PeranceManagementBeidaPresentation(英文)

1、0109-9271-HAYG Lemaire1Executive Human Resource ProgramThe Promise of Performance ManagementHay GroupBoston 0109-9271-HAYG Lemaire2The Current Challenge of Performance ManagementThe HR processn Is completely unrelated to other key business processesn Is dreaded by managers and employees aliken Does

2、not result in any meaningful feedbackn Does not differentiate performance or payn Is a focus for only one or two daysor hoursper year0109-9271-HAYG Lemaire3The Promise of Performance ManagementImagine a system that couldn Increase the likelihood that your strategy is effectively executedn Harness an

3、d direct the 1060 minutes a day of discretionary effort that every one of your employees hasn Rationalize and focus the number of goals that anyone in your organization hasn Improve the decisive dialogue that occurs in your organizationn Reward performance in a way that it is motivating and engages

4、peoplen Differentiate performance in ways that make line managers feel good about their decisions0109-9271-HAYG Lemaire4PerformanceNumber of EmployeesSource: Hay/McBerOptimizing the performance of your people will have a positive impact on business performanceImproving Performance Management Improve

5、s Business Results0109-9271-HAYG Lemaire5Percentage of variation in change in company performance accounted for by managerial practices19%2%1% 1%6%18%3%1%1%8%0%10%20%30%40%ProfitabilityProductivityHRMStrategyQualityTechnologyR&DSource: Sheffield Effectiveness ProgrammeHuman Resource Management P

6、ractices Drive Profitability and Productivity0109-9271-HAYG Lemaire6Highly Successful Companies are defined as havingn5-year sales growth = 17.5% per yearn5-year profit growth = 10.8% per yearnAnnual equity growth = 16.7% per yearn5-year dividend growth = 13.4% per yearSource: D. Karvetz, The Human

7、Resources RevolutionClear Employee GoalsParticipative StyleAttention to DevelopmentEncourage CreativityPerformance-Based RewardsHighly SuccessfulCompaniesLess SuccessfulCompanies80%70%67%62%86%26%4%27%10%30%High-performing companies are better at managing, motivating, and rewarding employeesImprovin

8、g Performance Management Improves Business Results0109-9271-HAYG Lemaire7Source: Mavrinac & Siesfield, Measuring Intangible InvestmentStrategy Execution Matters to ShareholdersThirty-five percent of an institutional investors valuation of a company is attributable to nonfinancial information tha

9、t gauges the ability of the management team to deliver results:nStrategy Execution: Can management make tough decisions and seize opportunities quickly?nManagement Credibility: Does the company keep its commitments?nStrategy Quality: Is managements vision of the future likely to optimize value creat

10、ion in a volatile, globalized, and connected economy?nInnovativeness: How readily does this company adapt?nAttracting and Retaining Talent: Is turnover higher or lower than key competitors? Do new hires surpass leavers in skills and experience?nManagement Experience: What skills and experiences does

11、 the management team bring to the table?nCompensation: Do compensation policies support the firms strategic intent?0109-9271-HAYG Lemaire835% improvement in human-capital systems resulted in 10%20% gain in shareholder valueAlignment and Integration of HR System“Human Capital” Enhancements29031033035

12、0370390020406080100Quintile Improvements in Strategic Market Value per Employee (000)Source: Huselid and Baker, 1995Human Capital Systems Increase Shareholder Value0109-9271-HAYG Lemaire9Improving Performance Management Improves Business Resultsn High-performance companies define Performance Managem

13、ent in its broadest sense: it is critical to executing and implementing strategyn Performance Management is now widely recognized as delivering more returns and delivering more competitive advantages than other HR investments n Performance Management is the key to “raising the bar” in an organizatio

14、n, for all levels of performancen Organizations with a high-performance orientation and strong management capability have higher revenue, profits, and market valuations 0109-9271-HAYG Lemaire10Performance Managementn Performance Management is about improving business performance by improving team an

15、d individual performance, and ensuring that the companys strategy is executed and implemented. It islA process that ensures that people execute the strategy of the organizationlA process for establishing a shared understanding of what is to be achieved and howlA process for ensuring that decisive an

16、d constructive dialogue occurslA process of managing self and others so that people do achievelA process for ensuring that people are doing the right things in the most effective ways, to the best of their ability0109-9271-HAYG Lemaire11Performance Management StagesDesign ParameterPerformance Apprai

17、salPerformance ManagementPerformance OwnershipHuman Resources“Check the box”compliance-orientedManage poor performersPassiveReport card(retrospective)Managers and Human ResourcesEvaluation reward emphasisManage the tails of bell curveJoint ownership for goal-setting/reviewBarometer of progress (peri

18、odic)Employees, managers, and leadershipStrategic clarity, coaching, dialogueRaise performance of organizationShared accountability for resultsDialogue (continual)FunctionRole of EmployeeFocusEmphasesOwnership0109-9271-HAYG Lemaire12Performance AppraisalPerformance ManagementManaging PerformanceHigh

19、LowLowHighImpact on ResultsLevel of Organizational CommitmentImproved business results require organizational commitmentCommitment to achieve company goalsGood setting and reviewMerit increases efficiently allocatedPerformance Management Stages this0109-9271-HAYG Lemaire13The performance management

20、model is not new, but the way in which leading organizations do it is very different&DialogueDialogueDialogueDialogueBest Practices0109-9271-HAYG Lemaire14Best PracticesWhats Different?There are four differentiators of best practice:n Clear Strategy Translation Processn Integrated Performance Pr

21、ocessesn Culture of Dialoguen Multiple and Differentiated Rewards 0109-9271-HAYG Lemaire15Strategy Translation ProcessA Definition:“Early in the history of the company, while thinking about how a company like this should be managed, I kept getting back to one concept: if we could simply get everyone

