某公司績效管理考評方法英文版

PerformanceManagementAGuidetoConsultingJune2000第一頁，共四十二頁。DiscussionObjectivesProvideanoverviewofcurrentthinkingandtrendsDiscusswhatPMconsultingisallaboutReview“whatworksandwhatdoesn’t”ShareBestPracticesresearchReviewsomeofthebasicplanningandprojectsteps第二頁，共四十二頁。GroupDiscussionAnswerthefollowingquestions:1.Whatisperformancemanagement?Whydocompanieshavethisprocess?2.Whydoesn’titworksowell?Whatmakesitsodifficult?第三頁，共四十二頁。PerformanceManagementTranslatesbusinessvisionandstrategyinanactionablewaybycascadinggoalsthroughouttheorganizationMeasuresbothwhatisdoneand

howitisdoneAlignsDepartmentgoalswithstrategicbusinessobjectivesAlignsindividualswiththebroaderorganizational/teamcontextEnsurestheclosest“l(fā)ineofsight”possibleSource:WatsonWyattBestPracticesinPerformanceManagement第四頁，共四十二頁。PerformanceConsulting1.TotalOrganizationCascadingandAlignmentStakeholderMetrics2.EmployeeReviewProcessEngagementandAccountabilityGrowthandAchievementsTwodimensions:第五頁，共四十二頁。PerformanceConsultingTotalOrganizationPerformanceCascadingandAlignmentStakeholderMetrics第六頁，共四十二頁。TheKeyQuestionsofBusinessPlanningWhydoesthecompanyexist?Whereisitgoing?Size SalesMarkets LocationsProducts CompetitiveChallengesSBULinkagesHowwillitgetdone?ValuesandOperatingPrinciples TechnologyResourcesWhatmustthecompanybeverygoodatdoing?Howwillprogressandsuccessbemeasured?ExpectationsofStakeholdersCompanyPerformanceMissionVisionofFutureStrategicOrganizationalGoalsCoreOrganizationalCapabilitiesBalancedScorecard第七頁，共四十二頁。BusinessPlansareDevelopedbytheBusinessUnitsResourceRequirementsIndustryLatinAmericaAsia(Europe)ObjectivesofthebusinessunitObjectivesoftheregionBottom-up-approach:Derivationofsegmentandcorporatestrategicplansandoperatingobjectivesfrombusinessunitgoals.Top-down-approach:DerivationofobjectivesfromcorporatestrategyObjectivesofdepartmentsandindividualsStrategyoftheCorporationObjectivesofthecorporation

PeopleFacilities

TechnologyEquipmentandMachinery 第八頁，共四十二頁。Componentsofa

BalancedScorecard

(withsamplemetrics)FINANCIALRESULTSCUSTOMERSATISFACTION

BUSINESSPROCESSES

LEARNING&GROWTH

AFYPROI/ROASurplusGrowthNewsales:newcustomersAdditionalpolicies:currentcustomersMarketshareCollectingpremiumsCalculatingsellingprice:newproductNewlicensing(Region&Corporate)EstablishingtheBusinessCasefornewventures,newlocationsProductDevelopment:#innovations

CompetencygrowthAdditionalcountriesCorecapabilitiesgrowth第九頁，共四十二頁。CascadingStrategic&OperatingPlanGoalsCORPORATEORGANIZATIONMETRICSFinanceFinanceCustomerCustomerBusinessProcessBusinessProcessLearning&GrowthLearning&GrowthBUSINESSUNITTEAMS/INDIVIDUALSDEPARTMENTBalancedScorecardscanprovideorganizationalignmentandaccountability5to7GOALS“SMART”parametersDirectlyaligned第十頁，共四十二頁。TypicalProjectTimeline&Milestones**8weekselapsedtimefromplanningsession2Days

