某咨询公司设计的绩效评估模式英文版

PerformanceManagement

Organizational&HumanResourceDevelopmentDivisionHongKongProductivityCouncilSeminarContentWhyisPMImportanttoBusinessPerformance?WhatisPM?ThePMCycleEffectivePMSystemIdentificationofIndividualPerformanceMeasuresWhatisBalancedScorecard?BarriersinStrategicManagementofOrganizationalPerformanceHowdoesaBalancedScorecardTranslateCompanyStrategyintoAction?FrameworkofaBalancedScorecardPerformanceMeasurementSystemActionRequiredforImplementationofanEffectivePMWhyisPerformanceManagement(工作表現管理制度)ImportanttoBusinessPerformance?改善工作程序員工態度改變接受變革ExternalPressures外來壓力修訂營運策略提高生產力宏觀環境:公司:個人:提出人力管理變革工作表現管理制度WhyisPerformanceManagement(工作表現管理制度)ImportanttoBusinessPerformance?BenefitstoIndividualsBetterunderstandingonperformancestandardsBetterdevelopmentopportunitiesMotivatedasitisafairersystemtomeasureemployees’performanceImprovedrelationshipwithsupervisorsImprovedindividualperformanceWhyisPerformanceManagement(工作表現管理制度)ImportanttoBusinessPerformance?BenefitstoOrganisationEffectivemonitoringsystemBetterunderstandingonperformancestandardsOrganisation’sexpectationscanbeclearlycommunicatedLinkindividuals’workoutputtoorganisationalgoalsBettermoraleShapeorganisation’scultureWhyisPerformanceManagement(工作表現管理制度)ImportanttoBusinessPerformance?UltimateBenefitstoOrganizationBusinessResultsDriveWhatisPerformanceManagement

(工作表現管理制度)?

“Aprocessforestablishingasharedunderstandingaboutwhatistobeachieved,andhowitistobeachieved;anapproachtomanagingpeoplewhichincreasesthechanceofachievingjob-relatedsuccess.”

Different

ApproachesTraditionalIntegratedPerformanceManagementCompetency-basedIntegratedPMProcessPMasCoreProcessforChangeAsdriverforchangeIntegratedFitwithcultureSelf-managedindividuals&teamsHarmonywithrewardsMotivatingworkclimateIntegratedwithcompetencymodelFocusondevelopingpeopleLinkedtosuccessionplanningCovers3phases:planningmanaging/coachingreviewing"Onceayearevent"NotintegratedLittle"managing"ofperformanceDegreeofintegrationwithotherHRprocessesPerformanceManagement-CurrentTrends

(當前趨勢)PerformancemanagementasacoreprocessNewapproaches:self-appraisal自我評核peerappraisal同級同事評核upwardappraisal下屬對上司的評核360degreeappraisal360度評核Greateremployeeinvolvement/participationFrommeasuringoutputsmeasuringoutputs+inputsGreaterline-managementownershipFormal,once-a-yearfeedbackmoreinformal,on-goingcommunicationPerformanceManagement-CorePrinciples

(核心原則)Corporate&individualperformancearemutuallydependentOn-goingprocessprovidingthebasisforcontinuousimprovementReliesonconsensusNotjusttop-downA2-waycommunicationprocessForwardlookingConcentrateonpositiveattributesWorksbestwhenappliedtoallstaffThePerformanceManagementCycle表現管管理週週期Performanceplanning表現的的計劃劃Performancereview表現的的檢討討Performancecoaching表現的的督導導Reward報酬Training培訓Successionplanning人才銜銜接計計劃Discipline紀律Businessstrategy商業策策略Peoplemanagementstrategy人力資資源管管理策策略ThePMCycleHRPractices人力資資源措措施PerformanceManagement-InterlinkingParts表現管管理的的互相相緊扣扣的部部份Measurement量度表表現Learning&Development學習與與發展展GoalSetting確立目目標PerformanceManagement表現管管理Appraisal(Review)評核核(檢檢討)TowardsanEffectivePMSystem邁向有有效的的表現現管理理制度度WhattoMeasure評估什什麼?HowtoMeasure如何評評估?WorkOutcomes工作成成果PerformanceFactors工作表表現要要素AppraisalFormDesign評核表表格的設計計UserTraining評核人人的培訓TheAppraisal評評核核階段段及評評核面面談TheProcess評核程程序MeasuringOutcomes(Results)如何評評核工工作成成果(效效果)Accountabilities(負負責責範範圍圍)PerformanceStandards(表表現現標標準準)Objectives(目目標標)Whatarethefocusareas?