22、 to agree on what our objectives were and to understand what we are trying to do, then we could turn everybody loose and they would move along in a common direction.” Dave Packard0109-9271-HAYG Lemaire16Strategy Translation ProcessChecklist:o Are all top team members unified and focused on the “must

23、-win” battles of the organization?o Are the interdependencies clear between the top-team members?o Are the middle managers clear on the “must-win” battles?o Do employees know what they need to do for the organization to be successful?lFinancial goals, operational goals, behaviors0109-9271-HAYG Lemai

24、re17Integrated Performance ProcessesA Definition:“Leaders must see to it that the organizations social operating mechanismsthat is, the executive committee meetings, budget and strategy reviews, and other situations through which people do businesshave honest dialogue at their center. These mechanis

25、ms set the stage. Tightly linked and consistently practiced, they establish clear lines of accountability for making decisions and executing them.” Ram Charam, HBR 4/20010109-9271-HAYG Lemaire18Integrated Performance ProcessesChecklist:o Do the goals of the organization reflect interdepartmental obj

26、ectives?o Are the financial, operational, and people processes integrated?o Is the information from these processes used to make business decisions?o Are the processes efficient and effective?0109-9271-HAYG Lemaire19Culture of DialogueA Definition:“A leader should be constructing his appraisal all y

27、ear long and giving his appraisal all year long. You have 20, 30, 60 opportunities a year to share your observations. If, at the end of the year, someone is truly surprised by what you have to say, that is a failure of leadershipBy failing to provide honest feedback, leaders cheat their people by de

28、priving them of the information that they need to improve.Critical feedback is the “heavy lifting” of leadership” EDSs Dick Brown0109-9271-HAYG Lemaire20Typically a new employees productivity curve increases quickly, then levels offWithout reinforcement and feedback the level stays the same or may f

29、all offSporadic, inappropriate, or general feedback without reinforcement has a distinctive effect on motivation and performanceConsistent, specific feedback and dialogue build self-esteem and performanceFeedbackFeedbackFeedbackFeedbackCulture of DialoguePerformance Coaching/Feedback Is Critical0109

30、-9271-HAYG Lemaire21Culture of DialogueChecklist:o Are managers (and employees) trained in and good at performance dialogue?o Are managers selected and held accountable for performance coaching?o Are coaching behaviors “l(fā)ived” by the leaders of the organization?o Is the dialogue open, informal, and

31、candid, and does it provide closure?0109-9271-HAYG Lemaire22The better my performance, the better my total compensation will beMultiple and Differentiated Rewards35%27%38%0%10%20%30%40%AgreeNeutralDisagreeWhen most employees, even the stars, get the same pay, it reduces clarity about what good perfo

32、rmance looks likeSource: Hay Group0109-9271-HAYG Lemaire23Multiple and Differentiated RewardsApproaches:n Increase dialoguen Use multiple currenciesn Review use of ratingsn Use forced rankingsn Find new ways to differentiate merit0109-9271-HAYG Lemaire24Differentiated RewardsSeparate means from ends

33、Tactics/StrategiesBehaviorsTrainingTrainingTrainingTrainingTactics/StrategiesBehaviorsTrainingTrainingObjectivesEnablersConduct analysis of why OT is so high; develop strategy to reduce OT; implement strategyImplement 3 programs aimed at increasing customer satisfaction: begin training programs; upg

34、rade call center software; establish a monitoring programSet high goals for yourself and for the team: try to reduce from 50 to 30 per month; communicate to team what needs to be done; “own” this processIdentify customer issues: think about and act on opportunities to address these issues; act as a

35、role model to subordinatesshow them how to work with customers; improve call-center software systemTrainingTrainingTactics/StrategiesBehaviorsDevelop a plan to meet with each of your subordinates and get the “pulse” on how they are doing (re: jobs, projects, expectations); develop career-pathing pla

36、ns with each of your subordinates; develop ideas around nonmonetary rewardsCoach consistently: deliver timely and constructive feedback; address issues immediately; make sure others contribute and have what they need to do the jobTactics/StrategiesBehaviorsBusiness ObjectivesCareer Development Objec

37、tivesImprove consistency of customers delivery (evidenced by 98% customer satisfaction)Goals set for yearImprove employee retention in department by 50%Goals set for next 8 monthsReduce overtime from 150 to 50 hours/month (cost not to exceed $12,000)Goals set for year0109-9271-HAYG Lemaire25Extent o

38、fDifferentiation1.Company wide success measures Company revenue Profit ability measures None None2.Business unit success measures Unit revenue Profitability measures Other measures Annual incentive Some, based on individual contribution3.Success measurescurrent role Contribution to unit/company meas

39、ures Salary increase Little4.Requirementscurrent role Meet “current” job description Live the values None None5.Success measuresfuture roles Demonstration of success competencies/behaviors Achievement of development goals Future earnings Salary Annual incentive Long-term incentive Recognition Signif

40、icant, based on potentialMeasuresFirst-Level ManagersRewardLinkage1.Company-wide success measures Company revenue Profitability measures Long-term incentive Annual incentive Some, based on role Some, based on role2.Business unit success measures Unit revenue Profitability measures Other measures Ann

41、ual incentive Significant, based on unit performance3.Success measurescurrent role Contribution to unit/company measures Annual incentive Some discretionarycomponent4.Requirementscurrent role Meet current job description Live the values None None5.Success measuresfuture roles Demonstration of success competencies/behaviors Achievement of development goals Future earnings Salary Annual incentive Long-term incentive Recognition Significant, based on potential Salary increase tied to market movement LittleMeasuresExecut