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HowtoimprovethequalityofPerformanceManagementProcessThepurposeofPerformanceManagementAnagreedframeworkofplannedgoal,standardsandcompetencerequirementsAprocessSharedunderstandingAnapproachtomanaginganddevelopingpeopleAchievementOwnedanddrivenbylinemanagersPerformancemanagementasanintegratingforcePerformanceManagementImprovingIndivi.andOrg.PerformanceRewardManagementDevelopingSkillsandCompetencesImprovingManagerialEffectivenessTheMajorIssuesforPMPTargethasnotbeenfullydeployedandsharedJustfocusontheresultsandignoreprocess,whichmanagersneedequipwithfeedbackandcoachingskillsLackofcomparisonofoverallratingforkeymanagerscrossthefunctionsHavenocleardirectiontoguidepeopletomakedevelopmentplanLackofmonitoringandevaluationtoPMPThePerformanceManagementCycleBusinessPlans:BalancedscorecardCorecompetencesIndividualrole:AccountabilitiesCompetencePerformancePlanningPerformanceDevelopmentPerformanceMeasurementPlanActionEvaluationCoachingFeedbackDeploytheTargetsviaBBS

LearningProcessCustomerFinancial財務結果

客戶

流程學習TheBalancedScorecardattheHeartoftheBusinessCommunicating,LinkingandDeploymentOperationsManagementandReviewFormulatingStrategyLearningandFeedbackBalancedScorecardChecktheBalanceExternalInternalLaggingLeading(History)(Vision)RONAIFOCashInventoryTurnsAssetUtilisationManufacturingYieldMarketShareBrandIndexCustomerSatisfactionRICSLSalesofnewproductsCommResponsivenessRelativePerformanceProductMixPCPCycleTimeOrderFull’tCycleTimeImpPurch/MfgCompRoadmapsLeader/CoachingSkillsBalancedScorecardSAP

StrategyReviewDiscussions

andSupportingScorecardToolsStrategicSuccessFactors/KeyPerformanceIndicatorsTopLevelScorecardToselectKPI’s&DriversMatrixActions/TargetsTiming/Targetsx-xox-xox-xox-xox-xox-xox-xox-xox-xox-xox-xox-xox-xox-xox-xox-xox-xox-xox-xox-xox-xoFinCustProcLnngCauseandEffectandDeploymentWhyneedcoaching:CreateopendialogueGetpeopletoreflectontheirworkandbehavior,especiallywhattheytakeforgrantedEncourageindividualaccountabilitiesSurfaceinformationthatcanmotivatelearningandproducerealchangeEmpowerotherstobuildtheirlivesaroundwhatismeaningfultothemManagersshoulduserighttooltocoachhisstaff(GAPSModel)MyView

Other‘sViewsCurrentFutureDevelopmentAbilitiesWhatcando?PerceptionsOtherpeople’sPerceptions?StandardOtherpeople’sExpectations?GoalsWhatwanttodo?HelpemployeetofindGapsandprioritiesthedevelopmentMyView

Other’s

ViewsCurrentFutureDevelopment能力觀點標準目標§價值HaveyoupreparetheabilitiesToreachthegoals？BlindSpotorCommunicationIssueDoothershavetheconfidentWithyou?IsthereenoughMotivation?WhyneedtosetupCalibrationMeetingtogetcommonagreement

EstablishconsistentviewsonPerformanceStandards

GaincalibrationandAgreementonGridPositions

andPerformanceRatings/Distribution;ModifyAsNecessary

DiscussHighPerformersandPerformanceProblems/

AgreeActionPlans

EstablishTimelineForEmployeeCommunicationson

FinalRatings/PositioningMakeCalibration:GMMMMHRMCalibrationHRMEmployeesCalibrationMTManagerscannotusePMPasplatformtolinkwithReward/Development/andidentifypotentialsOnlyusetheratingasreferenceforsalaryincreasingDevelopmentplanhavenotbeenindividualizedConsidertopromotehighratingemployeesCan’tdistinguishperformanceandpotentialsCan’tlinkitwithorganizationsuccessionplanPerformance&PotentialsPartiallyMeetsExcelsExceedsFullyMeetsRequiresActionGrowthPath10% 20% 50% 15% 5%PerformanceWellPlacedFastTrackPromotabilityInputforperformancediscussionInputfordevelopmentdiscussionLinktorewardSalaryStockoptionsMonitorandEvaluatetheprocessregularly

Randomlyselectsometeamstomakemini-surveyandcontentswillcover:ProperApproachEmployees’involvementGiveregularfeedbackandcoachingTrackthedevelopmentPlanGivetheindividual’sfeedbackReviewandmakeassessmentfortheprocessUsethetrainingandcoachingtochangemanagers’behaviorsConclusion:Therealconceptofperformancemanagementisassociatedwithanapproachtocreatingasharedvisionofpurposeanda

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