某咨詢公司設(shè)計(jì)的績(jī)效評(píng)估模式(英文版)ppt課件

1、Performance Management Organizational & Human Resource Development DivisionHong Kong Productivity Council.Seminar ContentWhy is PM Important to Business Performance?What is PM?The PM CycleEffective PM SystemIdentification of Individual Performance MeasuresWhat is Balanced Scorecard?Barriers in Strat

2、egic Management of Organizational PerformanceHow does a Balanced Scorecard Translate Company Strategy into Action?Framework of a Balanced Scorecard Performance Measurement SystemAction Required for Implementation of an Effective PMWhy is Performance Management (任務(wù)表現(xiàn)管理制度) Important to Business Perfor

3、mance?改善任務(wù)程序員工態(tài)度改變接受變革External Pressures 外來(lái)壓力修訂營(yíng)運(yùn)戰(zhàn)略提高生產(chǎn)力宏觀環(huán)境 :公司 :個(gè)人 :提出人力管理變革任務(wù)表現(xiàn)管理制度Why is Performance Management (任務(wù)表現(xiàn)管理制度) Important to Business Performance?Benefits to Individuals Better understanding on performance standards Better development opportunities Motivated as it is a fairer system t

4、o measure employees performanceImproved relationship with supervisors Improved individual performanceWhy is Performance Management (任務(wù)表現(xiàn)管理制度) Important to Business Performance?Benefits to OrganisationEffective monitoring systemBetter understanding on performance standardsOrganisations expectations c

5、an be clearly communicatedLink individuals work output to organisational goalsBetter moraleShape organisations cultureWhy is Performance Management (任務(wù)表現(xiàn)管理制度) Important to Business Performance?Ultimate BenefitstoOrganizationBusinessResultsDriveWhat is Performance Management (任務(wù)表現(xiàn)管理制度) ?“A process fo

6、r establishing a shared understanding about what is to be achieved, and how it is to be achieved; an approach to managing people which increases the chance of achieving job-related success.Different ApproachesTraditionalIntegrated Performance ManagementCompetency-based Integrated PM ProcessPM as Cor

7、e Process for ChangeAs driver for changeIntegratedFit with cultureSelf-managed individuals & teamsHarmony with rewardsMotivating work climateIntegrated with competency modelFocus on developing peopleLinked to succession planningCovers 3 phases:planningmanaging/ coachingreviewingOnce a year eventNot

8、integratedLittle managing of performanceDegree of integration with other HR processesPerformance Management - Current Trends(當(dāng)前趨勢(shì))Performance management as a core processNew approaches:self-appraisal 自我評(píng)核peer appraisal 同級(jí)同事評(píng)核upward appraisal 下屬對(duì)上司的評(píng)核360 degree appraisal 360 度評(píng)核Greater employee invol

9、vement / participationFrom measuring outputs measuring outputs + inputsGreater line-management ownershipFormal, once-a-year feedback more informal, on-going communication Performance Management - Core Principles(中心原則)Corporate & individual performance are mutually dependentOn-going process providing

10、 the basis for continuous improvementRelies on consensusNot just top-downA 2-way communication processForward lookingConcentrate on positive attributesWorks best when applied to all staffThe Performance Management Cycle表現(xiàn)管理週期Performance planning 表現(xiàn)的計(jì)劃Performance review表現(xiàn)的檢討Performance coaching表現(xiàn)的督導(dǎo)R

11、eward報(bào)酬 Training 培訓(xùn)Succession planning 人才銜接計(jì)劃Discipline 紀(jì)律Business strategy 商業(yè)戰(zhàn)略People management strategy 人力資源管理戰(zhàn)略The PM CycleHR Practices 人力資源措施Performance Management - Interlinking Parts表現(xiàn)管理的相互緊扣的部份Measurement量度表現(xiàn)Learning &Development學(xué)習(xí)與發(fā)展Goal Setting確立目標(biāo)PerformanceManagement表現(xiàn)管理Appraisal(Review)

12、評(píng) 核(檢討)Towards an Effective PM System邁向有效的表現(xiàn)管理制度What to Measure評(píng)估什麼?How to Measure如何評(píng)估?Work Outcomes任務(wù)成果PerformanceFactors任務(wù)表現(xiàn)要素Appraisal Form Design評(píng)核表格的設(shè)計(jì)UserTraining評(píng)核人的培訓(xùn) The Appraisal 評(píng)核階段及評(píng)核面談 The Process評(píng)核程序Measuring Outcomes (Results)如何評(píng)核任務(wù)成果 (效果)Accountabilities(負(fù)責(zé)範(fàn)圍) PerformanceStandards(表

