論公司績效管理辦法英文版課件

PerformanceManagementAGuidetoConsultingJune2000PerformanceManagementAGuide1DiscussionObjectivesProvideanoverviewofcurrentthinkingandtrendsDiscusswhatPMconsultingisallaboutReview“whatworksandwhatdoesn’t”ShareBestPracticesresearchReviewsomeofthebasicplanningandprojectstepsDiscussionObjectivesProvidea2GroupDiscussionAnswerthefollowingquestions:1.Whatisperformancemanagement?Whydocompanieshavethisprocess?2.Whydoesn’titworksowell?Whatmakesitsodifficult?GroupDiscussionAnswerthefol3PerformanceManagementTranslatesbusinessvisionandstrategyinanactionablewaybycascadinggoalsthroughouttheorganizationMeasuresbothwhatisdoneand

howitisdoneAlignsDepartmentgoalswithstrategicbusinessobjectivesAlignsindividualswiththebroaderorganizational/teamcontextEnsurestheclosest“l(fā)ineofsight”possibleSource:WatsonWyattBestPracticesinPerformanceManagementPerformanceManagementTranslat4PerformanceConsulting1.TotalOrganizationCascadingandAlignmentStakeholderMetrics2.EmployeeReviewProcessEngagementandAccountabilityGrowthandAchievementsTwodimensions:PerformanceConsulting1.Total5PerformanceConsultingTotalOrganizationPerformanceCascadingandAlignmentStakeholderMetricsPerformanceConsultingTotalOr6TheKeyQuestionsofBusinessPlanningWhydoesthecompanyexist?Whereisitgoing?Size SalesMarkets LocationsProducts CompetitiveChallengesSBULinkagesHowwillitgetdone?ValuesandOperatingPrinciples TechnologyResourcesWhatmustthecompanybeverygoodatdoing?Howwillprogressandsuccessbemeasured?ExpectationsofStakeholdersCompanyPerformanceMissionVisionofFutureStrategicOrganizationalGoalsCoreOrganizationalCapabilitiesBalancedScorecardTheKeyQuestionsofBusiness7BusinessPlansareDevelopedbytheBusinessUnitsResourceRequirementsIndustryLatinAmericaAsia(Europe)ObjectivesofthebusinessunitObjectivesoftheregionBottom-up-approach:Derivationofsegmentandcorporatestrategicplansandoperatingobjectivesfrombusinessunitgoals.Top-down-approach:DerivationofobjectivesfromcorporatestrategyObjectivesofdepartmentsandindividualsStrategyoftheCorporationObjectivesofthecorporation

PeopleFacilities

TechnologyEquipmentandMachinery BusinessPlansareDevelopedb8Componentsofa

BalancedScorecard

(withsamplemetrics)FINANCIALRESULTSCUSTOMERSATISFACTION

BUSINESSPROCESSES

LEARNING&GROWTH

AFYPROI/ROASurplusGrowthNewsales:newcustomersAdditionalpolicies:currentcustomersMarketshareCollectingpremiumsCalculatingsellingprice:newproductNewlicensing(Region&Corporate)EstablishingtheBusinessCasefornewventures,newlocationsProductDevelopment:#innovations

CompetencygrowthAdditionalcountriesCorecapabilitiesgrowthComponentsofaBalancedScore9CascadingStrategic&OperatingPlanGoalsCORPORATEORGANIZATIONMETRICSFinanceFinanceCustomerCustomerBusinessProcessBusinessProcessLearning&GrowthLearning&GrowthBUSINESSUNITTEAMS/INDIVIDUALSDEPARTMENTBalancedScorecardscanprovideorganizationalignmentandaccountability5to7GOALS“SMART”parametersDirectlyalignedCascadingStrategic&Operatin10TypicalProjectTimeline&Milestones**8weekselapsedtimefromplanningsession2Days

ClarifyCompanyStrategyanddeterminegoalsImplementation

TrainingandRolloutbeginsImplementation

Planning

WorkshopFormal

Advisory

GroupReview

Session

&

Follow-up1wk2wks1wk1wk1wk1wk1wkProjectPlanning,

OrientationandKick-off1Day1Day

InterviewFindingsDevelopMeasure

Recommendations1DayWorkshoponTargetsFinalizeTargetRecommendationsImplementationPlanReviewReviewPlanforImplementation

