innovation & Productivity Skills

Practitioners

Kuala Lumpur

5 days

AZ Tech

31 October4 November

Successful Management for Business Achievement – The 5-day MBA

Practitioners and Professionals

Kuala Lumpur

5 days

Oxford Management Centre

9-10 November

Performance Improvement and KPIs Conference

Practitioners and Professionals

Kuala Lumpur

2 days

The KPI Institute

14-18 November

Goal Setting, Planning & Decision-Making

Practitioners

Kuala Lumpur

5 days

AZ Tech

78

EVENTS Table: Performance Management events in 2016

Date

Title

Type

Location

Duration

Organizer

14-18 November

The 5-day MBA in HR

Practitioners and Professionals

Kuala Lumpur

5 days

Oxford Management Centre

12-23 December

International Oil & Gas Business Management

Practitioners

Kuala Lumpur

11 days

Oxford Management Centre

Title

Type

Location

Duration

Organizer

9-20 January

The Oxford Advanced Management & Leadership Programme

Practitioners

Kuala Lumpur

11 days

Oxford Management Centre

16-20 January

Leading High Performing Teams

Practitioners

Kuala Lumpur

4 days

Oxford Management Centre

30 January03 February

Leadership Excellence in Handling Pressure & Stress

Practitioners and Professionals

Kuala Lumpur

4 days

AZ Tech

15-19 May

Human Resources Development & Personnel Management

Practitioners

Kuala Lumpur

5 days

Oxford Management Centre

15-19 May

Competency-Based Management

Practitioners

Kuala Lumpur

5 days

AZ Tech

15-26 May

The Oxford HRM & Training Programme

Practitioners and Professionals

Kuala Lumpur

11 days

Oxford Management Centre

07-18 August

Certificate in Leadership & Management Excellence

Practitioners

Kuala Lumpur

11 days

AZ Tech

09-20 October

Achieving Leadership Success through People & Innovation

Practitioners and Professionals

Kuala Lumpur

11 days

AZTech

Table: Performance Management events in 2017

Date

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

79

– 2ND ANNUAL –

PERFORMANCE IMPROVEMENT AND KPIs CONFERENCE

NOVEMBER 8TH - 9TH 2016 • GRAND MILLENIUM HOTEL • KUALA LUMPUR

The 2nd edition of the most insightful performance event in Asia Pacific, meant to trigger innovation and challenge your knowledge! key benefits of attending Benchmark With regional performance related best practices Learn How to link strategy to performance and cascade KPIs

IMPROVEMENT IS NOT AN OPTION. IT IS A NECESSITY

50+ 13 sessions

participants

15+ 3 workshops

Gain Insights On using appraisals and reviews to improve performance

keynote speakers

Receive Tips On simplifying and increasing KPIS efficiency

International and regional leaders sharing best practices at the Conference Aurel Brudan Chief Executive Officer The KPI Institute, Australia

Gajani Rajah

Head of Performance & Innovation Management, Sime Darby Group, Malaysia

endorsed by

80

GAURAV SHARMA

Director of HR, The Coca Cola Company - Bottling Investments Group Singapore and Malaysia

WAN EZRIN SAZLI Group Head of People, AirAsia & AirAsia X, Malaysia

strategic partner

Read more about the Conference by accessing: http://kpiinstitute.org/events/performance-improvement-and-kpi-conference/ FEBRUARY 2016

80

CAREER T he “Career” section of the Performance

Management in 2015: ASEAN Edition report is aimed at delivering information about the management job trends and salaries in 2015. Management and top management have been considered

the most representative categories for the development and implementation of performance management and measurement systems, thus the need to assess the state of these two job categories.

The section provides an overview of job

trends and salaries as they are in the ASEAN. The main job trends and performance criteria are presented for each region, followed by tables and charts to visualize salary levels of the main management and top management position analyzed.

Job Trends The number of available positions related to Performance Management is an important indicator, as it shows the concept’s importance, growth rate and market penetration. Research was conducted for all ten countries, using several popular websites for each country, in order to find out the number of jobs offered in this domain. The following tables contain data obtained from this website when searching for three different roles and keywords: “Performance Manager”, “Strategy Manager” and “Performance Management”, as well as the proportion of positions available per country and website. The job positions were manually selected according to their relevance to the keyword and field. The data was correct at the time of the research (August 2016).

It can be noticed that the total number of positions for “Performance Management” is generally larger than the ones for “Performance Manager” and “Strategy Manager”, as a wider range of roles are included in this keyword and the search was not limited to specific job profiles.

For all three job positions, Singapore seems to be the leading market, followed by Malaysia and the Philippines. Taking into consideration that most job openings posted on different websites expire after a month, we can infer that this is a monthly situation for the presented job markets. Overall, the research offers an overview on the openings for performancerelated roles around the ASEAN, in a random month of 2015 and, considering the increasing interest in Performance Management at all levels, it seems reasonable to extrapolate this situation to other periods of the year as well.

We have not included Brunei, Lao PDR and Thailand in the list, as there either were no positions available in this field of expertise or there were no more than one or two jobs available.

Performance Manager

Nr. of Available Positions

Website

Country

300+

Jobstreet.com

Singapore

150+

Jobstreet.com

Malaysia

130+

Jobstreet.com

Philippines

60+

Jobstreet.com

Indonesia

40+

Jobstreet.com

Vietnam

20+

Work.com.mm

Myanmar

10+

Everjobs.com.kh

Cambodia

Strategy Manager

Nr. of Available Positions

Website

Country

200+

Jobstreet.com

Singapore

70+

Jobstreet.com

Malaysia

60+

Jobstreet.com

Philippines

50+

Jobstreet.com

Indonesia

60+

Jobstreet.com

Vietnam

20+

Work.com.mm

Myanmar

10+

Everjobs.com.kh

Cambodia

Performance Management

Nr. of Available Positions

Website

Country

500+

Jobstreet.com

Singapore

250+

Jobstreet.com

Malaysia

400+

Jobstreet.com

Philippines

100+

Jobstreet.com

Indonesia

60+

Jobstreet.com

Vietnam

15+

Everjobs.com.kh

Cambodia

15+

Work.com.mm

Myanmar

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

81

SALARIES W ages

are an important factor in determining both the attractiveness and profitability of a domain. The data below, made public by the free jobs and career community site PayScale, which delivers an outlook over the pay range of positions correspondent to those of Performance Managers and Strategy Managers, in most of the ASEAN countries. If such positions are not featured on PayScale, then we include the average payment of individuals specializing in Performance Management in general.

Furthermore, PayScale does not offer us any data for Brunei Darussalam, Cambodia, Lao PDR and Myanmar and as a result, these could not be included in our list even after accounting for other possible sites that may hold such information.

The highest and the lowest salaries are based on the available positions found on the job website listed before, with the estimated average value being provided as some countries did not have data for the

highest/lowest value for that position. The salary ranges are estimated and, therefore, the accuracy might be affected.

Differences also come from the different positions required, which may vary widely: some industries may look for Senior Performance Managers and, therefore, they will have a higher average salary than the other ones, whilst others will search for an HR assistant or HR specialist, which may be featured with lower financial values.

Gross Salary Per Annum

Country

Job Description

Min

Singapore

Performance Manager

$36,973

$649,639

$N/A

Strategy Manager

$75,015

$182,388

$106,661

Performance Manager

$11,778

$53,652

$N/A

Strategy Manager

$N/A

$N/A

$N/A

Performance Manager

$6,951

$26,971

$N/A

Strategy Manager

$22,140

$55,481

$N/A

Performance Manager

$6,477

$35,454

$15,071

Strategy Manager

$N/A

$N/A

$106,473

Performance Manager

$7,000

$62,000

$19,781

Strategy Manager

$N/A

$N/A

$N/A

Malaysia

Philippines

Indonesia

Vietnam

Performance Management Salary

82

Indonesia

Max

Performance Management Salary

Average

Malaysia

CAREER

Philippines

Performance Management Salary

Vietnam

Performance Management Salary

“

Singapore

Far and away the best prize that

life has to offer is the chance to work hard at work worth doing.

