人力资源管理-绩效管理培训教程

1、Performance Management December 10, 2008We 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 Pro

2、cessDiscussHow to use Performance Management to help create a great company How to use Performance Management to create High performance organization What is Performance Management?“Performance management is about improving business performance by improving team and individual performance, and ensur

3、ing that a companys strategy 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 LearningPerformance Management isAn agreement betwe

4、en employee and supervisorAn on-going process Tied to the merit processPerformance Management should not beA once-a-year eventAn punitive processA time to give surprisesPerformance ManagementAlign Goals with Business PrioritiesIndividual/team/department/SBU/corporate strategy Employees understand wh

5、at matters most about their jobBuild Individual and Organizational CapabilitySeek and receive performance feedbackFacilitate developing skills & capabilitiesGet work doneDifferentiate PerformanceDesired Outcomes of Performance ManagementA results-oriented cultureImproved employee engagement and rete

6、ntionReinforcement of company values Individual growth and developmentEnhanced employee and company performance Differentiation of recognition and rewardsEnablers of Performance ManagementEffective, on-going conversations Employee understanding of performance criteria Standardized processes, guideli

7、nes and tools Honesty and credibility Compensation aligned with performancePerformance Management ProcessPhase 1:Aligning GoalsPhase 2:Tracking ProgressPhase 3: Performance AppraisalFeedback & CoachingFeedback & CoachingFeedback & CoachingFeedback & CoachingDec.-Jan.Feb.-Oct.Nov.-Jan.i Set Business

8、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 meeting, finalize Performance RatingFinalize Performan

9、ce AgreementPerformance= What + HowWhy Bother with Performance Appraisals?Employees want to hear how they are doing! From manager!An opportunity for communication and motivationA setting to establish new goals - alignmentA chance to summarize past performanceA forum for career developmentA formal do

10、cumentation of employee performanceYear End Performance Appraisal MeetingSchedule a discussion time well in advanceA two-way obligation; both sides need time to prepare“Quality time” at least an hour 1.5 hours betterComfortable location and free of distractionsPrepare, prepare, prepare in writingPre

11、pare for questions and disagreementsWhat is the core message?Make sure to highlight what went well, not just problemsBe specific use significant events as examplesAvoid rationalization were the goals appropriate in the first place?Recommended Dos for Performance DiscussionsBe preparedAgree to amend

12、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 personal!Even more important to have specific examplesCentre discussion on how manager and the employee can work together to s

13、olve any issuesRecommended Donts for Performance DiscussionsStereotyping“Since one thing is bad, therefore everything is bad”Mirroring just like meSalary discussions leave for a separate timeDo not promise what you can not deliverSaying “I think I can get you a promotion” is DANGEROUS!Questions to E

14、ncourage 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 personally over the year?What new competencies have you developed?What have you learned that can be applied in the future?What feedback

15、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 doing to achieve these goals? What can I do to help you achieve these goals?Questions to Encourage a Good DiscussionHow have I helped

16、 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” 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?Performan

17、ce Management Bell CurveBest PerformersPoor PerformersReward/RetainDevelop on a Fast-trackReward/RetainMaintain/Improve PerformanceDevelopImprove PerformanceManage Out=60%=10%Performance & Potential GridPotentialCurrent PerformanceLowLowHighHighAccelerated DevelopmentReward/RetainMotivationJob Expan

18、sionPerformance ImprovementCoachingJob Fit AssessmentManage Out“Room” for Low PerformersApprovalPIPAdjustment of jobPass?Pass?TerminationYNYIdentify low performerNHighlightsObjective- Aim to motivate and improve the performance of the employee who has been identified as a low performer- Termination

19、is NOT the major purpose and result for PIPDefinition for low performer- yearly rating is =2- quarterly rating continues =2Although the manager always have right the make the termination accordingly to the process, but there are other options existing (PIP and Adjustment of Job) to give further oppo

20、rtunity to have employee improve within the Company. Joint decision by manager and BHR for PIP and AOJPIP is a kind of training programCoaching and feedback is very improvement through the whole process从HR角度看绩效管理Job 职位Individual个人Organization机构Performance Management绩效管理Objective Setting制定目标Performan

