陜西科技大學工商管理碩士(MBA)課件-2015-《商務英語》-邢戰(zhàn)雷-8-Performance Management

PerformanceManagement教師：邢戰(zhàn)雷單位：陜西科技大學管理學院/MBA教育中心E-mail:xingzhanlei@WeAreHereToLearnWeAreHereto

RefreshPerformanceManagementProcessHelpemployeesandmanagersbetterunderstandPerformanceManagement:Linkages,PhasesandTimingConceptofSMARTgoalsFeedback&CoachingPerformanceAppraisalPerformanceImprovementProcessDiscussHowtousePerformanceManagementtohelpcreateagreatcompanyHowtousePerformanceManagementtocreateHighperformanceorganizationWhatisPerformanceManagement?

“Performancemanagementisaboutimprovingbusinessperformancebyimprovingteamandindividualperformance,andensuringthatacompany’sstrategyisexecutedandimplemented...” TomMcMullen,HayGroupPerformanceManagementcanalsobe….“…avehicleforincreasingourcapacitytogetworkdone,andforachievingwhatismostimportanttous.”NigelBristow,TargetedLearningPerformanceManagementisAnagreementbetweenemployeeandsupervisorAnon-goingprocessTiedtothemeritprocessPerformanceManagementshouldnotbeAonce-a-yeareventAnpunitiveprocessAtimetogivesurprisesPerformanceManagementAlignGoalswithBusinessPrioritiesIndividual/team/department/SBU/corporatestrategyEmployeesunderstandwhatmattersmostabouttheirjobBuildIndividualandOrganizationalCapabilitySeekandreceiveperformancefeedbackFacilitatedevelopingskills&capabilitiesGetworkdoneDifferentiatePerformanceDesiredOutcomesofPerformanceManagementAresults-orientedcultureImprovedemployeeengagementandretentionReinforcementofcompanyvaluesIndividualgrowthanddevelopmentEnhancedemployeeandcompanyperformanceDifferentiationofrecognitionandrewardsEnablersofPerformanceManagementEffective,on-goingconversationsEmployeeunderstandingofperformancecriteriaStandardizedprocesses,guidelinesandtoolsHonestyandcredibilityCompensationalignedwithperformancePerformanceManagementProcessPhase1:AligningGoalsPhase2:TrackingProgressPhase3:PerformanceAppraisalFeedback&CoachingFeedback&CoachingFeedback&CoachingFeedback&CoachingDec.-Jan.Feb.-Oct.Nov.-Jan.i

SetBusinessGoalsSetDev.GoalsCompleteAppropriateSectionsofPerformanceFormReviewProgressAgainstGoalsAdjustGoalsifNecessaryRevisePerformanceAgreementifNecessary

ReviewResultsAgainstGoalsCalibratePerformanceAgainstPeersAftercalibrationmeeting,finalizePerformanceRatingFinalizePerformanceAgreementBoardofDirectorsCompany/AreaSectionManagersEmployeesVision

GroupGoalsPower/Automation

GoalsSectionGoalsSectionGoalsIndividual

GoalsIndividual

GoalsBU&DepartmentManagersODV-C/AOC-CGoalsODV-C/AOC-CGoalsBusinessGoal-WhatAlignmentJobAnalysisSet3to5businessgoalsthatanswerthequestions

-"Whatmattersmost?“

-"HowdoImakeasignificantcontribution?"

績效管理的總體概念績效回顧流程經理員工共同的職責與責任反饋輔導與反饋=S=愿景,使命與目標=S=中國的使命與目標個人目標部門目標個人績效與發(fā)展能力指標職業(yè)計劃績效表現BusinessGoal-HowStraightforward直接Passionate熱情Open開放Effective高效BusinessGoal-HowPassionate熱情SeektodelightcustomersDevelopyourpeoplethroughfairanddemandingcareermanagementDe-averagerewardAddresspoorperformanceBuilddiversecareerpaths:operationalvs.transversalpositions,maturevs.neweconomies…BusinessGoal-HowOpen開放Drivetowards"OneSchneiderElectric"identityConsiderlong-termvisionandtheinterestofthecompanyratherthanshort-termoptimizationsoflocalperimeterTeamuptobuildthebestsolutionsforthecompanyTakeriskstoexplorenewpathsExchangetalentsacrossboundariesEncouragediversityinteamsBusinessGoal-HowStraightforward直接

Makesureallyourpeopleknow

DevelopacultureofaccountabilitytheroletheyhavetoplayandtheobjectivestheyareresponsibleforDonottolerateexceptioncreationChallengeproposalsbutoncedecided,applythemBusinessGoal-HowEffective高效

Reviewtasks,organization,interactionsandmakethechangesneededValuecostreductionaswellastoplinegrowth