ReviewTransitionStrategy2DaysFormal

Advisory

TeamReview1Day1Day1wk1DayExecutivePlanningSession(s)TypicalProjectTimeline&Mil11PerformanceConsultingTotalOrganizationPerformanceClients:CEO,COO,sometimestheVPHRFees:typicalprojectis$180-250KTimeframe:+/-4monthsPerformanceConsultingTotalOr12PerformanceConsultingEmployeeReviewProcessEngagementandAccountabilityClearPerformanceExpectationsGrowthandAchievementsPerformanceConsultingEmployee13PerformanceManagementIs......theongoingprocessofsettingperformanceexpectations,providingfeedbackandcoachingtoreachthoseexpectations,andreviewingandrecognizingperformanceresults.PerformanceManagementIs.....14TiePMtotheBusinessCycleReviewandPlanningPlanningFeedback&CoachingFeedback&CoachingMid-YearReviewNewYearPlanningYear-EndReviewTiePMtotheBusinessCycleRe15Badtiming...“Idon’twanttoruinyourdayHerman,buttomorrowmorningyou’rescheduledtobeinmyofficeforyourannualperformancereview...”Badtiming...“Idon’twantto16RememberTheKeyQuestions?Whydoesthecompanyexist?Whereisitgoing?Size SalesMarkets LocationsProducts CompetitiveChallengesSBULinkagesHowwillitgetdone?ValuesandOperatingPrinciples TechnologyResourcesWhatmustthecompanybeverygoodatdoing?Howwillprogressandsuccessbemeasured?ExpectationsofStakeholdersCompanyPerformanceMissionVisionofFutureStrategicOrganizationalGoalsCoreOrganizationalCapabilitiesBalancedScorecardRememberTheKeyQuestions?Wh17OrganizationAlignmentleadstoEmployeeEngagementCOMPANYMISSIONVISIONStrategicObjectivesCoreCapabilitiesCompetenciesLeadershipFunctional

DepartmentScorecardSuccessProfilesEmployeePerformanceProcessIndividualGoalsEmployeeDevelopmentPlansBusinessUnitScorecardCascading:CriticalMetricsandCompetenciesOrganizationAlignmentleadst18

Changerequiresabalanced

ValueExchangeEmployeeGives EmployerGivesEnergyEffortCommitmentValueAddLearningTimeOpportunityCareerBenefitsCompensationJob

Changerequiresabalanced19ThePerformanceProcesscanprovidethekeystodevelopmentBasePayPromotionTrainingCareerdevelopmentSuccessionplanning89%77%56%51%32%Reductioninforce26%Variablepay34%CurrentUseofPerformanceManagementDataSource:WatsonWyattBestPracticesinPerformanceManagementThePerformanceProcesscanpr20PerformanceManagementEvolutionTraditional

Recent

Emerging

MeasuresTraits/OutcomesBehaviors/OutcomesTime/Quality/ValueEvaluatorBossSelf/PeersCustomersOutcomesMeritPayDevelopmentOrganizationSuccessImplementationDistributeFormsTrainandCommunicateOngoingEducationandinvolvementOwnershipHRDManagementEmployeesComplianceVoluntaryMandatoryMotivationPerformanceManagementEvoluti21FactorsThatInfluenceProcesseffectiveness

Organization

Supervisor

PM

Culture

Skills

Process

TheOrganization

ValuesthatSupport

PM

TheCapabilityto

MeasureandDiscuss

Performance

TheInteractionBetween

theEmployeeandthe

Supervisor

People

Factors

Technical

Factors

Performance

Measures

Rewards

Delivery

PM

Forms

MeasuresthatSupport

theOrganizationsGoals

andValuesandare

PossibletoAccurately

Measure

HowandWhyPayis

LinkedtoPerformance

HowtheDesignof

theFormSupportsthe

Process

PerformanceManagementEffectivenessFactorsThatInfluenceProcess22FeedbackfrommultiplesourcesCoachingandfeedbackareintegralDe-emphasisonaratingDecentralizedcontrolGreaterlinkagebetweenpayandperformanceEffectivemeasures

