陕西科技大学工商管理硕士(MBA)课件-2015-《商务英语》-邢战雷-8-PerformanceManagement

1、教师：邢 战 雷单位：陕西科技大学管理学院/MBA教育中心E-mail:2We Are Here To LearnWe Are Here to Refresh Performance Management ProcessHelp employees and managers better understand Performance Management:Linkages, Phases and Timing Concept of SMART goals Feedback & CoachingPerformance AppraisalPerformance Improvement Pr

2、ocessDiscussHow to use Performance Management to help create a great company How to use Performance Management to create High performance organization 3“Performance management is about improving business performance by improving team and individual performance, and ensuring that a companys strategy

3、is executed and implemented.” Tom McMullen, Hay GroupPerformance Management can also be .“ a vehicle for increasing our capacity to get work done, and for achieving what is most important to us.” Nigel Bristow, Targeted Learning4 An agreement between employee and supervisor An on-going process Tied

4、to the merit process A once-a-year event An punitive process A time to give surprises5 Align Goals with Business PrioritiesIndividual/team/department/SBU/corporate strategy Employees understand what matters most about their job Build Individual and Organizational CapabilitySeek and receive performan

5、ce feedbackFacilitate developing skills & capabilitiesGet work done Differentiate Performance6A results-oriented cultureImproved employee engagement and retentionReinforcement of company values Individual growth and developmentEnhanced employee and company performance Differentiation of recognit

6、ion and rewards7 Effective, on-going conversations Employee understanding of performance criteria Standardized processes, guidelines and tools Honesty and credibility Compensation aligned with performance8Performance Management ProcessPhase 1:Aligning GoalsPhase 2:Tracking ProgressPhase 3: Performan

7、ce AppraisalFeedback & CoachingFeedback & CoachingFeedback & CoachingFeedback & CoachingDec.-Jan.Feb.-Oct.Nov.-Jan.i Set Business Goals Set Dev. Goals CompleteAppropriate Sections of Performance FormReview Progress Against GoalsAdjust Goals if NecessaryRevise Performance Agreement if

8、 Necessary Review Results Against GoalsCalibrate Performance Against PeersAfter calibration meeting, finalize Performance RatingFinalize Performance Agreement9Board of DirectorsCompany/ AreaSection ManagersEmployeesVisionGroup GoalsPower/AutomationGoalsSection GoalsSection GoalsIndividualGoalsIndivi

9、dualGoalsBU & Department Managers ODV-C /AOC-C GoalsODV-C /AOC-C GoalsBusiness Goal-WhatAlignmentJob AnalysisSet 3 to 5 business goals that answer the questions- What matters most?“- How do I make a significant contribution?10绩效管理的总体概念绩效管理的总体概念绩效回顾流程绩效回顾流程经理经理员工员工共同的职责与共同的职责与责任责任反馈反馈 辅导与反馈辅导与反馈=

10、S= 愿景愿景, 使命与目标使命与目标=S=中国的中国的使命与目标使命与目标个人目标个人目标部门目标部门目标个人绩效与发展个人绩效与发展能力指标能力指标职业计划职业计划绩效表现绩效表现11Business Goal-HowStraightforward 直接直接Passionate 热情热情Open 开放开放Effective 高效高效12Business Goal-HowPassionate 热情热情 Seek to delight customersDevelop your people through fair and demanding career managementDe-aver

11、age rewardAddress poor performanceBuild diverse career paths: operational vs. transversal positions, mature vs. new economies13Business Goal-HowOpen 开放开放Drive towards One Schneider Electric identity Consider long-term vision and the interest of the company rather than short-term optimizations of loc

12、al perimeter Team up to build the best solutions for the company Take risks to explore new paths Exchange talents across boundaries Encourage diversity in teams14Business Goal-HowStraightforward 直接直接 Make sure all your people know Develop a culture of accountability the role they have to play and th

13、e objectives they are responsible forDo not tolerate exception creationChallenge proposals but once decided, apply them15Business Goal-HowEffective 高效高效 Review tasks, organization, interactions and make the changes neededValue cost reduction as well as top line growth Lead by making things simple Li

14、mit reporting requests16Common Problems with Business GoalAre set too low. Are too ambitious, or completion dates are too optimistic. Dont reflect the employees job responsibilities or areas under his/her control. Focus only on what will be done and neglect how it will be achieved. Reflect assumptio