“

Performance Management Salary

- Theodore Roosevelt

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

83

BESTSELLING BOOKS T he following section of the report is dedicated to bestselling

books which have either Performance Management, or a closelyrelated subject, as the main theme. The selection was made according to the top ten books on sold Amazon.com, the world’s biggest online retailer. The large number of results shown for each of the selected keywords highlight an increase in the

number of experts offering their expertise in this domain, as well as a higher maturity when it comes to performance related research and publishing.

The rankings below were generated in December, 2015 and, since then, changes might have occurred.

Table: Top 10 books on “Performance Management” (December 2015)

Performance Management

No

Title

Author

Published

1

Triggers: Creating Behavior That Lasts—Becoming the Person You Want to Be

Marshall Goldsmith, Mark Reiter

2015

2

The Truth About Employee Engagement: A Fable About Addressing the Three Root Causes of Job Misery

Patrick M. Lencioni

2015

3

Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead

Laszlo Bock

2015

4

The Disciplined Leader: Keeping the Focus on What Really Matters

John Manning, Katie Roberts

2015

5

Creating Innovators: The Making of Young People Who Will Change the World

Tony Wagner

2015

6

Blue Ocean Strategy, Expanded Edition: How to Create Uncontested Market Space and Make the Competition Irrelevant

W. Chan Kim, Renée Mauborgne

2014

7

Leadership: Elevate Yourself and Those Around You – Influence, Business Skills, Coaching & Communication

Ross Elkins

2015

8

Under the Hood: Fire Up and Fine-Tune Your Employee Culture

Stan Slap

2015

9

Performing Under Pressure: The Science of Doing Your Best When It Matters Most

Hendrie Weisinger, J.P. Pawliw-Fry

2015

10

Management: Golden Nugget Methods to Manage Effectively – Teams, Personnel Management, Management Skills, and Conflict Resolution

Ross Elkins

2015

Table: Top 10 books on “Corporate Performance Management” (December 2015)

Corporate Performance Management

No

Title

Author

Published

1

The Best Place to Work: The Art and Science of Creating an Extraordinary Workplace

Ron Friedman PhD

2015

2

Key Performance Indicators: Developing, Implementing, and Using Winning KPIs

David Parmenter

2015

3

Business Valuation For Dummies

Lisa Holton

2015

4

Key Performance Indicators For Dummies

Bernand Marr

2015

5

Data Driven: How Performance Analytics Delivers Extraordinary Sales Results

Jenny Dearborn

2015

6

Performance and Progress: Essays on Capitalism, Business, and Society

Subramanian Rangan

2015

7

The Leadership Capital Index: Realizing the Market Value of Leadership

Dave Ulrich

2015

8

Corporate Value Creation: An Operations Framework for Nonfinancial Managers (Wiley Corporate F&A)

Lawrence C. Karlson

2015

9

The 2016-2021 Outlook for Corporate Performance Management (CPM) Software in the United States

Icon Group International

2015

10

Corporate Project Management: Planning, Scheduling & Tracking Performance

Dr. Lionel Smalley

2015

84

RESOURCES

Table: Top 10 books on “Business Performance Management” (December 2015)

Business Performance Management

No

Title

Author

Published

1

Work Smarter Not Harder: 18 Productivity Tips That Boost Your Work Day Performance

Timo Kiander

2015

2

Performance Reviews (HBR 20-Minute Manager Series)

Harvard Business Review

2015

3

Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results

Robert J. Anderson, William A. Adams

2015

4

The Open Organization: Igniting Passion and Performance

Jim Whitehurst

2015

5

Information Technology for Management: Digital Strategies for Insight Action, and Sustainable Performance

Efraim Turban, Linda Volonino

2015

6

Performance Management: Learn the system of different processes that combine to create an effective workforce within your company that an effectively reach your business goals

Farooq Soofi

2015

7

How to design and install industry sales incentive compensation plans: A practical guide to installing business and industry performance-based incentive bonus plans

Dale Arahood

2015

8

Business Intelligence and Performance Management

Peter Rausch

2015

9

Transforming Business with Program Management: Integrating Strategy, People, Process, Technology, Structure, and Measurement (Best Practices and Advances in Program Management)

Satish P. Subramanian

2015

10

Bridging Organization Design and Performance: Five Ways to Activate a Global Gregory Kesler, Amy Kates Operation Model

2015

Table: Top 10 books on “Enterprise Performance Management” (December 2015)

Enterprise Performance Management

No

Title

Author

Published

1

Lean Enterprise: How High Performance Organizations Innovate at Scale (Lean(O’Reilly)

Jez Humble, Joanne Molesky

2015

2

Agile Metrics in Action: Measuring and Enhancing the Performance of Agile Teams

Christopher W.H. Davis

2015

3

The Wisdom of Teams: Creating the High-Performance Organization

Jon R. Hatzenbach, Douglas K. Smith

2015

4

Enterprise Search: Enhancing Business Performance

Martin White

2015

5

Directing the ERP Implementation: A Best Practice Guide to Avoiding Program Failure Traps While Tuning System Performance (Resource Management)

Michael W. Pelphrey

2015

6

PHR/SPHR Professional in Human Resources Certification Deluxe Study Guide Sandra M. Reed, Anne M. Bogardius

2015

7

Primed to Perform: How to Build the Highest Performing Cultures Through the Neel Doshi, Lindsay McGregor Science of Total Motivation

2015

8

Enterprise Information Management in Practice: Managing Data and Leveraging Profits in Today’s Complex Business Environment

Saumya Chaki

2015

9

Trust and Betrayal in the Workplace: Building Effective Relationships in Your Organization

Dennis Reina PhD

2015

10

Integrated Enterprise Excellence, Vol 1: The Basics: Golfing Buddies Go Beyond Forrest Breyfogle III Lean Six Sigma and the Balanced Scorecard

2015

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

85

RESOURCES Table: Top 10 books on “Operational Performance Management” (December 2015)

Operational Performance Management

No

Title

Author

Published

1

Quality Management Systems: Building and Sustaining Performance Excellence (Operational Excellence Series Book 5)

Krasimir Kirov

2015

2

Practical Lean Six Sigma for Offices (New! Revised with Links to over 30 Excel Worksheets): Using the A3 and Lean Thinking to Improve Operational Performance in ALL Types of Office Environments!

Rob Ptacek

2015

3

Operational Excellence: Journey to Creating Sustainable Value

John S. Mitchell

2015

4

Quantitative Models for Performance Evaluation and Benchmarking: Data Envelopment Analysis with Spreadsheets (International Series in Operations Research & Management Science)

Joe Zhu

2015

5

Big Data: Using SMART Big Data, Analytics and Metrics To Make Better Decisions and Improve Performance

Bernard Marr

2015

6

The End of the Job Description: Shifting From a Job-Focus To a Performance-Focus

Tim Baker

2015

7

Benchmarking for Performance Evaluation: A Production Frontier Approach

Subhash C. Ray, Subal C. Kumbhakar

2015

8

Star Performance: Uniting Planning and Doing for a High Performance Leadership Model

Justin Thompson

2015

9

Supply Chain Optimization under Uncertainty. Supply Chain Design for Optimum Performance

Barrie Michael Cole

2015

10

Achieving Excellence in Deal/Distributor Performance: How to Increase Profitability, Cash Flow, Market Share and Customer Retention (Excellence in…Industrial Equipment Distribution)

Walter J. McDonald, Tim Hilton

2015

Table: Top 10 books on “Individual Performance Management” (December 2015)

Individual Performance Management

No

Title

Author

Published

1

Step by Step in Developing BSC – Based Individual Performance Management (Indonesian Edition)

Suwardi Luis

2015

2

Performance Management

Ganeshbhai C. Narbhavar

2015

3

Performance Management Essentials

Lynette Lyons

2015

4

Performance Magazine: Printed Edition – 2/2015 (Performance Management: Printed Edition) (Volume 1)

The KPI Institute and Aurel Brudan

2015

5

Human Performance Consulting (Improving Human Performance)

James S. Pepitone

2015

6

N=1: How the Uniqueness of Each Individual Is Transforming Healthcare

John Koster and Gary Bisbee

2015

7

Dive into Performance Management

Leslie Macfarlane

2015

8

Performance Management – Simple Steps to Win, Insights and Opportunities for Maxing Out Success