ClarifyCompanyStrategyanddeterminegoalsImplementation

TrainingandRolloutbeginsImplementation

Planning

WorkshopFormal

Advisory

GroupReview

Session

&

Follow-up1wk2wks1wk1wk1wk1wk1wkProjectPlanning,

OrientationandKick-off1Day1Day

InterviewFindingsDevelopMeasure

Recommendations1DayWorkshoponTargetsFinalizeTargetRecommendationsImplementationPlanReviewReviewPlanforImplementation

ReviewTransitionStrategy2DaysFormal

Advisory

TeamReview1Day1Day1wk1DayExecutivePlanningSession(s)第十一頁，共四十二頁。PerformanceConsultingTotalOrganizationPerformanceClients:CEO,COO,sometimestheVPHRFees:typicalprojectis$180-250KTimeframe:+/-4months第十二頁，共四十二頁。PerformanceConsultingEmployeeReviewProcessEngagementandAccountabilityClearPerformanceExpectationsGrowthandAchievements第十三頁，共四十二頁。PerformanceManagementIs......theongoingprocessofsettingperformanceexpectations,providingfeedbackandcoachingtoreachthoseexpectations,andreviewingandrecognizingperformanceresults.第十四頁，共四十二頁。TiePMtotheBusinessCycleReviewandPlanningPlanningFeedback&CoachingFeedback&CoachingMid-YearReviewNewYearPlanningYear-EndReview第十五頁，共四十二頁。Badtiming...“Idon’twanttoruinyourdayHerman,buttomorrowmorningyou’rescheduledtobeinmyofficeforyourannualperformancereview...”第十六頁，共四十二頁。RememberTheKeyQuestions?Whydoesthecompanyexist?Whereisitgoing?Size SalesMarkets LocationsProducts CompetitiveChallengesSBULinkagesHowwillitgetdone?ValuesandOperatingPrinciples TechnologyResourcesWhatmustthecompanybeverygoodatdoing?Howwillprogressandsuccessbemeasured?ExpectationsofStakeholdersCompanyPerformanceMissionVisionofFutureStrategicOrganizationalGoalsCoreOrganizationalCapabilitiesBalancedScorecard第十七頁，共四十二頁。OrganizationAlignmentleadstoEmployeeEngagementCOMPANYMISSIONVISIONStrategicObjectivesCoreCapabilitiesCompetenciesLeadershipFunctional

DepartmentScorecardSuccessProfilesEmployeePerformanceProcessIndividualGoalsEmployeeDevelopmentPlansBusinessUnitScorecardCascading:CriticalMetricsandCompetencies第十八頁，共四十二頁。

Changerequiresabalanced

ValueExchangeEmployeeGives EmployerGivesEnergyEffortCommitmentValueAddLearningTimeOpportunityCareerBenefitsCompensationJob第十九頁，共四十二頁。ThePerformanceProcesscanprovidethekeystodevelopmentBasePayPromotionTrainingCareerdevelopmentSuccessionplanning89%77%56%51%32%Reductioninforce26%Variablepay34%CurrentUseofPerformanceManagementDataSource:WatsonWyattBestPracticesinPerformanceManagement第二十頁，共四十二頁。PerformanceManagementEvolutionTraditional

Recent

Emerging

MeasuresTraits/OutcomesBehaviors/OutcomesTime/Quality/ValueEvaluatorBossSelf/PeersCustomersOutcomesMeritPayDevelopmentOrganizationSuccessImplementationDistributeFormsTrainandCommunicateOngoingEducationandinvolvementOwnershipHRDManagementEmployeesComplianceVoluntaryMandatoryMotivation第二十一頁，共四十二頁。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第二十二頁，共四十二頁。FeedbackfrommultiplesourcesCoachingandfeedbackareintegralDe-emphasisonaratingDecentralizedcontrolGreaterlinkagebetweenpayandperformanceEffectivemeasures

