陜西科技大學工商管理碩士(MBA)課件-2015-《商務英語》-邢戰(zhàn)雷-8-PerformanceManagement

1、教師：邢 戰(zhàn) 雷單位：陜西科技大學管理學院/MBA教育中心E-mail:2We Are Here To LearnWe Are Here to Refresh Performance Management ProcessHelp employees and managers better understand Performance Management:Linkages, Phases and Timing Concept of SMART goals Feedback & CoachingPerformance AppraisalPerformance Improvement Pr

2、ocessDiscussHow to use Performance Management to help create a great company How to use Performance Management to create High performance organization 3“Performance management is about improving business performance by improving team and individual performance, and ensuring that a companys strategy

3、is executed and implemented.” Tom McMullen, Hay GroupPerformance Management can also be .“ a vehicle for increasing our capacity to get work done, and for achieving what is most important to us.” Nigel Bristow, Targeted Learning4 An agreement between employee and supervisor An on-going process Tied

4、to the merit process A once-a-year event An punitive process A time to give surprises5 Align Goals with Business PrioritiesIndividual/team/department/SBU/corporate strategy Employees understand what matters most about their job Build Individual and Organizational CapabilitySeek and receive performan

5、ce feedbackFacilitate developing skills & capabilitiesGet work done Differentiate Performance6A results-oriented cultureImproved employee engagement and retentionReinforcement of company values Individual growth and developmentEnhanced employee and company performance Differentiation of recognit

6、ion and rewards7 Effective, on-going conversations Employee understanding of performance criteria Standardized processes, guidelines and tools Honesty and credibility Compensation aligned with performance8Performance Management ProcessPhase 1:Aligning GoalsPhase 2:Tracking ProgressPhase 3: Performan

7、ce AppraisalFeedback & CoachingFeedback & CoachingFeedback & CoachingFeedback & CoachingDec.-Jan.Feb.-Oct.Nov.-Jan.i Set Business Goals Set Dev. Goals CompleteAppropriate Sections of Performance FormReview Progress Against GoalsAdjust Goals if NecessaryRevise Performance Agreement if

8、 Necessary Review Results Against GoalsCalibrate Performance Against PeersAfter calibration meeting, finalize Performance RatingFinalize Performance Agreement9Board of DirectorsCompany/ AreaSection ManagersEmployeesVisionGroup GoalsPower/AutomationGoalsSection GoalsSection GoalsIndividualGoalsIndivi

9、dualGoalsBU & Department Managers ODV-C /AOC-C GoalsODV-C /AOC-C GoalsBusiness Goal-WhatAlignmentJob AnalysisSet 3 to 5 business goals that answer the questions- What matters most?“- How do I make a significant contribution?10績效管理的總體概念績效管理的總體概念績效回顧流程績效回顧流程經(jīng)理經(jīng)理員工員工共同的職責與共同的職責與責任責任反饋反饋 輔導與反饋輔導與反饋=

10、S= 愿景愿景, 使命與目標使命與目標=S=中國的中國的使命與目標使命與目標個人目標個人目標部門目標部門目標個人績效與發(fā)展個人績效與發(fā)展能力指標能力指標職業(yè)計劃職業(yè)計劃績效表現(xiàn)績效表現(xiàn)11Business Goal-HowStraightforward 直接直接Passionate 熱情熱情Open 開放開放Effective 高效高效12Business Goal-HowPassionate 熱情熱情 Seek to delight customersDevelop your people through fair and demanding career managementDe-aver

11、age rewardAddress poor performanceBuild diverse career paths: operational vs. transversal positions, mature vs. new economies13Business Goal-HowOpen 開放開放Drive towards One Schneider Electric identity Consider long-term vision and the interest of the company rather than short-term optimizations of loc

12、al perimeter Team up to build the best solutions for the company Take risks to explore new paths Exchange talents across boundaries Encourage diversity in teams14Business Goal-HowStraightforward 直接直接 Make sure all your people know Develop a culture of accountability the role they have to play and th

13、e objectives they are responsible forDo not tolerate exception creationChallenge proposals but once decided, apply them15Business Goal-HowEffective 高效高效 Review tasks, organization, interactions and make the changes neededValue cost reduction as well as top line growth Lead by making things simple Li

14、mit reporting requests16Common Problems with Business GoalAre set too low. Are too ambitious, or completion dates are too optimistic. Dont reflect the employees job responsibilities or areas under his/her control. Focus only on what will be done and neglect how it will be achieved. Reflect assumptio

15、ns about what is wanted instead of discussed, clear, and shared expectations. Are not revised or deleted as they become unfeasible or irrelevant. 17pecific to your role and what you are trying toachieveeasurable can easily determine if outcome achievedggressive challenging and require incremental (A