Gerard Blokdijk

2015

9

Achieving the Perfect Fit (Improving Human Performance)

Nick Boulter, Murray Dalziel PhD, Jackie Hill

2015

10

Managing People: A Practical Guide for Front-line Managers

Rosemary Thomson, Eileen Arney

2015

86

RESOURCES Table: Top 10 books on “Employee Performance Management” (December 2015)

Employee Performance Management

No

Title

Author

Published

1

Dealing with Problem Employees: How to Manage Performance & Personal Issues in the Workplace

Amy Delpo JD, Lisa Guerin JD

2015

2

Mastering Employee Engagement: Easy Performance Management Tools by David Zinger

David Zinger, Melany Gallant

2015

3

Anytime Coaching: Unleashing Employee Performance, Second Edition

Teresa Wedding Kloster, Wendy Sherwin Swire

2015

4

Managing Employee Performance and Reward: Concepts, Practices, Strategies

John Shields

2015

5

Strategic Reward and Recognition: Improving Employee Performance Through John G. Fisher Non-monetary Incentives

2015

6

7 Best Practices for Effective Human Resource Management: Hire the Right People and Create the Rules to Get the Best Results From Your Employees

Bill Gottlin

2015

7

Why They Follow: How to Lead with Positive Influence

Scott Love

2015

8

What Does It Mean To Be A Manager?: Five Phases of Employee Performance and Eighteen Tasks of Management

Gil Herman

2015

9

The Ultimate Manager’s Guide To Managing Employees

Roy Spieckerman

2015

10

StandOut 2.0: Assess Your Strengths, Find Your Edge, Win at Work

Marcus Buckingham

2015

Table: Top 10 books on “Personal Performance” (December 2015)

Personal Performance

No

Title

Author Gene Robinson

Published

1

Who Knew? And Why Didn’t They Tell Us???: Your Pocket Personal Performance Coach

2015

2

Instant Motivation: The surprising truth behind what really drives performance Chantal Burns

3

Organize Tomorrow Today: 8 Ways to Retrain Your Mind to Optimize Performance at Work and in Life

Jason Selk, Tom Bartow,

4

Time Management: learn the 6 vital steps to boost productivity, increase daily performance, and create action ((productivity, self help, personal transformation)

Johnathan Emile

2015

5

Conquering Life’s Stage Fright: Three Steps to Top Performance

Mark Schulman

2015

6

Future Brain: The 12 Keys to Create Your High-Performance Brain

Jenny Brockis

2015

7

The Pressure Paradox: Your Path to Maximum Productivity, Performance & Peace of Mind

Martin Grunburg

2015

8

The Energized Executive: How to Get Focused, Strong and Calm. 25 Easy Tools for Jessica Schmidt, Jennifer Colen, Peak Performance in Business and Beyond. (Executive Sutra Leadership Series Book 1) Nicole Goddard

2015

9

Brain Hacks, Unlock Your Intelligence

T.J. Robinson

2015

10

The 21 Laws of High Performance

Mario Scian

2015

2015 2015

Matthew Rudy

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

87

RESOURCES Table: Top 10 books on “Strategy Execution” (December 2015)

Strategy Execution

No

Title

Author

Published

1

The Future of Technology Management and the Business Environment: Lessons Alfred A. Marcus on Innovation, Disruption, and Strategy Execution

2015

2

Strategic Analytics: Advancing Strategy Execution and Organizational Effectiveness

Alec Levenson

2015

3

Your Strategy Needs a Strategy: How to Choose and Execute the Right Approach

Martin Reeves, Knut Haanaes, Janmejaya Sinha

2015

4

Leading with Strategic Thinking: Four Ways Effective Leaders Gain Insight, Drive Change, and Get Results

Aaron K. Olson, B. Keith Simerson

2015

5

Strategy Rules: Five Timeless Lessons from Bill Gates, Andy Grove, and Steve Jobs

David B. Yoffie, Michael A. Cusumano

2015

6

Foundations of Strategy

Robert M. Grant, Judith J. Jordan

2015

7

The Execution Pipeline: A Step-By-Step Guide To Moving Your Business Idea From Dream To Reality

Anthony M. Flynn

2015

8

Remix Strategy: The Three Laws of Business Combinations (Harvard Business School Press)

Benjamin-Gomes-Casseres

2015

9

Business Strategy: A guide to effective decision-making (Economist Books)

The Economist, Jeremy Kourdi

2015

10

Enterprise IoT: Strategies and Best Practices for Connected Products and Services

Dirk Slama, Frank Puhlmann, Jim Morrish, Rishi M. Bhatnagar

2015

Table: Top 10 books on “Strategic Management” (December 2015)

Strategy Management

No

Title

Author

Published

1

Strategic Management: Text and Cases

Gregory Dess, Gerry McNamara

2015

2

Strategic Management: A Critical Introduction

Richard Godfrey

2015

3

Strategic Management for Tourism, Hospitality and Events

Nigel Evans

2015

4

Strategic Management in Public Services Organizations: Concepts, Schools and Ewan Ferlie, Edoardo Ongaro Contemporary Issues

5

Research Methods for Strategic Management

Giovanni Battista Dagnino, Maria Cristina Cinici

2015

6

Everything in Its Place: Entrepreneurship and the Strategic Management of Cities, Regions, and States

David B. Audretsch

2015

7

Strategic Brand Management

Richard Rosenbaum-Elliott, Larry Percy

2015

8

Strategic Sourcing and Category Management: Lessons Learned at IKEA

Magnus Carlsson

2015

9

Strategic Management: Concepts and Cases

Jeffrey H. Dyer, Paul Godfrey

2015

10

Strategic Planning: As Simple as A,B,C

David R. Mcclean

2015

88

2015

RESOURCES

LATEST PUBLISHED BOOKS T he following list was compiled by using the same methodology

employed for Bestselling Books, only with the focus being placed on the publication date. The content of this section reflects the most recent areas of interest in the Performance Management field, as

seen by experts. Since the list containing the latest published books in this domain was created in January, 2016, changes might have occurred in the time lapsed. However, the information presented was accurate at that time.

Table: The latest published books on “Performance Management” (January 2016)

Performance Management

No

Title

Author

Published

1

Hiring Greatness: How to Recruit Your Dream Team and Crush the Competition

David E. Perry, Mark J. Haluska December 30th, 2015

2

How To Lead A Quest: A Handbook for pioneering executives

Jason Fox

December 29th, 2015

3

Performance Management in Higher Education: Theoretical Foundations and Empirical Investigations

Elsa Serpico

December 29th, 2015

4

Building a Culture of Innovation: A Practical Framework for Placing Innovation Cris Beswick, Jo Geraghty December 28th, 2015 at the Core of Your Business

5

Performance Reviews and Coaching: The Performance Management Collection Dick Grote

6

Managerial Strategies and Practice in the Asian Business Sector

U Zeyar Myo Aung, Patricia December 22nd, 2015 Ordoñez de Pablos

7

Strategic Management and Business Analysis

Wyn Jenkins, Dave Williamson

December 18th, 2015

8

Eliminating Project Waste: The massive business performance opportunity ‘hiding in plain sight’

Jed Simms, Alexandra Chapman

December 17th, 2015

9

An Introduction to Operations Management: The Joy of Operations

Ajay Das

December 16th, 2015

10

Partnering with the Frenemy: A Framework for Managing Business Relationships, Minimizing Conflict, and Achieving Partnership Success

Sandy Jap

December 10th, 2015

December 22nd, 2015

Table: The latest published books on “Corporate Performance Management” (January 2016)

Corporate Performance Management

No

Title

Author

Published

1

Decide: How to Manage the Risk in Your Decision Making

Bryan Whitefield

December 21st, 2015

2

Performance Magazine: Printed Edition – 2/2015 (Performance Management Printed Edition) (Volume 1)

The KPI Institute and Aurel Brudan

December 15th, 2015

3

Financial Intelligence for Supply Chain Managers: Understand the Link between Operations and Corporate Financial Performance

Steven M. Leon

November 27th, 2015

4

Managing Big Data Integration in the Public Sector (Advances in Public Policy and Administration)

Anil Aggarwal

November 4th, 2015

5

Corporate Project Management, Planning, Scheduling & Tracking Performance Dr. Lionel Smalley

October 30th, 2015

6

Managing thee Corporate University Watershed (Optimising Demand-led Learning)

Richard Dealtry

October 19th, 2015

7

Selling, General, and Administrative (SG&A) Expenses Performance Management

Ron Dimon

October 18th, 2015

8

The 2016-2021 Outlook for Corporate Performance Management (CPM) Software in the United States

Icon Group International

September 30th, 2015

9

Does Corporate Performance Improve After Mergers?

