績(jī)效管理咨詢方法論

績(jī)效管理咨詢方法論2024/3/27績(jī)效管理咨詢方法論DiscussionObjectivesProvideanoverviewofcurrentthinkingandtrendsDiscusswhatPMconsultingisallaboutReview“whatworksandwhatdoesn’t”ShareBestPracticesresearchReviewsomeofthebasicplanningandprojectsteps績(jī)效管理咨詢方法論GroupDiscussionAnswerthefollowingquestions:1.Whatisperformancemanagement?Whydocompanieshavethisprocess?2.Whydoesn’titworksowell?Whatmakesitsodifficult?績(jī)效管理咨詢方法論P(yáng)erformanceManagementTranslatesbusinessvisionandstrategyinanactionablewaybycascadinggoalsthroughouttheorganizationMeasuresbothwhatisdoneand

howitisdoneAlignsDepartmentgoalswithstrategicbusinessobjectivesAlignsindividualswiththebroaderorganizational/teamcontextEnsurestheclosest“l(fā)ineofsight”possibleSource:WatsonWyattBestPracticesinPerformanceManagement績(jī)效管理咨詢方法論P(yáng)erformanceConsulting1.TotalOrganizationCascadingandAlignmentStakeholderMetrics2.EmployeeReviewProcessEngagementandAccountabilityGrowthandAchievementsTwodimensions:績(jī)效管理咨詢方法論P(yáng)erformanceConsultingTotalOrganizationPerformanceCascadingandAlignmentStakeholderMetrics績(jī)效管理咨詢方法論TheKeyQuestionsofBusinessPlanningWhydoesthecompanyexist?Whereisitgoing?Size

SalesMarkets

LocationsProducts

CompetitiveChallengesSBULinkagesHowwillitgetdone?ValuesandOperatingPrinciples Technology

ResourcesWhatmustthecompanybeverygoodatdoing?Howwillprogressandsuccessbemeasured?ExpectationsofStakeholdersCompanyPerformanceMissionVisionofFutureStrategicOrganizationalGoalsCoreOrganizationalCapabilitiesBalancedScorecard績(jī)效管理咨詢方法論BusinessPlansareDevelopedbytheBusinessUnitsResourceRequirementsIndustryLatinAmericaAsia(Europe)ObjectivesofthebusinessunitObjectivesoftheregionBottom-up-approach:Derivationofsegmentandcorporatestrategicplansandoperatingobjectivesfrombusinessunitgoals.Top-down-approach:DerivationofobjectivesfromcorporatestrategyObjectivesofdepartmentsandindividualsStrategyoftheCorporationObjectivesofthecorporationPeopleFacilities TechnologyEquipmentandMachinery 績(jī)效管理咨詢方法論Componentsofa

BalancedScorecard

(withsamplemetrics)FINANCIALRESULTSCUSTOMERSATISFACTIONBUSINESSPROCESSESLEARNING&GROWTHAFYPROI/ROASurplusGrowthNewsales:newcustomersAdditionalpolicies:currentcustomersMarketshareCollectingpremiumsCalculatingsellingprice:newproductNewlicensing(Region&Corporate)EstablishingtheBusinessCasefornewventures,newlocationsProductDevelopment:#innovationsCompetencygrowthAdditionalcountriesCorecapabilitiesgrowth績(jī)效管理咨詢方法論CascadingStrategic&OperatingPlanGoalsCORPORATEORGANIZATIONMETRICSFinanceFinanceCustomerCustomerBusinessProcessBusinessProcessLearning&GrowthLearning&GrowthBUSINESSUNITTEAMS/INDIVIDUALSDEPARTMENTBalancedScorecardscanprovideorganizationalignmentandaccountability5to7GOALS“SMART”parametersDirectlyaligned績(jī)效管理咨詢方法論TypicalProjectTimeline&Milestones**8weekselapsedtimefromplanningsession2Days

ClarifyCompanyStrategyanddeterminegoalsImplementation

TrainingandRolloutbeginsImplementation

Planning

WorkshopFormal

Advisory

GroupReview

Session

&

Follow-up1wk2wks1wk1wk1wk1wk1wkProjectPlanning,

OrientationandKick-off1Day1Day

InterviewFindingsDevelopMeasure

Recommendations1DayWorkshoponTargetsFinalizeTargetRecommendationsImplementationPlanReviewReviewPlanforImplementation