13、現(xiàn)標(biāo)準(zhǔn)) Objectives (目標(biāo)) What are the focus areas?(主要任務(wù)範(fàn)圍) How will the results be measured(量度)? Within each area, what are the objectives(目標(biāo))?( Sales managementTo generate sales cost-effectively To increase sales by 10% in 1998 Measuring Outcomes (Results)如何評(píng)核任務(wù)成果 (效果)Accountabilities, examples (負(fù)責(zé)範(fàn)圍的典

14、型例子) :Human Resources 人力資源Staffing 聘用人才Staff relations 勞資關(guān)係Compensation planning 薪酬策劃Benefits administration 褔?yán)姓﨓xecutive development 管理層培養(yǎng)Policy development 政策制定Measuring Outcomes (Results)如何評(píng)核任務(wù)成果 (效果)SalesNew business developmentSales managementLead generationAccount developmentMarketingAdvertis

15、ingPromotion strategyPricingMarket researchMedia relationsSetting Objectives 建立目標(biāo)Stephen Covey: set your goals within your role(介定角色、確立目標(biāo))An objective is a statement of results to be achievedCharacteristics:FocusedWrittenStated forcefullySignificantPrioritized and weightedNot too manyCommunicated“SM

16、ART, “SMARTERDefining Performance Standards制訂表現(xiàn)標(biāo)準(zhǔn)Measurable factors from a performance factor4 direct measures of output:QualityQuantityCostTime May be “hard/ “soft numbers, problems to overcomeCost effectiveAgreeing on Action Plan共同協(xié)議行動(dòng)計(jì)劃WhatWhenWhereWhoWrittenCommunicatedAssessing Performance Fact

17、ors (表現(xiàn)原素) / Competencies (稱職原素)Examples:Coca-ColaMobilPerformanceCompetenciesFactorsCommunicationTeamworkJob knowledgeTechnical knowledgeProblem solvingSetting high standardsWork relationshipsConcern for accuracyLeadershipConcern for effectivenessPlanning, organisingFlexibilityPersonal Drive(主動(dòng)性)Id

18、entify own strengths and weaknessesLearn from own mistakes and those of othersChange behaviours as a result feedbackKeep update on own field of specialisationTry influence rather than passively accept an eventContinuously looking for innovative means to achieve resultsShow enthusiasm and drive to ge

19、t things doneBe persistent towards the achievement of plans or initiativesRemain committed in spite of problemsActively learning主動(dòng)學(xué)習(xí)Demonstrating Commitment表現(xiàn)投入感Taking initiative採(cǎi)取主動(dòng) Determine Performance FactorsDetermine Dimensions(量度方向)Determine Behaviour Indicators(行為指標(biāo))Determining Performance Fa

20、ctors (Competencies) - An ExampleDesigning the Process 設(shè)計(jì)評(píng)估階段Determine the purposes 確立目標(biāo)Develop the procedures 程序應(yīng)包括 :No. of forms 表格數(shù)目What to be assessed 評(píng)核甚麼Who should appraise 誰(shuí)來(lái)評(píng)該 Appraisal period 評(píng)核期Frequency of meetings 評(píng)核面談的頻率Linkage with pay 與薪酬的聯(lián)繫Designing the Appraisal Form 設(shè)計(jì)評(píng)核表格What to i

21、nclude 應(yīng)包括甚麼 ?Work outcomes or objectives 任務(wù)成果 (目標(biāo))Performance factors 表現(xiàn)要素Jobholder personal data 員工個(gè)人資料Major achievement 主要成就Development needs and plans 培訓(xùn)需求及計(jì)劃Approvals 審批機(jī)制Employee comments 員工意見(jiàn)Promote abilityRating scheme 表現(xiàn)評(píng)級(jí)標(biāo)準(zhǔn)How many levels 多少級(jí)別? What will we call each level 級(jí)別名稱? Performanc

22、e Review 表現(xiàn)評(píng)核Strategy & system for performance managementContinuous process of Review 檢討表現(xiàn)Feedback 回應(yīng)不理想的表現(xiàn) Reinforcement 強(qiáng)化好的表現(xiàn)Documentation of the on-going processObjectives of Performance Appraisal表現(xiàn)評(píng)核的目的Motivate/ reinforce good performanceIdentify areas for improvementIdentify training & develop

