日化行業(yè)HKPC績效考核概述

1、日化行業(yè)HKPC績效考核概述Seminar ContentWhy is PM Important to Business Performance?What is PM?The PM CycleEffective PM SystemIdentification of Individual Performance MeasuresWhat is Balanced Scorecard?Barriers in Strategic Management of Organizational PerformanceHow does a Balanced Scorecard Translate Company

2、 Strategy into Action?Framework of a Balanced Scorecard Performance Measurement SystemAction Required for Implementation of an Effective PMWhy is Performance Management (工作表現(xiàn)管理制度工作表現(xiàn)管理制度) Important to Business Performance?改善工改善工作程序作程序員工態(tài)度改變員工態(tài)度改變接受變接受變革革External Pressures 外來壓力外來壓力修訂營修訂營運策略運策略提提高高生生產(chǎn)

3、產(chǎn)力力宏觀環(huán)境宏觀環(huán)境 :公司公司 :個人個人 :提出人力提出人力管理變革管理變革工作表現(xiàn)工作表現(xiàn)管理制度管理制度Why is Performance Management (工作表現(xiàn)管理工作表現(xiàn)管理制度制度) Important to Business Performance?Benefits to Individuals Better understanding on performance standards Better development opportunities Motivated as it is a fairer system to measure employees p

4、erformanceImproved relationship with supervisors Improved individual performanceWhy is Performance Management (工作表現(xiàn)管理工作表現(xiàn)管理制度制度) Important to Business Performance?Benefits to OrganisationEffective monitoring systemBetter understanding on performance standardsOrganisations expectations can be clearly

5、 communicatedLink individuals work output to organisational goalsBetter moraleShape organisations cultureWhy is Performance Management (工作表現(xiàn)管理制工作表現(xiàn)管理制度度) Important to Business Performance?Ultimate BenefitstoOrganizationBusinessResultsDriveWhat is Performance Management (工作表現(xiàn)管理制度工作表現(xiàn)管理制度) ?“A process

6、 for establishing a shared understanding about what is to be achieved, and how it is to be achieved; an approach to managing people which increases the chance of achieving job-related success.”Different ApproachesTraditionalIntegrated Performance ManagementCompetency-based Integrated PM ProcessPM as

7、 Core Process for Change As driver for changeIntegratedFit with cultureSelf-managed individuals & teams Harmony with rewards Motivating work climateIntegrated with competency model Focus on developing people Linked to succession planningCovers 3 phases: planning managing/ coaching reviewing Once

8、 a year event Not integratedLittle managing of performanceDegree of integration with other HR processesPerformance Management - Current Trends(當前趨勢當前趨勢)Performance management as a core processNew approaches: self-appraisal 自我評核 peer appraisal 同級同事評核 upward appraisal 下屬對上司的評核 360 degree appraisal 360

9、 度評核Greater employee involvement / participationFrom measuring outputs measuring outputs + inputsGreater line-management ownershipFormal, once-a-year feedback more informal, on-going communication Performance Management - Core Principles(核心原則核心原則)Corporate & individual performance are mutually d

10、ependentOn-going process providing the basis for continuous improvementRelies on consensusNot just top-downA 2-way communication processForward lookingConcentrate on positive attributesWorks best when applied to all staffThe Performance Management Cycle表現(xiàn)管理週期表現(xiàn)管理週期Performance planning 表現(xiàn)的計劃表現(xiàn)的計劃Perf

11、ormance review表現(xiàn)的檢討表現(xiàn)的檢討Performance coaching表現(xiàn)的督導(dǎo)表現(xiàn)的督導(dǎo)Reward報酬報酬 Training 培訓(xùn)培訓(xùn)Succession planning 人才銜接計劃人才銜接計劃Discipline 紀律紀律Business strategy 商業(yè)策略商業(yè)策略People management strategy 人力資源管理策略人力資源管理策略The PM CycleHR Practices 人力資源措施人力資源措施Performance Management - Interlinking Parts表現(xiàn)管理的互相緊扣的部份表現(xiàn)管理的互相緊扣的部份Me