ReviewTransitionStrategy2DaysFormal

Advisory

TeamReview1Day1Day1wk1DayExecutivePlanningSession(s)績(jī)效管理咨詢方法論P(yáng)erformanceConsultingTotalOrganizationPerformanceClients:CEO,COO,sometimestheVPHRFees:typicalprojectis$180-250KTimeframe:+/-4months績(jī)效管理咨詢方法論P(yáng)erformanceConsultingEmployeeReviewProcessEngagementandAccountabilityClearPerformanceExpectationsGrowthandAchievements績(jī)效管理咨詢方法論P(yáng)erformanceManagementIs......theongoingprocessofsettingperformanceexpectations,providingfeedbackandcoachingtoreachthoseexpectations,andreviewingandrecognizingperformanceresults.績(jī)效管理咨詢方法論TiePMtotheBusinessCycleReviewandPlanningPlanningFeedback&CoachingFeedback&CoachingMid-YearReviewNewYearPlanningYear-EndReview績(jī)效管理咨詢方法論Badtiming...“Idon’twanttoruinyourdayHerman,buttomorrowmorningyou’rescheduledtobeinmyofficeforyourannualperformancereview...”績(jī)效管理咨詢方法論RememberTheKeyQuestions?Whydoesthecompanyexist?Whereisitgoing?Size

SalesMarkets

LocationsProducts

CompetitiveChallengesSBULinkagesHowwillitgetdone?ValuesandOperatingPrinciples Technology

ResourcesWhatmustthecompanybeverygoodatdoing?Howwillprogressandsuccessbemeasured?ExpectationsofStakeholdersCompanyPerformanceMissionVisionofFutureStrategicOrganizationalGoalsCoreOrganizationalCapabilitiesBalancedScorecard績(jī)效管理咨詢方法論OrganizationAlignmentleadstoEmployeeEngagementCOMPANYMISSIONVISIONStrategicObjectivesCoreCapabilitiesCompetenciesLeadershipFunctional

DepartmentScorecardSuccessProfilesEmployeePerformanceProcessIndividualGoalsEmployeeDevelopmentPlansBusinessUnitScorecardCascading:CriticalMetricsandCompetencies績(jī)效管理咨詢方法論

Changerequiresabalanced

ValueExchangeEmployeeGives EmployerGivesEnergyEffortCommitmentValueAddLearningTimeOpportunityCareerBenefitsCompensationJob績(jī)效管理咨詢方法論ThePerformanceProcesscanprovidethekeystodevelopmentBasePayPromotionTrainingCareerdevelopmentSuccessionplanning89%77%56%51%32%Reductioninforce26%Variablepay34%CurrentUseofPerformanceManagementDataSource:WatsonWyattBestPracticesinPerformanceManagement績(jī)效管理咨詢方法論P(yáng)erformanceManagementEvolutionTraditional

Recent

Emerging

MeasuresTraits/OutcomesBehaviors/OutcomesTime/Quality/ValueEvaluatorBossSelf/PeersCustomersOutcomesMeritPayDevelopmentOrganizationSuccessImplementationDistributeFormsTrainandCommunicateOngoingEducationandinvolvementOwnershipHRDManagementEmployeesComplianceVoluntaryMandatoryMotivation績(jī)效管理咨詢方法論FactorsThatInfluenceProcesseffectiveness

Organization

Supervisor

PM

Culture

Skills

Process

TheOrganization

ValuesthatSupport

PM

TheCapabilityto

MeasureandDiscuss

Performance

TheInteractionBetween

theEmployeeandthe

Supervisor

People

Factors

Technical

Factors

Performance

Measures

Rewards

Delivery

PM

Forms

MeasuresthatSupport

theOrganizationsGoals

andValuesandare

PossibletoAccurately

Measure

HowandWhyPayis

LinkedtoPerformance

HowtheDesignof

theFormSupportsthe

Process

PerformanceManagementEffectiveness績(jī)效管理咨詢方法論FeedbackfrommultiplesourcesCoachingandfeedbackareintegralDe-emphasisonaratingDecentralizedcontrolGreaterlinkagebetweenpayandperformanceEffectivemeasures

