績效管理的應(yīng)用實(shí)務(wù)

績效管理的應(yīng)用實(shí)務(wù)

1精選ppt課程大綱：

1.考績與績效的關(guān)系2.如何設(shè)計考績制度e化3.如何將企業(yè)的營運(yùn)策略轉(zhuǎn)換成員工個人的工作目標(biāo)4.考績與薪酬之e化互動關(guān)系5.如何評估考績制度e化之成效

2精選ppt1.考績與績效的關(guān)系基本考核

工作區(qū)分

標(biāo)準(zhǔn)績效

在職輔導(dǎo)

有效的輔導(dǎo)

輔導(dǎo)技巧及運(yùn)用績效改善計畫

準(zhǔn)備一種有效的行動計畫

考核

考核過程

考核面談的準(zhǔn)備

進(jìn)行考核面談

不間斷的績效考核流程

3精選ppt績效管理流程

目標(biāo)設(shè)定

年終考核

年中考核

輔導(dǎo)與回饋

員工發(fā)展計畫

績效考核流程

4精選ppt2.如何設(shè)計考績制度e化

績效管理的目的(ProgramObjectives)

做為薪資調(diào)整的依據(jù)(ToProvideInformationforSalaryAdministration)作為升遷的依據(jù)(ToProvideInformationforPromotion)做為現(xiàn)職工作改善的依據(jù)(ToImprovePerformanceonthePresentJob)做為員工發(fā)展的參考依據(jù)(ToDesignEmployeeDevelopmentPlan)5精選ppt績效追蹤

定期響應(yīng)績效及領(lǐng)導(dǎo)才能(每季一次)

員工發(fā)展計畫檢視(每半年一次)

檢討員工必須改進(jìn)的項(xiàng)目及完成的目標(biāo)

整合需改進(jìn)的項(xiàng)目成為年度目標(biāo)

挑選至少一項(xiàng)成為年度目標(biāo)

與員工生涯規(guī)劃連結(jié)與員工才能評估配合

2.如何設(shè)計考績制度e化6精選ppte-Forms傳輸流程

@e-Forms@e-FormsGlobalHRLibrary第一階段主管接受電子郵件送至的表格檢視后決定核準(zhǔn)或是退回不準(zhǔn)

ApproverpointsacopyforHRfilling收到第二階段核準(zhǔn)時印出

第二階段主管接受電子郵件送至的表格檢視后決定核準(zhǔn)或是退回不準(zhǔn)

電子郵件送出取得核準(zhǔn)

電子郵件送出取得核準(zhǔn)

主管進(jìn)入GlobalHRLibrary

尋找所需要的表格

尋求兩階層之核準(zhǔn)

電子郵件送取得核準(zhǔn)出印出一份做備份

AllFormsSelectedbycountry表格送至電子郵件處理中

心等待核準(zhǔn)此一筆資料被核準(zhǔn)后立即自動被送到數(shù)據(jù)處理中心存入數(shù)據(jù)庫

PeopleSoftHRTC(數(shù)據(jù)處理中心)

7精選ppt個人績效是以領(lǐng)導(dǎo)職能(LeadershipCompetencies)和達(dá)到目標(biāo)的成果(GoalsResults)來衡量

目標(biāo)設(shè)定

時間：Jan/Feb/Mar

參加者：主管?Approach：個人目標(biāo)是與其所服務(wù)

的事業(yè)單位或國家聯(lián)結(jié)

?Focus：員工、客戶、股東

員工發(fā)展計畫

時間：Q2參加者：員工?Approach：搜集及分析工作表現(xiàn)的

數(shù)據(jù)與組織的需要

?

Focus：員工個人發(fā)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(yù)先設(shè)定的工作目標(biāo)及領(lǐng)導(dǎo)

職能作評核領(lǐng)導(dǎo)職能工作表(Leadership

CompetenciesWorksheet)是領(lǐng)導(dǎo)

能力評量之準(zhǔn)則成果評估“WhatISAchieved”過程評估“HowAreGoalsAchieved”8精選ppt目標(biāo)設(shè)定的流程及時間表

Jan31-Feb3GoalCommitteepreparedraftCoreGoalandtasksforreviewwithPresidentFeb8-Feb11PresidentOverlaysIndividualandRegionalGoalsandfinalizeshisgoalswithcommitteeFeb8-Feb11CommitteepreparesRegionCoreGoalsandTasksforDirectReportsFeb11CommitteedistributeRegionCoreGoalstogetherwithPresidentsfinalizedgoalsFeb21-Feb25DirectreportsOverlayIndividualandMarket/UtilityspecificgoalsFeb28-May1Committeereviews,alignsandagreesdirectreportgoalsMay2-May7ReportsDirectReports(Level3)prepareGoals,Tasks,Timetable.ApprovedbyPresidentsdirectreports(level2)May8-May10Committeereviews,alignsandagreesLevel3goals.RegionGoalCommittee(PreparesdraftRegioncoregoalsforPresidentandDirectReportsAndreviewsindividualsubmissionsforshareholder,customerandemployeealignment)President目標(biāo)設(shè)定表

