绩效管理重点合奏.docx
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绩效管理重点合奏.docx
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绩效管理重点合奏
Performancemanagementisacontinuousprocessofidentifying,measuring,anddevelopingtheperformanceofindividualsandteamsandaligningperformancewiththestrategicgoalsoftheorganization.
Performanceappraisal(绩效考核)isthesystematicdescriptionofanemployee’sstrengthsandweaknesses.
Contributionsofperformancemanagementtoorganization:
•Motivationtoperformisincreased
•Self-esteemisincreased
•Managersgaininsightaboutsubordinates
•Thedefinitionsofjobandcriteriaareclarified
•Self-insightanddevelopmentareenhanced
•administrativeactionsaremorefairandappropriate
•Organizationalgoalsaremadeclear
•Employeesbecomemorecompetent
•Thereisbetterprotectionfromlawsuits
•Betterandmoretimelydifferentiationbetweengoodandpoorperformers
•Supervisors’viewsofperformancearecommunicatedmoreclearly
•Organizationalchangeisfacilitated
PurposesofaPerformancemanagementsystem
•Strategicpurpose(Tohelptopmanagementachievestrategicbusinessobjectives)
•Administrativepurpose(Tofurnishvalidandusefulinformationformakingadministrativedecisionsaboutemployees)
•Informationalpurpose(Toinformemployeesabouthowtheyaredoingandabouttheorganization’sandthesupervisor’sexpectations)
•Developmentalpurpose(Toallowmanagerstoprovidecoachingtotheiremployees)
•Organizationalmaintenancepurpose(Toprovideinformationtobeusedinworkplaceplanningandallocationofhumanresources)
•Documentationalpurpose(Tocollectusefulinformationthatcanbeusedforvariouspurposes)
Thetwomostfrequentpurposes
•Administrative(i.e.,salarydecisions)
•Developmental(i.e.,toidentifyemployees’weaknessesandstrengths)(e.g.,testdevelopment,administrativedecisions)
Arewardsystemisthesetofmechanismsfordistributingbothtangibleandintangiblereturnsaspartofanemploymentrelationship.
intangiblereturns:
Cashcompensation
☐Basepay基本薪资
☐cost-of-livingandmeritpay生活成本调薪和绩效加薪
☐Short-termincentives短期奖励
☐Long-termincentives长期奖励
benefits
☐Incomeofprotection收入保障
☐Work/lifefocus工作和生活的平衡
☐Tuitionreimbursementandallowances学费报销及各种补贴
Intangible/relationalreturns
☐Recognition领导的赏识和认可
☐Status在组织中的地位
☐Employmentsecurity就业保障
☐Challengingwork富有挑战性的工作
☐Learningopportunities学习机会
Iscompensationreallysoimportantformotivatinggoodperformance?
Ifmanagersseekingtoimproveperformanceorsolveorganizationalproblemsusecompensationastheonlylever,theywillgettworesults:
nothingwillhappen,andtheywillspendalotofmoney
绩效管理过程由谁来管?
Leadingteam(领导团队):
根据战略制定绩效管理的总体计划、推动促进绩效管理改革的实施。
Coreteam(核心团队):
绩效管理系统的具体化和实施;
沟通、访谈并收集信息,制定评估指标和实施的办法。
Measurementteam(测量团队):
执行绩效评估的日常工作;
收集分析绩效的有关数据;
协助核心团队工作。
主要包括总经理、主管人力资源管理的副总、主管企业管理发展的副总、绩效管理咨询专家、项目经理、相关部门的领导成员
主要包括中层管理者、绩效管理咨询专家、项目团队成员
主要包括人力资源部门
Stagesofperformancemanagementprocess绩效管理过程中的各个阶段:
Twoimportantprerequisites:
(1)knowledgeoftheorganization’smissionandstrategicgoals
(2)knowledgeofthejobinquestion
v
(1)performanceplanning
v
(2)performanceexecution
v(3)performanceassessment
v(4)performancereview
v(5)performancerenewalandrecontracting
Strategicplanningwasdefined(战略规划的定义)as:
Theprocessofdecidinguponobjectives,onchangesintheseobjectives,ontheresourcesusedtoattaintheseobjectives,andonthepoliciesthataretogoverntheacquisition,use,anddispositionoftheseresources.
