陜西科技大學(xué)工商管理碩士(MBA)課件-2015-《商務(wù)英語(yǔ)》-邢戰(zhàn)雷-8-Performance Management

PerformanceManagement教師：邢戰(zhàn)雷單位：陜西科技大學(xué)管理學(xué)院/MBA教育中心E-mail:xingzhanlei@WeAreHereToLearnWeAreHereto

RefreshPerformanceManagementProcessHelpemployeesandmanagersbetterunderstandPerformanceManagement:Linkages,PhasesandTimingConceptofSMARTgoalsFeedback&CoachingPerformanceAppraisalPerformanceImprovementProcessDiscussHowtousePerformanceManagementtohelpcreateagreatcompanyHowtousePerformanceManagementtocreateHighperformanceorganizationWhatisPerformanceManagement?

“Performancemanagementisaboutimprovingbusinessperformancebyimprovingteamandindividualperformance,andensuringthatacompany’sstrategyisexecutedandimplemented...” TomMcMullen,HayGroupPerformanceManagementcanalsobe….“…avehicleforincreasingourcapacitytogetworkdone,andforachievingwhatismostimportanttous.”NigelBristow,TargetedLearningPerformanceManagementisAnagreementbetweenemployeeandsupervisorAnon-goingprocessTiedtothemeritprocessPerformanceManagementshouldnotbeAonce-a-yeareventAnpunitiveprocessAtimetogivesurprisesPerformanceManagementAlignGoalswithBusinessPrioritiesIndividual/team/department/SBU/corporatestrategyEmployeesunderstandwhatmattersmostabouttheirjobBuildIndividualandOrganizationalCapabilitySeekandreceiveperformancefeedbackFacilitatedevelopingskills&capabilitiesGetworkdoneDifferentiatePerformanceDesiredOutcomesofPerformanceManagementAresults-orientedcultureImprovedemployeeengagementandretentionReinforcementofcompanyvaluesIndividualgrowthanddevelopmentEnhancedemployeeandcompanyperformanceDifferentiationofrecognitionandrewardsEnablersofPerformanceManagementEffective,on-goingconversationsEmployeeunderstandingofperformancecriteriaStandardizedprocesses,guidelinesandtoolsHonestyandcredibilityCompensationalignedwithperformancePerformanceManagementProcessPhase1:AligningGoalsPhase2:TrackingProgressPhase3:PerformanceAppraisalFeedback&CoachingFeedback&CoachingFeedback&CoachingFeedback&CoachingDec.-Jan.Feb.-Oct.Nov.-Jan.i

SetBusinessGoalsSetDev.GoalsCompleteAppropriateSectionsofPerformanceFormReviewProgressAgainstGoalsAdjustGoalsifNecessaryRevisePerformanceAgreementifNecessary

ReviewResultsAgainstGoalsCalibratePerformanceAgainstPeersAftercalibrationmeeting,finalizePerformanceRatingFinalizePerformanceAgreementBoardofDirectorsCompany/AreaSectionManagersEmployeesVision

GroupGoalsPower/Automation

GoalsSectionGoalsSectionGoalsIndividual

GoalsIndividual

GoalsBU&DepartmentManagersODV-C/AOC-CGoalsODV-C/AOC-CGoalsBusinessGoal-WhatAlignmentJobAnalysisSet3to5businessgoalsthatanswerthequestions

-"Whatmattersmost?“

-"HowdoImakeasignificantcontribution?"

