人力資源管理課件：如何做好績(jī)效考核與激勵(lì)方案設(shè)計(jì)

人力資源管理課件：如何做好績(jī)效考核與激勵(lì)方案設(shè)計(jì)績(jī)效考核與激勵(lì)方案設(shè)計(jì)對(duì)于企業(yè)的成長(zhǎng)和發(fā)展非常重要。這個(gè)課件將會(huì)幫助你了解如何制定有效的績(jī)效考核和激勵(lì)方案，提高員工的工作效率和企業(yè)的競(jìng)爭(zhēng)力。PerformanceAppraisalImportanceIncreasedEfficiencyPerformanceappraisalsmotivateemployeestoworkharderandbecomemoreproductive.Theyalsohelpidentifyareasforimprovement.GoalAlignmentPerformanceappraisalsprovideemployeeswithaclearunderstandingoftheirgoalsandobjectives,aswellashowtheirperformanceimpactsthecompanyasawhole.TeamBuildingPerformanceappraisalscanbeusedtoidentifyteamstrengthsandweaknesses,andtoestablishabetterunderstandingbetweenteammembers.TypesofPerformanceAppraisal360-DegreeAppraisalAmulti-sourcefeedbackapproachthatinvolvesinputfromvarioussources,includingmanagers,peers,customers,andsubordinates.GraphicRatingScaleAratingsystemthatusesascaletoevaluateemployeesonspecificperformancecriteria.BehavioralObservationAnapproachthatfocusesonspecificbehaviorsandskillsthatareimportantforjobsuccess.ManagementbyObjectiveAgoal-orientedapproachwheremanagersandemployeesworktogethertosetspecificobjectivesanddeterminehowperformancewillbemeasured.SettingGoalsandObjectives1SMARTGoalsGoalsshouldbespecific,measurable,achievable,relevant,andtime-boundtoensurethattheyareclearandachievable.2CascadingGoalsGoalsshouldbealignedwiththecompany'soverallstrategyandbrokendownintosmallerachievableobjectives.3EmployeeFeedbackGoalsshouldbesetcollaborativelybetweenmanagersandemployeestoensurethattheyareachievableandrelevant.KeyPerformanceIndicators(KPIs)QuantitativeKPIsQuantifiablemeasuresofperformance,suchassalesgrowthorproductionrates.QualitativeKPIsKPIsthatmeasureabstractconcepts,suchascustomersatisfactionoremployeeengagement.LeadingKPIsKPIsthatmeasureactivitiesthatleadtosuccess,suchasthenumberofcallsmadebysalesrepresentatives.LaggingKPIsKPIsthatmeasuretheeffectivenessofpastactions,suchassalesrevenueorprofitmargin.PerformanceAppraisalMethods:ProsandCons1Ratings-BasedMethodsThemostcommonmethodofperformanceappraisal,butcanbeinfluencedbyraterbiasandcanbedifficulttocompareacrossdepartmentsorteams.2BehavioralObservationMethodsApopularmethodthatlooksatspecificbehaviorsthatareimportantforjobsuccess,butcanbesubjectiveanddifficulttoquantify.3360-DegreeFeedbackProvidesanall-roundunderstandingoftheemployee'sperformance,butcanbetime-consuminganddifficulttomanage.ConductinganEffectivePerformanceAppraisalInterview1PrepareinAdvanceSetasideadequatetime,reviewtheemployee'sperformance,andanticipatequestionsandconcerns.2EstablishaDialogueMaketheemployeefeelcomfortable,encourageopencommunication,andprovideconstructivefeedback.3FocusonthePositiveHighlightachievements,progress,andstrengths,andprovidespecificexamples.4SetGoalsfortheFutureCollaborativelyestablishachievablegoalsanddiscusshowtoachievethem.ProvidingFeedbacktoEmployeesFeedbackSandwichAtechniquethatusesastructureofpositivefeedback,criticism,andthenmorepositivefeedback.360FeedbackReviewGatheringfeedbackfrommultiplesourcestoprovidetheemployeewithaholisticviewoftheirperformance.CriticalFeedbackDirectfeedbackthatcanbedifficulttoprovide,butwhendeliveredeffectively,candrivesignificantimprovement.DevelopinganEffectiveIncentiveProgramIdentifyObjectivesWhatobjectivesdoyouwanttheincentiveprogramtoachieve?UnderstandYourEmployeesTheincentiveprogrammustberelevanttoyouremployeesandtheirinterests.AlignmentwithGoalsTheincentiveprogrammustbeintegratedwiththeperformancegoalsoftheorganization.EvaluateEffectivenessTheincentiveprogrammustbemonitoredandreviewedregularlytoensurethatitisachievingitsobjectives.DesigningIncentivesforDifferentEmployeeLevels1Entry-LevelEmployeesRewardstomotivateandretaintheseemployees,suchasflexibleworkhoursoreducationalopportunities.2Mid-LevelEmployeesFinancialincentives,suchasbonusesorstockoptions,tiedtomeasurableperformancegoals.3Top-LevelEmployeesLong-termincentives,suchasequityownershiporprofit-sharingprograms.Performance-BasedPayandBonusesPerformance-BasedBonusAbonusthatisawardedbasedonmeetingorexceedingspecificperformancetargets.Commission-BasedPayApercentageofthesaleorprofitsasaformofperformance-basedpay.SalaryIncreaseAraiseinpayforemployeeswhohavemetorexceededperformanceexpectations.Non-FinancialIncentives:RecognitionandRewards1PublicRecognitionAshoutoutduringameetingorafeatureinthecompanynewslettercancreatepositivesocialpressureandmotivateanindividual.2CareerAdvancementOpportunitiesforpromotions,increasedresponsibilities,oradditionaltraining.3FlexibleHoursFlexibleworkarrangements,suchasremoteworkorflextimecanbeavaluableperkforemployees.CommunicatingtheIncentiveProgramtoEmployeesAll-HandsMeetingAcompany-widemeetingwheretheincentiveprogramcanbepresentedandexplained.VisualAidsToolssuchasinfographicsorvideoscanbeusedtoexplaintheincentiveprogramanditsbenefitstoemployees.CorporateEmailAcompany-wideemailthatexplainstheincentiveprogramandinvitesfeedbackcanbeaneffectivewaytocommunicate.MeasuringtheSuccessofIncentiveProgramsAttendanceRatesAreemployeesengagedwiththeprogr