Paul M. Healy

September 27th, 2015

10

Corporate Special Forces: A perpetual competitive edge in 5 steps

Frank Koehler, John Sell, Cris Noel

September 4th, 2015

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

89

RESOURCES Table: The latest published books on “Business Performance Management” (January 2016)

Business Performance Management

No

Title

Author

Published

1

How to Assess the Health of Your Business Regularly: Basics for Beginners

Joan Mullally, Jim Franklin

December 27th, 2015

2

Analytics in Operations/Supply Chain Management

Muthu Mathirajan, Chandrasekharan Rajendran

December 24th, 2015

3

The Handbook for Integrity in Business: Do You Operate Your Business with Integrity Principles

Dennis AuBuchon

December 23rd, 2015

4

Evaluating Performance for Business

Megan Savage

December 20th, 2015

5

Customer Experience Management: How to Improve on Performance and Results & Increase Customer Loyalty

Brooke R. Envick PhD

December 17th, 2015

6

On Business Management: Doubting a Nobel Laureate

Cameron Best

November 25th, 2015

7

The link between human resource practice and business performance

Eby Gold

November 25th, 2015

8

Worlds Collide: How Business Can Be Enriching For All!: Be the leader who knows how to make it happen

The McArdle Burkhardt Center for Leadership and Business Development

November 6th, 2015

9

Enterprise Search: Enhancing Business Performance

Martin White

October 25th, 2015

10

Brilliant Productivity (Brilliant Business)

Grace Marshall

January 8th, 2015

Table: The latest published books on “Enterprise Performance Management” (January 2016)

Enterprise Performance Management

No

Title

Author

Published

1

Enterprise Information Management in Practice: Managing Data and Leveraging Profits in Today’s Complex Business Environment

Saumya Chaki

December 17th, 2015

2

Integrated Enterprise Excellence, Vol II: Business Deployment: A Leader’s Guide for Going Beyond Lean Six Sigma and the Balanced Scorecard

Forrest Breyfogle III

December 19th, 2015

3

Internal Auditing and Enterprise Risk Management: A Research Approach on the Evolution, Roles of Internal Auditors, Implementation, Challenges and the Impact of the Erm on Organisational Performance

Mohd Ariff Bin Kasim, Siti Rosmaini Binti Mohd Hanafi

November 5th, 2015

4

Energized Enterprise: Leading Your Workforce to New Peaks of Performance in the Public Sector and Beyond

Marta Wilson

September 15th, 2015

5

Challenges, Performances and Tendencies in Organisation Management

Ovidiu Nicolescu, Lester Lloyd-Reason

July 29th, 2015

6

Understanding the Lean Enterprise: Strategies, Methodologies, and Principles for a More Responsive Organization

Andrea Chiarini, Pauline Found, Nicholas Rich

Juy 10th, 2015

7

Innovation Spaces in Asia: Entrepreneurs, Multinational Enterprises and Policy

Maureen McKelvey, Sharmistha Bagchi-Sen

May 27th, 2015

8

The Importance of Operating Figures in Enterprise Controlling. Analysis of the Different Performance Measurement Systems

Julia Teigeler

May 11th, 2015

9

Measuring and Communicating Security’s Value: A Compendium of Metrics for Enterprise Protection

George Campbell

April 15th, 2015

10

Enterprise Relationship Management: A Paradigm for Alliance Success

Andrew Humphries, Richard Gibbs

March 3rd, 2015

90

RESOURCES Table: The latest published books on “Operational Performance Management” (January 2016)

Operational Performance Management

No

Title

Author

Published

1

ERP as a Strategic Tool to Drive Business Performance Improvement

Gene Caiola, Dr. Jill A. O’Sullivan

December 14th, 2015

2

Bridging Organization Design and Performance: Five Ways to Activate a Global Operation Model

Gregory Kesler, Amu Kates

November 23rd, 2015

3

Organisational Performance Management in Sport (Routledge Research in Sport Ian O’Boyle Business and Management)

4

The Supply Chain Game Changers: Applications and Best Practices that are Shaping the Future of Supply Chain Management

Theodore Stank, J. Paul Dittmann, Michael Burnette, Chad W. Autry

October 22nd, 2015

5

Effective Strategy Execution: Improving Performance with Business Intelligence (Management for Professionals)

Bernd Heesen

September 9th, 2015

6

Operations Management: Practical Guide To Operations Management

Eng. Yaser Ibrahim Kashgari

May 17th, 2015

7

Quality Management Systems: Building And Sustaining Performance Excellence (Operational Excellence Series Book 5)

Krasimir Kirov

April 29th, 2015

8

The Practical Lean Six Sigma Pocket Guide XL - Using the A3 and Lean Thinking to Improvement Operational Performance in ANY Industry, ANY Time!

Rob Ptacek, Todd Sperl, Jayant Trewn PhD, Joe Eubanks, Jody Alexander

9

Big Data analysis: data-driven enterprise performance optimization. process management and operational decisions

Mei Da Wen Bo Te, Wu Jun Shen Yi

10

Supply Chain Optimization under Uncertainty. Supply Chain Design for Optimum Performance

Barrie Michael Cole

November 23rd, 2015

March 23rd, 2015

March 1st, 2015 January 15th, 2015

Table: The latest published books on “Individual Performance Management” (January 2016)

Individual Performance Management

No

Title

Author

Published

1

Performance Management In a Day

Charles Nilsson

December 23rd, 2015

2

Practical Management Strategies: A simple guide to leadership and management

Dr. Karel de Laat PhD

3

Career Planning and Succession Management: Developing Your Organization’s Talent for Today and Tomorrow, 2nd Edition

William J. Rothwell, Robert D. Jackson, Cami L. Ressler, Maureen Connelly Jones, Meg Brower

June 30th, 2015

4

Human Performance Consulting (Improving Human Performance)

James S. Pepitone

June 29th, 2015

5

Evidence of Leadership: A Review of the Science of Leadership

Dr. Mark T. Green

June 17th, 2015

6

Authentic Personal Brand Coaching: Entrepreneurial Leadership Brand Coaching Hubert K. Rampersad for Sustainable High Performance

June 1st, 2015

7

Step by Step in Developing BSC - Based Individual Performance Management

Suwardi Luis

May 18th, 2015

8

The CEO’s Guide from Good to Great: How to Focus the Power of Your People and Move to the Next Level

Stephen Hawley Martin

May 10th, 2015

9

Managing People: A Practical Guide for Front-line Managers

Rosemary Thomson, Eileen Arney, Andrew Thomson

February 27th, 2015

10

Managing People in Sport Organizations: A Strategic Human Resource Management Perspective

Tracy Taylor, Alison Doherty, Peter McGraw

January 15th, 2015

October 22nd, 2015

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Table: The latest published books on “Employee Performance Management” (January 2016)

Employee Performance Management

No

Title

Author

Published

1

Dream Job in 90 Days: Practical Steps for Career Success

Anurag Mehra, Abhijeet Virmani

December 30th, 2015

2

Human Resource Management

Mir Asfand Yar Bakht Ali

December 29th, 2015

3

Building a Culture of Innovation: A Practical Framework for Placing Innovation at the Core of Your Business

Cris Beswick, Jo Geraghty, Derek Bishop

December 28th, 2015

4

Think One Team: The Revolutionary 90 Day Plan that Engages Employees, Connects Silos and Transforms Organisations

Graham Winter

December 21st, 2015

5

Analysis of different rewards at ABC House to improve employee’s performance

Muhammad Naeem

November 25th, 2015

6

Employee Commitment - Simple Steps to Win, Insights and Opportunities for Maxing Out Success