-Competencies

-Businessstrategies“Champions”—sponsorshipEmployeeparticipationEmployeeinvolvementinsystemdesignCommunication&trainingAlignmentwithbusinessobjectives,strategy,customerneedsOngoingmonitoringofeffectivenessofprogramBestPractices

ElementsofSuccessfulProgramsFeedbackfromCoachingandfeed23HighImpactPerformanceManagementKeyelementsfoundinall“bestpractices”EmphasisonlookingforwardPlanninganddevelopmentJointprocesswithemployeeownershipCooperativegoalsettingFeedback(continuous,multiplesources)DevelopmentalfocusPayandperformancelinkageSource:WatsonWyattBestPracticesinPerformanceManagementHighImpactPerformanceManage24UseofKeyElementsDevelopmentPlanningMulti-sourceratings14%65%81%84%94%97%GoalSettingTeamstandardsNoratingsCompetencies/behaviorsSource:WatsonWyattBestPracticesinPerformanceManagementUseofKeyElementsDevelopment25EvolutionofPerformanceFeedbackTopDownSelf-AppraisalPeerReviewsUpwardFeedbackInternalCustomersExternalCustomers3600

ReviewEvolutionofPerformanceFeedb26Doesitmakeadifference?Employeesareeligibleforstockplanprograms1.8%Companyterminatesemployeeswhoperformunacceptably1.8%Companydoesagoodjobofhelpingpoorperformersimprove1.5%Topperformersgetsignificantlymorepaythanaverageperformers0.8%Companypositionspayabovemarket0.4%Employeeperformanceappraisalsusedtosetpay0.4%Employeesparticipateinprofit-sharingplanbasedonfirm’soverallsuccess0.6%Payislinkedtocompany’sbusinessstrategyDoesitmakeadifference?Empl27ThePerformanceMatrixOResults“what”Behaviors“how”Std=100%ofexpectedStd=100%alignmentNIHNIWFMEEKey:O=OutstandingEE=ExceedsExpectationsM=MeetsExpectations(80-90%ofpopulation)NIH=NeedsImprovementon“HOW”NIW=NeedsImprovementon“WHAT”F=FailingThePerformanceMatrixOResults28ProjectStepsProjectPlanning,EducationandAssessment:

ClientFirst,scopeandtimetable,designteameducation,PMdesignmatrix,documentreview,interviewsDesign:

Straw-mandesigns,implementationplanningandscheduleTestingandApproval:Presentation,seniormanagementassessment,sign-off,editImplement:

Communicationrollout,modulartrainingrollout,useReview/Revise:

Gatherfeedback,testandrevise12345ProjectStepsProjectPlanning,29PerformanceConsultingEmployeeReviewProcessClients:VPHR,Dir.Compand/orODFees:typicalprojectis$85-130KTimeframe:+/-3months(excludesimplementation)PerformanceConsultingEmployee30Think…“Implementation”Asuccessfulprocessis25%designand75%implementation!“It’snevertoearlytothinkaboutimplementation...”PeterDruckerThink…“Implementation”Asucce31BestPracticesinImplementationDetailedcommunicationsandtrainingstrategyPro-activeproblemidentificationBroadbuy-inSeniormanagementinvolvementMeasurementofsystemeffectivenessSource:WatsonWyattBestPracticesinPerformanceManagementBestPracticesinImplementati32UtilizeBestPracticesinChangeManagementVisibleseniormanagementsupportOngoingcommunicationBestpracticesandstakeholderresearchHighinvolvementandbroadbuy-inCarefulplanning,rapidprocessComprehensiveapproachtoimplementationandmonitoringTraininginintactworkteamsSource:WatsonWyattHR21StudyUtilizeBestPracticesinChan33Understanding

Realizehow“mywork”isdifferentbecauseofthechangeCommitment

Believeinthesystemandprocessforchange...insharedaccountabilityformakingitsuccessfulAcceptanceAgreetovalueormeritofchange.Recognizeadvantageof“futurestate”Action

Adoptnewbehaviors=becomeengagedinthechangeprocess.ChampionchangesinternallyBehaviorChangeModelEFFORTAwarenessUnderstandingRealizehowCommi34AQuickSummaryPerformancemanagementcontinuestoevolveNOoneperfectsolutionnotmuchmagicImpact:greatifdonerightBestpracticesforideasThinkimplementationearlyandoftenUpdateandkeepfreshAQuickSummaryPerformanceman35OngoingTrackingTimelyCommunication