績(jī)效管理的總體概念績(jī)效回顧流程經(jīng)理員工共同的職責(zé)與責(zé)任反饋輔導(dǎo)與反饋=S=愿景,使命與目標(biāo)=S=中國(guó)的使命與目標(biāo)個(gè)人目標(biāo)部門目標(biāo)個(gè)人績(jī)效與發(fā)展能力指標(biāo)職業(yè)計(jì)劃績(jī)效表現(xiàn)BusinessGoal-HowStraightforward直接Passionate熱情Open開放Effective高效BusinessGoal-HowPassionate熱情SeektodelightcustomersDevelopyourpeoplethroughfairanddemandingcareermanagementDe-averagerewardAddresspoorperformanceBuilddiversecareerpaths:operationalvs.transversalpositions,maturevs.neweconomies…BusinessGoal-HowOpen開放Drivetowards"OneSchneiderElectric"identityConsiderlong-termvisionandtheinterestofthecompanyratherthanshort-termoptimizationsoflocalperimeterTeamuptobuildthebestsolutionsforthecompanyTakeriskstoexplorenewpathsExchangetalentsacrossboundariesEncouragediversityinteamsBusinessGoal-HowStraightforward直接

Makesureallyourpeopleknow

DevelopacultureofaccountabilitytheroletheyhavetoplayandtheobjectivestheyareresponsibleforDonottolerateexceptioncreationChallengeproposalsbutoncedecided,applythemBusinessGoal-HowEffective高效

Reviewtasks,organization,interactionsandmakethechangesneededValuecostreductionaswellastoplinegrowth

LeadbymakingthingssimpleLimitreportingrequestsCommonProblemswithBusinessGoalAresettoolow.Aretooambitious,orcompletiondatesaretoooptimistic.Don'treflecttheemployee'sjobresponsibilitiesorareasunderhis/hercontrol.Focusonlyonwhatwillbedoneandneglecthowitwillbeachieved.Reflectassumptionsaboutwhatiswantedinsteadofdiscussed,clear,andsharedexpectations.Arenotrevisedordeletedastheybecomeunfeasibleorirrelevant.Specific toyourroleandwhatyouaretryingto

achieveMeasurable caneasilydetermineifoutcomeachievedAggressive challengingandrequireincremental(Attainable)improvementRealistic withinyourresponsibilityandcontrolTime-bound milestonesanddatesBusinessGoal-SMART目標(biāo)設(shè)定SMART原則S 具體性：量化指標(biāo)，如：銷售額、客戶滿意度百分比。

M 能衡量：數(shù)字化、視覺化，可檢查、可修正。如：

員工流動(dòng)率由65％減至25%

A 能達(dá)到：目標(biāo)要合理、拼命抓剛抓到的目標(biāo)，是設(shè)定適中的目標(biāo)。

R 切合實(shí)際的：目標(biāo)要有挑戰(zhàn)性，但須符合實(shí)際情況，不能空想狂想。如：2008年個(gè)人達(dá)到1個(gè)億銷售額

T 時(shí)限性：給主要目標(biāo)加上最后期限。如：在六個(gè)月內(nèi)將部門員工流動(dòng)率由65％減至25％SMARTGOAL?Specific,Measurable,Aggressive,RealisticandTime-boundDeveloptechnicalexpertiseinautomationtobecomethedepartmenttrainer.ParticipateinaworkshopontraininginDecember2008.AddnewclientsbyJune30,2008thatgenerateincomeforthedivision.Ensureimprovesaccuracyofcustomerdatainthesystemby3rdQtrtoincreaseourefficiency.Utilizeprovenlisteningtechniqueswithco-workersandmanagertoimprovelisteningskills,andmeasurelevelofimprovementusing360degreefeedbackinJanandagainatyearend.When?(Time-bound)Whichworkshop?(Specific/Aggressive?)Howmany/much?(Measurable?)Withinyourcontrol?(Realistic?)SMARTGoalIsitSMARTGoal?Long-TermCareerSuccess:WhatMattersMost?Self-AwarenessIntelligenceQuotientOrganizationalSavvyHandlingConflictSpeakingSkillsGradesatUniversityExtracurricularActivitiesatUniversityLearningfromExperienceWhichofthesehasthegreatestpredictivevalueforlong-termcareersuccess?ExposureExperienceEducationEducationInstructorledCoursesE-LearningProgramsReadings/selfstudyExperienceLearnbydoing(realtime)On-the-jobtasks&specialprojects/assignments-DaytodaydevelopmentExposureMentoring/CoachingFeedbackAttendotherbusinessunitmeetingsDevelopmentApproach–3E’sPerformanceManagementProcessPhase1:AligningGoalsPhase2:TrackingProgressPhase3:PerformanceAppraisalFeedback&CoachingFeedback&CoachingFeedback&CoachingFeedback&CoachingDec.-Jan.Feb.-Oct.Nov.-Jan.i

