【培訓】績效管理的應用實務ppt課件

1、績效管理的運用實務 1課程大綱： 1.考績與績效的關系2.如何設計考績制度e化3.如何將企業(yè)的營運戰(zhàn)略轉換成員工個人的任務目的4.考績與薪酬之e化互動關系5.如何評價考績制度e化之效果21.考績與績效的關系根本考核 任務區(qū)分 規(guī)范績效 在職輔導 有效的輔導 輔導技巧及運用績效改善計畫 預備一種有效的行動計畫 考核 考核過程 考核面談的預備 進展考核面談 不延續(xù)的績效考核流程 3績效管理流程 目的設定 年終考核 年中考核 輔導與回饋 員工開展計畫 績效考核流程 42.如何設計考績制度e化 績效管理的目的(Program Objectives) 做為薪資調整的根據(jù)(To Provide Infor

2、mation for Salary Administration)作為升遷的根據(jù)(To Provide Information for Promotion)做為現(xiàn)職任務改善的根據(jù)(To Improve Performance on the Present Job)做為員工開展的參考根據(jù)(To Design Employee Development Plan) 5績效追蹤 定期呼應績效及指點才干(每季一次) 員工開展計畫檢視(每半年一次) 檢討員工必需改良的工程及完成的目的 整合需改良的工程成為年度目的 挑選至少一項成為年度目的 與員工生涯規(guī)劃連結與員工才干評價配合 2.如何設計考績制度e化6e

3、-Forms 傳輸流程 e-Formse-FormsGlobalHRLibrary第一階段主管接受電子郵件送至的表格檢視后決議核準或是退回不準 Approver points a copy for HR filling收到第二階段核準時印出 第二階段主管接受電子郵件送至的表格檢視后決議核準或是退回不準 電子郵件送出獲得核準 電子郵件送出獲得核準 主管進入Global HR Library 尋覓所需求的表格 尋求兩階層之核準 電子郵件送獲得核準出印出一份做備份 All FormsSelected by country表格送至電子郵件處置中 心等待核準此一筆資料被核準后立刻自動被送到數(shù)據(jù)處置中心存

4、入數(shù)據(jù)庫 People SoftHRTC(數(shù)據(jù)處置中心) 7個人績效是以指點職能(Leadership Competencies)和到達目的的成果(Goals Results)來衡量 目的設定 時間：Jan/Feb/Mar 參與者：主管Approach：個人目的是與其所效力 的事業(yè)單位或國家結合 Focus：員工、客戶、股東 員工開展計畫 時間：Q2參與者：員工Approach：搜集及分析任務表現(xiàn)的 數(shù)據(jù)與組織的需求 Focus：員工個人開展 年中及年終考核 時間：年中(七月)及年終(次年一月) Approach： 主管作考核之前員工自我先行 對預先設定的任務目的及指點 職能作評核指點職能任務

5、表(Leadership Competencies Worksheet)是指點 才干評量之準那么成果評價“What IS Achieved過程評價“How Are Goals Achieved8目的設定的流程及時間表 Jan 31-Feb 3 Goal Committee prepare draft Core Goal and tasks for review with PresidentFeb8-Feb11 President Overlays Individual and Regional Goals and finalizes his goals with committeeFeb8-F

6、eb11 Committee prepares Region Core Goals and Tasks for Direct ReportsFeb11 Committee distribute Region Core Goals together with Presidents finalized goalsFeb21-Feb25 Direct reports Overlay Individual and Market/Utility specific goalsFeb28-May1 Committee reviews, aligns and agrees direct report goal

7、sMay2-May7 Reports Direct Reports (Level 3) prepare Goals, Tasks, Timetable. Approved by Presidents direct reports (level 2) May8-May10 Committee reviews, aligns and agrees Level 3 goals.Region Goal Committee(Prepares draft Region core goals for President and Direct ReportsAnd reviews individual sub

8、missions for shareholder, customer and employee alignment)President目的設定表 Goals SettingForm)Reports Direct ReportsPresidentDirect ReportsJan31 - Feb3Feb8 - Feb11Feb8 Feb11Feb21 Feb25Feb28 March 7Core Goals, Targets and Tasks prepared and agreedOverlay Market/UtilitySpecific and personal goalsGoals co

