世界500强人力资源管理--绩效管理培训教程.ppt

1、企业文档,Performance Management,December 10, 2008,We Are Here To Learn We Are Here to,Refresh Performance Management Process Help employees and managers better understand Performance Management: Linkages, Phases and Timing Concept of SMART goals Feedback both sides need time to prepare “Quality time” at

2、 least an hour 1.5 hours better Comfortable location and free of distractions Prepare, prepare, prepare in writing Prepare for questions and disagreements What is the core message? Make sure to highlight what went well, not just problems Be specific use significant events as examples Avoid rationali

3、zation were the goals appropriate in the first place?,Recommended Dos for Performance Discussions,Be prepared Agree to amend goals when appropriate Present the positive first and be specific Helpful if you can present the views of other supervisors or peers Keep your criticism constructive! Never ge

4、t personal! Even more important to have specific examples Centre discussion on how manager and the employee can work together to solve any issues,Recommended Donts for Performance Discussions,Stereotyping “Since one thing is bad, therefore everything is bad” Mirroring just like me Salary discussions

5、 leave for a separate time Do not promise what you can not deliver Saying “I think I can get you a promotion” is DANGEROUS!,Questions to Encourage a Good Discussion,How do you feel you have performed in the last year? What are the 3 most important achievements of the year for you? How have you devel

6、oped personally over the year? What new competencies have you developed? What have you learned that can be applied in the future? What feedback have you received from others about your performance/development? What are your career aspirations/desired next moves? What type of work do you like to do?

7、What are you doing to achieve these goals? What can I do to help you achieve these goals?,Questions to Encourage a Good Discussion,How have I helped your performance during the last year? What else could I have done? What do you expect most and need most from me? How do you feel that our team is wor

8、king? How is “team” working? Any suggestions for improvement? If you were in my job, what 1 or 2 key areas would you focus on in the next year?,Performance Management Bell Curve,Best Performers,Poor Performers,Reward/Retain Develop on a Fast-track,Reward/Retain Maintain/Improve Performance Develop,I

9、mprove Performance Manage Out,=30%,=60%,=10%,Performance Plan to correct Adjusting goals,Receiving Feedback,The usefulness of feedback depends less on the ability of others to give it well, than it does on our ability to receive it well.,Four Step Model for Receiving Feedback Acknowledge the Gift. O

10、pen the Gift. Confirm the Nature and Value of the Gift. Use the Gift.,总结,需要进行三类面谈：评估、回顾、绩效计划 注重流程与技巧 尽量引导员工参与 管理讨论过程,Discussion: How to create a high performance organization?,A Great Company,Creates and executes business strategy Creates common mindset/alignment Meets and exceeds key measures Total

11、 Shareholder Return, Income, etc. Demonstrates ethics & values Earns the hearts and minds of its people,The High Performance OrganizationSource: Corporate Leadership Council,Enjoy work Understand how work contributes to organizational success Have opportunities to work on things they do best Have op

12、portunities to develop Are provided with needed information, resources and technology,FAQ 常见问题,1、如果绩效评级的分布与正态分布的要求相冲突时，怎么办？ 部门经理需要向人力资源部阐明原因，然后人力资源部会将该情况提交到高级管理层审批。部门的规模及部门的业绩也同样影响着正态分布分配比例。如果部门少于5人，分布比例不适用。 2、如员工在短期内由于组织调整或认识变更变换直接主管的，谁来给员工进行绩效评估？ 由新任直接主管给予开展，原直接主管作为主要相关联系人提供反馈信息，以确保评估的准确性和公证性。 3、表格中相关联系人一项有什么具体意义？ 如因为组织架构调整或人事变更，在短时间前变换直接主管的，其年度绩效评估应由新任直接主管给予开展，原直接主管作为主要相关联系人提供反馈。或者员工在过去的一年中参与其他部门的项目时，则需相关部门的项目主管给予此员工在项目中的绩效表现的反馈。,FAQ 常见问题,4、 固定任务评估作为考核内容吗？ 固定任务评估只做参考，不作为最后结论的考核内容。绩效评估所考核的内容只包含“本考核期间工作表现目标状况评估 ”和“本考核期间职业行为 / 态度评估 ”。 5、在评估时需要考虑每个任务的权重问题吗？ 任务的权重作为参考值，但鼓励主