某咨詢公司設(shè)計的績效評估模式英文版

PerformanceManagement

Organizational&HumanResourceDevelopmentDivisionHongKongProductivityCouncilSeminarContentWhyisPMImportanttoBusinessPerformance?WhatisPM?ThePMCycleEffectivePMSystemIdentificationofIndividualPerformanceMeasuresWhatisBalancedScorecard?BarriersinStrategicManagementofOrganizationalPerformanceHowdoesaBalancedScorecardTranslateCompanyStrategyintoAction?FrameworkofaBalancedScorecardPerformanceMeasurementSystemActionRequiredforImplementationofanEffectivePMWhyisPerformanceManagement(工作表現(xiàn)管理制度)ImportanttoBusinessPerformance?改善工作程序員工態(tài)度改變接受變革ExternalPressures外來壓力修訂營運策略提高生產(chǎn)力宏觀環(huán)境:公司:個人:提出人力管理變革工作表現(xiàn)管理制度WhyisPerformanceManagement(工作表現(xiàn)管理制度)ImportanttoBusinessPerformance?BenefitstoIndividualsBetterunderstandingonperformancestandardsBetterdevelopmentopportunitiesMotivatedasitisafairersystemtomeasureemployees’performanceImprovedrelationshipwithsupervisorsImprovedindividualperformanceWhyisPerformanceManagement(工作表現(xiàn)管理制度)ImportanttoBusinessPerformance?BenefitstoOrganisationEffectivemonitoringsystemBetterunderstandingonperformancestandardsOrganisation’sexpectationscanbeclearlycommunicatedLinkindividuals’workoutputtoorganisationalgoalsBettermoraleShapeorganisation’scultureWhyisPerformanceManagement(工作表現(xiàn)管理制度)ImportanttoBusinessPerformance?UltimateBenefitstoOrganizationBusinessResultsDriveWhatisPerformanceManagement

(工作表現(xiàn)管理制度)?

“Aprocessforestablishingasharedunderstandingaboutwhatistobeachieved,andhowitistobeachieved;anapproachtomanagingpeoplewhichincreasesthechanceofachievingjob-relatedsuccess.”

Different

ApproachesTraditionalIntegratedPerformanceManagementCompetency-basedIntegratedPMProcessPMasCoreProcessforChangeAsdriverforchangeIntegratedFitwithcultureSelf-managedindividuals&teamsHarmonywithrewardsMotivatingworkclimateIntegratedwithcompetencymodelFocusondevelopingpeopleLinkedtosuccessionplanningCovers3phases:planningmanaging/coachingreviewing"Onceayearevent"NotintegratedLittle"managing"ofperformanceDegreeofintegrationwithotherHRprocessesPerformanceManagement-CurrentTrends

(當(dāng)前趨勢)PerformancemanagementasacoreprocessNewapproaches:self-appraisal自我評核peerappraisal同級同事評核upwardappraisal下屬對上司的評核360degreeappraisal360度評核Greateremployeeinvolvement/participationFrommeasuringoutputsmeasuringoutputs+inputsGreaterline-managementownershipFormal,once-a-yearfeedbackmoreinformal,on-goingcommunicationPerformanceManagement-CorePrinciples

(核心原則)Corporate&individualperformancearemutuallydependentOn-goingprocessprovidingthebasisforcontinuousimprovementReliesonconsensusNotjusttop-downA2-waycommunicationprocessForwardlookingConcentrateonpositiveattributesWorksbestwhenappliedtoallstaffThePerformanceManagementCycle表現(xiàn)管管理週週期Performanceplanning表現(xiàn)的的計劃劃Performancereview表現(xiàn)的的檢討討Performancecoaching表現(xiàn)的的督導(dǎo)導(dǎo)Reward報酬Training培訓(xùn)Successionplanning人才銜銜接計計劃Discipline紀(jì)律Businessstrategy商業(yè)策策略Peoplemanagementstrategy人力資資源管管理策策略ThePMCycleHRPractices人力資資源措措施PerformanceManagement-InterlinkingParts表現(xiàn)管管理的的互相相緊扣扣的部部份Measurement量度表表現(xiàn)Learning&Development學(xué)習(xí)與與發(fā)展展GoalSetting確立目目標(biāo)PerformanceManagement表現(xiàn)管管理Appraisal(Review)評核核(檢檢討)TowardsanEffectivePMSystem邁向有有效的的表現(xiàn)現(xiàn)管理理制度度WhattoMeasure評估什什麼?HowtoMeasure如何評評估?WorkOutcomes工作成成果PerformanceFactors工作表表現(xiàn)要要素AppraisalFormDesign評核表表格的設(shè)計計UserTraining評核人人的培訓(xùn)TheAppraisal評評核核階段段及評評核面面談TheProcess評核程程序MeasuringOutcomes(Results)如何評評核工工作成成果(效效果)Accountabilities(負(fù)負(fù)責(zé)責(zé)範(fàn)範(fàn)圍圍)PerformanceStandards(表表現(xiàn)現(xiàn)標(biāo)標(biāo)準(zhǔn)準(zhǔn))Objectives(目目標(biāo)標(biāo))Whatarethefocusareas?