-Competencies

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

ElementsofSuccessfulPrograms第二十三頁，共四十二頁。HighImpactPerformanceManagementKeyelementsfoundinall“bestpractices”EmphasisonlookingforwardPlanninganddevelopmentJointprocesswithemployeeownershipCooperativegoalsettingFeedback(continuous,multiplesources)DevelopmentalfocusPayandperformancelinkageSource:WatsonWyattBestPracticesinPerformanceManagement第二十四頁，共四十二頁。UseofKeyElementsDevelopmentPlanningMulti-sourceratings14%65%81%84%94%97%GoalSettingTeamstandardsNoratingsCompetencies/behaviorsSource:WatsonWyattBestPracticesinPerformanceManagement第二十五頁，共四十二頁。EvolutionofPerformanceFeedbackTopDownSelf-AppraisalPeerReviewsUpwardFeedbackInternalCustomersExternalCustomers3600

Review第二十六頁，共四十二頁。Doesitmakeadifference?Employeesareeligibleforstockplanprograms1.8%Companyterminatesemployeeswhoperformunacceptably1.8%Companydoesagoodjobofhelpingpoorperformersimprove1.5%Topperformersgetsignificantlymorepaythanaverageperformers0.8%Companypositionspayabovemarket0.4%Employeeperformanceappraisalsusedtosetpay0.4%Employeesparticipateinprofit-sharingplanbasedonfirm’soverallsuccess0.6%Payislinkedtocompany’sbusinessstrategy第二十七頁，共四十二頁。ThePerformanceMatrixOResults“what”Behaviors“how”Std=100%ofexpectedStd=100%alignmentNIHNIWFMEEKey:O=OutstandingEE=ExceedsExpectationsM=MeetsExpectations(80-90%ofpopulation)NIH=NeedsImprovementon“HOW”NIW=NeedsImprovementon“WHAT”F=Failing第二十八頁，共四十二頁。ProjectStepsProjectPlanning,EducationandAssessment:

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

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

Communicationrollout,modulartrainingrollout,useReview/Revise:

Gatherfeedback,testandrevise12345第二十九頁，共四十二頁。PerformanceConsultingEmployeeReviewProcessClients:VPHR,Dir.Compand/orODFees:typicalprojectis$85-130KTimeframe:+/-3months(excludesimplementation)第三十頁，共四十二頁。Think…“Implementation”Asuccessfulprocessis25%designand75%implementation!“It’snevertoearlytothinkaboutimplementation...”PeterDrucker第三十一頁，共四十二頁。BestPracticesinImplementationDetailedcommunicationsandtrainingstrategyPro-activeproblemidentificationBroadbuy-inSeniormanagementinvolvementMeasurementofsystemeffectivenessSource:WatsonWyattBestPracticesinPerformanceManagement第三十二頁，共四十二頁。UtilizeBestPracticesinChangeManagementVisibleseniormanagementsupportOngoingcommunicationBestpracticesandstakeholderresearchHighinvolvementandbroadbuy-inCarefulplanning,rapidprocessComprehensiveapproachtoimplementationandmonitoringTraininginintactworkteamsSource:WatsonWyattHR21Study第三十三頁，共四十二頁。Understanding

Realizehow“mywork”isdifferentbecauseofthechangeCommitment

Believeinthesystemandprocessforchange...insharedaccountabilityformakingitsuccessfulAcceptanceAgreetovalueormeritofchange.Recognizeadvantageof“futurestate”Action

Adoptnewbehaviors=becomeengagedinthechangeprocess.ChampionchangesinternallyBehaviorChangeModelEFFORTAwareness第三十四頁，共四十二頁。AQuickSummaryPerformancemanagementcontinuestoevolveNOoneperfectsolutionnotmuchmagicImpact:greatifdonerightBestpracticesforideasThinkimplementationearlyandoftenUpdateandkeepfresh第三十五頁，共四十二頁。OngoingTrackingTimelyCommunication

&SkillsTrainingConnectionbetween

Rewards&PerformanceDirectLinkto

InstitutionMissionSeniorLeadership

InvolvementEmployee“Owners