mckinsey激励机制ppt课件

1、People Motivation and Performance Management How High Performing Companies Do it0.BEST PRACTICES MOTIVATION AND PEOPLE PERFORMANCE MANAGEMENT1.*1988-98Source:Performance Ethic Fingerprints, BloombergPrimary motivation leverMOTIVATION LEVERS OF HIGH-PERFORMING COMPANIES percent, 10-year TRS2.*1988-98

2、Source:Performance Ethic Fingerprints, BloombergPrimary motivation leverMOTIVATION LEVERS OF HOW HIGH-PERFORMING COMPANIES (CONTINUED) Percent, 10-year TRS3.*1988-98Source:Performance Ethic Fingerprints, BloombergMOTIVATION LEVERS OF HIGH-PERFORMING COMPANIES (CONTINUED) Percent, 10-year TRSPrimary

3、motivation lever4.*1988-98Source:Performance Ethic Fingerprints, BloombergMOTIVATION LEVERS OF HOW HIGH-PERFORMING COMPANIES (CONTINUED) Percent, 10-year TRSPrimary motivation lever5.*1988-98Source:Performance Ethic Fingerprints, BloombergMOTIVATION LEVERS OF HIGH-PERFORMING COMPANIES (CONTINUED) Pe

4、rcent, 10-year TRSPrimary motivation lever6.BEST PRACTICES AND CASE EXAMPLES7.BEST PRACTICES AND CASE EXAMPLES8.“Session C Review top 200 people in each business unit and corporate center“Session C II Follow-up on action itemsReview of management potential for top 500DETAIL ON GES PEOPLE REVIEW “SES

5、SION CJanuaryMarch/AprilOngoingIdentify high-potential employees early in their career and give them opportunities to growMonitor progress, clear road-blocksGain in-depth knowledge of top management skills and potential, integrate perspectives across businessesPurposeJ. Welch, BU leaders, BU HR Mana

6、gerJ. Welch, Session C director, BU leadersWelch, BU leadersParticipantsGrade managers on a curve on a 1-5 scale 1s (top 10%) and 2s (next 15%) get stock options, 5s (bottom 10%) get firedFocus on the top 10-15% high potential employees and problem casesFollow up on the action items agreed to during

7、 the first Session C Discuss each of the top 500 in detail with respective BU leaders and decide on compensationTrack progress of activities outlined for top 500 across the BUsKey activitiesFull day meeting at BUOne-on-one discussions, mostly via video conferencingInformal process of review and comm

8、unication between CEO groups and BUsFormat3-4summary of action itemsPeople flow summary for officers and senior executivesDevelopment grid for top 200 in each BUAssessment of the current status of action itemsOutline of next stepsCompensation decisions for top 500OutputsOrganize Session C meetingsSy

9、nthesize the summaries, meeting reports and lists of action items for each BUSummarize results for all businesses and send to the board (Session C wrap)Prepare the list of top 500 including items such as salary, bonus, stock options, moves, etc.Revise compensation packages for top 500Staff workDay at BU includes lunches with diversity candidates, special sessions around functional, and special project areas (6 Sigma, Black Belts)“Loose elementsWelch kn