21、ce Appraisal Review 年终绩效评估面谈Development发展Compensation薪酬绩效回顾与评估循环讨论、回顾、理顺及调整目标与发展计划Q4Q2Q1Q3讨论、回顾、理顺及调整目标与发展计划讨论、回顾、理顺及调整目标与发展计划年终绩效反馈、回顾与评估制定目标与发展计划6月/7月10月4月12月/1月指导与反馈指导与反馈指导与反馈 指导与反馈绩效评估的目的年度绩效评估为经理和员工提供机会表达他们对绩效的看法并对来年目标形成共识；增强员工的敬业度和动力，发现、建立并提高人才发展意识，讨论人才发展需求和来年发展计划。 年度绩效评估应该：确保它是一次开诚布公的讨论确保评估包括

22、两点：“什么”（已达到的成果）和“如何”达到（体现公司价值的行为表现）确保达成共识的来年目标符合SMART原则 具体的、可衡量的、可完成的、现实的及有时效的2007绩效评估时间与流程经理：收集反馈员工：自我评估经理：进行年终绩效面谈提交予HR HR & CMC 审核最终评估结果经理，同事，下属、顾客/相关人员积极聆听提供反馈 (基于事实)回顾年度目标制定明年的目标制定发展计划确保公平及在部门与各部门间有一致的绩效让其他经理提供绩效的反馈微调评级，确保部门运用一致的标准提升部门内经理对技巧的集体认知提倡职业发展的讨论与机会沟通最终评级与提供更多反馈及确定下一步发展计划提交原件到HR，提供副本给员

23、工2008年1月25日2008年1月30日 2008年1月31日2008年1月31日2007年12月完成日期2008年1月28日N+2 审核并签名是一个互动的，双向的反馈过程=S=年度评估表格自我评估表格下列的问题有助于您思考，并帮助您准备自我评估部分。仔细考虑您个人的业绩，所取得的进步，同时制定未来的发展计划。我认为在我的工作要求中所应具备的最重要的技能是什么？在我所承担的工作当中，哪些是我最喜欢的？哪些是不太喜欢的？在哪些方面我的主管可以帮助我将工作做得更好？在哪些方面我还需要更多的经验及培训？在过去的一年中我最主要的成就有哪些？我完成了哪些个人及职业方面的发展？为使工作更有成效，我希望在

24、哪些方面有所改变?目前的工作是否充分发挥了我的能力？如果不是，如何才能人尽其才？在个人发展方面，哪些事情是我明年必须做的？我目前的工作在哪些方面给了我成长的机会，使我有能力去承担将来更大的职责/任务？我的长期发展计划是什么？从现在开始的今后五年，我希望从事哪方面的工作，为达到该目标，我该如何准备？年度评估表格 - 主要部分个人资料考核期间的评估情况 (2008/1-2008/12)固定任务的评估相关联系人(对受评估者提供反馈及意见)预期工作表现目标状况评估预期职业行为与态度评估下一年/下一考核期间目标 (2009/1 2009/12)工作表现目标职业行为与态度目标职业发展本考核期间的培训 下一

25、考核期间培训需求职业兴趣 (通过职能领域划分)可流动性职业计划评估结论员工本身对此评估报告意见二级主管意见固定任务固定任务是岗位存在的原因可以从岗位描述中提取固定任务不同于个人的预期工作目标除非岗位的目的改变, 固定任务一般不会改变固定任务评级没有完成任务完成部分任务完成任务完成并超越任务相关联系人受评估者在期间有紧密工作关系的职能经理/项目经理，可以从他们获得对工作表现的反馈填写提供反馈经理的名字与职位建议把反馈的文件作为评估表格的附件，以供未来参考注：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本考

26、核期间工作表现目标评估在考核期开始时订立与同意的工作表现目标为评估的依据不同于固定任务是本年度主要负责完成的目标本栏是评估受评估者本考核期间工作表现的主要部分本考核期间职业行为与态度评估考核与职位工作相关的职业行为与态度目的是协助员工改进工作上的行为在考核期开始时订立与同意的职业行为与态度作为评估的依据如没有在考核期开始时订立及同意有关职业行为与态度的目标，是不建议进行评估。工作目标、职业行为与态评级:没有达到预期目标达到部分预期目标达到预期目标达到并超越预期目标下一年/下一考核期间目标 下一年度/考核期的工作表现目标受评估者来年需要完成的目标，需要符合SMART的原则一般不超过4至5项目标工