15、ns about what is wanted instead of discussed, clear, and shared expectations. Are not revised or deleted as they become unfeasible or irrelevant. 17pecific to your role and what you are trying toachieveeasurable can easily determine if outcome achievedggressive challenging and require incremental (A

16、ttainable) improvementealistic within your responsibility and controlime-bound milestones and datesBusiness Goal -SMART18目标设定目标设定SMART原则原则S具体性：量化指标，如：销售额、客户满意度百分比。具体性：量化指标，如：销售额、客户满意度百分比。 M能衡量：数字化、视觉化，可检查、可修正。如：能衡量：数字化、视觉化，可检查、可修正。如： 员工员工流动率由流动率由65减至减至25%A能达到：目标要合理、拼命抓刚抓到的目标，是设定适能达到：目标要合理、拼命抓刚抓到的目标，

17、是设定适中的目标。中的目标。 R切合实际的：目标要有挑战性，但须符合实际情况，不切合实际的：目标要有挑战性，但须符合实际情况，不能空想狂想。如：能空想狂想。如：2008年个人达到年个人达到1个亿销售额个亿销售额 T时限性：给主要目标加上最后期限。时限性：给主要目标加上最后期限。 如：在六个月内将如：在六个月内将部门员工流动率由部门员工流动率由65减至减至25 19SMART GOAL? Specific, Measurable, Aggressive, Realistic and Time-boundDevelop technical expertise in automation to be

18、come the department trainer.Participate in a workshop on training in December 2008.Add new clients by June 30, 2008 that generate income for the division.Ensure improves accuracy of customer data in the system by 3rd Qtr to increase our efficiency.Utilize proven listening techniques with co-workers

19、and manager to improve listening skills, and measure level of improvement using 360 degree feedback in Jan and again at year end.When? (Time-bound)Which workshop? (Specific/Aggressive?)How many/much? (Measurable?)Within your control? (Realistic?)SMART GoalIs it SMART Goal?20Self-AwarenessIntelligenc

20、e QuotientOrganizational SavvyHandling ConflictSpeaking SkillsGrades at UniversityExtracurricular Activities at UniversityLearning from Experience21ExposureExperienceEducationlInstructor led CourseslE-Learning ProgramslReadings / self studylLearn by doing (real time)lOn-the-job tasks & special p

21、rojects / assignmentsl-Day to day developmentlMentoring / CoachinglFeedbacklAttend other business unit meetingsDevelopment Approach 3Es22Phase 1:Aligning GoalsPhase 2:Tracking ProgressPhase 3: Performance AppraisalFeedback & CoachingFeedback & CoachingFeedback & CoachingFeedback & Co

22、achingDec.-Jan.Feb.-Oct.Nov.-Jan.i Set Business Goals Set Dev. Goals CompleteAppropriate Sections of Performance FormReview Progress Against GoalsAdjust Goals if NecessaryRevise Performance Agreement if Necessary Review Results Against GoalsCalibrate Performance Against PeersAfter calibration meetin

23、g, finalize Performance RatingFinalize Performance Agreement23跟踪需要跟踪什么需要跟踪什么?数据来源数据来源谁负责收集数据谁负责收集数据?回顾数据的安排回顾数据的安排报告报告客户档案客户档案/ /回顾记录回顾记录调查调查非正式的面谈资料非正式的面谈资料评估评估质量说明质量说明时间记录时间记录投诉记录投诉记录主管的观察主管的观察审计结果审计结果阶段工作总结阶段工作总结24定期进行绩效回顾面谈与提供反馈定期进行绩效回顾面谈与提供反馈 健康检查健康检查 让员工知道他的工作表现跟目标的对比让员工知道他的工作表现跟目标的对比 就行为表现提供反

24、馈就行为表现提供反馈 透过认可成就与行为，激励员工透过认可成就与行为，激励员工 为表现欠佳的员工制定发展计划为表现欠佳的员工制定发展计划 提供指导提供指导 透过讨论阶段性的表现，管理对年终评估的期望透过讨论阶段性的表现，管理对年终评估的期望 鼓励自我管理与自行跟踪鼓励自我管理与自行跟踪 如需要，调整绩效计划与目标如需要，调整绩效计划与目标25On-going feedback and coachingAt least one formal mid year review!Review and celebrate progressAddress any performance gaps by;P

25、lan to correct Adjusting goals26The 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 FeedbackAcknowledge the Gift.Open the Gift.Confirm the Nature and Value of the Gift.Use the Gift.27总结需要进行三类面谈