SetBusinessGoalsSetDev.GoalsCompleteAppropriateSectionsofPerformanceFormReviewProgressAgainstGoalsAdjustGoalsifNecessaryRevisePerformanceAgreementifNecessary

ReviewResultsAgainstGoalsCalibratePerformanceAgainstPeersAftercalibrationmeeting,finalizePerformanceRatingFinalizePerformanceAgreement跟蹤需要跟蹤什么?數(shù)據(jù)來源誰負(fù)責(zé)收集數(shù)據(jù)?回顧數(shù)據(jù)的安排報(bào)告客戶檔案/回顧記錄調(diào)查非正式的面談資料評(píng)估質(zhì)量說明時(shí)間記錄投訴記錄主管的觀察審計(jì)結(jié)果階段工作總結(jié)…定期進(jìn)行績(jī)效回顧面談與提供反饋–健康檢查讓員工知道他的工作表現(xiàn)跟目標(biāo)的對(duì)比就行為表現(xiàn)提供反饋透過認(rèn)可成就與行為，激勵(lì)員工為表現(xiàn)欠佳的員工制定發(fā)展計(jì)劃提供指導(dǎo)透過討論階段性的表現(xiàn)，管理對(duì)年終評(píng)估的期望鼓勵(lì)自我管理與自行跟蹤如需要，調(diào)整績(jī)效計(jì)劃與目標(biāo)TrackingProcessOn-goingfeedbackandcoachingAtleastoneformalmidyearreview!ReviewandcelebrateprogressAddressanyperformancegapsby;PlantocorrectAdjustinggoalsReceivingFeedbackTheusefulnessoffeedbackdependslessontheabilityofotherstogiveitwell,thanitdoesonourabilitytoreceiveitwell.FourStepModelforReceivingFeedbackAcknowledgetheGift.OpentheGift.ConfirmtheNatureandValueoftheGift.UsetheGift.總結(jié)需要進(jìn)行三類面談：評(píng)估、回顧、績(jī)效計(jì)劃注重流程與技巧盡量引導(dǎo)員工參與管理討論過程Discussion:Howtocreateahighperformanceorganization?AGreatCompany

CreatesandexecutesbusinessstrategyCreatescommonmindset/alignmentMeetsandexceedskeymeasuresTotalShareholderReturn,Income,etc.Demonstratesethics&valuesEarnstheheartsandmindsofitspeopleTheHighPerformanceOrganization

Source:CorporateLeadershipCouncilEnjoywork…UnderstandhowworkcontributestoorganizationalsuccessHaveopportunitiestoworkonthingstheydobestHaveopportunitiestodevelopAreprovidedwithneededinformation,resourcesandtechnologyIndividualsOrganizationManagersPerformanceManagementProcessPhase1:AligningGoalsPhase2:TrackingProgressPhase3:PerformanceAppraisalFeedback&CoachingFeedback&CoachingFeedback&CoachingFeedback&CoachingDec.-Jan.Feb.-Oct.Nov.-Jan.