（GoalsSettingForm)ReportsDirectReportsPresidentDirectReportsJan31-Feb3Feb8-Feb11Feb8

Feb11Feb21

Feb25Feb28

March7CoreGoals,TargetsandTaskspreparedandagreedOverlayMarket/UtilitySpecificandpersonalgoalsGoalscompleted9精選ppt工作目標(biāo)評核–完成了什么？

EmployeeGoal(25%)員工滿意度結(jié)果

360度領(lǐng)導(dǎo)行為響應(yīng)結(jié)果其它

CustomerGoal(25%)客戶滿意度響應(yīng)結(jié)果

客戶滿意度的衡量要點(diǎn)及標(biāo)準(zhǔn)

ShareholderGoal(50%)財務(wù)盈虧目標(biāo)

年成長率

特殊的貢獻(xiàn)法令、法規(guī)的實(shí)行

10精選pptLeadershipCompetenciesRatingWeightsMiddleManagement

SeniorManagement

ExecutiveManagementIndividualManagement

ThoughtLeadership

10-20%20-30%30-40%20-30%ResultsLeadership

40-50%20-40%20-30%40-50%RelationshipLeadership

20%20%20%20-30%PeopleLeadership

20%10-20%10-20%0-10%11精選pptPerformanceDistributionGuidelinesG1G2G3G4ForaG1BusinessUnit10-20%35-50%25-45%0-5%ForaG2BusinessUnit5-10%30-40%35-55%5-8%ForaG3BusinessUnit0-5%20-35%45-65%8-10%L1L2L3L4LGuidelinesforallBusinessUnits5-15%20-30%50-55%5-15%12精選pptGOALRATINGWORKSHEETFORTRSIMEMBEROFINTERNATIONAL,

REGIONALANDCOUNTRYEXECUTIVETEAMSIndividualLineofBusinessRatingExecutiveTeamMember：

ExecutiveTeamRatingSourceofRatingInformationWeightRatingIndividualLineofBusinessresultsagainstshareholdertargets(e.g.,NetIncome,Revenue,Expense)35%17.5%12.5%65%IndividualLineofBusinessresultsagainstCustomertargets(e.g.,CIF,Billings,Customers,Satisfaction)IndividualLineofBusinessresultsagainstEmployeeScoreCardtargets(EmployeeSurvey)OverallIndividualLOBRatingShareholder50%Customer25%Employee25%SourceofRatingInformationWeightRating15%7.5%12.5%35%Intl,RegionalorCountryTRSIResultsagainstMarketScoreCardShareholdertargets(e.g.,NetIncome,Revenue,Expense,etc.)Intl,RegionalorCountryTRSIResultsagainstMarketScoreCardCustomertargets(e.g.CIF,Billings,CustomersSatisfaction)Intl,RegionalorCountryTRSIResultsagainstMarketScoreCardEmployeetargets(EmployeeSurvey)OverallExecutiveTeamRatingOverallIndividualGoalRatingComments：13精選pptINDIVIDUALLEADERSHIPRATINGWORKSHEETFORMEMBERSOFINTERNATIONAL,REGIONALANDCOUNTRYEXECUTIVETEAMSLeaderInputonCompanyLeadershipDimensionsExecutiveTeamMember：

ExecutiveTeamInputonMatrixLeadershipCompetenciesDimensionLeadershipCompetencyCompetencyRatingDimensionRatingThoughtLeadershipCreatingInnovativeSolutionsActingStrategically&GloballyResultsLeadershipMeeting&ExceedingCustomerDivingresumesExpectationsDemonstratingRiskTakingActingDecisivelyRelationshipLeadershipCollaborating&InfluencingOthersDemonstratingIntegrityTreatingPeoplewithRespectandDignityValuingandIntegratingDiversityPeopleLeadershipManagingChangeManagingPerformanceDevelopingPeopleLeadershipDimensionsRating(65%Weight)：MatrixRatingMatrixLeadershipCompetencyP&LDriverDealMakerRelationshipBuilderFollow-ThroughLeaderBUMatrixLeadershipRating(35%Weight)OverallLeadershipRating14精選ppt

3.如何將企業(yè)的營運(yùn)策略轉(zhuǎn)換成員工個人的工作目標(biāo)

Vision遠(yuǎn)景

Day-to-DayActivities每日工作

StrategicObjectives策略目標(biāo)

績效管理制度FunctionalGoals部門目標(biāo)

BusinessUnitGoals事業(yè)單位目標(biāo)

Values經(jīng)營理念

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