DifferencesbetweenKRIsandKPIs
KRIs
KPIs
Canbefinancialandnonfinancial
Nonfinancialmeasures(notexpressedindollars,yuan,pounds,euros,etc.)
Measureddaily,weekly,fortnightly,monthly,orsometimesquarterly
Measuredfrequently
Cannotbetiedtoadiscreteactivity
Tiedtoadiscreteactivityandthustoateam
Doesnottellyouwhatyouneedtodomoreorlessof
AllstaffunderstandwhatactionisrequiredtoimprovePI
DesignedtosummarizesomeactivitywithinaCSF/SF
SpecificactivityimpactsononeoftheCSFs/SFs
Resultofmorethanoneactivity
Focusesonaspecificactivity
Normallyreportedbyawayofatrendgraphcoveringatleastthelast15monthsofactivity(趋势图)
Normallyreportedbywayofanintranetscreenindicatingactivity,personresponsible,pasthistory,soameaningfulphonecallcanbemade
DefinitionofKPIs
Theyarefocusontheaspectsorareasofourorganization’sperformancethatarecriticalorvitalforourongoingandfuturesuccess
Theymeasureoursuccessinkeyareasandprocessesthataffectourcustomers,ouremployees,ourshareholdersorotherstakeholders
Criticalsuccessfactors(CSFs)关键成功因素法CSF
•Alistofissuesoraspectsoforganizationalperformancethatdetermineongoinghealth,vitalityandwell-being
•Phase1:
FindingouttheSFsthathavebeenmentionedoverthelasttenyearsorso
•Phase2:
Holdingatwodayworkshop
•Phase3:
PresentationtotheSMTandBoardtoobtainagreementontheCSFs
•Outofthe30-40successfactorsonly5to8willbethecriticalones
•Themissinglinktomakingyourperformancemeasureswork
KPI的七大特征
(1)nonfinancial非经济评价指标
(2)measuredfrequently频繁地开展评价
(3)acteduponbyCEOandseniormanagementteam、由CEO和高级管理团队亲自组织
(4)allstaffunderstandthemeasureandwhatcorrectiveactionisrequired所有员工都需要理解评价指标并采取正确的行动
(5)responsibilitycanbetieddowntotheindividualorteam个人或团队需要承担责任
(6)significantimpact有重要的影响
(7)hasapositiveimpact有积极的影响
TheBSC(平衡计分卡)isbasedonthetheorythatanorganization’smeasurementsystemshouldenableitsmanagerstoanswerfourfundamentalquestions:
–Howdowelooktoourshareholders(thefinancialperspective)
–Howdoourcustomersseeus?
(customerperspective)
–Whatmustweexcelat?
(theinternalbusinessperspective)
–Howcanwecontinuetoinnovateandcreatevalue?
(theinnovationandlearningperspective)
Performanceisaboutbehaviororwhatemployeesdo,andnotaboutwhatemployeesproduceortheoutcomesoftheirwork.