(主主要要工工作作範(fàn)範(fàn)圍圍)Howwilltheresultsbemeasured(量度)?Withineacharea,whataretheobjectives(目標(biāo))?(SalesmanagementTogeneratesalescost-effectivelyToincreasesalesby10%in1998MeasuringOutcomes(Results)如何評核工工作成果(效果)Accountabilities,examples(負(fù)負(fù)責(zé)範(fàn)圍的的典型例子子):HumanResources人人力資源Staffing聘聘用人才才Staffrelations勞勞資關(guān)係Compensationplanning薪酬策策劃Benefitsadministration褔褔?yán)姓﨓xecutivedevelopment管理層層培養(yǎng)Policydevelopment政策策制定MeasuringOutcomes(Results)如何評核工工作成果(效果)SalesNewbusinessdevelopmentSalesmanagementLeadgenerationAccountdevelopmentMarketingAdvertisingPromotionstrategyPricingMarketresearchMediarelationsSettingObjectives建立立目標(biāo)StephenCovey:setyourgoalswithinyourrole(介定角色色、確立目目標(biāo))AnobjectiveisastatementofresultstobeachievedCharacteristics:FocusedWrittenStatedforcefullySignificantPrioritizedandweightedNottoomanyCommunicated“SMART”,““SMARTER”DefiningPerformanceStandards制訂表現(xiàn)標(biāo)標(biāo)準(zhǔn)Measurablefactorsfromaperformancefactor4directmeasuresofoutput:QualityQuantityCostTimeMaybe“hard””/“soft””numbers,problemstoovercomeCosteffectiveAgreeingonActionPlan共同協(xié)議行行動計劃WhatWhenWhereWhoWrittenCommunicatedAssessingPerformanceFactors(表現(xiàn)原素素)/Competencies(稱職原素素)Examples:Coca-Cola MobilPerformanceCompetenciesFactorsCommunication TeamworkJobknowledge TechnicalknowledgeProblemsolvingSettinghighstandardsWorkrelationships ConcernforaccuracyLeadership ConcernforeffectivenessPlanning,organisingFlexibilityPersonalDrive(主動性)IdentifyownstrengthsandweaknessesLearnfromownmistakesandthoseofothersChangebehavioursasaresultfeedbackKeepupdateonownfieldofspecialisationTryinfluenceratherthanpassivelyacceptaneventContinuouslylookingforinnovativemeanstoachieveresultsShowenthusiasmanddrivetogetthingsdoneBepersistenttowardstheachievementofplansorinitiativesRemaincommittedinspiteofproblemsActivelylearning主動學(xué)學(xué)習(xí)DemonstratingCommitment表現(xiàn)投投入感感Takinginitiative採取主主動DeterminePerformanceFactorsDetermineDimensions(量度度方向向)DetermineBehaviourIndicators(行為為指標(biāo)標(biāo))DeterminingPerformanceFactors(Competencies)-AnExampleDesigningtheProcess設(shè)計評評估階階段Determinethepurposes確確立立目標(biāo)標(biāo)Developtheprocedures程程序序應(yīng)包包括:No.offorms表表格格數(shù)目目Whattobeassessed評評核甚甚麼Whoshouldappraise誰誰來評評該Appraisalperiod評評核核期Frequencyofmeetings評評核面面談的的頻率率Linkagewithpay與與薪薪酬的的聯(lián)繫繫DesigningtheAppraisalForm設(shè)計評評核表表格Whattoinclude應(yīng)應(yīng)包括括甚麼麼?Workoutcomesorobjectives工工作成成果(目目標(biāo))Performancefactors表表現(xiàn)要要素Jobholderpersonaldata員工工個人資料Majorachievement主要成成就Developmentneedsandplans培訓(xùn)需需要及計劃Approvals審審批機(jī)制Employeecomments員工意意見PromoteabilityRatingscheme表現(xiàn)現(xiàn)評級標(biāo)準(zhǔn)Howmanylevels多多少級別?Whatwillwecalleachlevel級別別名稱?PerformanceReview表現(xiàn)現(xiàn)評核Strategy&systemforperformancemanagementContinuousprocessofReview檢討表表現(xiàn)Feedback回回應(yīng)不理想的的表