Mercer Short Duration Fixed Income Fund Class Y-3 · NASDAQ:MSDYX
Mercer Short Duration Fixed Income Fund Class Y-3 — Mercer — Investor Presentation (June 2013)
43 slides from Mercer Short Duration Fixed Income Fund Class Y-3's investor presentation, Jun 13, 2013
Slide 1: Effective Performance Management: How Do You Measure Up?
MERCER WEBCAST EFFECTIVE PERFORMANCE MANAGEMENT: HOW DO YOU MEASURE UP? Thursday, June 13, 2013 SPEAKERS: Lori Holsinger (Atlanta) Julia Howes (Boston) Colleen O’Neill (Atlanta)
Slide 2: Today's Presenters
Today’s Presenters Lori Holsinger Julia Howes Colleen O’Neill Atlanta Boston Atlanta +1 404 442 3527 +1 617 747 9508 +1 404 442 3516 Lori.holsinger@mercer.com Julia.howes@mercer.com Colleen.oneill@mercer.com QUESTIONS? Please type your questions in the Q&A section of the toolbar and we will do our b
Slide 3: Agenda
Agenda What we’ll cover today Context and Current Trends Mercer 2013 Global Performance Management Survey: Key Findings Measurement and Analysis: Emerging Practices Case Study Summary/ Questions MERCER WEBCAST August 19, 2013 2
Slide 4: Vision for Performance Management
Vision for Performance Management Clearly focused Consistently applied Simple and easy to use MERCER WEBCAST 3
Slide 5: Design Requirements
Design Requirements Global Local Brand Tailored Abolish Re-imagine Differentiate Connect Results Innovate Honesty Growth Align Engage Reward Develop Simplify Measure 4 MERCER WEBCAST
Slide 6: Reality of Performance Management
Reality of Performance Management DO YOU HAVE ALL THE NECESSARY INFORMATION TO MAKE STRATEGIC DECISIONS 5 MERCER WEBCAST 5
Slide 7: Mercer 2013 Global Performance Management Survey Key Findings
Section 2 MERCER 2013 GLOBAL PERFORMANCE MANAGEMENT SURVEY KEY FINDINGS
Slide 8: Global Practice Report
Global Practice Report What companies do to try create performance management value 11% 21% 29% 17% 2% 53 4% countries 5% 1,056 organizations MERCER WEBCAST 7
Slide 9: Global Practice Report: Industries with highest participation
Global Practice Report What companies do to try create performance management value Industries with highest participation Durable Consumer Financial Technology Manufacturing Goods services 14% 10% 8% 7% Healthcare Non-durable Energy Insurance Transportation 53 provider Manufacturing countries 7% 7%
Slide 10: Design Characteristics
Design Characteristics Globally more similarities than differences Performance Year-end Expectations Process 100% 95% 89% 89% 80% 85% 82% 60% 57% 40% 20% Set ind. goals Use Self- Overall perf. Use 5-point Link perf competencies assessment rating rating scale & pay MERCER WEBCAST 9
Slide 11: Design Characteristics: Tailoring uncommon
Design Characteristics Tailoring to business units or leadership levels uncommon Consistency CEO Evaluation 100% 80% 75% 60% 66% 40% 50% 20% 25% Common Tailored to Bottom line Leader design executives & Ops qualities MERCER WEBCAST 10
Slide 12: Driver Analysis
Driver Analysis What elements have the most impact on overall success? Management Executive Calibration Technology Skills Commitment MERCER WEBCAST 11
Slide 13: Driver Analysis: SMART goal setting
Driver Analysis What elements have the most impact on overall success? Management Skills Executive Calibration Technology Commitment Linking performance & development 48% “SMART” goal setting 29% Candid dialogue MERCER WEBCAST 12
Slide 14: Driver Analysis: Goal setting is undervalued
Driver Analysis Goal setting is undervalued Management Skills Executive Calibration Technology Commitment People Management Training ? Process 10% & calendar 20% Goal setting 30% Year-end Conversations 40% activities MERCER WEBCAST 13
Slide 15: Driver Analysis: Goal cascade is under-utilized
Driver Analysis Goal cascade is under-utilized Management Skills Executive Calibration Technology Commitment Company Business Unit 56% Employee 51% MERCER WEBCAST 14
Slide 16: Driver Analysis
Driver Analysis What elements have the most impact on overall success? Management Skills Executive Calibration Technology Commitment MERCER WEBCAST 15
Slide 17: Driver Analysis: Highly committed executives
Driver Analysis What elements have the most impact on overall success? Management Skills Executive Calibration Technology Commitment Highly committed executives 100 90% 75 75% 50 25 0 Provide regular Discuss PM as coaching core to business MERCER WEBCAST 16
Slide 18: Driver Analysis
Driver Analysis What elements have the most impact on overall success? Management Skills Executive Calibration Technology Commitment MERCER WEBCAST 17
Slide 19: Driver Analysis: Calibration increases accuracy
Driver Analysis Calibration increases accuracy of evaluations and increase awareness Management Skills Executive Calibration Technology Commitment 56% Who is reviewed? 100 75 50 56% 25 27% 0 All employees Leaders (or subset) MERCER WEBCAST 18
Slide 20: Driver Analysis
Driver Analysis What elements have the most impact on overall success? Management Skills Executive Calibration Technology Commitment MERCER WEBCAST 19
Slide 21: Driver Analysis: Technology is less prevalent than expected
Driver Analysis Technology is less prevalent than expected Management Skills Executive Calibration Technology Commitment 53% No HRMS HRMS Fully Integration Only +1 Integrated 52% 19% 52% 19% MERCER WEBCAST 20
Slide 22: Opportunities: Align philosophy with what is measured
Opportunities Align philosophy with what is measured 100% 80% 89% 60% 40% 36% 20% 10% 0% Link perf Measure Reward & pay people mgmt people mgmt MERCER WEBCAST 21
Slide 23: Opportunities: Align philosophy with what is measured
Opportunities Align philosophy with what is measured 100% 94% 80% 89% 60% 68% 51% 40% 23% 20% 75% measure 19% measure 42% selection of top measure completion of measure pay for perf. for retention bet. top evaluation performance link succession & poor perf. 0% Year-end review Link perf Link perf & D
Slide 24: Measurement and Analysis: Emerging Practices
Section 3 MEASUREMENT AND ANALYSIS EMERGING PRACTICES
Slide 25: What Happens in an Internet Minute?
