某著名HR咨询公司的绩效管理方法论页PPT课件

1、Discussion Objectives Provide an overview of current thinking and trends Discuss what PM consulting is all about Review “what works and what doesnt” Share Best Practices research Review some of the basic planning and project steps 第1页/共40页Group DiscussionAnswer the following questions:1. What is per

2、formance management? Why do companies have this process?2. Why doesnt it work so well? What makes it so difficult? 第2页/共40页Performance Management Translates business vision and strategy in an actionable way by cascading goals throughout the organization Measures both what is done and how it is done

3、Aligns Department goals with strategic business objectives Aligns individuals with the broader organizational/ team context Ensures the closest “line of sight” possibleSource: Watson Wyatt Best Practices in Performance Management第3页/共40页Performance Consulting1. Total Organization Cascading and Align

4、ment Stakeholder Metrics2. Employee Review Process Engagement and Accountability Growth and AchievementsTwo dimensions:第4页/共40页Performance ConsultingTotal Organization Performance Cascading and Alignment Stakeholder Metrics第5页/共40页The Key Questions of Business Planning=Why does the company exist?=Wh

5、ere is it going?Size SalesMarkets LocationsProducts Competitive ChallengesSBU Linkages=How will it get done?Values and Operating PrinciplesTechnology Resources=What must the company be very good at doing?=How will progress and success be measured?Expectations of StakeholdersCompany PerformanceMissio

6、nVision of FutureStrategicOrganizational GoalsCore OrganizationalCapabilitiesBalanced Scorecard第6页/共40页Business Plans are Developed by the Business UnitsResource RequirementsIndustryLatin AmericaAsia(Europe)Objectives ofthe business unitObjectives ofthe regionBottom-up-approach:Derivation of segment

7、 and corporate strategic 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 Machinery第7页/共4

8、0页Components of a Balanced Scorecard (with sample metrics)FINANCIAL RESULTSCUSTOMER SATISFACTION BUSINESS PROCESSES LEARNING & GROWTH AFYP ROI/ROA Surplus Growth New sales: new customers Additional policies: current customers Market share Collecting premiums Calculating selling price: new produc

9、t New licensing (Region & Corporate) Establishing the Business Case for new ventures, new locations Product Development: # innovations Competency growth Additional countries Core capabilities growth第8页/共40页Cascading Strategic & Operating Plan GoalsCORPORATEORGANIZATIONMETRICSFinanceFinanceCu

10、stomerCustomerBusinessProcessBusinessProcessLearning& GrowthLearning& GrowthBUSINESS UNITTEAMS/INDIVIDUALSDEPARTMENTBalanced Scorecardscan provide organization alignment and accountability 5 to 7 GOALS “SMART” parameters Directly aligned第9页/共40页Typical Project Timeline & Milestones* 8 we

11、eks elapsed time from planning session2 Days Clarify Company Strategy and 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

12、 Findings+Develop Measure Recommendations1 DayWorkshop on TargetsFinalize TargetRecommendationsImplementationPlan ReviewReview Plan forImplementation Review TransitionStrategy2 DaysFormal AdvisoryTeam Review1 Day1 Day1 wk1 DayExecutivePlanningSession(s)第10页/共40页Performance ConsultingTotal Organizati

13、on PerformanceClients: CEO, COO, sometimes the VPHRFees: typical project is $180 - 250KTimeframe: +/- 4 months第11页/共40页Performance ConsultingEmployee Review Process Engagement and Accountability Clear Performance Expectations Growth and Achievements第12页/共40页Performance Management Is.the ongoing proc

14、ess of setting performance expectations, providing feedback and coaching to reach those expectations, and reviewing and recognizing performance results.第13页/共40页Tie PM to the Business CycleReview and PlanningPlanningFeedback & CoachingFeedback & CoachingMid-Year ReviewNew Year PlanningYear-E

15、nd Review第14页/共40页Bad timing.“I dont want to ruin your day Herman, but tomorrow morning youre scheduled to be in my office for your annual performance review.”第15页/共40页Remember The Key Questions ?=Why does the company exist?=Where is it going?Size SalesMarkets LocationsProducts Competitive Challenge

16、sSBU Linkages=How will it get done?Values and Operating PrinciplesTechnology Resources=What must the company be very good at doing?=How will progress and success be measured?Expectations of StakeholdersCompany PerformanceMissionVision of FutureStrategicOrganizational GoalsCore OrganizationalCapabili

