【培训】绩效管理的应用实务ppt课件

1、绩效管理的运用实务 1课程大纲： 1.考绩与绩效的关系2.如何设计考绩制度e化3.如何将企业的营运战略转换成员工个人的任务目的4.考绩与薪酬之e化互动关系5.如何评价考绩制度e化之效果21.考绩与绩效的关系根本考核 任务区分 规范绩效 在职辅导 有效的辅导 辅导技巧及运用绩效改善计画 预备一种有效的行动计画 考核 考核过程 考核面谈的预备 进展考核面谈 不延续的绩效考核流程 3绩效管理流程 目的设定 年终考核 年中考核 辅导与回馈 员工开展计画 绩效考核流程 42.如何设计考绩制度e化 绩效管理的目的(Program Objectives) 做为薪资调整的根据(To Provide Infor

2、mation for Salary Administration)作为升迁的根据(To Provide Information for Promotion)做为现职任务改善的根据(To Improve Performance on the Present Job)做为员工开展的参考根据(To Design Employee Development Plan) 5绩效追踪 定期呼应绩效及指点才干(每季一次) 员工开展计画检视(每半年一次) 检讨员工必需改良的工程及完成的目的 整合需改良的工程成为年度目的 挑选至少一项成为年度目的 与员工生涯规划连结与员工才干评价配合 2.如何设计考绩制度e化6e

3、-Forms 传输流程 e-Formse-FormsGlobalHRLibrary第一阶段主管接受电子邮件送至的表格检视后决议核准或是退回不准 Approver points a copy for HR filling收到第二阶段核准时印出 第二阶段主管接受电子邮件送至的表格检视后决议核准或是退回不准 电子邮件送出获得核准 电子邮件送出获得核准 主管进入Global HR Library 寻觅所需求的表格 寻求两阶层之核准 电子邮件送获得核准出印出一份做备份 All FormsSelected by country表格送至电子邮件处置中 心等待核准此一笔资料被核准后立刻自动被送到数据处置中心存

4、入数据库 People SoftHRTC(数据处置中心) 7个人绩效是以指点职能(Leadership Competencies)和到达目的的成果(Goals Results)来衡量 目的设定 时间：Jan/Feb/Mar 参与者：主管Approach：个人目的是与其所效力 的事业单位或国家结合 Focus：员工、客户、股东 员工开展计画 时间：Q2参与者：员工Approach：搜集及分析任务表现的 数据与组织的需求 Focus：员工个人开展 年中及年终考核 时间：年中(七月)及年终(次年一月) Approach： 主管作考核之前员工自我先行 对预先设定的任务目的及指点 职能作评核指点职能任务

5、表(Leadership Competencies Worksheet)是指点 才干评量之准那么成果评价“What IS Achieved过程评价“How Are Goals Achieved8目的设定的流程及时间表 Jan 31-Feb 3 Goal Committee prepare draft Core Goal and tasks for review with PresidentFeb8-Feb11 President Overlays Individual and Regional Goals and finalizes his goals with committeeFeb8-F

6、eb11 Committee prepares Region Core Goals and Tasks for Direct ReportsFeb11 Committee distribute Region Core Goals together with Presidents finalized goalsFeb21-Feb25 Direct reports Overlay Individual and Market/Utility specific goalsFeb28-May1 Committee reviews, aligns and agrees direct report goal

7、sMay2-May7 Reports Direct Reports (Level 3) prepare Goals, Tasks, Timetable. Approved by Presidents direct reports (level 2) May8-May10 Committee reviews, aligns and agrees Level 3 goals.Region Goal Committee(Prepares draft Region core goals for President and Direct ReportsAnd reviews individual sub

8、missions for shareholder, customer and employee alignment)President目的设定表 Goals SettingForm)Reports Direct ReportsPresidentDirect ReportsJan31 - Feb3Feb8 - Feb11Feb8 Feb11Feb21 Feb25Feb28 March 7Core Goals, Targets and Tasks prepared and agreedOverlay Market/UtilitySpecific and personal goalsGoals co