27、作表现目标可以是量化的（销量，财务相关的与技术的）质化的（内/外部的客户满意度、总体目标、团队项目的参与度等等。）例子：财务指标在2008年6月1日前减少部门固定开支XX%下一年/下一考核期间职业行为与态度目标在某一情况下的反应、处事方法与行动等是年底评估职业行为与态度的依据需要符合SMART的原则及与未来12个月的工作相关一般不超过2-3项职业行为与态度目标职业发展 本考核期间的培训 由公司安排或支付费用的培训。培训的目的是协助员工提升技巧以达到工作要求，一般在上一个考核期开始时认定。下一考核期间培训需求与达成年度工作目标相关、协助提高工作技能的的短期培训。职业兴趣包括员工具备或希望发展的、

28、与个人兴趣或更广泛的岗位职能相关之其他技巧与才能。一般不超过3项。=S= 评级标准固定任务评级:没有完成任务完成部分任务完成任务完成并超越任务工作目标、职业行为评级:没有达到预期目标达到部分预期目标达到预期目标达到并超越预期目标评估结论评级：没有达到要求达到部分要求达到要求达到全部要求并超越部分要求达到全部要求并超越大部分要求（只做参考，不作为最后结论的考核内容）评估分数 （“工作表现目标状况评估”平均分 +“职业行为/ 态度评估”平均分）2 4 最后结论（必须为整数，小数点后舍入请参考正态分布，见下页）员工绩效评估结论的计算方法例：员工A 工作表现目标状况评估4项分别为3、3、2、2，其平均

29、分则为2.5 职业行为/ 态度评估4项分别为2、4、3、4，其平均分则为3.3评估分数：(2.5+3.3)/2/4*5 = 3.6最后结论：3对评级有正态分布的要求员工绩效评估结论的分布5 -达到全部要求并超越大部分要求 (优良、杰出的业绩)“极少数的情况”在现岗位业绩卓越迅速抓住主要问题在其工作领域中被视为专家几乎不需要监督指导总能找到最佳的做事方法在现在位置很难找出员工能做的更好的地方4 -达到全部要求并超越部分要求 (表现很好，超越了他/她的目标)“少数情况”很少需要监督恪守最后期限，能够预见问题对整体情况有良好的把握3 - 达到要求 (良好，达成他/她的目标)“标准情况”是公司对每一位

30、员工的基本要求在一般的监督指导之下能够完成她/他职位上的所有工作在规定时间内完成工作能够达到该职位的大部分要求 2 -达到部分要求 (需要改善)“需要迅速实施行动计划”没有达到该岗位的大部分主要目标需要获得更多的专业知识；投入更大的热情需要定期的监督指导具有必要的发展潜力需要迅速采取措施改善现状来达到评级标准31 -没有达到要求 (难以令人满意的)“需要立即制订行动计划”工作结果体现出明显失误不具备必要素质开展工作需要严密监督指导, 有重复失误的趋势缺乏基本的培训和工作经验应该被调转到能力要求更低的岗位；或离开公司进行年终评估面谈时四条黄金定律实事求是准备至关重要运用技巧-开放式提问，积极聆听

31、，重述用激励制定发展计划进行年终评估面谈时四条黄金定律实事求是准备至关重要运用技巧-开放式提问，积极聆听，重述用激励制定发展计划准备至关重要需要准备什么？收集事实与工作表现数据你的面谈策略收集事实与工作表现数据一项全年的工作主要由员工负责，管理者需要有自己的数据来源包括结果与行为考虑包括第三方的反馈全年的绩效面谈讨论记录在面谈前回顾与澄清资料策略选择 按照评估表格的顺序进行讨论从重要的目标开始，然后谈比较不重要的从清晰的要求开始，然后谈复杂的从表现出色的开始，建立正面与合作的气氛从表现欠佳的地方开始，管理员工的期望从复杂的开始，当双方精力充沛时先处理没有对或错，你最了解你的员工！进行年终评估面

32、谈时四条黄金定律实事求是准备至关重要运用技巧-开放式提问，积极聆听，重述用激励制定发展计划 面谈要点营造一种宽松的氛围重点在于表扬和鼓励 询问和倾听让被评估人有充裕的时间去畅谈 面谈的技巧沟通技巧：提问、聆听、重述、总结鼓励员工多说管理讨论提问技巧配合运用开放式与封闭式提问用开放式提问鼓励员工多说，收集信息：例子：你能讲一下这段时间你的主要成绩吗？你在这项目负责什么？用封闭式提问确认或澄清资料。例子：你是否完成了目标？是你自己完成还是由别人协助？建立配合运用两类问题的题库聆听聆听，安静，不打断运用适当的身体语言他的意思是什么？考虑对方想表达什么？留意不明显的信息。重述表示理解用：“然后”重复、