12、asurement量度表現(xiàn)量度表現(xiàn)Learning &Development學(xué)習(xí)與發(fā)展學(xué)習(xí)與發(fā)展Goal Setting確立目標確立目標PerformanceManagement表現(xiàn)管理表現(xiàn)管理Appraisal(Review)評評 核核(檢討檢討)Towards an Effective PM System邁向有效的表現(xiàn)管理制度邁向有效的表現(xiàn)管理制度What to Measure評估什麼評估什麼?How to Measure如何評估如何評估?Work Outcomes工作成果工作成果PerformanceFactors工作表現(xiàn)要素工作表現(xiàn)要素Appraisal Form Design

13、評核表格評核表格的設(shè)計的設(shè)計UserTraining評核人的評核人的培訓(xùn)培訓(xùn) The Appraisal 評核階段及評核面談評核階段及評核面談 The Process評核程序評核程序Measuring Outcomes (Results)如何評核工作成果如何評核工作成果 (效果效果)Accountabilities(負責(zé)範圍負責(zé)範圍) PerformanceStandards(表現(xiàn)標準表現(xiàn)標準) Objectives (目標目標) What are the focus areas?(主要工作範圍主要工作範圍) How will the results be measured(量度量度)? Wi

14、thin each area, what are the objectives(目標目標)?( Sales managementTo generate sales cost-effectively To increase sales by 10% in 1998 Measuring Outcomes (Results)如何評核工作成果如何評核工作成果 (效果效果)Accountabilities, examples (負責(zé)範圍的典型例子) : Human Resources 人力資源 Staffing 聘用人才 Staff relations 勞資關(guān)係 Compensation plannin

15、g 薪酬策劃 Benefits administration 褔利行政 Executive development 管理層培養(yǎng) Policy development 政策制定Measuring Outcomes (Results)如何評核工作成果如何評核工作成果 (效果效果)Sales New business development Sales management Lead generation Account development Marketing Advertising Promotion strategy Pricing Market research Media relatio

16、nsSetting Objectives 建立目標建立目標 Stephen Covey: set your goals within your role(介定角色、確立目標) An objective is a statement of results to be achievedCharacteristics: Focused Written Stated forcefully Significant Prioritized and weighted Not too many Communicated “SMART”, “SMARTER”Defining Performance Standa

17、rds制訂表現(xiàn)標準制訂表現(xiàn)標準 Measurable factors from a performance factor 4 direct measures of output: Quality Quantity Cost Time May be “hard”/ “soft” numbers, problems to overcome Cost effectiveAgreeing on Action Plan共同協(xié)議行動計劃共同協(xié)議行動計劃 What When Where Who Written CommunicatedAssessing Performance Factors (表現(xiàn)原素表現(xiàn)

18、原素) / Competencies (稱職原素稱職原素)Examples:Coca-ColaMobilPerformanceCompetenciesFactorsCommunicationTeamworkJob knowledgeTechnical knowledgeProblem solvingSetting high standardsWork relationshipsConcern for accuracyLeadershipConcern for effectivenessPlanning, organisingFlexibilityPersonal Drive(主動性主動性) I

19、dentify own strengths and weaknesses Learn from own mistakes and those of others Change behaviours as a result feedback Keep update on own field of specialisation Try influence rather than passively accept an event Continuously looking for innovative means to achieve results Show enthusiasm and driv

20、e to get things done Be persistent towards the achievement of plans or initiatives Remain committed in spite of problemsActively learning主動學(xué)習(xí)主動學(xué)習(xí)Demonstrating Commitment表現(xiàn)投入感表現(xiàn)投入感Taking initiative採取主動採取主動 Determine Performance FactorsDetermine Dimensions(量度方向量度方向)Determine Behaviour Indicators(行為指標行

21、為指標)Determining Performance Factors (Competencies) - An ExampleDesigning the Process 設(shè)計評估階段設(shè)計評估階段 Determine the purposes 確立目標 Develop the procedures 程序應(yīng)包括 : No. of forms 表格數(shù)目 What to be assessed 評核甚麼 Who should appraise 誰來評該 Appraisal period 評核期 Frequency of meetings 評核面談的頻率 Linkage with pay 與薪酬的聯(lián)繫D

22、esigning the Appraisal Form 設(shè)計評核表格設(shè)計評核表格What to include 應(yīng)包括甚麼 ? Work outcomes or objectives 工作成果 (目標) Performance factors 表現(xiàn)要素 Jobholder personal data 員工個人資料 Major achievement 主要成就 Development needs and plans 培訓(xùn)需要及計劃 Approvals 審批機制 Employee comments 員工意見 Promote abilityRating scheme 表現(xiàn)評級標準 How many