17、tiesBalanced Scorecard第16页/共40页Organization Alignment leads to Employee Engagement COMPANYMISSIONVISIONStrategic ObjectivesCore Capabilities Competencies Leadership Functional Department ScorecardSuccess ProfilesEmployee Performance ProcessIndividual GoalsEmployee Development PlansBusiness Unit Scor

18、ecard Cascading: Critical Metrics and Competencies 第17页/共40页Change requires a balanced Value ExchangeEmployee Gives Employer GivesEnergyEffortCommitmentValue AddLearningTimeOpportunityCareerBenefitsCompensationJob第18页/共40页The Performance Process can provide the keys to developmentBase PayPromotionTr

19、ainingCareer developmentSuccession planning89%77%56%51%32%Reduction in force26%Variable pay34%Current Use of Performance Management DataSource: Watson Wyatt Best Practices in Performance Management第19页/共40页Performance Management EvolutionTraditional Recent Emerging MeasuresTraits/OutcomesBehaviors/O

20、utcomesTime/Quality/ValueEvaluatorBossSelf/PeersCustomersOutcomesMerit PayDevelopmentOrganization SuccessImplementationDistribute FormsTrain andCommunicateOngoing Education and involvementOwnershipHRDManagementEmployeesComplianceVoluntaryMandatoryMotivation第20页/共40页Factors That Influence Process eff

21、ectiveness 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 the Supervisor People Factors Technical Factors Performance Measures Rewards Delivery PM Forms Measures that

22、 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 PerformanceManagementEffectiveness第21页/共40页Feedback frommultiple sourcesCoaching and feedback are integralDe-emphasison a rating

23、DecentralizedcontrolGreater linkagebetween pay and performanceEffective measures- Competencies- Business strategies“Champions”sponsorshipEmployeeparticipationEmployeeinvolvement insystem designCommunication& trainingAlignment withbusiness objectives,strategy, customer needsOngoing monitoringof e

24、ffectivenessof programBest PracticesElements of Successful Programs第22页/共40页High Impact Performance ManagementKey elements found in all “best practices” Emphasis on looking forward Planning and development Joint process with employee ownership Cooperative goal setting Feedback (continuous, multiple

25、sources) Developmental focus Pay and performance linkageSource: Watson Wyatt Best Practices in Performance Management第23页/共40页Use of Key ElementsDevelopment PlanningMulti-source ratings14%65%81%84%94%97%Goal SettingTeam standardsNo ratingsCompetencies/behaviorsSource: Watson Wyatt Best Practices in

26、Performance Management第24页/共40页Evolution of Performance FeedbackTop DownSelf-AppraisalPeer ReviewsUpward FeedbackInternal CustomersExternal Customers3600Review第25页/共40页Does it make a difference?Employees are eligible for stock plan programs1.8%Company terminates employeeswho perform unacceptably1.8%

27、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 profit- sharing plan based on firms overall success0.6%

28、Pay is linked to companys business strategy第26页/共40页The Performance MatrixOResults“what”Behaviors“how”Std =100% ofexpectedStd =100%alignmentNIHNIWFMEEKey:O = OutstandingEE = Exceeds ExpectationsM = Meets Expectations (80 - 90% of population)NIH = Needs Improvement on “HOW”NIW = Needs Improvement on

29、“WHAT”F = Failing第27页/共40页Project 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: Presentation, senior managemen

30、t assessment, sign-off, editImplement: Communication rollout, modular training rollout, useReview/Revise: Gather feedback, test and revise12345第28页/共40页Performance ConsultingEmployee Review ProcessClients: VPHR, Dir. Comp and/or ODFees: typical project is $85 - 130KTimeframe: +/- 3 months (excludes

31、implementation)第29页/共40页Think “Implementation” A successful process is 25% design and 75% implementation!“Its never to early to think about implementation. . .”Peter Drucker第30页/共40页Best Practices in Implementation Detailed communications and training strategy Pro-active problem identification Broad

32、 buy-in Senior management involvement Measurement of system effectivenessSource: Watson Wyatt Best Practices in Performance Management第31页/共40页Utilize Best Practices in Change Management Visible senior management support Ongoing communication Best practices and stakeholder research High involvement

33、and broad buy-in Careful planning, rapid process Comprehensive approach to implementation and monitoring Training in intact work teamsSource: Watson Wyatt HR21 Study第32页/共40页Understanding Realize how“my work” is different because of the changeCommitment Believe in the system and process for change . . . in shared accountability 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 ModelEFFORTAwareness第33页/共40页A Quick Summary Perfor