Gerard Blokdijk

November 17th, 2015

7

Performance Management: Learn the system of different processes that combine to create an effective workforce within your company that can effectively reach your business goals

Farooq Soofi

November 12th, 2015

8

Employee Engagement and its Relation to Hospital Performance

Srinivas Goud Bulkapuram

November 10th, 2015

9

Latent Output: Realizing Hidden Potential

Karuna Shankar Pande

November 7th, 2015

10

Work Progress Feedback and Employees Performance in Organizations

Beauttah Mwangi Waweru, Alice Simiyu, Kellen Kiambati

October 30th, 2015

Author

Published

Table: The latest published books on “Personal Performance” (January 2016)

Personal Performance

No

Title

1

The Aha! Moment: The Guide to Creating a Game Changer

Cory The Author

December 31st, 2015

2

Maximum Performance and Productivity

George Carroll

December 30th, 2015

3

Design Your Life from the Inside Out: Create a Blueprint for Living an Outstanding Life

Tina Murray

December 28th, 2015

4

Managing The Mental Game: How To Think More Effectively, Navigate Uncertainty, & Build Mental Fortitude

Jeff Boss

December 26th, 2015

5

The Entrepreneurial Self: Fabricating a New Type of Subject

Ulrich Bröckling

December 25th, 2015

6

Organize Tomorrow Today: 8 Ways to Retrain Your Mind to Optimize Performance at Work and in Life

Jason Selk, Tom Bartow, Matthew Rudy

December 22nd, 2015

7

Think Like an Entrepreneur, Act Like a CEO: 50 Indispensable Tips to Help You Stay Afloat, Bounce Back, and Get Ahead at Work

Beverly E. Jones

December 21st, 2015

8

HealthWealth: Feel Like A Billion Dollars Every Day Of The Week

Daniel Grant

December 21st, 2015

9

Time Management: learn the 6 vital steps to boost productivity, increase daily Johnathan Emile performance, and create action ((productivity, self help, personal transformation))

December 20th, 2015

10

Future Brain: The 12 Keys to Create Your High-Performance Brain

November 2nd, 2015

92

Jenny Brockis

RESOURCES

Table: The latest published books on “Strategy Execution” (January 2016)

Strategy Execution

No

Title

Author

Published

1

The Future of Technology Management and the Business Environment: Lessons on Innovation, Disruption, and Strategy Execution

Alfred A. Marcus

2

Organizational Change and Strategy: An Interlevel Dynamics Approach

João Neiva de Figueiredo, Nicholas S. Rashford, David December 24th, 2015 Coghlan

3

The TOP 5%

Jed Simms, Alexandra Chapman

4

Strategic Sustainable Business (Leading Innovative Organizations)

Jonathan H. Westoever PhD December 10th, 2015

5

Social Media for Writers: Marketing Strategies for Building Your Audience and Selling Books

Tee Morris, Pip Ballantine, Chuck Wendig

December 1st, 2015

6

Growing Pains: Building Sustainably Successful Organizations

Eric G. Flamholtz, Yvonne Randle

November 23rd, 2015

7

Strategic Focus: The Art of Strategic Thinking

Cecilia Lynch

November 3rd, 2015

8

Strategic Analytics: Advancing Strategy Execution and Organizational Effectiveness

Alec Levenson

November 2nd, 2015

9

Making Strategy Works

ManageMentor

July 10th, 2015

10

Your Strategy Needs a Strategy: How to Choose and Execute the Right Approach

Martin Reeves, Knut Haanaes, Janmejaya Sinha

June 9th, 2015

December 24th, 2015

December 16th, 2015

Table: The latest published books on “Strategic Management” (January 2016)

Strategic Management

No

Title

Author

Published

1

Edge Strategy: A New Mindset for Profitable Growth

Alan Lewis, Dan McKone

December 29th, 2015

2

Strategic Foresight for Public Institutions

Witter Tobias

December 29th, 2015

3

Strategic Management and Business Analysis

Wyri Jenkins, Dave Williamson

December 22nd, 2015

4

Business Strategic Plan: Ultimate Guide for Strategic Plan

Benard Volt, Charity W. K.

December 16th, 2015

5

Strategic Brand Management

Alexander Chernev

December 15th, 2015

6

Advanced Strategic Management: A Multi-Perspective Approach

Véronique Ambrosini, Mark December 11th, 2015 Jenkins, Nardine Mowbray

7

Strategic Management

Richard Lynch

December 4th, 2015

8

Strategic Talent Management: Contemporary Issues in International Context

Paul Sparrow, Hugh Scullion, Ibraiz Tarique

December 3rd, 2015

9

Strategic Alliances for Sme Development (Research in Strategic Alliances)

T. K. Das

November 1st, 2015

10

Cognition and Strategy (Advances in Strategic Management)

Giovanni Gavetti, William Ocasio

August 28th, 2015

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RESOURCES

ACADEMIC JOURNAL ARTICLES

T here are two stages in the process of improving a certain field of

activity or subject. The first takes place on the theoretical scene and the second employs the gained knowledge in a real-life situation.

Because the two are inseparable, education plays a role that is just as important as its practical applications. As such, the following section is an extension of the educational side of performance management, by presenting a list of academic articles written in 2015.

The selection has been made based on the following key words: performance management, organizational performance, performance measurement, operational performance, employee performance and, finally, personal performance.

The information has been gathered by using the following sources: Google Scholar Search, sciencedirect.com and anelis.ro.

Performance Management (Table: The Latest Publised Articles)

No. Title

Author

Publication date

Journal

1

Management innovation and firm performance: An integration of research findings

Richard M. Walker, Jiyaeo Chen, Deepa Aravind

Oct, 2015

European Management Journal

2

Selected Components Affecting Quality of Performance Management Systems

Lucie Jelinkova, Michaela Striteska

Dec, 2015

3

The interaction of chief executive officer and top management team on organization performance

Fang-Yi Lo, Pao-Hung Fu

Dec, 2015

Journal of Business Research

4

Product portfolio management – Targets and key performance indicators for product portfolio renewal over life cycle

Arto Tolonen, Marzieh Shahmarichatghieh, Janne Harkonen, Harri Haapasalo

Dec, 2015

International Journal of Production Economics

5

Renewal of Performance Management System in Family Agatha Rinta Suhardi Company

Nov, 2015

Procedia – Social and Behavioral Sciences

6

Strategic Performance Management with Focus on the Customer

Michaela Striteska, Lucie Jelinkova

Dec, 2015

Procedia – Social Behavioral Sciences

7

Benchmarking construction waste management performance using big data

Weisheng Lu, Xi Chen, Yi Peng, Liyin Shen

Dec, 2015

Resources, Conversation and Recycling

8

Environmental operations management and its links with proactivity and performance: A study of the UK food industry

Stephanie Graham, Antony Potter

Dec, 2015

International Journal of Production Economics

9

Green supply chain management and firms’ performance: Ana Beatriz Lopes de Sousa Nov, 2015 Understanding potential relationships and the role of green Jabbour, Fernanda Cortegoso sourcing and some other green practices de Oliveira Frascareli, Charbel Jose Chappetta Jabbour

Resources, Conversation and Recycling

Procedia – Social Behavioral Sciences

10 The effects of forecast typ and performance-based incentives on the quality of management forecasts

Clara Xiaoling Chen, Kristina Oct, 2015 M. Rennekamp, Flora H. Zhou

Accouting, Organizations and Society

11 Evaluation of knowledge management performance: An organic approach

Le Chen, Patrick S.W. Fong

Jun, 2015

Information & Management

12 The Experimental Research Regarding the Promotion of High Performance Managment within Arad University Sport Club

Serban Ovidiu Gheorghe, Mihailescu Nicolae

May, 2015

Procedia – Social and Behavioral Sciences

94

RESOURCES Performance Management (Table: The Latest Publised Articles)

No. Title

Author

Publication date

Journal

13 Developing a performance management framework for a Ian O’Boyle national sport organization

May, 2015

Sport Management Review

14 Strategic Business Performance Management on the Base Roman Zamecnik, Rastislav of Controlling and Managerial Information Support Rajnoha