(主主要要工工作作範範圍圍)Howwilltheresultsbemeasured(量度)?Withineacharea,whataretheobjectives(目標)?(SalesmanagementTogeneratesalescost-effectivelyToincreasesalesby10%in1998MeasuringOutcomes(Results)如何評核工工作成果(效果)Accountabilities,examples(負負責範圍的的典型例子子):HumanResources人人力資源Staffing聘聘用人才才Staffrelations勞勞資關係Compensationplanning薪酬策策劃Benefitsadministration褔褔利行政Executivedevelopment管理層層培養Policydevelopment政策策制定MeasuringOutcomes(Results)如何評核工工作成果(效果)SalesNewbusinessdevelopmentSalesmanagementLeadgenerationAccountdevelopmentMarketingAdvertisingPromotionstrategyPricingMarketresearchMediarelationsSettingObjectives建立立目標StephenCovey:setyourgoalswithinyourrole(介定角色色、確立目目標)AnobjectiveisastatementofresultstobeachievedCharacteristics:FocusedWrittenStatedforcefullySignificantPrioritizedandweightedNottoomanyCommunicated“SMART”,““SMARTER”DefiningPerformanceStandards制訂表現標標準Measurablefactorsfromaperformancefactor4directmeasuresofoutput:QualityQuantityCostTimeMaybe“hard””/“soft””numbers,problemstoovercomeCosteffectiveAgreeingonActionPlan共同協議行行動計劃WhatWhenWhereWhoWrittenCommunicatedAssessingPerformanceFactors(表現原素素)/Competencies(稱職原素素)Examples:Coca-Cola MobilPerformanceCompetenciesFactorsCommunication TeamworkJobknowledge TechnicalknowledgeProblemsolvingSettinghighstandardsWorkrelationships ConcernforaccuracyLeadership ConcernforeffectivenessPlanning,organisingFlexibilityPersonalDrive(主動性)IdentifyownstrengthsandweaknessesLearnfromownmistakesandthoseofothersChangebehavioursasaresultfeedbackKeepupdateonownfieldofspecialisationTryinfluenceratherthanpassivelyacceptaneventContinuouslylookingforinnovativemeanstoachieveresultsShowenthusiasmanddrivetogetthingsdoneBepersistenttowardstheachievementofplansorinitiativesRemaincommittedinspiteofproblemsActivelylearning主動學學習DemonstratingCommitment表現投投入感感Takinginitiative採取主主動DeterminePerformanceFactorsDetermineDimensions(量度度方向向)DetermineBehaviourIndicators(行為為指標標)DeterminingPerformanceFactors(Competencies)-AnExampleDesigningtheProcess設計評評估階階段Determinethepurposes確確立立目標標Developtheprocedures程程序序應包包括:No.offorms表表格格數目目Whattobeassessed評評核甚甚麼Whoshouldappraise誰誰來評評該Appraisalperiod評評核核期Frequencyofmeetings評評核面面談的的頻率率Linkagewithpay與與薪薪酬的的聯繫繫DesigningtheAppraisalForm設計評評核表表格Whattoinclude應應包括括甚麼麼?Workoutcomesorobjectives工工作成成果(目目標)Performancefactors表表現要要素Jobholderpersonaldata員工工個人資料Majorachievement主要成成就Developmentneedsandplans培訓需需要及計劃Approvals審審批機制Employeecomments員工意意見PromoteabilityRatingscheme表現現評級標準Howmanylevels多多少級別?Whatwillwecalleachlevel級別別名稱?PerformanceReview表現現評核Strategy&systemforperformancemanagementContinuousprocessofReview檢討表表現Feedback回回應不理想的的表現Reinforcement強強化好的表現現Documentationoftheon-goingprocessObjectivesofPerformanceAppraisal表現評核的目目的Motivate/reinforcegoodperformanceIdentifyareasforimprovementIdentifytraining