現(xiàn)Reinforcement強(qiáng)強(qiáng)化好的表現(xiàn)現(xiàn)Documentationoftheon-goingprocessObjectivesofPerformanceAppraisal表現(xiàn)評核的目目的Motivate/reinforcegoodperformanceIdentifyareasforimprovementIdentifytraining&developmentneedsClarifyjobexpectationsStrengthenstaff-supervisorrelationshipElementsofaGoodAppraisal好的表現(xiàn)評核核1. Documentperformance2. Performancediagnosis3. Seekbilateralparticipation4. Focusongoals6. Minimalcriticism7. SinglepurposeAppraisalErrors表現(xiàn)評核常見見錯誤Haloerror以以偏概全全Contrasterror對對比誤差Firstimpressionerror先入入為主Regencyerror近近入為主Leniencyerror寬寬容誤差Severityerror嚴(yán)嚴(yán)厲誤差Centraltendencyerror中庸庸誤差OptimisingYourExistingSystem改善你公司現(xiàn)現(xiàn)行的制度Whatwecandotoimprove?Reviewyourexistingsystemandidentify:ImbalancesAmbiguitiesNon-alignmentwithstrategicobjectivesInappropriatesimplicity/complexity,etc.Possiblechangesmightbe:ChangetheeventanongoingprocessStartwiththeformstartwithplanningFocusontraitsonbehaviors(whatheis)(whathedoes)ProvideappraisertrainingCulturalIssues文化化因因素素Cultureisacommonexcusefornotsettingupaperformancemanagementsystem(PMS)notoptimizingtheexistingsystemPMSneedstobecompatiblewithexistingorganizationalcultureWhatisoftenoverlookedis:PMScanhelptodrivechange,whichwillleadtoaneworganizationalcultureCheckyourorganizationforreadinessCriteriaforanEffectiveAppraisalSystem好的的表表現(xiàn)現(xiàn)管管理理制制度度-標(biāo)標(biāo)準(zhǔn)準(zhǔn)Relevance關(guān)關(guān)聯(lián)聯(lián)性性Sensitivity敏敏感感性性Reliability可可靠性Acceptability認(rèn)受受性Practicability可可行性CriticalSuccessFactors成功要訣Open,honestmanagementstyle-highdegreeoftrustLinemanagersfeelsenseofownershipSupportiveHR/personnelfunctionSeniormanagementsupportBusinessplan-linkedwithorganisationalgoalsIdentificationofIndividualWorkOutcomes(工作成果)andPerformanceMeasures(量度標(biāo)準(zhǔn))BasedontheBalancedScorecardSystem均衡績分表表系統(tǒng)WhatisaBalanced-Scorecard均衡績分表表?Itisanewframework(Kaplan&Norton)integratingperformancemeasuresderiveddirectlyfrombusinessstrategy,whichallowsacompanyto:-translateitsstrategyintoaction;-turnmeasuresintoaperformancemanagementprocess.BarriersinStrategicManagement(策略管理)ofOrganizationalPerformance(組織表現(xiàn)現(xiàn))TheManagementSystem:VisionarenotactionableStrategynotlinkedtodepartmentalandindividualgoalsStrategynotlinkedtoresourceallocationFeedbackistactical,notstrategicBarriersinStrategicManagementofOrganizationalPerformanceTheTraditionalFinancialMeasurementSystem:(傳傳統(tǒng)統(tǒng)的的財財務(wù)務(wù)管管理理)RetrospectiveFailtopredictfutureperformancePlaysdownonstrategicdeterminantsforlong-termsuccessUnabletomeasureandmanagesuchdeterminantsWhatisaBalanced-Scorecard?Howdocustomersseeus?(customerperspective客戶觀觀點)Whatmustweexcelat?(internalperspective內(nèi)部財財務(wù))Howcanwecontinuetoimproveandcreatevalue?(innovation&growthperspective創(chuàng)新及及不斷斷學(xué)習(xí)習(xí))Theprincipalframeworkofthebalancedscorecardallowsmanagerstolookatthebusinessfromfourimportantperspectives:Howdowelooktoshareholders?