某HR咨詢公司的績效管理方法論

1、Performance ManagementA Guide to ConsultingJune 2000Discussion ObjectivesProvide an overview of current thinking and trendsDiscuss what PM consulting is all aboutReview “what works and what doesnt”Share Best Practices researchReview some of the basic planning and project steps Group DiscussionAnswer

2、 the following questions:1. What is performance management? Why do companies have this process?2. Why doesnt it work so well? What makes it so difficult? Performance ManagementTranslates business vision and strategy in an actionable way by cascading goals throughout the organizationMeasures both wha

3、t is done and how it is doneAligns Department goals with strategic business objectivesAligns individuals with the broader organizational/ team contextEnsures the closest “l(fā)ine of sight” possibleSource: Watson Wyatt Best Practices in Performance ManagementPerformance Consulting1. Total OrganizationCa

4、scading and AlignmentStakeholder Metrics2. Employee Review ProcessEngagement and AccountabilityGrowth and AchievementsTwo dimensions:Performance ConsultingTotal Organization PerformanceCascading and AlignmentStakeholder MetricsThe Key Questions of Business PlanningWhy does the company exist?Where is

5、 it going?Size SalesMarkets LocationsProducts Competitive ChallengesSBU LinkagesHow will it get done?Values and Operating PrinciplesTechnology ResourcesWhat must the company be very good at doing?How will progress and success be measured?Expectations of StakeholdersCompany PerformanceMissionVision o

6、f FutureStrategicOrganizational GoalsCore OrganizationalCapabilitiesBalanced ScorecardBusiness Plans are Developed by the Business UnitsResource RequirementsIndustryLatin AmericaAsia(Europe)Objectives ofthe business unitObjectives ofthe regionBottom-up-approach:Derivation of segment and corporate st

7、rategic plans and operating objectives from business unitgoals.Top-down-approach:Derivation of objectivesfrom corporate strategy Objectives of departmentsand individualsStrategy of the CorporationObjectives ofthe corporation People Facilities Technology Equipment and MachineryComponents of a Balance

8、d Scorecard (with sample metrics)FINANCIAL RESULTSCUSTOMER SATISFACTION BUSINESS PROCESSES LEARNING & GROWTH AFYP ROI/ROA Surplus GrowthNew sales: new customersAdditional policies: current customersMarket shareCollecting premiumsCalculating selling price: new productNew licensing (Region & Corporate

9、)Establishing the Business Case for new ventures, new locations Product Development: # innovations Competency growth Additional countries Core capabilities growthCascading Strategic & Operating Plan GoalsCORPORATEORGANIZATIONMETRICSFinanceFinanceCustomerCustomerBusinessProcessBusinessProcessLearning

10、& GrowthLearning& GrowthBUSINESS UNITTEAMS/INDIVIDUALSDEPARTMENTBalanced Scorecardscan provide organization alignment and accountability 5 to 7 GOALS “SMART” parameters Directly alignedTypical Project Timeline & Milestones* 8 weeks elapsed time from planning session2 Days Clarify Company Strategy an

11、d determine goalsImplementationTraining and Roll out beginsImplementation PlanningWorkshopFormal AdvisoryGroup Review Session&Follow-up1 wk2 wks1 wk1 wk1 wk1 wk1 wkProjectPlanning, Orientationand Kick-off1 Day1 Day Interview FindingsDevelop Measure Recommendations1 DayWorkshop on TargetsFinalize Tar

12、getRecommendationsImplementationPlan ReviewReview Plan forImplementation Review TransitionStrategy2 DaysFormal AdvisoryTeam Review1 Day1 Day1 wk1 DayExecutivePlanningSession(s)Performance ConsultingTotal Organization PerformanceClients: CEO, COO, sometimes the VPHRFees: typical project is $180 - 250

13、KTimeframe: +/- 4 monthsPerformance ConsultingEmployee Review ProcessEngagement and AccountabilityClear Performance ExpectationsGrowth and AchievementsPerformance Management Is.the ongoing process of setting performance expectations, providing feedback and coaching to reach those expectations, and r