LeadbymakingthingssimpleLimitreportingrequestsCommonProblemswithBusinessGoalAresettoolow.Aretooambitious,orcompletiondatesaretoooptimistic.Don'treflecttheemployee'sjobresponsibilitiesorareasunderhis/hercontrol.Focusonlyonwhatwillbedoneandneglecthowitwillbeachieved.Reflectassumptionsaboutwhatiswantedinsteadofdiscussed,clear,andsharedexpectations.Arenotrevisedordeletedastheybecomeunfeasibleorirrelevant.Specific toyourroleandwhatyouaretryingto

achieveMeasurable caneasilydetermineifoutcomeachievedAggressive challengingandrequireincremental(Attainable)improvementRealistic withinyourresponsibilityandcontrolTime-bound milestonesanddatesBusinessGoal-SMART目標設定SMART原則S 具體性：量化指標，如：銷售額、客戶滿意度百分比。

M 能衡量：數字化、視覺化，可檢查、可修正。如：

員工流動率由65％減至25%

A 能達到：目標要合理、拼命抓剛抓到的目標，是設定適中的目標。

R 切合實際的：目標要有挑戰(zhàn)性，但須符合實際情況，不能空想狂想。如：2008年個人達到1個億銷售額

T 時限性：給主要目標加上最后期限。如：在六個月內將部門員工流動率由65％減至25％SMARTGOAL?Specific,Measurable,Aggressive,RealisticandTime-boundDeveloptechnicalexpertiseinautomationtobecomethedepartmenttrainer.ParticipateinaworkshopontraininginDecember2008.AddnewclientsbyJune30,2008thatgenerateincomeforthedivision.Ensureimprovesaccuracyofcustomerdatainthesystemby3rdQtrtoincreaseourefficiency.Utilizeprovenlisteningtechniqueswithco-workersandmanagertoimprovelisteningskills,andmeasurelevelofimprovementusing360degreefeedbackinJanandagainatyearend.When?(Time-bound)Whichworkshop?(Specific/Aggressive?)Howmany/much?(Measurable?)Withinyourcontrol?(Realistic?)SMARTGoalIsitSMARTGoal?Long-TermCareerSuccess:WhatMattersMost?Self-AwarenessIntelligenceQuotientOrganizationalSavvyHandlingConflictSpeakingSkillsGradesatUniversityExtracurricularActivitiesatUniversityLearningfromExperienceWhichofthesehasthegreatestpredictivevalueforlong-termcareersuccess?ExposureExperienceEducationEducationInstructorledCoursesE-LearningProgramsReadings/selfstudyExperienceLearnbydoing(realtime)On-the-jobtasks&specialprojects/assignments-DaytodaydevelopmentExposureMentoring/CoachingFeedbackAttendotherbusinessunitmeetingsDevelopmentApproach–3E’sPerformanceManagementProcessPhase1:AligningGoalsPhase2:TrackingProgressPhase3:PerformanceAppraisalFeedback&CoachingFeedback&CoachingFeedback&CoachingFeedback&CoachingDec.-Jan.Feb.-Oct.Nov.-Jan.i

SetBusinessGoalsSetDev.GoalsCompleteAppropriateSectionsofPerformanceFormReviewProgressAgainstGoalsAdjustGoalsifNecessaryRevisePerformanceAgreementifNecessary

ReviewResultsAgainstGoalsCalibratePerformanceAgainstPeersAftercalibrationmeeting,finalizePerformanceRatingFinalizePerformanceAgreement跟蹤需要跟蹤什么?數據來源誰負責收集數據?回顧數據的安排報告客戶檔案/回顧記錄調查非正式的面談資料評估質量說明時間記錄投訴記錄主管的觀察審計結果階段工作總結…定期進行績效回顧面談與提供反饋–健康檢查讓員工知道他的工作表現跟目標的對比就行為表現提供反饋透過認可成就與行為，激勵員工為表現欠佳的員工制定發(fā)展計劃提供指導透過討論階段性的表現，管理對年終評估的期望鼓勵自我管理與自行跟蹤如需要，調整績效計劃與目標TrackingProcessOn-goingfeedbackandcoachingAtleastoneformalmidyearreview!ReviewandcelebrateprogressAddressanyperformancegapsby;PlantocorrectAdjustinggoalsReceivingFeedbackTheusefulnessoffeedbackdependslessontheabilityofotherstogiveitwell,thanitdoesonourabilitytoreceiveitwell.FourStepModelforReceivingFeedbackAcknowledgetheGift.OpentheGift.ConfirmtheNatureandValueoftheGift.UsetheGift.總結需要進行三類面談：評估、回顧、績效計劃注重流程與技巧盡量引導員工參與管理討論過程Discussion:Howtocreateahighperformanceorganization?AGreatCompany

CreatesandexecutesbusinessstrategyCreatescommonmindset/alignmentMeetsandexceedskeymeasuresTotalShareholderReturn,Income,etc.Demonstratesethics&valuesEarnstheheartsandmindsofitspeopleTheHighPerformanceOrganization

Source:CorporateLeadershipCouncilEnjoywork…UnderstandhowworkcontributestoorganizationalsuccessHaveopportunitiestoworkonthingstheydobestHaveopportunitiestodevelopAreprovidedwithneededinformation,resourcesandtechnologyIndividualsOrganizationManagersPerformanceManagementProcessPhase1:AligningGoalsPhase2:TrackingProgressPhase3:PerformanceAppraisalFeedback&CoachingFeedback&CoachingFeedback&CoachingFeedback&CoachingDec.-Jan.Feb.-Oct.Nov.-Jan.