&SkillsTrainingConnectionbetween

Rewards&PerformanceDirectLinkto

InstitutionMissionSeniorLeadership

InvolvementEmployee“Ownership”O(jiān)bjectiveFeedback

&ReviewCriticalSuccessFactorsfor

aneffective

PerformanceManagementprocessOngoingTrackingTimelyCommuni36KeyHumanResourceLinkagesBasePayTrainingSuccessionPlanning/PromotionsCareerPlanningIncentivePay100%97%95%85%80%Source:WatsonWyattBestPracticesinPerformanceManagementKeyHumanResourceLinkagesBas37HRStrategy

Succession

Planning

Rewards

Work

Design

Selection

&Staffing

Performance

Management

Training&DevelopmentIntegratePMwithHRStrategyHRStrategy Succession

Plannin38PerformanceManagementTeamMethodologyandToolsBrianBrown(Cleveland)BradCarter(SanFrancisco)CassandraFrangos(Boston)**DavidGore(Toronto)JimStewart(Boston)**toKaplanandNorton’sBalancedScorecardCollaborative

PerformanceManagementTeamMet39PerformanceManagementAWatsonWyattGuidetoConsultingJune2000PerformanceManagementAWatson40PerformanceManagementAGuidetoConsultingJune2000PerformanceManagementAGuide41DiscussionObjectivesProvideanoverviewofcurrentthinkingandtrendsDiscusswhatPMconsultingisallaboutReview“whatworksandwhatdoesn’t”ShareBestPracticesresearchReviewsomeofthebasicplanningandprojectstepsDiscussionObjectivesProvidea42GroupDiscussionAnswerthefollowingquestions:1.Whatisperformancemanagement?Whydocompanieshavethisprocess?2.Whydoesn’titworksowell?Whatmakesitsodifficult?GroupDiscussionAnswerthefol43PerformanceManagementTranslatesbusinessvisionandstrategyinanactionablewaybycascadinggoalsthroughouttheorganizationMeasuresbothwhatisdoneand

howitisdoneAlignsDepartmentgoalswithstrategicbusinessobjectivesAlignsindividualswiththebroaderorganizational/teamcontextEnsurestheclosest“l(fā)ineofsight”possibleSource:WatsonWyattBestPracticesinPerformanceManagementPerformanceManagementTranslat44PerformanceConsulting1.TotalOrganizationCascadingandAlignmentStakeholderMetrics2.EmployeeReviewProcessEngagementandAccountabilityGrowthandAchievementsTwodimensions:PerformanceConsulting1.Total45PerformanceConsultingTotalOrganizationPerformanceCascadingandAlignmentStakeholderMetricsPerformanceConsultingTotalOr46TheKeyQuestionsofBusinessPlanningWhydoesthecompanyexist?Whereisitgoing?Size SalesMarkets LocationsProducts CompetitiveChallengesSBULinkagesHowwillitgetdone?ValuesandOperatingPrinciples TechnologyResourcesWhatmustthecompanybeverygoodatdoing?Howwillprogressandsuccessbemeasured?ExpectationsofStakeholdersCompanyPerformanceMissionVisionofFutureStrategicOrganizationalGoalsCoreOrganizationalCapabilitiesBalancedScorecardTheKeyQuestionsofBusiness47BusinessPlansareDevelopedbytheBusinessUnitsResourceRequirementsIndustryLatinAmericaAsia(Europe)ObjectivesofthebusinessunitObjectivesoftheregionBottom-up-approach:Derivationofsegmentandcorporatestrategicplansandoperatingobjectivesfrombusinessunitgoals.Top-down-approach:DerivationofobjectivesfromcorporatestrategyObjectivesofdepartmentsandindividualsStrategyoftheCorporationObjectivesofthecorporation