23、levels 多少級別? What will we call each level 級別名稱? Performance Review 表現(xiàn)評核表現(xiàn)評核 Strategy & system for performance management Continuous process of Review 檢討表現(xiàn) Feedback 回應(yīng)不理想的表現(xiàn) Reinforcement 強化好的表現(xiàn) Documentation of the on-going processObjectives of Performance Appraisal表現(xiàn)評核的目的表現(xiàn)評核的目的 Motivate/ reinf

24、orce good performance Identify areas for improvement Identify training & development needs Clarify job expectations Strengthen staff-supervisor relationshipElements of a Good Appraisal好的表現(xiàn)評核好的表現(xiàn)評核1. Document performance2. Performance diagnosis3. Seek bilateral participation4. Focus on goals6. Mi

25、nimal criticism7. Single purposeAppraisal Errors 表現(xiàn)評核常見錯誤表現(xiàn)評核常見錯誤 Halo error 以偏概全 Contrast error 對比誤差 First impression error 先入為主 Regency error 近入為主 Leniency error 寬容誤差 Severity error 嚴厲誤差 Central tendency error 中庸誤差Optimising Your Existing System改善你公司現(xiàn)行的制度改善你公司現(xiàn)行的制度 What we can do to improve?Review

26、 your existing system and identify:ImbalancesAmbiguitiesNon-alignment with strategic objectivesInappropriate simplicity/ complexity, etc.Possible changes might be:Change the event an ongoing processStart with the form start with planningFocus on traitson behaviors (what he is) (what he does)Provide

27、appraiser trainingCultural Issues 文化因素文化因素Culture is a common excuse for not setting up a performance management system (PMS) not optimizing the existing systemPMS needs to be compatible with existing organizational cultureWhat is often overlooked is: PMS can help to drive change, which will lead to

28、 a new organizational cultureCheck your organization for readinessCriteria for an Effective Appraisal System好的表現(xiàn)管理制度好的表現(xiàn)管理制度 - 標準標準 Relevance 關(guān)聯(lián)性 Sensitivity 敏感性 Reliability 可靠性 Acceptability 認受性 Practicability 可行性Critical Success Factors 成功要訣成功要訣 Open, honest management style - high degree of trust

29、 Line managers feel sense of ownership Supportive HR/ personnel function Senior management support Business plan - linked with organisational goalsIdentification of Individual Work Outcomes (工作成果工作成果) and Performance Measures (量度標量度標準準) Based on the Balanced Scorecard System 均衡績分表系統(tǒng)What is a Balance

30、d-Scorecard均衡績分表均衡績分表? It is a new framework (Kaplan & Norton) integrating performance measures derived directly from business strategy, which allows a company to: - translate its strategy into action; - turn measures into a performance management process.Barriers in Strategic Management (策略管理策略

31、管理) of Organizational Performance (組織表現(xiàn)組織表現(xiàn))The Management System: Vision are not actionable Strategy not linked to departmental and individual goals Strategy not linked to resource allocation Feedback is tactical, not strategicBarriers in Strategic Management of Organizational Performance The Tradi

32、tional Financial Measurement System: (傳統(tǒng)的財務(wù)管理) Retrospective Fail to predict future performance Plays down on strategic determinants for long- term success Unable to measure and manage such determinantsWhat is a Balanced-Scorecard? How do customers see us? (customer perspective 客戶觀點) What must we ex

33、cel at? (internal perspective 內(nèi)部財務(wù)) How can we continue to improve and create value? (innovation & growth perspective 創(chuàng)新及不斷學(xué)習(xí))The principal framework of the balanced scorecard allows managers to look at the business from four important perspectives: How do we look to shareholders? (financial per

34、spective 財務(wù)方面) What is a Balanced-Scorecard?These four critical-success factors: Customer Satisfaction, Internal Business Process, Innovation & Learning of the Organization, plus Financial Perspective, are regarded as the drivers of future financial achievement for their significant impact on or

35、ganizational performance.What is a Balanced-Scorecard?Customer Satisfaction 滿足客戶 - to stay competitive, we need to satisfy our customers requirements. In a broad sense, customers are mainly concerned about time, quality, service & cost; However, we must be sensitive to other value- added attribu