(financialperspective財務(wù)方方面)WhatisaBalanced-Scorecard?Thesefourcritical-successfactors:CustomerSatisfaction,InternalBusinessProcess,Innovation&LearningoftheOrganization,plusFinancialPerspective,areregardedasthedriversoffuturefinancialachievementfortheirsignificantimpactonorganizationalperformance.WhatisaBalanced-Scorecard?CustomerSatisfaction滿足客客戶-tostaycompetitive,weneedtosatisfyourcustomers’’requirements.Inabroadsense,customersaremainlyconcernedabouttime,quality,service&cost;However,wemustbesensitivetoothervalue-addedattributes,e.g.customers’loyalty.Thebalanced-scorecardtendstofocusonentirelynewinternalbusinessprocessesgeneratingmostcustomersatisfactionandachievingthecompany’sfinancialobjectives,e.g.corecompetencies,criticaltechnologiesneededtostayaheadofcompetitors.WhatisaBalanced-Scorecard?InternalProcesses內(nèi)部部業(yè)務(wù):Oncecustomer-basedmeasuresareformulated,companiesmustthenidentifywhatinternalprocessestoexcelin,inordertofulfillcustomers’needs.WhatisaBalanced-Scorecard?Innovation&Learning創(chuàng)新與不不斷學(xué)習(xí):Thecompany’sabilitytolearnandimprovecontinuouslyarecrucialtoitslong-termsuccessinthefaceofimmensecompetition&fastchangingcustomers’requirements.Thebalanced-scorecardarticulatesandmeasurescompany’sgrowthbybridgingtheorganizationalcapabilities,suchaspeople,system,andprocedures,withwhatisrequiredtoachievebreakthroughperformance.WhatisaBalanced-Scorecard?FinancialPerformance財務(wù)方面面:Thebalanced-scorecardalsoretainsafinancialdimensiontomeasureandindicatewhetherornotthecompany’sstrategy,implementationandexecutionarecontributingtobottomlineimprovement.Thebalanced-scorecardallowsthecompanytoweighshort-termgainsagainstlong-termbusinessdevelopment,andre-examinebusinessstrategytoachievetherightbalancebetweenbottomlineandoperationalimprovements.HowDoesaBalanced-ScorecardTranslateCompanyStrategyintoAction均衡績分表表如何實踐踐公司策略略Bytranslatingthevisionandstrategysothatitisunderstoodandcanbeactedupon.Tobethebestintegratedrefiner/marketerintheUnitedStatesbyefficientlydeliveringunprecedentedvaluetoourcustomers.Weachievethismissionbysixstrategicthemes:AnintegratedbusinessReduceourcoststructureWeedoutunderperformingassetsNewsourcesofincomeAdvancethefocusofTQMProfitablyincreasescalePioneer’sMission(使命)HowDoesaBalanced-ScorecardTranslateCompanyStrategyintoAction均衡績分表表如何實踐踐公司策略略Pioneer’sBalancedScorecardStrategicObjectivesStrategicMeasures策略目標(biāo)量量度度標(biāo)準(zhǔn)FinCustInternalI&LFinanciallystrong.ReturnonCapitalEmployed.Delightthecustomer.MysteryshopperratingWin-winrelationship.Dealer/PioneerGrossProfitSplit.Safe&RelaibleMfgreliabilityindexCompetitivesupplierDaysawayfromworkplaceQualityQualityIndexMotivated&preparedStrategiccompetencyavailabilityHowDoesaBalanced-ScorecardTranslateCompanyStrategyintoActionTheRevenueGrowthStrategy“Improvestabilitybybroadeningthesourcesofrevenuefromcurrentcustomers”TheProductivityStrategy“Improveoperatingefficiencybyshiftingcustomerstomorecost-effectivedistributionchannels”ImproveReturnsBroadenRevenueMixImproveoperatingefficiencyIncreasecust.confidenceinourfin.adviceIncreasecust.SatisfactionthrusupexecutionUnderstandcustomersegmentsDevelopnewproductCross-selltheproductlineShifttoappropriatechannelMinimizeproblemsProviderapidresponseIncreaseemployeeproductivityAccesstostrategicinformationDevelopstrategicskillsAlignpersonalgoalsFinancialCustomerInternalI&LHowDoesaBalanced-ScorecardTurnMeasurementintoPerformanceManagementStrategicObjectiveStrategicMeasurements(LagIndicators)(LeadIndicators)Fin.CustomerInternalLearningImproveReturnsBroadenRevenueMixReduceCostStructureReturnonInvestmentRevenueGrowthDepositSer.CostChangeRevenueMixIncreaseCustomerSatisfac-tionWithOurProductAndPeopleIncreaseSatisfaction““AfterTheSale”ShareofSegmentCustomerRetentionDepthofRelationSatisfactionSurveyUnderstandOurcustomersCreateInnovativeProductsCross-SellProductsShiftCustomerstoCost-EffectiveChannelsMinimizeOptProblemsResponsiveServiceNewProductRevenueCross-SellRatioChannelMixChangeServiceErrorRateRequestFulfillmentTimeProductDevelopmentCycleHourswithCustomersDevelopStrategicSkillsProvideStrategicInfoAlignPersonalGoalsEmployeeSatisfactionRevenueperEmployeeStgicJobCoverageRatioStgicInfoAvailabilityRtoPersonalGoalsAlignment(%)Themeasurementsystemistheorganizingframeworkforthemgtsystem.HowdoesaBalancedScorecardTranslateCompanyStrategyintoAction均衡績分表如如何實踐公司司策略Example:anElectronicsCompanyVision“TodiversifyourcustomerbaseandbecomeacompetitiveandreliablesuppliertoANYpotentialcustomers”TranslationofVisionintoStrategicObjectives“acompetitiveandreliablesupplier”wouldmeancosteffectivebetterproductdevelopmentgoodcustomerserviceTranslationofStrategicObjectivesintoOrganizationalGoals組織目標(biāo)&Measures量度標(biāo)準(zhǔn)StrategicPerspectiveOrganizationalMeasuresObjectivesGoalsCustomer-enhancecustomersatisfactiononcompanyservice-customersatisfactionsurvey-milestonevarianceInternalProcess-qualitycontrol-lotrejection%-incomingmaterialcontrol(acceptance%)Innovation&Learning-enhancemarketingteam’sproductmarketsense-no.ofexhibition/showattendedFinance-reducemanufacturingcost-productivityindex-costvarianceforworkorder-scrappage%ProvideGoodCustomerServiceTranslationofOrganizationalGoalsintoDepartmentalGoals-ExampleofMarketingEnhanceCustomerSatisfactiononCompanyService(CustomerPerspective)DepartmentalGoalsProvidefastresponseoncustomer’srequestCoordinatewithotherdepartmentstoensureon-timedeliveryofservices/productsMeasuresCustomersatisfactionsurveySalesvolumeTranslationofOrganizationalGoalsintoDepartmentalGoals-ExampleofProductionEnhanceCustomerSatisfactiononCompanyService(CustomerPerspective)DepartmentalGoalsTimelydeliveryofproducts/servicesEnsurethequalityofproducts/servicesisuptotheexpectationofcustomersMeasuresLotrejectionrate:2%MilestonevarianceFrameworkofaBalancedScorecardPerformanceMeasurementSystemStrategicObjectivesInternalProcessCustomerInnovation&GrowthFinancialMeasuresIndividualsPerformanceDepartmentPerformanceDepartmentPerformanceOrganisationPerformance部門表現(xiàn)個人表現(xiàn)公司整體表現(xiàn)均衡績分表的骨幹ActionRequired坐言起行DoesyourcompanyhaveaPMsystem?Areyouentirelysatisfiedwithyourstaff(company’s)performance?AreyouentirelysatisfiedwithyourPMsystem?ConductanAuditofyourPMsystemDefineperformancemeasuresDefineyourobjectivesProvidetrainingforusersDesigntheappraisalformImplementyourPMsystemDesignthePMprocessSetupaPMsystemStudythepracticabilityofsettingupaPMsystem9、靜夜夜四無無鄰，，荒居居舊業(yè)業(yè)貧。。。12月月-2212月月-22Tuesday,December13,202210、雨中中黃葉葉樹，，燈下下白頭頭人。。。23:40:1823:40:1823:4012/13/202211:40:18PM11、以我我獨沈沈久，，愧君君相見見頻。。。12月月-2223:40:1823:40Dec-2213-Dec-2212、故人人江海海別，，幾度度隔山山川。。。23:40:1823:40:1823:40Tuesday,December13,202213、乍見翻疑夢夢，相悲各問問年。。12月-2212月-2223:40:1823:40:18December13,202214、他鄉(xiāng)生生白發(fā)，，舊國見見青山。。。13十十二月202211:40:18下下午23:40:1812月-2215、比不了了得就不不比，得得不到的的就不要要。。。。十二月2211:40下下午12月-2223:40December13,