PeopleFacilities

TechnologyEquipmentandMachinery BusinessPlansareDevelopedb48Componentsofa

BalancedScorecard

(withsamplemetrics)FINANCIALRESULTSCUSTOMERSATISFACTION

BUSINESSPROCESSES

LEARNING&GROWTH

AFYPROI/ROASurplusGrowthNewsales:newcustomersAdditionalpolicies:currentcustomersMarketshareCollectingpremiumsCalculatingsellingprice:newproductNewlicensing(Region&Corporate)EstablishingtheBusinessCasefornewventures,newlocationsProductDevelopment:#innovations

CompetencygrowthAdditionalcountriesCorecapabilitiesgrowthComponentsofaBalancedScore49CascadingStrategic&OperatingPlanGoalsCORPORATEORGANIZATIONMETRICSFinanceFinanceCustomerCustomerBusinessProcessBusinessProcessLearning&GrowthLearning&GrowthBUSINESSUNITTEAMS/INDIVIDUALSDEPARTMENTBalancedScorecardscanprovideorganizationalignmentandaccountability5to7GOALS“SMART”parametersDirectlyalignedCascadingStrategic&Operatin50TypicalProjectTimeline&Milestones**8weekselapsedtimefromplanningsession2Days

ClarifyCompanyStrategyanddeterminegoalsImplementation

TrainingandRolloutbeginsImplementation

Planning

WorkshopFormal

Advisory

GroupReview

Session

&

Follow-up1wk2wks1wk1wk1wk1wk1wkProjectPlanning,

OrientationandKick-off1Day1Day

InterviewFindingsDevelopMeasure

Recommendations1DayWorkshoponTargetsFinalizeTargetRecommendationsImplementationPlanReviewReviewPlanforImplementation

ReviewTransitionStrategy2DaysFormal

Advisory

TeamReview1Day1Day1wk1DayExecutivePlanningSession(s)TypicalProjectTimeline&Mil51PerformanceConsultingTotalOrganizationPerformanceClients:CEO,COO,sometimestheVPHRFees:typicalprojectis$180-250KTimeframe:+/-4monthsPerformanceConsultingTotalOr52PerformanceConsultingEmployeeReviewProcessEngagementandAccountabilityClearPerformanceExpectationsGrowthandAchievementsPerformanceConsultingEmployee53PerformanceManagementIs......theongoingprocessofsettingperformanceexpectations,providingfeedbackandcoachingtoreachthoseexpectations,andreviewingandrecognizingperformanceresults.PerformanceManagementIs.....54TiePMtotheBusinessCycleReviewandPlanningPlanningFeedback&CoachingFeedback&CoachingMid-YearReviewNewYearPlanningYear-EndReviewTiePMtotheBusinessCycleRe55Badtiming...“Idon’twanttoruinyourdayHerman,buttomorrowmorningyou’rescheduledtobeinmyofficeforyourannualperformancereview...”Badtiming...“Idon’twantto56RememberTheKeyQuestions?Whydoesthecompanyexist?Whereisitgoing?Size SalesMarkets LocationsProducts CompetitiveChallengesSBULinkagesHowwillitgetdone?ValuesandOperatingPrinciples TechnologyResourcesWhatmustthecompanybeverygoodatdoing?Howwillprogressandsuccessbemeasured?ExpectationsofStakeholdersCompanyPerformanceMissionVisionofFutureStrategicOrganizationalGoalsCoreOrganizationalCapabilitiesBalancedScorecardRememberTheKeyQuestions?Wh57OrganizationAlignmentleadstoEmployeeEngagementCOMPANYMISSIONVISIONStrategicObjectivesCoreCapabilitiesCompetenciesLeadershipFunctional

DepartmentScorecardSuccessProfilesEmployeePerformanceProcessIndividualGoalsEmployeeDevelopmentPlansBusinessUnitScorecardCascading:CriticalMetricsandCompetenciesOrganizationAlignmentleadst58

Changerequiresabalanced

ValueExchangeEmployeeGives EmployerGivesEnergyEffortCommitmentValueAddLearningTimeOpportunityCareerBenefitsCompensationJob

Changerequiresabalanced59ThePerformanceProcesscanprovidethekeystodevelopmentBasePayPromotionTrainingCareerdevelopmentSuccessionplanning89%77%56%51%32%Reductioninforce26%Variablepay34%CurrentUseofPerformanceManagementDataSource:WatsonWyattBestPracticesinPerformanceManagementThePerformanceProcesscanpr60PerformanceManagementEvolutionTraditional