23、ment needsClarify job expectationsStrengthen staff-supervisor relationshipElements of a Good Appraisal好的表現(xiàn)評(píng)核1.Document performance2.Performance diagnosis3.Seek bilateral participation4.Focus on goals6.Minimal criticism7.Single purposeAppraisal Errors 表現(xiàn)評(píng)核常見(jiàn)錯(cuò)誤Halo error 以偏概全Contrast error 對(duì)比誤差First i

24、mpression error 先入為主Regency error 近入為主Leniency error 寬容誤差Severity error 嚴(yán)厲誤差Central tendency error 中庸誤差Optimising Your Existing System改善他公司現(xiàn)行的制度 What we can do to improve?Review your existing system and identify:ImbalancesAmbiguitiesNon-alignment with strategic objectivesInappropriate simplicity/ co

25、mplexity, etc.Possible changes might be:Change the event an ongoing processStart with the form start with planningFocus on traitson behaviors (what he is) (what he does)Provide appraiser trainingCultural Issues 文化要素Culture is a common excuse fornot setting up a performance management system (PMS)not

26、 optimizing the existing systemPMS needs to be compatible with existing organizational cultureWhat is often overlooked is: PMS can help to drive change, which will lead to a new organizational cultureCheck your organization for readinessCriteria for an Effective Appraisal System好的表現(xiàn)管理制度 - 標(biāo)準(zhǔn)Relevanc

27、e 關(guān)聯(lián)性Sensitivity 敏感性Reliability 可靠性Acceptability 認(rèn)受性Practicability 可行性Critical Success Factors 勝利要訣Open, honest management style - high degree of trustLine managers feel sense of ownershipSupportive HR/ personnel functionSenior management support Business plan - linked with organisational goalsIdent

28、ification of Individual Work Outcomes (任務(wù)成果) and Performance Measures (量度標(biāo)準(zhǔn))Based on the Balanced Scorecard System 平衡績(jī)分表系統(tǒng)What is a Balanced-Scorecard平衡績(jī)分表? It is a new framework (Kaplan & Norton) integrating performance measures derived directly from business strategy, which allows a company to: -

29、translate its strategy into action; - turn measures into a performance management process.Barriers in Strategic Management (戰(zhàn)略管理) of Organizational Performance (組織表現(xiàn))The Management System: Vision are not actionable Strategy not linked to departmental and individual goals Strategy not linked to resou

30、rce allocation Feedback is tactical, not strategic.Barriers in Strategic Management of Organizational PerformanceThe Traditional Financial Measurement System:(傳統(tǒng)的財(cái)務(wù)管理) Retrospective Fail to predict future performance Plays down on strategic determinants for long- term success Unable to measure and m

31、anage such determinants.What is a Balanced-Scorecard? How do customers see us? (customer perspective 客戶觀點(diǎn)) What must we excel at? (internal perspective 內(nèi)部財(cái)務(wù)) How can we continue to improve and create value? (innovation & growth perspective 創(chuàng)新及不斷學(xué)習(xí))The principal framework of the balanced scorecard al

32、lows managers to look at the business from four important perspectives: How do we look to shareholders? (financial perspective 財(cái)務(wù)方面) .What is a Balanced-Scorecard?These four critical-success factors: Customer Satisfaction, Internal Business Process, Innovation & Learning of the Organization, plus Fi

33、nancial Perspective, are regarded as the drivers of future financial achievement for their significant impact on organizational performance.What is a Balanced-Scorecard?Customer Satisfaction 滿足客戶 - to stay competitive, we need to satisfy our customers requirements. In a broad sense, customers are ma

34、inly concerned about time, quality, service & cost; However, we must be sensitive to other value- added attributes, e.g. customers loyalty. The balanced-scorecard tends to focus on entirely new internal business processes generating most customer satisfaction and achieving the companys financial obj

35、ectives, e.g. core competencies, critical technologies needed to stay ahead of competitors.What is a Balanced-Scorecard?Internal Processes 內(nèi)部業(yè)務(wù) : Once customer-based measures are formulated, companies must then identify what internalprocesses to excel in, in order to fulfill customers needs.What is