&developmentneedsClarifyjobexpectationsStrengthenstaff-supervisorrelationshipElementsofaGoodAppraisal好的表現評核核1. Documentperformance2. Performancediagnosis3. Seekbilateralparticipation4. Focusongoals6. Minimalcriticism7. SinglepurposeAppraisalErrors表現評核常見見錯誤Haloerror以以偏概全全Contrasterror對對比誤差Firstimpressionerror先入入為主Regencyerror近近入為主Leniencyerror寬寬容誤差Severityerror嚴嚴厲誤差Centraltendencyerror中庸庸誤差OptimisingYourExistingSystem改善你公司現現行的制度Whatwecandotoimprove?Reviewyourexistingsystemandidentify:ImbalancesAmbiguitiesNon-alignmentwithstrategicobjectivesInappropriatesimplicity/complexity,etc.Possiblechangesmightbe:ChangetheeventanongoingprocessStartwiththeformstartwithplanningFocusontraitsonbehaviors(whatheis)(whathedoes)ProvideappraisertrainingCulturalIssues文化化因因素素Cultureisacommonexcusefornotsettingupaperformancemanagementsystem(PMS)notoptimizingtheexistingsystemPMSneedstobecompatiblewithexistingorganizationalcultureWhatisoftenoverlookedis:PMScanhelptodrivechange,whichwillleadtoaneworganizationalcultureCheckyourorganizationforreadinessCriteriaforanEffectiveAppraisalSystem好的的表表現現管管理理制制度度-標標準準Relevance關關聯聯性性Sensitivity敏敏感感性性Reliability可可靠性Acceptability認受受性Practicability可可行性CriticalSuccessFactors成功要訣Open,honestmanagementstyle-highdegreeoftrustLinemanagersfeelsenseofownershipSupportiveHR/personnelfunctionSeniormanagementsupportBusinessplan-linkedwithorganisationalgoalsIdentificationofIndividualWorkOutcomes(工作成果)andPerformanceMeasures(量度標準)BasedontheBalancedScorecardSystem均衡績分表表系統WhatisaBalanced-Scorecard均衡績分表表?Itisanewframework(Kaplan&Norton)integratingperformancemeasuresderiveddirectlyfrombusinessstrategy,whichallowsacompanyto:-translateitsstrategyintoaction;-turnmeasuresintoaperformancemanagementprocess.BarriersinStrategicManagement(策略管理)ofOrganizationalPerformance(組織表現現)TheManagementSystem:VisionarenotactionableStrategynotlinkedtodepartmentalandindividualgoalsStrategynotlinkedtoresourceallocationFeedbackistactical,notstrategicBarriersinStrategicManagementofOrganizationalPerformanceTheTraditionalFinancialMeasurementSystem:(傳傳統統的的財財務務管管理理)RetrospectiveFailtopredictfutureperformancePlaysdownonstrategicdeterminantsforlong-termsuccessUnabletomeasureandmanagesuchdeterminantsWhatisaBalanced-Scorecard?Howdocustomersseeus?(customerperspective客戶觀觀點)Whatmustweexcelat?(internalperspective內部財財務)Howcanwecontinuetoimproveandcreatevalue?(innovation&growthperspective創新及及不斷斷學習習)Theprincipalframeworkofthebalancedscorecardallowsmanagerstolookatthebusinessfromfourimportantperspectives:Howdowelooktoshareholders?(financialperspective財務方方面)WhatisaBalanced-Scorecard?Thesefourcritical-successfactors:CustomerSatisfaction,InternalBusinessProcess,Innovation&LearningoftheOrganization,plusFinancialPerspective,areregardedasthedriversoffuturefinancialachievementfortheirsignificantimpactonorganizationalperformance.WhatisaBalanced-Scorecard?CustomerSatisfaction滿足客客戶-tostaycompetitive,weneedtosatisfyourcustomers’’requirements.Inabroadsense,customersaremainlyconcernedabouttime,quality,service&cost;However,wemustbesensitivetoothervalue-addedattributes,e.g.customers’loyalty.Thebalanced-scorecardtendstofocusonentirelynewinternalbusinessprocessesgeneratingmostcustomersatisfactionandachievingthecompany’sfinancialobjectives,e.g.corecompetencies,criticaltechnologiesneededtostayaheadofcompetitors.WhatisaBalanced-Scorecard?InternalProcesses內部部業務:Oncecustomer-basedmeasuresareformulated,companiesmustthenidentifywhatinternalprocessestoexcelin,inordertofulfillcustomers’needs.WhatisaBalanced-Scorecard?Innovation&Learning創新與不不斷學習:Thecompany’sabilitytolearnandimprovecontinuouslyarecrucialtoitslong-termsuccessinthefaceofimmensecompetition&fastchangingcustomers’requirements.Thebalanced-scorecardarticulatesandmeasurescompany’sgrowthbybridgingtheorganizationalcapabilities,suchaspeople,system,andprocedures,withwhatisrequiredtoachievebreakthroughperformance.WhatisaBalanced-Scorecard?FinancialPerformance財務方面面:Thebalanced-scorecardalsoretainsafinancialdimensiontomeasureandindicatewhetherornotthecompany’sstrategy,implementationandexecutionarecontributingtobottomlineimprovement.Thebalanced-scorecardallowsthecompanytoweighshort-termgainsagainstlong-termbusinessdevelopment,andre-examinebusinessstrategytoachievetherightbalancebetweenbottomlineandoperationalimprovements.HowDoesaBalanced-ScorecardTranslateCompanyStrategyintoAction均衡績分表表如何實踐踐公司策略略Bytranslatingthevisionandstrategysothatitisunderstoodandcanbeactedupon.Tobethebestintegratedrefiner/marketerintheUnitedStatesbyefficientlydeliveringunprecedentedvaluetoourcustomers.Weachievethismissionbysixstrategicthemes:AnintegratedbusinessReduceourcoststructureWeedoutunderperformingassetsNewsourcesofincomeAdvancethefocusofTQMProfitablyincreasescalePioneer’sMission(使命)HowDoesaBalanced-ScorecardTranslateCompanyStrategyintoAction均衡績分表表如何實踐踐公司策略略Pioneer’sBalancedScorecardStrategicObjectivesStrategicMeasures策略目標量量度度標準FinCustInternalI&LFinanciallystrong.ReturnonCapitalEmployed.Delightthecustomer.MysteryshopperratingWin-winrelationship.Dealer/PioneerGrossProfitSplit.Safe&RelaibleMfgreliabilityindexCompetitivesupplierDaysawayfromworkplaceQualityQualityIndexMotivated&preparedStrategiccompetencyavailabilityHowDoesaBalanced-ScorecardTranslateCompanyStrategyintoActionTheRevenueGrowthStrategy“Improvestabilitybybroadeningthesourcesofrevenuefromcurrentcustomers”TheProductivityStrategy“Improveoperatingefficiencybyshiftingcustomerstomorecost-effectivedistributionchannels”ImproveReturnsBroadenRevenueMixImproveoperatingefficiencyIncreasecust.confidenceinourfin.adviceIncreasecust.SatisfactionthrusupexecutionUnderstandcustomersegmentsDevelopnewproductCross-selltheproductlineShifttoappropriatechannelMinimizeproblemsProviderapidresponseIncreaseemployeeproductivityAccesstostrategicinformationDevelopstrategicskillsAlignpersonalgoalsFinancialCustomerInternalI&LHowDoesaBalanced-ScorecardTurnMeasurementintoPerformanceManagementStrategicObjectiveStrategicMeasurements(LagIndicators)(LeadIndicators)Fin.CustomerInternalLearningImproveReturnsBroadenRevenueMixReduceCostStructureReturnonInvestmentRevenueGrowthDepositSer.CostChangeRevenueMixIncreaseCustomerSatisfac-tionWithOurProductAndPeopleIncreaseSatisfaction““AfterTheSale”ShareofSegmentCustomerRetentionDepthofRelationSatisfactionSurveyUnderstandOurcustomersCreateInnovativeProductsCross-SellProductsShiftCustomerstoCost-EffectiveChannelsMinimizeOptProblemsResponsiveServiceNewProductRevenueCross-SellRatioChannelMixChangeServiceErrorRateRequestFulfillmentTimeProductDevelopmentCycleHourswithCustomersDevelopStrategicSkillsProvideStrategicInfoAlignPersonalGoalsEmployeeSatisfactionRevenueperEmployeeStgicJobCoverageRatioStgicInfoAvailabilityRtoPersonalGoalsAlignment(%)Themeasurementsystemistheorganizingframeworkforthemgtsystem.HowdoesaBalancedScorecardTranslateCompanyStrategyintoAction均衡績分表如如何實踐公司司策略Example:anElectronicsCompanyVision“TodiversifyourcustomerbaseandbecomeacompetitiveandreliablesuppliertoANYpotentialcustomers”TranslationofVisionintoStrategicObjectives“acompetitiveandreliablesupplier”wouldmeancosteffectivebetterproductdevelopmentgoodcustomerserviceTranslationofStrategicObjectivesintoOrganizationalGoals組織目標&Measures量度標準StrategicPerspectiveOrganizationalMeasuresObjectivesGoalsCustomer-enhancecustomersatisfactiononcompanyservice-customersatisfactionsurvey-milestonevarianceInternalProcess-qualitycontrol-lotrejection%-incomingmaterialcontrol(acceptance%)Innovation&Learning-enhancemarketingteam’sproductmarketsense-no.ofexhibition/showattendedFinance-reducemanufacturingcost-productivityindex-costvarianceforworkorder-scrappage%ProvideGoodCustomerServiceTranslationofOrganizationalGoalsintoDepartmentalGoals-ExampleofMarketingEnhanceCustomerSatisfactiononCompanyService(CustomerPerspective)DepartmentalGoalsProvidefastresponseoncustomer’srequestCoordinatewithotherdepartmentstoensureon-timedeliveryofservices/productsMeasuresCustomersatisfactionsurveySalesvolumeTranslationofOrganizationalGoalsintoDepartmentalGoals-ExampleofProductionEnhanceCustomerSatisfactiononCompanyService(CustomerPerspective)DepartmentalGoalsTimelydeliveryofproducts/servicesEnsurethequalityofproducts/servicesisuptotheexpectationofcustomersMeasuresLotrejectionrate:2%MilestonevarianceFrameworkofaBalancedScorecardPerformanceMeasurementSystemStrategicObjectivesInternalProcessCustomerInnovation&GrowthFinancialMeasuresIndividualsPerformanceDepartmentPerformanceDepartmentPerformanceOrganisationPerformance部門表現個人表現公司整體表現均衡績分表的骨幹ActionRequired坐言起行DoesyourcompanyhaveaPMsystem?Areyouentirelysatisfiedwithyourstaff(company’s)performance?AreyouentirelysatisfiedwithyourPMsystem?ConductanAuditofyourPMsystemDefineperformancemeasuresDefineyourobjectivesProvidetrainingforusersDesigntheappraisalformImplementyourPMsystemDesignthePMprocessSetupaPMsystemStudythepracticabilityofsettingupaPMsystem9、静夜夜四无无邻，，荒居居旧业业贫。。。12月月-2212月月-22Tuesday,December13,202210、雨中中黄叶叶树，，灯下下白头头人。。。23:40:1823:40:1823:4012/13/202211:40:18PM11、以我我独沈沈久，，愧君君相见见频。。。12月月-2223:40:1823:40Dec-2213-Dec-2212、故人人江海海别，，几度度隔山山川。。。23:40:1823:40:1823:40Tuesday,December13,202213、乍见翻疑梦梦，相悲各问问年。。12月-2212月-2223:40:1823:40:18December13,202214、他乡生生白发，，旧国见见青山。。。13十十二月202211:40:18下下午23:40:1812月-2215、比不了了得就不不比，得得不到的的就不要要。。。。十二月2211:40下下午12月-2223:40December13,