14、eviewing and recognizing performance results.Tie PM to the Business CycleReview and PlanningPlanningFeedback & CoachingFeedback & CoachingMid-Year ReviewNew Year PlanningYear-End ReviewBad timing.“I dont want to ruin your day Herman, but tomorrow morning youre scheduled to be in my office for your a

15、nnual performance review.”Remember The Key Questions ?Why does the company exist?Where is it going?Size SalesMarkets LocationsProducts Competitive ChallengesSBU LinkagesHow will it get done?Values and Operating PrinciplesTechnology ResourcesWhat must the company be very good at doing?How will progre

16、ss and success be measured?Expectations of StakeholdersCompany PerformanceMissionVision of FutureStrategicOrganizational GoalsCore OrganizationalCapabilitiesBalanced ScorecardOrganization Alignment leads to Employee Engagement COMPANYMISSIONVISIONStrategic ObjectivesCore Capabilities CompetenciesLea

17、dershipFunctional Department ScorecardSuccess ProfilesEmployee Performance ProcessIndividual GoalsEmployee Development PlansBusiness Unit Scorecard Cascading: Critical Metrics and Competencies Change requires a balanced Value ExchangeEmployee Gives Employer GivesEnergyEffortCommitmentValue AddLearni

18、ngTimeOpportunityCareerBenefitsCompensationJobThe Performance Process can provide the keys to developmentBase PayPromotionTrainingCareer developmentSuccession planning89%77%56%51%32%Reduction in force26%Variable pay34%Current Use of Performance Management DataSource: Watson Wyatt Best Practices in P

19、erformance ManagementPerformance Management EvolutionTraditional Recent Emerging MeasuresTraits/OutcomesBehaviors/OutcomesTime/Quality/ValueEvaluatorBossSelf/PeersCustomersOutcomesMerit PayDevelopmentOrganization SuccessImplementationDistribute FormsTrain andCommunicateOngoing Education and involvem

20、entOwnershipHRDManagementEmployeesComplianceVoluntaryMandatoryMotivationFactors That Influence Process effectiveness Organization Supervisor PM Culture Skills Process The Organization Values that Support PM The Capability to Measure and Discuss Performance The Interaction Between the Employee and th

21、e Supervisor People Factors Technical Factors Performance Measures Rewards Delivery PM Forms Measures that Support the Organizations Goals and Values and are Possible to Accurately Measure How and Why Pay is Linked to Performance How the Design of the Form Supports the Process PerformanceManagementE

22、ffectivenessFeedback frommultiple sourcesCoaching and feedback are integralDe-emphasison a ratingDecentralizedcontrolGreater linkagebetween pay and performanceEffective measures- Competencies- Business strategies“Champions”sponsorshipEmployeeparticipationEmployeeinvolvement insystem designCommunicat

23、ion& trainingAlignment withbusiness objectives,strategy, customer needsOngoing monitoringof effectivenessof programBest PracticesElements of Successful ProgramsHigh Impact Performance ManagementKey elements found in all “best practices”Emphasis on looking forwardPlanning and developmentJoint process

24、 with employee ownershipCooperative goal settingFeedback (continuous, multiple sources)Developmental focusPay and performance linkageSource: Watson Wyatt Best Practices in Performance ManagementUse of Key ElementsDevelopment PlanningMulti-source ratings14%65%81%84%94%97%Goal SettingTeam standardsNo

25、ratingsCompetencies/behaviorsSource: Watson Wyatt Best Practices in Performance ManagementEvolution of Performance FeedbackTop DownSelf-AppraisalPeer ReviewsUpward FeedbackInternal CustomersExternal Customers3600ReviewDoes it make a difference?Employees are eligible for stock plan programs1.8%Compan

26、y terminates employeeswho perform unacceptably1.8%Company does a good job of helping poor performers improve1.5%Top performers get significantly more pay than average performers0.8%Company positions pay above market0.4%Employee performance appraisals used to set pay0.4%Employees participate in profi