36、a Balanced-Scorecard?Innovation & Learning 創(chuàng)新與不斷學(xué)習(xí) : The companys ability to learn and improve continuously are crucial to its long-term success in the face of immense competition & fast changing customers requirements. The balanced-scorecard articulates and measures companys growth by bridging the

37、organizational capabilities, such as people, system, and procedures, with what is required to achieve breakthrough performance.What is a Balanced-Scorecard?Financial Performance 財(cái)務(wù)方面 : The balanced-scorecard also retains a financial dimension to measure and indicate whether or not the companys strat

38、egy, implementation and execution are contributing to bottom line improvement. The balanced-scorecard allows the company to weigh short-term gains against long-term business development, and re-examine business strategy to achieve the right balance between bottom line and operational improvements.Ho

39、w Does a Balanced-Scorecard Translate Company Strategy into Action 平衡績(jī)分表如何實(shí)踐公司戰(zhàn)略By translating the vision and strategy so that it is understoodand can be acted upon.To be the best integrated refiner/marketer in the United States by efficiently delivering unprecedentedvalue to our customers.We achiev

40、e this mission by six strategic themes: An integrated business Reduce our cost structure Weed out under performing assets New sources of income Advance the focus of TQM Profitably increase scalePioneers Mission(使命).How Does a Balanced-Scorecard Translate Company Strategy into Action平衡績(jī)分表如何實(shí)踐公司戰(zhàn)略Pion

41、eers Balanced Scorecard Strategic Objectives Strategic Measures 戰(zhàn)略目標(biāo) 量度標(biāo)準(zhǔn)FinCustInternal I & LFinancially strong. Return on Capital Employed.Delight the customer. Mystery shopper ratingWin-win relationship. Dealer / Pioneer Gross Profit Split.Safe & Relaible Mfg reliability indexCompetitive supplier

42、 Days away from work placeQuality Quality IndexMotivated & prepared Strategic competency availability .How Does a Balanced-Scorecard Translate Company Strategy into ActionThe Revenue Growth Strategy“Improve stability by broadening the sources of revenue from current customersThe Productivity Strateg

43、y“Improve operating efficiency by shifting customers to more cost-effectivedistribution channels Improve ReturnsBroadenRevenueMixImprove operatingefficiencyIncrease cust.confidence in our fin. advice Increase cust.Satisfaction thru sup executionUnderstand customersegmentsDevelop newproductCross-sell

44、 theproduct lineShift to appropriatechannel Minimize problemsProvide rapidresponse Increase employeeproductivityAccess to strategicinformationDevelop strategicskillsAlign personalgoalsFinancial CustomerInternalI & L.How Does a Balanced-Scorecard Turn Measurement into Performance ManagementStrategic

45、Objective Strategic Measurements (Lag Indicators) (Lead Indicators)Fin. Customer Internal Learning Improve Returns Broaden Revenue Mix Reduce Cost Structure Return on Investment Revenue Growth Deposit Ser. Cost Change Revenue Mix Increase Customer Satisfac- tion With Our Product And People Increase

46、Satisfaction “After The Sale Share of Segment Customer Retention Depth of Relation Satisfaction Survey Understand Our customers Create Innovative Products Cross-Sell Products Shift Customers to Cost- Effective Channels Minimize Opt Problems Responsive Service New Product Revenue Cross-Sell Ratio Cha

47、nnel Mix Change Service Error Rate Request Fulfillment Time Product Development Cycle Hours with Customers Develop Strategic Skills Provide Strategic Info Align Personal Goals Employee Satisfaction Revenue per Employee Stgic Job Coverage Ratio Stgic Info Availability Rto Personal Goals Alignment (%)

48、The measurement system is the organizing framework for the mgt system.How does a Balanced Scorecard Translate Company Strategy into Action平衡績(jī)分表如何實(shí)踐公司戰(zhàn)略Example : an Electronics CompanyVision “To diversify our customer base and become a competitive and reliable supplier to ANY potential customersTrans

49、lation of Vision into Strategic Objectives“a competitive and reliable supplier would meancost effectivebetter product developmentgood customer serviceTranslation of Strategic Objectives into Organizational Goals 組織目標(biāo) & Measures 量度標(biāo)準(zhǔn)Strategic Perspective Organizational MeasuresObjectives GoalsCustomer- enhance customer satisfaction on company service - customer satisfactionsurvey- milestone varianceInternalProcess - quality