Recent

Emerging

MeasuresTraits/OutcomesBehaviors/OutcomesTime/Quality/ValueEvaluatorBossSelf/PeersCustomersOutcomesMeritPayDevelopmentOrganizationSuccessImplementationDistributeFormsTrainandCommunicateOngoingEducationandinvolvementOwnershipHRDManagementEmployeesComplianceVoluntaryMandatoryMotivationPerformanceManagementEvoluti61FactorsThatInfluenceProcesseffectiveness

Organization

Supervisor

PM

Culture

Skills

Process

TheOrganization

ValuesthatSupport

PM

TheCapabilityto

MeasureandDiscuss

Performance

TheInteractionBetween

theEmployeeandthe

Supervisor

People

Factors

Technical

Factors

Performance

Measures

Rewards

Delivery

PM

Forms

MeasuresthatSupport

theOrganizationsGoals

andValuesandare

PossibletoAccurately

Measure

HowandWhyPayis

LinkedtoPerformance

HowtheDesignof

theFormSupportsthe

Process

PerformanceManagementEffectivenessFactorsThatInfluenceProcess62FeedbackfrommultiplesourcesCoachingandfeedbackareintegralDe-emphasisonaratingDecentralizedcontrolGreaterlinkagebetweenpayandperformanceEffectivemeasures

-Competencies

-Businessstrategies“Champions”—sponsorshipEmployeeparticipationEmployeeinvolvementinsystemdesignCommunication&trainingAlignmentwithbusinessobjectives,strategy,customerneedsOngoingmonitoringofeffectivenessofprogramBestPractices

ElementsofSuccessfulProgramsFeedbackfromCoachingandfeed63HighImpactPerformanceManagementKeyelementsfoundinall“bestpractices”EmphasisonlookingforwardPlanninganddevelopmentJointprocesswithemployeeownershipCooperativegoalsettingFeedback(continuous,multiplesources)DevelopmentalfocusPayandperformancelinkageSource:WatsonWyattBestPracticesinPerformanceManagementHighImpactPerformanceManage64UseofKeyElementsDevelopmentPlanningMulti-sourceratings14%65%81%84%94%97%GoalSettingTeamstandardsNoratingsCompetencies/behaviorsSource:WatsonWyattBestPracticesinPerformanceManagementUseofKeyElementsDevelopment65EvolutionofPerformanceFeedbackTopDownSelf-AppraisalPeerReviewsUpwardFeedbackInternalCustomersExternalCustomers3600

ReviewEvolutionofPerformanceFeedb66Doesitmakeadifference?Employeesareeligibleforstockplanprograms1.8%Companyterminatesemployeeswhoperformunacceptably1.8%Companydoesagoodjobofhelpingpoorperformersimprove1.5%Topperformersgetsignificantlymorepaythanaverageperformers0.8%Companypositionspayabovemarket0.4%Employeeperformanceappraisalsusedtosetpay0.4%Employeesparticipateinprofit-sharingplanbasedonfirm’soverallsuccess0.6%Payislinkedtocompany’sbusinessstrategyDoesitmakeadifference?Empl67ThePerformanceMatrixOResults“what”Behaviors“how”Std=100%ofexpectedStd=100%alignmentNIHNIWFMEEKey:O=OutstandingEE=ExceedsExpectationsM=MeetsExpectations(80-90%ofpopulation)NIH=NeedsImprovementon“HOW”NIW=NeedsImprovementon“WHAT”F=FailingThePerformanceMatrixOResults68ProjectStepsProjectPlanning,EducationandAssessment:

ClientFirst,scopeandtimetable,designteameducation,PMdesignmatrix,documentreview,interviewsDesign:

Straw-mandesigns,implementationplanningandscheduleTestingandApproval:Presentation,seniormanagementassessment,sign-off,editImplement:

Communicationrollout,modulartrainingrollout,useReview/Revise:

Gatherfeedback,testandrevise12345ProjectStepsProjectPlanning,69PerformanceConsultingEmployeeReviewProcessClients:VPHR,Dir.Compand/orODFees:typicalprojectis$85-130KTimeframe:+/-3months(excludesimplementation)PerformanceConsultingEmployee70Think…“Implementation”Asuccessfulprocessis25%designand