26、：评估、回顾、绩效需要进行三类面谈：评估、回顾、绩效计划计划注重流程与技巧注重流程与技巧尽量引导员工参与尽量引导员工参与管理讨论过程管理讨论过程28Discussion:How to create a high performance organization?29 Creates and executes business strategy Creates common mindset/alignment Meets and exceeds key measuresTotal Shareholder Return, Income, etc. Demonstrates ethics &

27、 values Earns the hearts and minds of its people30OrganizationManagers31Performance Management ProcessPhase 1:Aligning GoalsPhase 2:Tracking ProgressPhase 3: Performance AppraisalDec.-Jan.Feb.-Oct.Nov.-Jan. Set Business Goals Set Dev. Goals CompleteAppropriate Sections of Performance FormReview Prog

28、ress Against GoalsAdjust Goals if NecessaryRevise Performance Agreement if Necessary Review Results Against GoalsCalibrate Performance Against PeersAfter calibration meeting, finalize Performance RatingFinalize Performance Agreement32Employees want to hear how they are doing! From manager!An opportu

29、nity for communication and motivationA setting to establish new goals - alignmentA chance to summarize past performanceA forum for career developmentA formal documentation of employee performance33Schedule a discussion time well in advanceA two-way obligation; both sides need time to prepare“Quality

30、 time” at least an hour 1.5 hours betterComfortable location and free of distractionsPrepare, prepare, prepare in writingPrepare for questions and disagreementsWhat is the core message?Make sure to highlight what went well, not just problemsBe specific use significant events as examplesAvoid rationa

31、lization were the goals appropriate in the first place?34Recommended Dos for Performance DiscussionsBe preparedAgree to amend goals when appropriatePresent the positive first and be specificHelpful if you can present the views of other supervisors or peersKeep your criticism constructive! Never get

32、personal!Even more important to have specific examplesCentre discussion on how manager and the employee can work together to solve any issues35Recommended Donts for Performance DiscussionsStereotyping“Since one thing is bad, therefore everything is bad”Mirroring just like meSalary discussions leave

33、for a separate timeDo not promise what you can not deliverSaying “I think I can get you a promotion” is DANGEROUS!36Questions to Encourage a Good DiscussionHow 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 developed person

34、ally 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?What are you doi

35、ng to achieve these goals? What can I do to help you achieve these goals?37Questions to Encourage a Good DiscussionHow 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 working? How is “team”

36、 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?38Best PerformersPoor PerformersReward/RetainDevelop on a Fast-trackReward/RetainMaintain/Improve PerformanceDevelopImprove PerformanceManage Out=60%=10%39PotentialCurrent Perfo

37、rmanceLowLowHighHighAccelerated DevelopmentReward/RetainMotivationJob ExpansionPerformance ImprovementCoachingJob Fit AssessmentManage Out40ApprovalPIPAdjustment of jobPass?Pass?TerminationYNYIdentify low performerNHighlights Objective- Aim to motivate and improve the performance of the employee who

38、 has been identified as a low performer- Termination is NOT the major purpose and result for PIP Definition for low performer- yearly rating is =2- quarterly rating continues =2 Although the manager always have right the make the termination accordingly to the process, but there are other options ex

39、isting (PIP and Adjustment of Job) to give further opportunity to have employee improve within the Company. Joint decision by manager and BHR for PIP and AOJ PIP is a kind of training program Coaching and feedback is very improvement through the whole process41从从HR角度看绩效管理角度看绩效管理Job 职位职位Individual个人个

40、人Organization机构机构Performance Management绩效管理绩效管理Objective Setting制定目标制定目标Performance Appraisal Review 年终绩效评估面谈年终绩效评估面谈Development发展发展Compensation薪酬薪酬42绩效回顾与评估循环绩效回顾与评估循环讨论、回顾、讨论、回顾、理顺及调整目理顺及调整目标与发展计划标与发展计划Q4Q2Q1Q3讨论、回顾、讨论、回顾、理顺及调整目理顺及调整目标与发展计划标与发展计划讨论、回顾、讨论、回顾、理顺及调整目理顺及调整目标与发展计划标与发展计划年终绩效反馈年终绩效反馈、回顾与评估、回顾与评估制定制定目标与目标与发展计划发展计划6月月/7月月10月月4月月12月月/1月月指导与反馈指导与反馈指导与反馈指导与反馈指导与反馈指导与反馈 指导与反馈指导与反馈432007绩效评估时间与流程经理：收集反馈经理：收集反馈员工：自我评估员工：自我