Oct, 2015

Procedia Economics and Finance

15 Supplier Performance Management at Higher Education Sallaudin Hassan, Siti Hajar Institutes Ramli, Rahmat Roslan, Jimisiah Jaafar 16 Performance Management in Horizontal Business Networks: A systematic review

Nov, 2015

Franciele Bonnato, Luis Aug, 2015 Mauricio Martins de Resende, Leozenir Mendes Betim, Rafael da Silva Pereira, Thompson von Agner

Procedia Economics and Finance

IFAC-PaperOnLine

17 Management and performance of strategic multipartner Lara Agostini, Roberto SME networks Filippini, Anna Nosella

Nov, 2015

International Journal of Production Economics

18 Strategic cost management and performance: The case of environmental costs

Jean-François Henri, Olivier Boiral, Marie-Josée Roy

Mar, 2015

The British Accounting Review

19 Performance Management as a Process of Promoting Innovation in Software Industry

Athanasios Giannopoulos

Feb, 2015

Procedia – Social and Behavioral Sciences

20 Changing Routine: Reframing Performance Management Philip Stiles, Jonathan Trevor, Jan, 2015 within a Multinational Elaine Farndale, Shad S. Morris, Jaap Paauwe, Günter K. Stahl, Patrick Wright

Journal of Management Studies

21 Does Training Matter? Evidence from Performance Management Reforms

Alexander Kroll, Donald P. Moynihan

Feb, 2015

Public Administration Review

22 Unpacking the black box: A realist evaluation of performance management for social services

Hwee Tend Robyn Tan, Gill Harvey

Nov, 2015

Public Administration Review

23 Towards an autonomic performance management approach for a cloud broker environment using a decomposition-coordination based methodology

Rajat Mehrotra, Srishti Srivastava, Ioana Banicescu, Sherif Abdelwahed

Apr, 2015

Future Generation Computer Systems

24 Exploring staffs’ work performance of M food chain: From human resources management perspective

Pao-Cheng Lin, Hui-Ling Hu, Shao-Yu Li, Pei-Kuan Lin

Jun, 2015

Service Systems and Service Management

25 Hybridity, coping mechanisms, and academic performance management: comparing three countries

Christine Teelken

Jan, 2015

Public Administration Review

26 Public Sector Size and Performance Management: A Case-Study of Post-Revolution Tunisia

Anne Brockmeyer, Maha Khatrouch, Gaël Raballand

Jan, 2015

Social Science Research Network

27 The Role of Organizational Social Capital in Performance Management

Michele Tantardini, Alexander Kroll

Oct, 2015

Public Performance & Management Review

28 Performance Measurement and Management in the Public Sector: Some Lessons from Research Evidence

Jie Gao

Jun, 2015

Public Administration and Development

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

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RESOURCES Performance Measurement (Table: The Latest Publised Articles)

No. Title

Author

Publication date

Journal

1

The Significance of SOEs Performance Measurement as Policy Instrument in Baltic Countries

Ruta Kloviene, Edita Gimzauskiene, Dalius Misiunas

Dec, 2015

Procedia – Social and Behavioral Sciences

2

The Aspects of Performance Measurement in Public Sector Organization

Ingrida Balaboniene, Giedre Dec, 2015 Vecerskiene

Procedia – Social and Behavioral Sciences

3

Is Performance Measurement System Going Towards Sustainability in SMEs?

Lina Kloviene, Maria-Teresa Speziale

Dec, 2015

Procedia – Social and Behavioral Sciences

4

The use of Web analytics for digital marketing performance measurement

Joel Järvinen, Heikki Karjaluoto

Oct, 2015

Industrial Marketing Management

5

Future proofing PPPs: Life-cycle performance measurement and Building Information Modelling

Peter E.D. Love, Junxiao Liu, Aug, 2015 Jane Matthews, Chun-Pong Sing, Jim Smith

Automation in Construction

6

The ‘logic of escalation’ in performance measurement: An analysis of the dynamics of a research evaluation system

Peter Woelert

Policy and Society

7

Evolution of the performance measurement system in Debora M. Gutierrez, Feb, 2015 the Logistics Department of a broadcasting company: An Luiz F. Scavarda, Luiza action research Fiorencio, Roberto A. Martins

International Journal of Production Economics

8

Measuring health system performance: A new approach to Toni Ashton accountability and quality improvement in New Zealand

Aug, 2015

Health Policy

9

The Concept of Management Control System and Its Relation to Performance Measurement

May, 2015

Procedia Economics and Finance

Ladislav Siska

Mar, 2015

10 Incorporating destination quality into the measurement of A. George Assaf, Efthymios G. Aug, 2015 tourism performance: A Bayesian approach Tsionas

Tourism Management

11 Use of wearable technology for performance assessment: A Enrica Papi, Denise Oseivalidation study Kuffour, Yen-Ming A. Chen, Alison H. McGregor

Jul, 2015

Medical Engineering & Physics

Publication date

Journal

Organizational Performance (Table: The Latest Publised Articles)

No. Title

Author

1

Effect of Intellectual Capital on Organizational Performance Maryam Jameelah Hashim, Idris Osman, Syed Musa Alhabshi

Nov, 2015

2

Structural equation modelling on knowledge creation in Six Sigma DMAIC project and its impact on organizational performance

Ang Boon Sin, Sihaiza Zailani, Mohammad Iranmanesh, T. Ramayah

Oct, 2015

3

Impacts of Implementation of the Effective Maritime Security Management Model (EMSMM) on Organizational Performance of Shipping Companies

Elena Sadovaya, Vinh V. Thai

Jun, 2015

96

Procedia – Social and Behavioral Sciences

International Journal of Production Economics The Asian Journal of Shipping and Logistics

RESOURCES Organizational Performance (Table: The Latest Publised Articles)

No. Title

Author

Publication date

Journal

4

Structural equation modelling on knowledge creation in Six Sigma DMAIC project and its impact on organizational performance

Ang Boon Sin, Sihaiza Zailani, Mohammad Iranmanesh, T. Ramayah

Oct, 2015

International Journal of Production Economics

5

Cleaner production, environmental sustainability and organizational performance: an empirical study in the Brazilian Metal-Mechanic industry

Eliana Andréa Severo, Julio Jun, 2015 Cesar Ferro de Guimarães, Eric Charles Henri Dorion, Cristine Hermann Nodari

Journal of Cleaner Production

6

The Interdependence Between Human Capital and Organizational Performance in Higher Education

Stefania Zlate, Cerasela Enache

Apr, 2015

International Journal of Production Economics

7

Effect of investments in manufacturing practices on process efficiency and organizational performance

DonHee Lee, Boo-Ho Rho, Seong No Yoon

Apr, 2015

International Journal of Production Economics

8

The moderating effect of organizational life cycle stages on the Sophia Su, Kevin Baird, Herb Mar, 2015 association between the interactive and diagnostic approaches Schoch to using controls with organizational performance

Management Accounting Research

9

Effect of diversity on human resource management and organizational performance

Chia-Mei Lu, Shyh-Jer Chen, Apr, 2015 Pei-Chi Huang, Jui-Ching Chien

Journal of Business Research

10 Corporate Cultures Integration and Organizational Performance: A Conceptual Model on the Performance of Acquiring Companies

Syazliana Astrah Mohd Idris, Jan, 2015 Rabiah Abdul Wahab, Aini Jaapar

Procedia – Social and Behavioral Sciences

11 The impact of media relations on certain organizational Edit Terek, Milan Nikolic, and business performances: Serbian case Jelena Vukonjanski, Bojana Gligorovic, Branka Jankovic

Sep, 2015

Public Relations Review

12 Innovation and technology creation effects on organizational performance

Kuo-En Huang, Jih-Hwa Wu, Dec, 2015 Shiau-Yun Lu, Yi-Chia Lin

Journal of Business Research

13 An analysis of the direct and mediated effects of employee commitment and supply chain integration on organizational performance

Rafaela Alfalla-Luque, Juan A. Marin-Garcia, Carmen Medina-Lopez

Apr, 2015

International Journal of Production Economics

Journal

Operational Performance (Table: The Latest Publised Articles)

No. Title

Author

Publication date

1

The impact of customer-based brand equity on the operational performance of FMCG companies in India

