績效管理的應(yīng)用實務(wù)課件

1、績效管理的應(yīng)用實務(wù)1績效管理的應(yīng)用實務(wù) 績效管理的應(yīng)用實務(wù)2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化之成效績效管理的應(yīng)用實務(wù)31.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 績效管理的應(yīng)用實務(wù)4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 績效管理的應(yīng)用實務(wù)52.如何設(shè)計考績制度e化 績效管理的目的(

2、program objectives) 做為薪資調(diào)整的依據(jù)(to provide information for salary administration)作為升遷的依據(jù)(to provide information for promotion)做為現(xiàn)職工作改善的依據(jù)(to improve performance on the present job)做為員工發(fā)展的參考依據(jù)(to design employee development plan) 績效管理的應(yīng)用實務(wù)6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)的項目及完成的目標(biāo) 整合需改進(jìn)的

3、項目成為年度目標(biāo) 挑選至少一項成為年度目標(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化績效管理的應(yīng)用實務(wù)7e-forms 傳輸流程 e-formse-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) approver points a copy for hr filling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global hr library 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 all

4、formsselected by country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 people softhrtc(數(shù)據(jù)處理中心) 績效管理的應(yīng)用實務(wù)8個人績效是以領(lǐng)導(dǎo)職能(leadership competencies)和達(dá)到目標(biāo)的成果(goals results)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

5、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 competencies worksheet)是領(lǐng)導(dǎo) 能力評量之準(zhǔn)則成果評估成果評估“whatisachieved”過程評估過程評估“howaregoalsachieved”績效管理的應(yīng)用實務(wù)9目標(biāo)設(shè)定的流程及時間表 jan 31-feb 3 goal committee prepare draft core goal and tasks for review with presidentfeb8-feb11 preside

6、nt overlays individual and regional goals and finalizes his goals with committeefeb8-feb11 committee prepares region core goals and tasks for direct reportsfeb11 committee distribute region core goals together with presidents finalized goalsfeb21-feb25 direct reports overlay individual and market/ut

7、ility specific goalsfeb28-may1 committee reviews, aligns and agrees direct report goalsmay2-may7 reports direct reports (level 3) prepare goals, tasks, timetable. approved by presidents direct reports (level 2) may8-may10 committee reviews, aligns and agrees level 3 goals.region goal committee(prepa

8、res draft region core goals for president and direct reportsand reviews individual submissions for shareholder, customer and employee alignment)president目標(biāo)設(shè)定表 （goals settingform)reports direct reportspresidentdirect reportsjan31 - feb3feb8 - feb11feb8 feb11feb21 feb25feb28 march 7core goals, targets

9、 and tasks prepared and agreedoverlay market/utilityspecific and personal goalsgoals completed績效管理的應(yīng)用實務(wù)10工作目標(biāo)評核 完成了什么？ employee goal(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 customer goal(25%)客戶滿意度響應(yīng)結(jié)果 客戶滿意度的衡量要點及標(biāo)準(zhǔn) shareholder goal(50%)財務(wù)盈虧目標(biāo) 年成長率 特殊的貢獻(xiàn)法令、法規(guī)的實行 績效管理的應(yīng)用實務(wù)11leadership competencies rating weightsmi

10、ddlemanagement 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% 績效管理的應(yīng)用實務(wù)12performance distribution guidelinesg1g2g3g4

11、for a g1 business unit10-20%35-50% 25-45%0-5%for a g2 business unit5-10%30-40% 35-55%5-8%for a g3 business unit0-5%20-35% 45-65%8-10%l1l2l3l4l guidelines for all business units5-15%20-30% 50-55%5-15%績效管理的應(yīng)用實務(wù)13goal rating worksheet for trsi member of international,regional and country executive team

12、sindividual line of business ratingexecutiveteammember：executive team ratingsource of rating informationweightratingindividual line of business resultsagainst shareholder targets(e.g.,net income,revenue,expense) 35%17.5%12.5%65%individual line of business resultsagainst customer targets(e.g., cif, b

13、illings, customers,satisfaction) individual line of business resultsagainst employee scorecard targets(employee survey) overall individual lob ratingshareholder50%customer25%employee25%source of rating informationweightrating15%7.5%12.5%35%intl, regional or country trsi results against market scorec

14、ardshareholder targets(e.g.,netincome,revenue, expense, etc.) intl, regional or country trsi results against market scorecard customer targets(e.g. cif,billings, customers satisfaction) intl, regional or country trsi results against market scorecard employee targets(employee survey) overall executiv

15、e team ratingoverall individual goal ratingcomments：績效管理的應(yīng)用實務(wù)14individual leadership rating worksheet for members of international, regional and country executive teamsleader input on company leadership dimensionsexecutiveteammember：executive team input on matrix leadershipcompetenciesdimensionleade

16、rship competencycompetency ratingdimension ratingthoughtleadershipcreating innovative solutionsacting strategically & globallyresultsleadershipmeeting & exceeding customerdiving resumes expectationsdemonstrating risk takingacting decisivelyrelationshipleadershipcollaborating & influencin

17、g othersdemonstrating integritytreating people with respect and dignity valuing and integrating diversitypeopleleadershipmanaging changemanaging performancedeveloping peopleleadership dimensions rating (65% weight)：matrix ratingmatrix leadership competencyp&l driverdeal makerrelationship builder

18、follow-through leaderbu matrix leadershiprating (35% weight)overall leadership rating績效管理的應(yīng)用實務(wù)15 3.如何將企業(yè)的營運策略轉(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) business unitgoals事業(yè)單位目標(biāo) values經(jīng)營理念 績效管理的應(yīng)用實務(wù)16績效評估的原則 績效評估應(yīng)該把？ .焦點放在根據(jù)員工 這一年目標(biāo)的達(dá)標(biāo) 率(what) 根據(jù)其行為表現(xiàn)與 領(lǐng)導(dǎo)職能之對照 (how)績效評估必需反應(yīng)？. 員工是用什么行為 模式來完成其目標(biāo) ？如何做績效評估加權(quán)/評量成果與預(yù) 訂目標(biāo)的對照評量其行為表現(xiàn)與 領(lǐng)導(dǎo)職能 匯總其績效 討論及評核薪酬 績效管理的應(yīng)用實務(wù)174.考績與薪酬之e化互動關(guān)系 工作目標(biāo)的設(shè)定 what you do？領(lǐng)導(dǎo)模式行為 how you do it？員工績效成果報酬 績效管理的應(yīng)用實務(wù)18salary administration merit increase lump sum salary award other salary adjustment promo