SetBusinessGoalsSetDev.GoalsCompleteAppropriateSectionsofPerformanceFormReviewProgressAgainstGoalsAdjustGoalsifNecessaryRevisePerformanceAgreementifNecessaryReviewResultsAgainstGoalsCalibratePerformanceAgainstPeersAftercalibrationmeeting,finalizePerformanceRatingFinalizePerformanceAgreementWhyBotherwithPerformanceAppraisals?Employeeswanttohearhowtheyaredoing!Frommanager!AnopportunityforcommunicationandmotivationAsettingtoestablishnewgoals-alignmentAchancetosummarizepastperformanceAforumforcareerdevelopmentAformaldocumentationofemployeeperformanceYearEndPerformanceAppraisalMeetingScheduleadiscussiontimewellinadvanceAtwo-wayobligation;bothsidesneedtimetoprepare“Qualitytime”–atleastanhour–1.5hoursbetterComfortablelocationandfreeofdistractionsPrepare,prepare,prepare–inwritingPrepareforquestionsanddisagreementsWhatisthecoremessage?Makesuretohighlightwhatwentwell,notjustproblemsBespecific–usesignificanteventsasexamplesAvoidrationalization–werethegoalsappropriateinthefirstplace?RecommendedDo’sforPerformanceDiscussionsBepreparedAgreetoamendgoalswhenappropriatePresentthepositivefirstandbespecificHelpfulifyoucanpresenttheviewsofothersupervisorsorpeersKeepyourcriticismconstructive!Nevergetpersonal!EvenmoreimportanttohavespecificexamplesCentrediscussiononhowmanagerandtheemployeecanworktogethertosolveanyissuesRecommendedDon’tsforPerformanceDiscussionsStereotyping“Sinceonethingisbad,thereforeeverythingisbad”Mirroring–justlikemeSalarydiscussions–leaveforaseparatetimeDonotpromisewhatyoucannotdeliverSaying“IthinkIcangetyouapromotion”isDANGEROUS!QuestionstoEncourageaGoodDiscussionHowdoyoufeelyouhaveperformedinthelastyear?Whatarethe3mostimportantachievementsoftheyearforyou?Howhaveyoudevelopedpersonallyovertheyear?Whatnewcompetencieshaveyoudeveloped?Whathaveyoulearnedthatcanbeappliedinthefuture?Whatfeedbackhaveyoureceivedfromothersaboutyourperformance/development?Whatareyourcareeraspirations/desirednextmoves?Whattypeofworkdoyouliketodo?Whatareyoudoingtoachievethesegoals?WhatcanIdotohelpyouachievethesegoals?QuestionstoEncourageaGoodDiscussionHowhaveIhelpedyourperformanceduringthelastyear?WhatelsecouldIhavedone?Whatdoyouexpectmostandneedmostfromme?Howdoyoufeelthatourteamisworking?Howis“team”working?Anysuggestionsforimprovement?Ifyouwereinmyjob,what1or2keyareaswouldyoufocusoninthenextyear?PerformanceManagementBellCurveBestPerformersPoorPerformersReward/RetainDeveloponaFast-trackReward/RetainMaintain/ImprovePerformanceDevelopImprovePerformanceManageOut<=30%>=60%>=10%Performance&PotentialGridPotentialCurrentPerformanceLowLowHighHighAcceleratedDevelopmentReward/RetainMotivationJobExpansionPerformanceImprovementCoachingJobFitAssessmentManageOut“Room”forLowPerformersApprovalPIPAdjustmentofjobPass?Pass?TerminationYNYIdentify

lowperformerNHighlightsObjective

-Aimtomotivateandimprovetheperformanceoftheemployeewhohasbeenidentifiedasalowperformer

-TerminationisNOTthemajorpurposeandresultforPIPDefinitionforlowperformer

-yearlyratingis<=2

-quarterlyratingcontinues<=2Althoughthemanageralwayshaverightthemaketheterminationaccordinglytotheprocess,butthereareotheroptionsexisting(PIPandAdjustmentofJob)togivefurtheropportunitytohaveemployeeimprovewithintheCompany.JointdecisionbymanagerandBHRforPIPandAOJPIPisakindoftrainingprogramCoachingandfeedbackisveryimprovementthroughthewholeprocess從HR角度看績(jī)效管理Job

職位Individua