33、引申提问澄清重复引申用不同的语句重复对方的话表示理解确认你已经明白鼓励对方继续发言只是重复，你不需要表示你的观点用这些话开始:你的意思是我想确认有没有理解你的意思这代表总结技巧确认明了澄清行动控制讨论结束讨论合适时，鼓励员工自己做总结进行年终评估面谈时四条黄金定律实事求是准备至关重要运用技巧-开放式提问，积极聆听，重述用激励制定发展计划用激励制定发展计划认定需要处理的问题考虑对员工合适的激励支点利用激励支点制定发展计划，员工会更愿意实践制定明确的目标 评估面谈流程准备议程讨论工作表现目标, 职业行为与态度 “我们讨论这一部分”成果与行为 “描述做了什么?”根据绩效要求讨论与同意评估 与要求比较

34、 “你会怎样评价你的工作表现？”为表现评级讨论在固定任务方面是否达到要求?讨论发展计划成果与行为绩效要求评估评级下属汇报对表现的评估确认结论并感谢对方对方接受促进结论YYN逐一选择要评估的方面 N你和他评估相同吗?面谈步骤为什么？请他呈现事实为什么？请他呈现事实你补充正面事实为什么重要？说明意义达成一 致选择并呈现事实鼓励下属讨论事实回顾期望陈述目的和会议进程 关键要点从赞扬开始从事实入手让对方做出结论 面谈要点平时及时指出员工的问题并且记录引导员工自我评估自己的工作，避免刺激对方，通过事实让对方自己得出结论针对业绩而不是性格避免自我防卫使用积极的语气用表扬改善对方的心理感受 让对方提出改进建

35、议制定具体目标和计划并获得对方认可只讨论工作表现，不讨论公司与上级为什么？请他呈现事实你补充正面事实为什么重要？说明意义确认评级如果你同意对方的评估即使你同意对方的评估，也必须深入评讨论:不同的原因也可能得出相同的评级，分数不是目的；在分析具体事实过程中，员工了解了道理才能够得到成长；了解和补充事实能够让表扬更加真实、让批评更有建设性你可以这么说：“为什么选这个评级？能给我一些具体事例吗？”“除了这些事情之外，我还想到了一（几）件事情，比如”“这些事情说明”“所以，我同意你的评级。”如果你不同意对方的评价你可以这么说：“为什么有这个评价？能给我一些具体事例吗？”“我理解了。我们看看当时确定的目

36、标”“我记得这几件事情”“你对这些事情怎么看，是什么原因造成的问题？”“所以，你觉得在这方面你完成目标情况应该怎么评价？”促进结论为什么？请他呈现事实选择并呈现事实鼓励下属讨论事实回顾期望如果你不同意对方的评价：选择事实选择事实的标准：具体事实能够说明问题尽量分离客观原因、突出下属的人为因素促进结论为什么？请他呈现事实选择并呈现事实鼓励下属讨论事实回顾期望鼓励下属讨论事实：这个事情你怎么看？你觉得客户会怎么看？你当时是怎么想的？为什么会出现这样的情况呢？处理困难情况过高评估自己利用事实数据，邀请员工对其角色和职责的要求进行自我评价太保守，低估自己的成绩肯定优秀表现，鼓励承担挑战。要求涨薪另行安

37、排会议时间不参与分享讲话时间，从简单事实的提问开始，鼓励多说解释与不断提出借口提问澄清与确认，总结结束讨论，控制面谈。例子：我们已经谈过了，现在要评级了拒绝签字重申工作职责，呈现事实；如仍不能达成协议，另行安排时间，并尽早咨询人力资源部和上级主管Performance Management ProcessPhase 1:Aligning GoalsPhase 2:Tracking ProgressPhase 3: Performance AppraisalFeedback & CoachingFeedback & CoachingFeedback & CoachingFeedback & Co

38、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

39、g, finalize Performance RatingFinalize Performance AgreementBoard of DirectorsCompany/ AreaSection ManagersEmployeesVisionGroup GoalsPower/AutomationGoalsSection GoalsSection GoalsIndividualGoalsIndividualGoalsBU & Department Managers ODV-C /AOC-C GoalsODV-C /AOC-C GoalsBusiness Goal-WhatAlignmentJo