Bijuna C. Mohan, A. H. Sequeira

Dec, 2015

2

Inter-firm dependence, inter-firm trust and operational Xinping Shi, Ziqi Liao performance: The mediating effect of e-business integration

Dec, 2015

Information & Management

3

Customer integration and operational performance: The Roberto Chavez, Wantao mediating role of information quality Yu, Cristina Gimenez, Brian Fynes, Frank Wiengarten

Dec, 2015

Decision Support Systems

IIMB Management Review

PERFORMANCE MANAGEMENT IN 2015: ASEAN SPECIAL EDITION

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RESOURCES Operational Performance (Table: The Latest Publised Articles)

No. Title

Author

4

A semi-empirical ship operational performance prediction model for voyage optimization towards energy efficient shipping

Ruihua Lua, Osman Turan, Dec, 2015 Evangelos Boulougouris, Charlotte Banks, Atilla Incecik

5

Strategic agility of Korean small and medium enterprises and Hojung Shin, Jae-Nam Lee, its influence on operational and firm performance DaeSoo Kim, Hosun Rhim

Oct, 2015

International Journal of Production Economics

6

Measuring operational performance of OSH management system – A demonstration of AHP-based selection of leading key performance indicators

Daniel Podgórski

Mar, 2015

Safety Science

7

Firm performance in dynamic environments: The role of operational slack and operational scope

Jeremy J. Kovach, Manpreet Jul, 2015 Hora, Andrew Manikas, Pankaj C. Patel

8

Carbon emission reduction: the impact on the financial Isabel Gallego-Álvarez, and operational performance of international companies Liliane Segura, Jennifer Martinez-Ferrero

Sep, 2015

Journal of Cleaner Production

9

Ergonomics Climate Assessment: A measure of operational performance and employee well-being

Sep, 2015

Applied Ergonomics

9

The Relationships of Human Success Factor, Information Abdul Razif Abdul Razak, Technology, and Procurement Process Coordination Akmal Aini Othman, Veera on Operational Performance in Building Construction Pandiyan Kaliani Sundram Industry – A Proposed Conceptual Framework

Nov, 2015

Procedia Economics and Finance

Krista Hoffmeister, Alyssa Gibbons, Natalie Schwatka, Jogn Rosecrance

Publication date

Journal Ocean Engineering

Journal of Operations Management

10 Operational Excellence for Sustainability of Nepalese Industries

Dr. Sateesh Kumar Ojha

May, 2015

Procedia – Social and Behavioral Sciences

11 Operational improvement competence and service recovery performance: The moderating effects of role stress and job resources

Yefei Yang, Peter K.C. Lee, T.C.E. Cheng

Jun, 2015

International Journal of Production Economics

Author

Publication date

Journal

Employee Performance (Table: The Latest Publised Articles)

No. Title 1

The Relationship Between Emotional Intelligence of Managers, Innovative Corporate Culture and Employee Performance

Erkut Altındag, Yeliz Kösedagı

Dec, 2015

Procedia – Social and Behavioral Sciences

2

Employee Satisfaction and Performance as Intervening Variables of Learning Organization on Financial Performance

Saarce Elsye Hatane

Nov, 2015

Procedia – Social and Behavioral Sciences

3

Effect of Training, Competence and Discipline on Employee Performance in Company (Case Study in PT. Asuransi Bangun Askrida)

Anwar Prabu Mangkunegara Nov, 2015 dan Abdul Waris

Procedia – Social and Behavioral Sciences

4

Family firms, employee satisfaction, and corporate performance

Minjie Huang, Pingshu Li, Felix Oct, 2015 Meschke, James P. Guthrie

Journal of Corporate Finance

98

RESOURCES Employee Performance (Table: The Latest Publised Articles)

No. Title

Author

Publication date

Journal

Martin Huber, Michael Lechner, Conny Wunsch

Sep, 2015

Journal of Health Economics

5

Workplace health promotion and labour market performance of employees

6

The relationship between hotel employees’ cross-cultural Worarak Sucher, competency and team performance in multi-national Cathering Cheung hotel companies

Aug, 2015

International Journal of Hospitality Management

7

Managing High-Potential Employees

Jul, 2015

Procedia Economics and Finance

8

Intermediate Manager Behaviors Leading to Employee Job Julianna Marcotte, Olivier Performance and Well-being: A Conceptual Framework Doucet, Michel Cossette

Jul, 2015

Procedia Economics and Finance

9

Transformational leadership dimensions and employee creativity in China: A cross-level analysis

Chaoping Li, Hao Zhao, Thomas M. Begley

Jun, 2015

Journal of Business Research

10 Smart Health Care Monitoring Technologies to Improve Employee Performance in Manufacturing

Kati Kõrbe Kaare, Tauno Otto

Feb, 2015

Procedia Engineering

11 Motivational drivers that fuel employees to champion hospitality brand

Lina Xiong, Ceridwyn King

Jan, 2015

International Journal of Hospitality Management

No. Title

Author

Publication date

Journal

1

Performance, performativity and second language identities: How can we know the actor from the act?

Ruth M. Harman, Xiaodong Zhang

Dec, 2015

Linguistics and Education

2

Managing personal networks: An examination of how high-self monitors achieve better job performance

Song Wang, Qiongjing Hu, Bowen Dong

Dec, 2015

Journal of Vocational Behavior

3

The effect of experiential learning on subsidiary knowledge and performance

Waheed Akbar Bhatti, Jorma Oct, 2015 Larimo, Dafnis N. Coudounaris

Journal of Business Research

4

Personal Competences of Succession Pool for Management Positions within University Competitiveness Increase: Meaning and Identifications

Alexander Grudzinskiy, Ludmila Dec, 2015 Zakharova, Natalia Bureeva, Irina Leonova, Andrey Mahalin

Procedia – Social and Behavioral Sciences

5

Does personal social media usage affect efficiency and well-being?

Stoney Brooks

Computers in Human Behavior

6

Coping Efficacy and Project Involvement Effects on Personal and Professional Expectations

Orazio Licciardello, Claudia Oct, 2015 Castiglione, Alberto Rampullo

Procedia – Social and Behavioral Sciences

7

Managing Mass Sport Participation: Adding a Personal Performance Perspective to Remodel Antecedents and Consequences of Participant Sport Event Satisfaction

Du James, Jordan Jeremy S., Nov, 2015 Funk Daniel C.

Journal of Sport Management

8

Training perceptions, engagement, and performance: Luke Fletcher comparing work engagement and personal role engagement

Jul, 2015

Human Resource Development International

9

When Performance Gets Personal: Towards a Theory of Performance-Based Identity and Identification

Jan, 2015

Academy of Management Proceedings

Marek Rebeták, Viera Farkašová

Personal Performance (Table: The Latest Publised Articles)

Benjamin W. Walker

May, 2015

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PORTALS

It comes as no surprise that today’s world relays mostly on online content as a prime source of information and knowledge. The following section was born with the intention of providing necessary guidelines for online orientation in the Performance Management field.

Thus, the tables below provide a ranking of the ten most accessed Performance Management related websites, based on their online traffic statistics. The ranking in the first table is provided by Alexa. com, while the second table was provided by Ranking.com, both of which are considered the web statistics authorities.

Table: The most visited portals according to Alexa.com (March 2016)

The order of the selected websites differs for Alexa.com and Ranking.com. While the first one presents KPILibrary.com, businessintelligence.com and kpiinstitute.com as the first three portals, the latter, Ranking.com, shows enterprise-dashboard. com, dashboardinsight.com and smartKPIs.com as the most visited Performance Management websites.

However, the overall trend is centered on performance related tools, such as Dashboards, Scorecards and KPIs.

