【培訓(xùn)】績(jī)效管理的應(yīng)用實(shí)務(wù)ppt課件

1、績(jī)效管理的運(yùn)用實(shí)務(wù) 1課程大綱： 1.考績(jī)與績(jī)效的關(guān)系2.如何設(shè)計(jì)考績(jī)制度e化3.如何將企業(yè)的營(yíng)運(yùn)戰(zhàn)略轉(zhuǎn)換成員工個(gè)人的任務(wù)目的4.考績(jī)與薪酬之e化互動(dòng)關(guān)系5.如何評(píng)價(jià)考績(jī)制度e化之效果21.考績(jī)與績(jī)效的關(guān)系根本考核 任務(wù)區(qū)分 規(guī)范績(jī)效 在職輔導(dǎo) 有效的輔導(dǎo) 輔導(dǎo)技巧及運(yùn)用績(jī)效改善計(jì)畫(huà) 預(yù)備一種有效的行動(dòng)計(jì)畫(huà) 考核 考核過(guò)程 考核面談的預(yù)備 進(jìn)展考核面談 不延續(xù)的績(jī)效考核流程 3績(jī)效管理流程 目的設(shè)定 年終考核 年中考核 輔導(dǎo)與回饋 員工開(kāi)展計(jì)畫(huà) 績(jī)效考核流程 42.如何設(shè)計(jì)考績(jī)制度e化 績(jī)效管理的目的(Program Objectives) 做為薪資調(diào)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(wù)改善的根據(jù)(To Improve Performance on the Present Job)做為員工開(kāi)展的參考根據(jù)(To Design Employee Development Plan) 5績(jī)效追蹤 定期呼應(yīng)績(jī)效及指點(diǎn)才干(每季一次) 員工開(kāi)展計(jì)畫(huà)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(xiàng)成為年度目的 與員工生涯規(guī)劃連結(jié)與員工才干評(píng)價(jià)配合 2.如何設(shè)計(jì)考績(jī)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(zhǔn)或是退回不準(zhǔn) Approver points a copy for HR filling收到第二階段核準(zhǔn)時(shí)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(zhǔn)或是退回不準(zhǔn) 電子郵件送出獲得核準(zhǔn) 電子郵件送出獲得核準(zhǔn) 主管進(jìn)入Global HR Library 尋覓所需求的表格 尋求兩階層之核準(zhǔn) 電子郵件送獲得核準(zhǔn)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(zhǔn)此一筆資料被核準(zhǔn)后立刻自動(dòng)被送到數(shù)據(jù)處置中心存

4、入數(shù)據(jù)庫(kù) People SoftHRTC(數(shù)據(jù)處置中心) 7個(gè)人績(jī)效是以指點(diǎn)職能(Leadership Competencies)和到達(dá)目的的成果(Goals Results)來(lái)衡量 目的設(shè)定 時(shí)間：Jan/Feb/Mar 參與者：主管Approach：個(gè)人目的是與其所效力 的事業(yè)單位或國(guó)家結(jié)合 Focus：?jiǎn)T工、客戶、股東 員工開(kāi)展計(jì)畫(huà) 時(shí)間：Q2參與者：?jiǎn)T工Approach：搜集及分析任務(wù)表現(xiàn)的 數(shù)據(jù)與組織的需求 Focus：?jiǎn)T工個(gè)人開(kāi)展 年中及年終考核 時(shí)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(duì)預(yù)先設(shè)定的任務(wù)目的及指點(diǎn) 職能作評(píng)核指點(diǎn)職能任務(wù)

5、表(Leadership Competencies Worksheet)是指點(diǎn) 才干評(píng)量之準(zhǔn)那么成果評(píng)價(jià)“What IS Achieved過(guò)程評(píng)價(jià)“How Are Goals Achieved8目的設(shè)定的流程及時(shí)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(shè)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(wù)目的評(píng)核 完成了什么？ Employee Goal(25%)員工稱心度結(jié)果 360度指點(diǎn)行為呼應(yīng)結(jié)果其它 Customer Goal(25%)客戶稱心度呼應(yīng)結(jié)果 客戶稱心度的衡量要點(diǎn)及規(guī)范 Shareholder Goal(50%)財(cái)務(wù)盈虧目的 年生長(zhǎng)率 特殊的奉獻(xiàn)法令、法規(guī)的實(shí)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(yíng)運(yùn)戰(zhàn)略轉(zhuǎn)換成員工個(gè)人的任務(wù)目的 Vision遠(yuǎn)景 Day-to-DayActiviti

18、es每日任務(wù) StrategicObjectives戰(zhàn)略目的 績(jī)效管理制度FunctionalGoals部門目的 Business UnitGoals事業(yè)單位目的 Values運(yùn)營(yíng)理念 15績(jī)效評(píng)價(jià)的原那么 績(jī)效評(píng)價(jià)應(yīng)該把？ .焦點(diǎn)放在根據(jù)員工 這一年目的的達(dá)標(biāo) 率(What) 根據(jù)其行為表現(xiàn)與 指點(diǎn)職能之對(duì)照 (How)績(jī)效評(píng)價(jià)必需反響？. 員工是用什么行為 方式來(lái)完成其目的 ？如何做績(jī)效評(píng)估加權(quán)/評(píng)量成果與預(yù) 訂目的的對(duì)照評(píng)量其行為表現(xiàn)與 指點(diǎn)職能 匯總其績(jī)效 討論及評(píng)核薪酬 164.考績(jī)與薪酬之e化互動(dòng)關(guān)系 任務(wù)目的的設(shè)定 WHAT YOU DO？指點(diǎn)方式行為 HOW YOU DO IT？員工績(jī)效成果報(bào)酬 17Salary AdministrationMerit IncreaseLump Sum Salary AwardOther Salary Adjustme