27、t- sharing plan based on firms overall success0.6%Pay is linked to companys business strategyThe Performance MatrixOResults“what”Behaviors“how”Std =100% ofexpectedStd =100%alignmentNIHNIWFMEEKey:O = OutstandingEE = Exceeds ExpectationsM = Meets Expectations (80 - 90% of population)NIH = Needs Improv

28、ement on “HOW”NIW = Needs Improvement on “WHAT”F = FailingProject StepsProject Planning, Education and Assessment: ClientFirst, scope and timetable, design team education, PM design matrix, document review, interviewsDesign: Straw-man designs, implementation planning and scheduleTesting and Approval

29、: Presentation, senior management assessment, sign-off, editImplement: Communication rollout, modular training rollout, useReview/Revise: Gather feedback, test and revise12345Performance ConsultingEmployee Review ProcessClients: VPHR, Dir. Comp and/or ODFees: typical project is $85 - 130KTimeframe:

30、+/- 3 months (excludes implementation)Think “Implementation”A successful process is 25% design and 75% implementation!“Its never to early to think about implementation. . .”Peter DruckerBest Practices in ImplementationDetailed communications and training strategyPro-active problem identificationBroa

31、d buy-inSenior management involvementMeasurement of system effectivenessSource: Watson Wyatt Best Practices in Performance ManagementUtilize Best Practices in Change ManagementVisible senior management supportOngoing communicationBest practices and stakeholder researchHigh involvement and broad buy-

32、inCareful planning, rapid processComprehensive approach to implementation and monitoringTraining in intact work teamsSource: Watson Wyatt HR21 StudyUnderstanding Realize how“my work” is different because of the changeCommitment Believe in the system and process for change . . . in shared accountabil

33、ity for making it successfulAcceptanceAgree to value or merit of change. Recognize advantage of “future state”Action Adopt new behaviors = become engaged in the change process. Champion changes internallyBehavior Change ModelEFFORTAwarenessA Quick SummaryPerformance management continues to evolveNO

34、one perfect solutionnot much magicImpact: great if done rightBest practices for ideasThink implementation early and oftenUpdate and keep freshOngoing TrackingTimely Communication& Skills TrainingConnection between Rewards & PerformanceDirect Link toInstitution MissionSenior Leadership InvolvementEmp

35、loyee “Ownership”O(jiān)bjective Feedback& ReviewCritical Success Factors for an effectivePerformance Management processKey Human Resource LinkagesBase PayTrainingSuccession Planning/PromotionsCareer PlanningIncentive Pay100%97%95%85%80%Source: Watson Wyatt Best Practices in Performance ManagementHR Strat

36、egySuccessionPlanningRewardsWorkDesignSelection& StaffingPerformanceManagementTraining & DevelopmentIntegrate PM with HR StrategyPerformance Management TeamMethodology and ToolsBrian Brown (Cleveland)Brad Carter (San Francisco)Cassandra Frangos (Boston)*David Gore (Toronto)Jim Stewart (Boston)* to K

37、aplan and Nortons Balanced Scorecard Collaborative Performance ManagementA Watson Wyatt Guide to ConsultingJune 20009、靜夜四無鄰，荒居舊業(yè)貧。8月-228月-22Wednesday, August 31, 202210、雨中黃葉樹，燈下白頭人。06:50:2006:50:2006:508/31/2022 6:50:20 AM11、以我獨沈久，愧君相見頻。8月-2206:50:2006:50Aug-2231-Aug-2212、故人江海別，幾度隔山川。06:50:2006:50:2006:50Wednesday, August 31, 202213、乍見翻疑夢，相悲各問年。8月-228月-2206:50:2006:50:20August 31, 202214、他鄉(xiāng)生白發(fā)，舊國見青山。31 八月 20226:50:20 上午06:50:208月-2215、比不了得就不比，得不到的就不要。八月 226:50 上午8月-2206:50August 31, 202216、行動出成果，工作出財富。2022/8/31 6:50:2006:50:2031 August 202217、做前，能夠環(huán)視四周；做時，你只能或者最好沿著以腳為起點的射