Table: The most visited portals according to Ranking.com (March 2016)

No. Name

Rank on Alexa.com

No. Name

Rank on Ranking.com

1 2 3 4 5 6 7 8 9 10

236,800 360,753 472,030 539,442 643,659 1,049,777 1,125,290 2,196,954 2,312,988 7,526,321

1 2 3 4 5 6 7 8 9 10

175,403 176,817 377,547 402,918 830,498 1,389,344 1,509,939 Not Ranked Not Ranked Not Ranked

100

www.KPILibrary.com www.businessintelligence.com www.kpiinstitute.org www.b-eye-network.com www.dashboardinsight.com www.enterprise-dashboard.com www.dashboardspy.com www.smartKPIs.com www.dashboardzone.com www.performanceportal.org

www.enterprise-dashboard.com www.dashboardinsight.com www.smartKPIs.com www.KPILibrary.com www.b-eye-network.com www.dashboardspy.com www.businessintelligence.com www.kpiinstitute.org www.dashboardzone.com www.performanceportal.org

RESOURCES

COMMUNITIES For today’s business environment and the fast-paced corporate

world, even e-mail connections may seem too slow and unresponsive. Since 2012, social media has been encompassed in a booming ascension trajectory. While everyday connections are being delivered by platforms such as Facebook, business to business interactions migrated towards specialized social networks, such as LinkedIn. It offers the proper environment to share, exchange and analyze current trends, news and expertise related to various fields of business.

Thus, when it comes to Performance Management, five different categories of groups have been identified, namely Performance Management, Balanced Scorecard, Business Intelligence, Key Performance Indicators and Employee Performance Management.

analysis. If in 2014, the Business Intelligence Professionals (BI, Big Data, Analytics, IoT) had 90,549 members, in 2015 it has grown up to 174,250 members. The Human Resources (HR) & Talent Management Executive group had, in 2014, 352,139 members but, in 2015, it numbered 416,797 members. Also, the group PERFORMANCE: Measurement, Management, KPI, Balanced Scorecard, Business Intelligence, Analytics grew from 15,710 to 19,014 members.

Overall, every group experienced an increase in the number of members, thus reflecting the increasing interest given to specific domains related to performance management.

The highly dynamic nature of the field becomes obvious when comparing the number of members from the 2014 to the 2015

Each group’s member base is represented below. The number of members was correct at the time of the research (March, 2016).

However, given the high dynamism of social media, the number of members for the presented groups might have increased ever since.

Table: Performance Management communities

Table: Key Performance Indicators communities

Performance Management Business Improvement, Change Management and Performance

Key Performance Indicators 59,782

PERFORMANCE: Measurement, Management, KPI, 19,014 Balanced Scorecard, Business Intelligence, Analytics Performance Management Professional Group

Performance Measurement

5,221

Key Performance Indicator (KPI) Users Group

4,592

18,391

Table: Balanced Scorecard communities

Table: Employee Performance Management communities

Employee Performance Management

Balanced Scorecard Balanced Scorecard Practitioners Global Network

PERFORMANCE: Measurement, Management, KPI, 19,014 Balanced Scorecard, Business Intelligence, Analytics

12,211

Human Resources (HR) & Talent Management Executive

416,797

PERFORMANCE: Measurement, Management, KPI, 19,014 Balanced Scorecard, Business Intelligence, Analytics

Human Resource Management (HR, SPHR, SHRM, 131,538 Recruiter, Resources Manager, Talent Strategy & Staffing)

Balanced Scorecard Group

Employee Performance Management (HR)

5,303

3,300

Table: Business Intelligence communities

Business Intelligence Business Intelligence Professionals (BI, Big Data, Analytics, IoT)

174,250

Business Analytics, Big Data and Artificial Intelligence 97,693 Business Intelligence & Analytics Goup

12,737

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SOFTWARE

SOFTWARE NEWS

A s the entire report proves, one of the biggest trends in 2015 was

the emergence of huge amounts of data that organizations have to deal with, at all levels. In order to ease both the access and the understanding, performance related systems need different enablers, and technology always comes in hand.

This edition presents the results of two studies conducted by different entities and in different manner, but having the same purpose, namely to rank software solutions providers. Details about their results can be found below on roughly the same levels, specifically chosen for consistency. February of 2016 marked the release of a year-long expected report, the Magic Quadrant for Business Intelligence and Analytics Platforms published by Gartner. (https://goo.gl/F4cVVC) Their overall perspective on the BI and analytics world of 2015 sums up to the following: “The BI and analytics platform market’s multiyear shift from IT-led enterprise reporting to business-led selfservice analytics has passed the tipping point. Most new buying is of modern, business-user-centric platforms forcing a new market perspective, significantly reordering the vendor landscape.”

As prime specialists in this area of expertise, the Gartner team concluded that the BI and analytics platform market has definitely shifted in 2016 to a new, more modern, user-centric business perspective, compared to the older IT-defined enterprises.

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Platform leaders: Leaders in the Gartner Quadrant are Microsoft, Qlik and, the best of them all, Tableau, which holds onto its number one position for the fourth year in a row. The quadrant ranks the BI and analytics platforms based on their ability to execute, correlated with their completeness of vision, among others.

Ranking indicators: Other important ranking vectors are the so-called “use-cases.” These assess how the platform reacts in 5 scenarios: agile-centralized BI provisioning (which allows for an agile workflow), decentralized analytics (which also supports the workflow from registered data to self-service analytics), governed data discovery (highlights the governance, reusability and promotability of the content), embedded BI and extranet deployment (same as the embedded BI scenarios, only with an external end-user).

Future trends: Finally, the Gartner report isolated the BI and analytics platforms trends for the near future. According to them, by 2018, users and analysts will gain access to self-service tools in order to prepare data. Also, this self-service data preparation will be either integrated in an end-to-end analytical platform or become one of the features of an existing platform. Also by 2018, next-gen data discovery will comprise “smart, governed, Hadoop-based, searchbased and visual-based data discovery” into one single form.

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Our specialized team of analysts support customers by identifying requirements and in matching these needs with an appropriate Performance Management software solution.

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Given our knowledge of the field, we support organizations in selecting and deploying the right software solutions for their context.

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Content. Methodology. Visual Summary. Introduction. Global Perspectives. Practitioners’ Perspectives. Academics’ Perspectives. Consultants’ Perspectives. Map Snapshot. Country Profiles. Country Legislations. Trends in Search. 2015 Statistics. Educational Programs. Main Events in the field. Career. Bestselling Books. Latest Published Books. Journal Articles. Portals. Communities. Business Intelligence Software. | Interviews. Brunei. Cambodia. Indonesia. Laos. Malaysia.

Myanmar. Philippines. Singapore. Thailand. Vietnam. | Keywords analyzed. Analytics. Balanced Scorecard. BI. Business Intelligence. Business Performance Management. Corporate Performance Management. Dashboard. Employee Evaluation.

Employee Performance. Employee Performance Management. Enterprise Performance Management. Individual Performance Management. Individual Performance Plan. Key Performance Indicators. KPI. Metrics. Operational Performance Management.

Performance Appraisal. Performance Criteria. Performance Evaluation. Performance Management. Performance Management Plan. Performance Management System. Performance Measures. Performance Review. Scorecard. Strategic Performance Management. Strategy Execution. Strategy Implementation. Strategy Management. | Educational Degree Institutions. Indian Institute of Management Bangalore. Binus University. Muhammadiyah Malang University. Malaya University, Faculty of Business and Accountancy. Miriam College, College of Business, Entrepreneurship and Accountancy. National University of Singapore, Business School. Singapore Management University. Kasetsart University, Faculty of Business Administration.

Asian Institute of Management. Solvay Brussels School of Economics and Management. Cheung Kong Graduate School of Business. China Europe International Business School. Guanghua School of Management. The Hong Kong University of Science and Technology. Nagoya University of Commerce & Business. | Performance Management Events. 2015. Singapore: Marina Bay Sands; Malaysia: Kuala Lumpur. | Career. Jobs. Salaries. | Book Categories. Business Performance Management.

Corporate Performance Management. Employee Performance Management. Enterprise Performance Management. Individual Performance Management. Operational Performance Management. Performance Management. Personal Performance.

Strategic Management. Strategy Execution. | Peer Reviewed Journals. Top 18. | Portals. Top 10 Most Visited. | Communities Analyzed. Balanced Scorecard. Business Intelligence. Corporate Performance Management. Employee Performance Management. Key Performance Indicators. | Software. Gartner: Magic Quadrant for Business Intelligence and Software Solutions.

| 10 countries reviewed. Brunei. Cambodia. Indonesia. Laos. Malaysia.

Myanmar. Philippines. Singapore. Thailand. Vietnam.