9、mpleted9任务目的评核 完成了什么？ Employee Goal(25%)员工称心度结果 360度指点行为呼应结果其它 Customer Goal(25%)客户称心度呼应结果 客户称心度的衡量要点及规范 Shareholder Goal(50%)财务盈亏目的 年生长率 特殊的奉献法令、法规的实行 10Leadership Competencies Rating WeightsMiddle Management Senior Management ExecutiveManagement IndividualManagement Thought Leadership 10-20% 20-30

10、% 30-40% 20-30% Results Leadership 40-50% 20-40% 20-30% 40-50% Relationship Leadership 20% 20% 20% 20-30%People Leadership 20% 10-20% 10-20% 0-10% 11Performance Distribution GuidelinesG1G2G3G4For a G1 Business Unit10-20%35-50%25-45%0-5%For a G2 Business Unit5-10%30-40%35-55%5-8%For a G3 Business Uni

11、t0-5%20-35%45-65%8-10%L1L2L3L4L Guidelines for all Business Units5-15%20-30%50-55%5-15%12GOAL RATING WORKSHEET FOR TRSI MEMBER OF INTERNATIONAL,REGIONAL AND COUNTRY EXECUTIVE TEAMSIndividual Line of Business RatingExecutive Team Member： Executive Team RatingSource of Rating InformationWeightRatingIn

12、dividual Line of Business resultsagainst shareholder targets(e.g.,Net Income,Revenue,Expense) 35%17.5%12.5%65%Individual Line of Business resultsagainst Customer targets(e.g., CIF, Billings, Customers,Satisfaction) Individual Line of Business resultsagainst Employee ScoreCard targets(Employee Survey

13、) Overall Individual LOB RatingShareholder50%Customer25%Employee25%Source of Rating InformationWeightRating15%7.5%12.5%35%Intl, Regional or Country TRSI Results against Market ScoreCardShareholder targets(e.g.,NetIncome,Revenue, Expense, etc.) Intl, Regional or Country TRSI Results against Market Sc

14、oreCard Customer targets(e.g. CIF,Billings, Customers Satisfaction) Intl, Regional or Country TRSI Results against Market ScoreCard Employee targets(Employee Survey) Overall Executive Team RatingOverall Individual Goal RatingComments：13INDIVIDUAL LEADERSHIP RATING WORKSHEET FOR MEMBERS OF INTERNATIO

15、NAL, REGIONAL AND COUNTRY EXECUTIVE TEAMSLeader Input on Company Leadership DimensionsExecutive Team Member： Executive Team Input on Matrix LeadershipCompetenciesDimensionLeadership CompetencyCompetency RatingDimension RatingThoughtLeadershipCreating Innovative SolutionsActing Strategically & Global

16、lyResultsLeadershipMeeting & Exceeding CustomerDiving resumes ExpectationsDemonstrating Risk TakingActing DecisivelyRelationshipLeadershipCollaborating & Influencing OthersDemonstrating IntegrityTreating People with Respect and Dignity Valuing and Integrating DiversityPeopleLeadershipManaging Change

17、Managing PerformanceDeveloping PeopleLeadership Dimensions Rating (65% Weight)：Matrix RatingMatrix Leadership CompetencyP&L DriverDeal MakerRelationship BuilderFollow-Through LeaderBU Matrix LeadershipRating (35% Weight)Overall Leadership Rating14 3.如何将企业的营运战略转换成员工个人的任务目的 Vision远景 Day-to-DayActiviti

18、es每日任务 StrategicObjectives战略目的 绩效管理制度FunctionalGoals部门目的 Business UnitGoals事业单位目的 Values运营理念 15绩效评价的原那么 绩效评价应该把？ .焦点放在根据员工 这一年目的的达标 率(What) 根据其行为表现与 指点职能之对照 (How)绩效评价必需反响？. 员工是用什么行为 方式来完成其目的 ？如何做绩效评估加权/评量成果与预 订目的的对照评量其行为表现与 指点职能 汇总其绩效 讨论及评核薪酬 164.考绩与薪酬之e化互动关系 任务目的的设定 WHAT YOU DO？指点方式行为 HOW YOU DO IT？员工绩效成果报酬 17Salary AdministrationMerit IncreaseLump Sum Salary AwardOther Salary Adjustme