-Competencies

-Businessstrategies“Champions”—sponsorshipEmployeeparticipationEmployeeinvolvementinsystemdesignCommunication&trainingAlignmentwithbusinessobjectives,strategy,customerneedsOngoingmonitoringofeffectivenessofprogramBestPractices

ElementsofSuccessfulPrograms績(jī)效管理咨詢方法論HighImpactPerformanceManagementKeyelementsfoundinall“bestpractices”EmphasisonlookingforwardPlanninganddevelopmentJointprocesswithemployeeownershipCooperativegoalsettingFeedback(continuous,multiplesources)DevelopmentalfocusPayandperformancelinkageSource:WatsonWyattBestPracticesinPerformanceManagement績(jī)效管理咨詢方法論UseofKeyElementsDevelopmentPlanningMulti-sourceratings14%65%81%84%94%97%GoalSettingTeamstandardsNoratingsCompetencies/behaviorsSource:WatsonWyattBestPracticesinPerformanceManagement績(jī)效管理咨詢方法論EvolutionofPerformanceFeedbackTopDownSelf-AppraisalPeerReviewsUpwardFeedbackInternalCustomersExternalCustomers3600

Review績(jī)效管理咨詢方法論Doesitmakeadifference?Employeesareeligibleforstockplanprograms1.8%Companyterminatesemployeeswhoperformunacceptably1.8%Companydoesagoodjobofhelpingpoorperformersimprove1.5%Topperformersgetsignificantlymorepaythanaverageperformers0.8%Companypositionspayabovemarket0.4%Employeeperformanceappraisalsusedtosetpay0.4%Employeesparticipateinprofit-sharingplanbasedonfirm’soverallsuccess0.6%Payislinkedtocompany’sbusinessstrategy績(jī)效管理咨詢方法論ThePerformanceMatrixOResults“what”Behaviors“how”Std=100%ofexpectedStd=100%alignmentNIHNIWFMEEKey:O=OutstandingEE=ExceedsExpectationsM=MeetsExpectations(80-90%ofpopulation)NIH=NeedsImprovementon“HOW”NIW=NeedsImprovementon“WHAT”F=Failing績(jī)效管理咨詢方法論P(yáng)rojectStepsProjectPlanning,EducationandAssessment:

ClientFirst,scopeandtimetable,designteameducation,PMdesignmatrix,documentreview,interviewsDesign:

Straw-mandesigns,implementationplanningandscheduleTestingandApproval:Presentation,seniormanagementassessment,sign-off,editImplement:

Communicationrollout,modulartrainingrollout,useReview/Revise:

Gatherfeedback,testandrevise12345績(jī)效管理咨詢方法論P(yáng)erformanceConsultingEmployeeReviewProcessClients:VPHR,Dir.Compand/orODFees:typicalprojectis$85-130KTimeframe:+/-3months(excludesimplementation)績(jī)效管理咨詢方法論Think…“Implementation”Asuccessfulprocessis25%designand75%implementation!“It’snevertoearlytothinkaboutimplementation...”PeterDrucker績(jī)效管理咨詢方法論BestPracticesinImplementationDetailedcommunicationsandtrainingstrategyPro-activeproblemidentificationBroadbuy-inSeniormanagementinvolvementMeasurementofsystemeffectivenessSource:WatsonWyattBestPracticesinPerformanceManagement績(jī)效管理咨詢方法論UtilizeBestPracticesinChangeManagementVisibleseniormanagementsupportOngoingcommunicationBestpracticesandstakeholderresearchHighinvolvementandbroadbuy-inCarefulplanning,rapidprocessComprehensiveapproachtoimplementationandmonitoringTraininginintactworkteamsSource:WatsonWyattHR21Study績(jī)效管理咨詢方法論Understanding

Realizehow“mywork”isdifferentbecauseofthechangeCommitmentBelieveinthesystemandprocessforchange...insharedaccountabilityformakingitsuccessfulAcceptanceAgreetovalueormeritofchange.Recognizeadvantageof“futurestate”ActionAdoptnewbehaviors=becomeengagedinthechangeprocess.ChampionchangesinternallyBehavi