9、mpleted9任務目的評核 完成了什么？ Employee Goal(25%)員工稱心度結果 360度指點行為呼應結果其它 Customer Goal(25%)客戶稱心度呼應結果 客戶稱心度的衡量要點及規(guī)范 Shareholder Goal(50%)財務盈虧目的 年生長率 特殊的奉獻法令、法規(guī)的實行 10Leadership Competencies Rating WeightsMiddle Management Senior Management ExecutiveManagement IndividualManagement Thought Leadership 10-20% 20-30

10、% 30-40% 20-30% Results Leadership 40-50% 20-40% 20-30% 40-50% Relationship Leadership 20% 20% 20% 20-30%People Leadership 20% 10-20% 10-20% 0-10% 11Performance Distribution GuidelinesG1G2G3G4For a G1 Business Unit10-20%35-50%25-45%0-5%For a G2 Business Unit5-10%30-40%35-55%5-8%For a G3 Business Uni

11、t0-5%20-35%45-65%8-10%L1L2L3L4L Guidelines for all Business Units5-15%20-30%50-55%5-15%12GOAL RATING WORKSHEET FOR TRSI MEMBER OF INTERNATIONAL,REGIONAL AND COUNTRY EXECUTIVE TEAMSIndividual Line of Business RatingExecutive Team Member： Executive Team RatingSource of Rating InformationWeightRatingIn

12、dividual Line of Business resultsagainst shareholder targets(e.g.,Net Income,Revenue,Expense) 35%17.5%12.5%65%Individual Line of Business resultsagainst Customer targets(e.g., CIF, Billings, Customers,Satisfaction) Individual Line of Business resultsagainst Employee ScoreCard targets(Employee Survey

13、) Overall Individual LOB RatingShareholder50%Customer25%Employee25%Source of Rating InformationWeightRating15%7.5%12.5%35%Intl, Regional or Country TRSI Results against Market ScoreCardShareholder targets(e.g.,NetIncome,Revenue, Expense, etc.) Intl, Regional or Country TRSI Results against Market Sc

14、oreCard Customer targets(e.g. CIF,Billings, Customers Satisfaction) Intl, Regional or Country TRSI Results against Market ScoreCard Employee targets(Employee Survey) Overall Executive Team RatingOverall Individual Goal RatingComments：13INDIVIDUAL LEADERSHIP RATING WORKSHEET FOR MEMBERS OF INTERNATIO

15、NAL, REGIONAL AND COUNTRY EXECUTIVE TEAMSLeader Input on Company Leadership DimensionsExecutive Team Member： Executive Team Input on Matrix LeadershipCompetenciesDimensionLeadership CompetencyCompetency RatingDimension RatingThoughtLeadershipCreating Innovative SolutionsActing Strategically & Global

16、lyResultsLeadershipMeeting & Exceeding CustomerDiving resumes ExpectationsDemonstrating Risk TakingActing DecisivelyRelationshipLeadershipCollaborating & Influencing OthersDemonstrating IntegrityTreating People with Respect and Dignity Valuing and Integrating DiversityPeopleLeadershipManaging Change

17、Managing PerformanceDeveloping PeopleLeadership Dimensions Rating (65% Weight)：Matrix RatingMatrix Leadership CompetencyP&L DriverDeal MakerRelationship BuilderFollow-Through LeaderBU Matrix LeadershipRating (35% Weight)Overall Leadership Rating14 3.如何將企業(yè)的營運戰(zhàn)略轉換成員工個人的任務目的 Vision遠景 Day-to-DayActiviti

18、es每日任務 StrategicObjectives戰(zhàn)略目的 績效管理制度FunctionalGoals部門目的 Business UnitGoals事業(yè)單位目的 Values運營理念 15績效評價的原那么 績效評價應該把？ .焦點放在根據(jù)員工 這一年目的的達標 率(What) 根據(jù)其行為表現(xiàn)與 指點職能之對照 (How)績效評價必需反響？. 員工是用什么行為 方式來完成其目的 ？如何做績效評估加權/評量成果與預 訂目的的對照評量其行為表現(xiàn)與 指點職能 匯總其績效 討論及評核薪酬 164.考績與薪酬之e化互動關系 任務目的的設定 WHAT YOU DO？指點方式行為 HOW YOU DO IT？員工績效成果報酬 17Salary AdministrationMerit IncreaseLump Sum Salary AwardOther Salary Adjustme