16、ttainable) improvementealistic within your responsibility and controlime-bound milestones and datesBusiness Goal -SMART18目標設(shè)定目標設(shè)定SMART原則原則S具體性：量化指標，如：銷售額、客戶滿意度百分比。具體性：量化指標，如：銷售額、客戶滿意度百分比。 M能衡量：數(shù)字化、視覺化，可檢查、可修正。如：能衡量：數(shù)字化、視覺化，可檢查、可修正。如： 員工員工流動率由流動率由65減至減至25%A能達到：目標要合理、拼命抓剛抓到的目標，是設(shè)定適能達到：目標要合理、拼命抓剛抓到的目標，

17、是設(shè)定適中的目標。中的目標。 R切合實際的：目標要有挑戰(zhàn)性，但須符合實際情況，不切合實際的：目標要有挑戰(zhàn)性，但須符合實際情況，不能空想狂想。如：能空想狂想。如：2008年個人達到年個人達到1個億銷售額個億銷售額 T時限性：給主要目標加上最后期限。時限性：給主要目標加上最后期限。 如：在六個月內(nèi)將如：在六個月內(nèi)將部門員工流動率由部門員工流動率由65減至減至25 19SMART GOAL? Specific, Measurable, Aggressive, Realistic and Time-boundDevelop technical expertise in automation to be

18、come the department trainer.Participate in a workshop on training in December 2008.Add new clients by June 30, 2008 that generate income for the division.Ensure improves accuracy of customer data in the system by 3rd Qtr to increase our efficiency.Utilize proven listening techniques with co-workers

19、and manager to improve listening skills, and measure level of improvement using 360 degree feedback in Jan and again at year end.When? (Time-bound)Which workshop? (Specific/Aggressive?)How many/much? (Measurable?)Within your control? (Realistic?)SMART GoalIs it SMART Goal?20Self-AwarenessIntelligenc

20、e QuotientOrganizational SavvyHandling ConflictSpeaking SkillsGrades at UniversityExtracurricular Activities at UniversityLearning from Experience21ExposureExperienceEducationlInstructor led CourseslE-Learning ProgramslReadings / self studylLearn by doing (real time)lOn-the-job tasks & special p

21、rojects / assignmentsl-Day to day developmentlMentoring / CoachinglFeedbacklAttend other business unit meetingsDevelopment Approach 3Es22Phase 1:Aligning GoalsPhase 2:Tracking ProgressPhase 3: Performance AppraisalFeedback & CoachingFeedback & CoachingFeedback & CoachingFeedback & Co

22、achingDec.-Jan.Feb.-Oct.Nov.-Jan.i Set Business Goals Set Dev. Goals CompleteAppropriate Sections of Performance FormReview Progress Against GoalsAdjust Goals if NecessaryRevise Performance Agreement if Necessary Review Results Against GoalsCalibrate Performance Against PeersAfter calibration meetin

23、g, finalize Performance RatingFinalize Performance Agreement23跟蹤需要跟蹤什么需要跟蹤什么?數(shù)據(jù)來源數(shù)據(jù)來源誰負責收集數(shù)據(jù)誰負責收集數(shù)據(jù)?回顧數(shù)據(jù)的安排回顧數(shù)據(jù)的安排報告報告客戶檔案客戶檔案/ /回顧記錄回顧記錄調(diào)查調(diào)查非正式的面談資料非正式的面談資料評估評估質(zhì)量說明質(zhì)量說明時間記錄時間記錄投訴記錄投訴記錄主管的觀察主管的觀察審計結(jié)果審計結(jié)果階段工作總結(jié)階段工作總結(jié)24定期進行績效回顧面談與提供反饋定期進行績效回顧面談與提供反饋 健康檢查健康檢查 讓員工知道他的工作表現(xiàn)跟目標的對比讓員工知道他的工作表現(xiàn)跟目標的對比 就行為表現(xiàn)提供反

24、饋就行為表現(xiàn)提供反饋 透過認可成就與行為，激勵員工透過認可成就與行為，激勵員工 為表現(xiàn)欠佳的員工制定發(fā)展計劃為表現(xiàn)欠佳的員工制定發(fā)展計劃 提供指導提供指導 透過討論階段性的表現(xiàn)，管理對年終評估的期望透過討論階段性的表現(xiàn)，管理對年終評估的期望 鼓勵自我管理與自行跟蹤鼓勵自我管理與自行跟蹤 如需要，調(diào)整績效計劃與目標如需要，調(diào)整績效計劃與目標25On-going feedback and coachingAt least one formal mid year review!Review and celebrate progressAddress any performance gaps by;P

25、lan to correct Adjusting goals26The usefulness of feedback depends less on the ability of others to give it well, than it does on our ability to receive it well.Four Step Model for Receiving FeedbackAcknowledge the Gift.Open the Gift.Confirm the Nature and Value of the Gift.Use the Gift.27總結(jié)需要進行三類面談