40、b AnalysisSet 3 to 5 business goals that answer the questions- What matters most?“- How do I make a significant contribution?绩效管理的总体概念绩效回顾流程经理员工共同的职责与责任反馈 辅导与反馈=S= 愿景, 使命与目标=S=中国的使命与目标个人目标部门目标个人绩效与发展能力指标职业计划绩效表现Business Goal-HowStraightforward 直接Passionate 热情Open 开放Effective 高效Business Goal-HowPassi

41、onate 热情 Seek to delight customersDevelop your people through fair and demanding career managementDe-average rewardAddress poor performanceBuild diverse career paths: operational vs. transversal positions, mature vs. new economiesBusiness Goal-HowOpen 开放Drive towards One Schneider Electric identity

42、Consider long-term vision and the interest of the company rather than short-term optimizations of local perimeter Team up to build the best solutions for the company Take risks to explore new paths Exchange talents across boundaries Encourage diversity in teamsBusiness Goal-HowStraightforward 直接 Mak

43、e sure all your people know Develop a culture of accountability the role they have to play and the objectives they are responsible forDo not tolerate exception creationChallenge proposals but once decided, apply themBusiness Goal-HowEffective 高效 Review tasks, organization, interactions and make the

44、changes neededValue cost reduction as well as top line growth Lead by making things simple Limit reporting requestsCommon 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 cont

45、rol. Focus only on what will be done and neglect how it will be achieved. Reflect assumptions about what is wanted instead of discussed, clear, and shared expectations. Are not revised or deleted as they become unfeasible or irrelevant. Specific to your role and what you are trying toachieveMeasurab

46、le can easily determine if outcome achievedAggressive challenging and require incremental (Attainable) improvementRealistic within your responsibility and controlTime-bound milestones and datesBusiness Goal -SMART目标设定SMART原则S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：员工流动率由65减至25%A能达到：目标要合理、拼命抓刚

47、抓到的目标，是设定适中的目标。R切合实际的：目标要有挑战性，但须符合实际情况，不能空想狂想。如：2008年个人达到1个亿销售额T时限性：给主要目标加上最后期限。 如：在六个月内将部门员工流动率由65减至25 SMART GOAL? Specific, Measurable, Aggressive, Realistic and Time-boundDevelop technical expertise in automation to become the department trainer.Participate in a workshop on training in December 2

48、008.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 and manager to improve listening skills, and measure level of improvement using

49、 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?工作目标设定要点参照部门策略，目标及公司战略计划只选择对公司价值有贡献的关键工作区域，而非所有工作内容选择的目标不宜过多，一般不超过5个不同的工作目标应针对不同工作方面，不应重复。Long-Term Career

50、 Success:What Matters Most?Self-AwarenessIntelligence QuotientOrganizational SavvyHandling ConflictSpeaking SkillsGrades at UniversityExtracurricular Activities at UniversityLearning from ExperienceWhich of these has the greatest predictive value for long-term career success?ExposureExperienceEducat

51、ionEducationInstructor led CoursesE-Learning ProgramsReadings / self studyExperienceLearn by doing (real time)On-the-job tasks & special projects / assignments-Day to day developmentExposureMentoring / CoachingFeedbackAttend other business unit meetingsDevelopment Approach 3EsPerformance Management

52、ProcessPhase 1:Aligning GoalsPhase 2:Tracking ProgressPhase 3: Performance AppraisalFeedback & CoachingFeedback & CoachingFeedback & CoachingFeedback & CoachingDec.-Jan.Feb.-Oct.Nov.-Jan.i Set Business Goals Set Dev. Goals CompleteAppropriate Sections of Performance FormReview Progress Against Goals

53、Adjust Goals if NecessaryRevise Performance Agreement if Necessary Review Results Against GoalsCalibrate Performance Against PeersAfter calibration meeting, finalize Performance RatingFinalize Performance Agreement跟踪需要跟踪什么?数据来源谁负责收集数据?回顾数据的安排报告客户档案/回顾记录调查非正式的面谈资料评估质量说明时间记录投诉记录主管的观察审计结果阶段工作总结定期进行绩效回顾面谈与提供反馈 健康检查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馈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提供指导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