SetBusinessGoalsSetDev.GoalsCompleteAppropriateSectionsofPerformanceFormReviewProgressAgainstGoalsAdjustGoalsifNecessaryRevisePerformanceAgreementifNecessaryReviewResultsAgainstGoalsCalibratePerformanceAgainstPeersAftercalibrationmeeting,finalizePerformanceRatingFinalizePerformanceAgreementWhyBotherwithPerformanceAppraisals?Employeeswanttohearhowtheyaredoing!Frommanager!AnopportunityforcommunicationandmotivationAsettingtoestablishnewgoals-alignmentAchancetosummarizepastperformanceAforumforcareerdevelopmentAformaldocumentationofemployeeperformanceYearEndPerformanceAppraisalMeetingScheduleadiscussiontimewellinadvanceAtwo-wayobligation;bothsidesneedtimetoprepare“Qualitytime”–atleastanhour–1.5hoursbetterComfortablelocationandfreeofdistractionsPrepare,prepare,prepare–inwritingPrepareforquestionsanddisagreementsWhatisthecoremessage?Makesuretohighlightwhatwentwell,notjustproblemsBespecific–usesignificanteventsasexamplesAvoidrationalization–werethegoalsappropriateinthefirstplace?RecommendedDo’sforPerformanceDiscussionsBepreparedAgreetoamendgoalswhenappropriatePresentthepositivefirstandbespecificHelpfulifyoucanpresenttheviewsofothersupervisorsorpeersKeepyourcriticismconstructive!Nevergetpersonal!EvenmoreimportanttohavespecificexamplesCentrediscussiononhowmanagerandtheemployeecanworktogethertosolveanyissuesRecommendedDon’tsforPerformanceDiscussionsStereotyping“Sinceonethingisbad,thereforeeverythingisbad”Mirroring–justlikemeSalarydiscussions–leaveforaseparatetimeDonotpromisewhatyoucannotdeliverSaying“IthinkIcangetyouapromotion”isDANGEROUS!QuestionstoEncourageaGoodDiscussionHowdoyoufeelyouhaveperformedinthelastyear?Whatarethe3mostimportantachievementsoftheyearforyou?Howhaveyoudevelopedpersonallyovertheyear?Whatnewcompetencieshaveyoudeveloped?Whathaveyoulearnedthatcanbeappliedinthefuture?Whatfeedbackhaveyoureceivedfromothersaboutyourperformance/development?Whatareyourcareeraspirations/desirednextmoves?Whattypeofworkdoyouliketodo?Whatareyoudoingtoachievethesegoals?WhatcanIdotohelpyouachievethesegoals?QuestionstoEncourageaGoodDiscussionHowhaveIhelpedyourperformanceduringthelastyear?WhatelsecouldIhavedone?Whatdoyouexpectmostandneedmostfromme?Howdoyoufeelthatourteamisworking?Howis“team”working?Anysuggestionsforimprovement?Ifyouwereinmyjob,what1or2keyareaswouldyoufocusoninthenextyear?PerformanceManagementBellCurveBestPerformersPoorPerformersReward/RetainDeveloponaFast-trackReward/RetainMaintain/ImprovePerformanceDevelopImprovePerformanceManageOut<=30%>=60%>=10%Performance&PotentialGridPotentialCurrentPerformanceLowLowHighHighAcceleratedDevelopmentReward/RetainMotivationJobExpansionPerformanceImprovementCoachingJobFitAssessmentManageOut“Room”forLowPerformersApprovalPIPAdjustmentofjobPass?Pass?TerminationYNYIdentify

lowperformerNHighlightsObjective

-Aimtomotivateandimprovetheperformanceoftheemployeewhohasbeenidentifiedasalowperformer

-TerminationisNOTthemajorpurposeandresultforPIPDefinitionforlowperformer

-yearlyratingis<=2

-quarterlyratingcontinues<=2Althoughthemanageralwayshaverightthemaketheterminationaccordinglytotheprocess,butthereareotheroptionsexisting(PIPandAdjustmentofJob)togivefurtheropportunitytohaveemployeeimprovewithintheCompany.JointdecisionbymanagerandBHRforPIPandAOJPIPisakindoftrainingprogramCoachingandfeedbackisveryimprovementthroughthewholeprocess從HR角度看績效管理Job

職位Individua