36、tes, e.g. customers loyalty. The balanced-scorecard tends to focus on entirely new internal business processes generating most customer satisfaction and achieving the companys financial objectives, e.g. core competencies, critical technologies needed to stay ahead of competitors.What is a Balanced-S

37、corecard?Internal Processes 內(nèi)部業(yè)務(wù) : Once customer-based measures are formulated, companies must then identify what internalprocesses to excel in, in order to fulfill customers needs.What is a Balanced-Scorecard?Innovation & Learning 創(chuàng)新與不斷學(xué)習(xí) : The companys ability to learn and improve continuously

38、 are crucial to its long-term success in the face of immense competition & fast changing customers requirements. The balanced-scorecard articulates and measures companys growth by bridging the organizational capabilities, such as people, system, and procedures, with what is required to achieve b

39、reakthrough performance.What is a Balanced-Scorecard?Financial Performance 財務(wù)方面 : The balanced-scorecard also retains a financial dimension to measure and indicate whether or not the companys strategy, implementation and execution are contributing to bottom line improvement. The balanced-scorecard a

40、llows the company to weigh short-term gains against long-term business development, and re-examine business strategy to achieve the right balance between bottom line and operational improvements.How Does a Balanced-Scorecard Translate Company Strategy into Action 均衡績分表如何實踐公司策略均衡績分表如何實踐公司策略By transla

41、ting the vision and strategy so that it is understoodand can be acted upon.To be the best integrated refiner/marketer in the United States by efficiently delivering unprecedentedvalue to our customers.We achieve this mission by six strategic themes: An integrated business Reduce our cost structure W

42、eed out under performing assets New sources of income Advance the focus of TQM Profitably increase scalePioneers Mission(使命)How Does a Balanced-Scorecard Translate Company Strategy into Action均衡績分表如何實踐公司策略均衡績分表如何實踐公司策略Pioneers Balanced Scorecard Strategic Objectives Strategic Measures 策略目標策略目標 量度標準量

43、度標準FinCustInternal I & LFinancially strong. Return on Capital Employed.Delight the customer. Mystery shopper ratingWin-win relationship. Dealer / Pioneer Gross Profit Split.Safe & Relaible Mfg reliability indexCompetitive supplier Days away from work placeQuality Quality IndexMotivated &

44、 prepared Strategic competency availability How Does a Balanced-Scorecard Translate Company Strategy into ActionThe Revenue Growth Strategy“Improve stability by broadening the sources of revenue from current customers”The Productivity Strategy“Improve operating efficiency by shifting customers to mo

45、re cost-effectivedistribution channels” Improve ReturnsBroadenRevenueMixImprove operatingefficiencyIncrease cust.confidence in our fin. advice Increase cust.Satisfaction thru sup executionUnderstand customersegmentsDevelop newproductCross-sell theproduct lineShift to appropriatechannel Minimize prob

46、lemsProvide rapidresponse Increase employeeproductivityAccess to strategicinformationDevelop strategicskillsAlign personalgoalsFinancial CustomerInternalI & LHow Does a Balanced-Scorecard Turn Measurement into Performance ManagementStrategic Objective Strategic Measurements (Lag Indicators) (Lea

47、d Indicators)Fin. Customer Internal Learning Improve Returns Broaden Revenue Mix Reduce Cost Structure Return on Investment Revenue Growth Deposit Ser. Cost Change Revenue Mix Increase Customer Satisfac- tion With Our Product And People Increase Satisfaction “After The Sale” Share of Segment Custome

48、r Retention Depth of Relation Satisfaction Survey Understand Our customers Create Innovative Products Cross-Sell Products Shift Customers to Cost- Effective Channels Minimize Opt Problems Responsive Service New Product Revenue Cross-Sell Ratio Channel Mix Change Service Error Rate Request Fulfillmen

49、t Time Product Development Cycle Hours with Customers Develop Strategic Skills Provide Strategic Info Align Personal Goals Employee Satisfaction Revenue per Employee Stgic Job Coverage Ratio Stgic Info Availability Rto Personal Goals Alignment (%)The measurement system is the organizing framework for the mgt system.How does a Balanced Scorecard Translate Company Strategy into Action均衡績分表如何實踐公司策略均衡績分表如何實踐公司策略 Example : an Electronics CompanyVision “To diversify our customer base and become a competitive and reliable supplier to ANY potential customers”Translation of Vision into St