26、：評估、回顧、績效需要進行三類面談：評估、回顧、績效計劃計劃注重流程與技巧注重流程與技巧盡量引導員工參與盡量引導員工參與管理討論過程管理討論過程28Discussion:How to create a high performance organization?29 Creates and executes business strategy Creates common mindset/alignment Meets and exceeds key measuresTotal Shareholder Return, Income, etc. Demonstrates ethics &

27、 values Earns the hearts and minds of its people30OrganizationManagers31Performance Management ProcessPhase 1:Aligning GoalsPhase 2:Tracking ProgressPhase 3: Performance AppraisalDec.-Jan.Feb.-Oct.Nov.-Jan. Set Business Goals Set Dev. Goals CompleteAppropriate Sections of Performance FormReview Prog

28、ress Against GoalsAdjust Goals if NecessaryRevise Performance Agreement if Necessary Review Results Against GoalsCalibrate Performance Against PeersAfter calibration meeting, finalize Performance RatingFinalize Performance Agreement32Employees want to hear how they are doing! From manager!An opportu

29、nity for communication and motivationA setting to establish new goals - alignmentA chance to summarize past performanceA forum for career developmentA formal documentation of employee performance33Schedule a discussion time well in advanceA two-way obligation; both sides need time to prepare“Quality

30、 time” at least an hour 1.5 hours betterComfortable location and free of distractionsPrepare, prepare, prepare in writingPrepare for questions and disagreementsWhat is the core message?Make sure to highlight what went well, not just problemsBe specific use significant events as examplesAvoid rationa

31、lization were the goals appropriate in the first place?34Recommended Dos for Performance DiscussionsBe preparedAgree to amend goals when appropriatePresent the positive first and be specificHelpful if you can present the views of other supervisors or peersKeep your criticism constructive! Never get

32、personal!Even more important to have specific examplesCentre discussion on how manager and the employee can work together to solve any issues35Recommended Donts for Performance DiscussionsStereotyping“Since one thing is bad, therefore everything is bad”Mirroring just like meSalary discussions leave

33、for a separate timeDo not promise what you can not deliverSaying “I think I can get you a promotion” is DANGEROUS!36Questions to Encourage a Good DiscussionHow do you feel you have performed in the last year?What are the 3 most important achievements of the year for you?How have you developed person

34、ally over the year?What new competencies have you developed?What have you learned that can be applied in the future?What feedback have you received from others about your performance/development?What are your career aspirations/desired next moves? What type of work do you like to do?What are you doi

35、ng to achieve these goals? What can I do to help you achieve these goals?37Questions to Encourage a Good DiscussionHow have I helped your performance during the last year?What else could I have done?What do you expect most and need most from me?How do you feel that our team is working? How is “team”

36、 working? Any suggestions for improvement?If you were in my job, what 1 or 2 key areas would you focus on in the next year?38Best PerformersPoor PerformersReward/RetainDevelop on a Fast-trackReward/RetainMaintain/Improve PerformanceDevelopImprove PerformanceManage Out=60%=10%39PotentialCurrent Perfo

37、rmanceLowLowHighHighAccelerated DevelopmentReward/RetainMotivationJob ExpansionPerformance ImprovementCoachingJob Fit AssessmentManage Out40ApprovalPIPAdjustment of jobPass?Pass?TerminationYNYIdentify low performerNHighlights Objective- Aim to motivate and improve the performance of the employee who

38、 has been identified as a low performer- Termination is NOT the major purpose and result for PIP Definition for low performer- yearly rating is =2- quarterly rating continues =2 Although the manager always have right the make the termination accordingly to the process, but there are other options ex

39、isting (PIP and Adjustment of Job) to give further opportunity to have employee improve within the Company. Joint decision by manager and BHR for PIP and AOJ PIP is a kind of training program Coaching and feedback is very improvement through the whole process41從從HR角度看績效管理角度看績效管理Job 職位職位Individual個人個

40、人Organization機構(gòu)機構(gòu)Performance Management績效管理績效管理Objective Setting制定目標制定目標Performance Appraisal Review 年終績效評估面談年終績效評估面談Development發(fā)展發(fā)展Compensation薪酬薪酬42績效回顧與評估循環(huán)績效回顧與評估循環(huán)討論、回顧、討論、回顧、理順及調(diào)整目理順及調(diào)整目標與發(fā)展計劃標與發(fā)展計劃Q4Q2Q1Q3討論、回顧、討論、回顧、理順及調(diào)整目理順及調(diào)整目標與發(fā)展計劃標與發(fā)展計劃討論、回顧、討論、回顧、理順及調(diào)整目理順及調(diào)整目標與發(fā)展計劃標與發(fā)展計劃年終績效反饋年終績效反饋、回顧與評估、回顧與評估制定制定目標與目標與發(fā)展計劃發(fā)展計劃6月月/7月月10月月4月月12月月/1月月指導與反饋指導與反饋指導與反饋指導與反饋指導與反饋指導與反饋 指導與反饋指導與反饋432007績效評估時間與流程經(jīng)理：收集反饋經(jīng)理：收集反饋員工：自我評估員工：自我