What Happens in an Internet Minute? MERCER WEBCAST August 19, 2013 24 24
Slide 26: Big Data for HR – Why Does It Matter?
Big Data for HR – Why Does It Matter? Leading HR functions are leveraging extensive data in their systems, as executives are demanding insights Meet the New Boss: Big Data Companies Trade In Hunch-Based Hiring for Computer Modeling –The Wall Street Journal Big Data Upends the Way Workers Are Paid –T
Slide 27: Common Terms Used to Characterize Challenging Aspects of Big Data
Common Terms Used to Characterize Challenging Aspects of “Big Data” Variety Volume Data in Different Forms Data at Rest Veracity Velocity Data in Doubt Data in Motion Source: IBM Whitepapers; 451 whitepapers, and Innosight Analysis MERCER WEBCAST 26
Slide 28: Do Big Data Challenges Present Themselves in Performance Management Analytics?
Do Big Data Challenges Present Themselves in Performance Management Analytics? Traditional Performance Management Issue • Current state: Performance ratings happen at a point in time • Future state: measure performance ratings by events that occur at multiple, different points in time (events such a
Slide 29: How do we define Big Data for HR?
Big Data Big Big Data Big Big Data Data Big Data Data Big Data Big Data Big Data Big Big Data Big Data Big Data Data Big Data Big Data Big Data How Big doData we define Big Data for HR? Big Big Big Data Big Data Data Data Big Big Using data sets that have Data Big historical sweeps Big Data Data Dat
Slide 30: Long Data
Long Data As beautiful as a snapshot is, how much richer is a moving picture, one that allows us to see how processes and interactions unfold over time? – Samuel Arbesman MERCER WEBCAST 29
Slide 31: Long Data for HR…
Long Data for HR… Create Employee Timeline Develop Detailed Story for Each Employee Mercer Analytics John Smith Employee EE001101 Nov 2010 Nov 2011 Nov 2012 Performance Performance Performance Feb 2009 Review 1, Review 2, Review 3, Mar 2013 Employee Promotion, Compensation Lateral Sustained Hired Co
Slide 32: Performance Management Analysis: Critical questions answered
Performance Management Analysis Critical questions answered New Employee • Which employees received high performance ratings both this year Segments and last year? • Which employees have received high performance rating over the past three to five years? • Which employees received low performance ra
Slide 33: Case Study
Section 4 CASE STUDY
Slide 34: Mercer Analytics: Year-over-year rating variability
Mercer Analytics This big jump (from Year-over-year rating variability High to Low, or Low to High) is unusual in one review period. Should we check the integrity of our PM process? We love these employees – how are we going to keep them? These downgrades are of concern. What organizational factors
Slide 35: A simple click over the arrows brings up a list of employees
A simple click over the arrows brings up a list of employees in each of these categories. MERCER WEBCAST 34
Slide 36: Year-over-year rating variability - promotions
Mercer Analytics Year-over-year rating variability - promotions Monitor these segments by key events (terminations, promotions, lateral movements, pay increase) and characteristics (tenure, age, gender, career level). MERCER WEBCAST August 19, 2013 35
Slide 37: Year-over-year rating variability - terminations
Mercer Analytics Year-over-year rating variability - terminations MERCER WEBCAST August 19, 2013 36
Slide 38: Mercer Analytics: Pay for performance
Mercer Analytics Pay for performance MERCER WEBCAST August 19, 2013 37
Slide 39: Mercer Analytics: Sustained performance ratings
Mercer Analytics Sustained performance ratings • Identify employees that have "Sustained High Performance" over a longer period e.g. 3, 4, 5 years. – We want to ensure that these employees have a substantially different employment experience (through pay, performance etc) compared to the rest of our
Slide 40: Summary: How do you measure up?
Summary How do you measure up? Test whether program giving desired return Leverage long data Focus on value drivers MERCER WEBCAST August 19, 2013 39
Slide 41: Additional Resources
Additional Resources Resource URL Mercer Analytics platform www.mercer.com/merceranalytics Talent Management consulting expertise http://www.mercer.com/referencecontent.ht m?idContent=1405750 Workforce metrics and analytics webcast www.mercer.com/webcastseries series MERCER WEBCAST 40
Slide 42: Questions?
Questions? Lori Holsinger Julia Howes Colleen O’Neill Atlanta Boston Atlanta +1 404 442 3527 +1 617 747 9508 +1 404 442 3516 Lori.holsinger@mercer.com Julia.howes@mercer.com Colleen.oneill@mercer.com QUESTIONS? Please type your questions in the Q&A section of the toolbar and we will do our best to a
Slide 43: Mercer Webcast
MERCER WEBCAST