DeterminantsofPerformance(绩效的决定因素):
Declarativeknowledge:
Procedureknowledge:
Motivation:
Informationaboutfacts,labels,principles,goals;
Understanding of taskrequirements
Skills:
Cognitive,Physical,Perceptual,Motor,Interpersonal
Choices:
Expenditureofeffort,Levelofeffort,Persistenceofeffort
TaskPerformance(任务绩效)
Taskperformanceactivitiesthat:
•transformrawmaterialsintothegoodsandservicesthatareproducedbytheorganization
•helpwiththetransformationprocess
•replenishingthesupplyofrawmaterials,
•distributingitsfinishedproducts
•providingimportantplanning,coordination,supervising,orstafffunctions
ContextPerformance(周边绩效)
ContextualperformanceBehaviorsthat:
•contributetoorganization’seffectiveness
•provideagoodenvironmentinwhichtaskperformancecanoccur
Differencesbetweentaskperformanceandcontextperformance:
MainDifferencesbetweentaskperformanceandcontextperformance
taskperformance
contextperformance
Variesacrossjobs
Likelytoberoleprescribed
Antecedents:
abilitiesandskills
Fairlysimilaracrossjobs
Notlikelytoberoleprescribed
Antecedents:
personality
Internalprocesssuccessfactors内部流程的成功因素
•Deliveryinfullontime,allthetime,toourkeycustomers总是向关键客户准时提供产品或服务
•Completingofprojectsontimeandtobudget准时完成项目并提出预算
•Wefinishwhatwestart完成预定计划
•Findingbetterwaystodothethingswedoeveryday改进日常工作方式
•Maintainingasafeandhealthyworkplace维持工作场所的安全和健康
•Encouraginginnovationthatmatters鼓励重要的创新
Customersuccessfactors
•Introducingnewservicesthataddvaluetoourkeycustomers开展能增加关键客户价值的新服务
•Keycustomersbeingactiveadvocatesforourbusiness关键客户成为我们业务的积极倡导者
•Deliveryinfull,ontime,allthetime,toourkeycustomers总是向关键客户准时提供产品或服务
•Increasedrepeatbusinessfromourkeycustomers增加关键客户的回头业务
•Retentionofkeycustomers保留关键客户
•Positivebrandrecognition积极的品牌认可度
Environmentandcommunitysuccessfactors
•positivepublicperceptionoforganization组织在公众心中的积极形象
•beseeninthecommunityasan“employerofchoice”是大家可以选择的雇主
•supportingminoritiesthroughemployment支持弱势群体就业
•minimizingpollutionandwaste最小化污染和浪费
•supportingthestaffs’voluntaryassistancetothelocalcommunity支持员工自发性援助活动
supportinglocalbusinesses(%ofpurchasestohavelocalcontent)支持当地企业(%原材料在当地采购)
ApproachestoMeasuringPerformance:
1、Traitapproach(Emphasizesindividualtraitsofemployees)
2、BehaviorApproach(Emphasizeshowemployeesdothejob)
3、ResultApproach(Emphasizeswhatemployeesproduce)
Workersareskilledinneededbehaviors
Behaviorsandresultsareobviouslyrelated
Resultsshowconsistentimprovementovertime
Therearemanywaystodothejobright
PerformanceStandards:
Yardstickusedtoevaluatehowwellemployeeshaveachievedobjectives
DeterminingPerformanceStandards:
Standardsrefertoaspectsofperformanceobjectives,suchas:
•Quality
–Howwelltheobjectiveisachieved
•Quantity
–Howmuch,howmany,howoften,atwhatcost
•Time
–Duedates,schedule,cycletimes,howquickly
IdentifyCompetencies识别能力
vMeasurableclustersofKSAs
▪Knowledge
▪Skills
▪Abilities
vThatarecriticalindetermininghowresultswillbeachieved
Comparativesystem
▪Comparesemployeeswitheachother(把员工和其他人比较)
Absolutesystem
▪Comparesemployeeswithpre-specifiedperformancestandard(把员工和事前确定的绩效标准比较)
Comparativesystems和absolutesystem相对,绝对评价体系
Comparativesystems相对评价体系:
简单排序法Simplerankorder
交替排序法Alternationrankorder
配对比较法Pairedcomparisons
强制分布法Forceddistribution
Simplerankorder
vemployeesaresimplyrankedfrombestperformertoworstperformer.
v简单排序法是考核者根据员工工作的整体表现,按照优劣顺序依次进行排列。
Alternationrankord
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- 关 键 词:
- 绩效 管理 重点 合奏