绩效管理工具-Performance Management Beida Presentation(绩效管理幻灯)

ExecutiveHumanResourceProgramThePromiseofPerformanceManagement0109-9271-HAYGLemaire2TheCurrentChallengeofPerformanceManagementTheHRprocess—IscompletelyunrelatedtootherkeybusinessprocessesIsdreadedbymanagersandemployeesalikeDoesnotresultinanymeaningfulfeedbackDoesnotdifferentiateperformanceorpayIsafocusforonlyoneortwodays—orhours—peryear0109-9271-HAYGLemaire3ThePromiseofPerformanceManagementImagineasystemthatcould—IncreasethelikelihoodthatyourstrategyiseffectivelyexecutedHarnessanddirectthe10–60minutesadayofdiscretionaryeffortthateveryoneofyouremployeeshasRationalizeandfocusthenumberofgoalsthatanyoneinyourorganizationhasImprovethedecisivedialoguethatoccursinyourorganizationRewardperformanceinawaythatitismotivatingandengagespeopleDifferentiateperformanceinwaysthatmakelinemanagersfeelgoodabouttheirdecisions0109-9271-HAYGLemaire4PerformanceNumberofEmployeesSource:Hay/McBerOptimizingtheperformanceofyourpeoplewillhaveapositiveimpactonbusinessperformanceImprovingPerformanceManagementImprovesBusinessResults0109-9271-HAYGLemaire5PercentageofvariationinchangeincompanyperformanceaccountedforbymanagerialpracticesSource:SheffieldEffectivenessProgrammeHumanResourceManagementPracticesDriveProfitabilityandProductivity0109-9271-HAYGLemaire6HighlySuccessfulCompaniesaredefinedashaving—5-yearsalesgrowth=17.5%peryear5-yearprofitgrowth=10.8%peryearAnnualequitygrowth=16.7%peryear5-yeardividendgrowth=13.4%peryearSource:D.Karvetz,TheHumanResourcesRevolutionClearEmployeeGoalsParticipativeStyleAttentiontoDevelopmentEncourageCreativityPerformance-BasedRewardsHighlySuccessful

CompaniesLessSuccessful

Companies80%70%67%62%86%26%4%27%10%30%High-performingcompaniesarebetteratmanaging,motivating,andrewardingemployeesImprovingPerformanceManagementImprovesBusinessResults0109-9271-HAYGLemaire7Source:Mavrinac&Siesfield,MeasuringIntangibleInvestmentStrategyExecutionMatterstoShareholdersThirty-fivepercentofaninstitutionalinvestor’svaluationofacompanyisattributabletononfinancialinformationthatgaugestheabilityofthemanagementteamtodeliverresults:StrategyExecution:Canmanagementmaketoughdecisionsandseizeopportunitiesquickly?ManagementCredibility:Doesthecompanykeepitscommitments?StrategyQuality:Ismanagement’svisionofthefuturelikelytooptimizevaluecreationinavolatile,globalized,andconnectedeconomy?Innovativeness:Howreadilydoesthiscompanyadapt?AttractingandRetainingTalent:Isturnoverhigherorlowerthankeycompetitors?Donewhiressurpassleaversinskillsandexperience?ManagementExperience:Whatskillsandexperiencesdoesthemanagementteambringtothetable?Compensation:Docompensationpoliciessupportthefirm’sstrategicintent?0109-9271-HAYGLemaire835%improvementinhuman-capitalsystemsresultedin

10%–20%gaininshareholdervalueAlignmentandIntegrationofHRSystem“HumanCapital”Enhancements290310330350370390020406080100QuintileImprovementsinStrategicMarketValueperEmployee(000)Source:HuselidandBaker,1995HumanCapitalSystemsIncrease

ShareholderValue0109-9271-HAYGLemaire9ImprovingPerformanceManagementImprovesBusinessResultsHigh-performancecompaniesdefinePerformanceManagementinitsbroadestsense:itiscriticaltoexecutingandimplementingstrategyPerformanceManagementisnowwidelyrecognizedasdeliveringmorereturnsanddeliveringmorecompetitiveadvantagesthanotherHRinvestmentsPerformanceManagementisthekeyto“raisingthebar”inanorganization,foralllevelsofperformanceOrganizationswithahigh-performanceorientationandstrongmanagementcapabilityhavehigherrevenue,profits,andmarketvaluations0109-9271-HAYGLemaire10PerformanceManagementPerformanceManagementisaboutimprovingbusinessperformancebyimprovingteamandindividualperformance,andensuringthatthecompany’sstrategyisexecutedandimplemented.Itis—AprocessthatensuresthatpeopleexecutethestrategyoftheorganizationAprocessforestablishingasharedunderstandingofwhatisto

beachievedandhowAprocessforensuringthatdecisiveandconstructivedialogueoccursAprocessofmanagingselfandotherssothatpeopledoachieveAprocessforensuringthatpeoplearedoingtherightthingsin

themosteffectiveways,tothebestoftheirability0109-9271-HAYGLemaire11PerformanceManagementStagesDesignParameterPerformanceAppraisalPerformanceManagementPerformanceOwnershipHumanResources“Checkthebox”compliance-orientedManagepoorperformersPassiveReportcard(retrospective)ManagersandHumanResourcesEvaluationrewardemphasisManagethetailsofbellcurveJointownershipforgoal-setting/reviewBarometerofprogress(periodic)Employees,managers,andleadershipStrategicclarity,coaching,dialogueRaiseperformanceoforganizationSharedaccountabilityforresultsDialogue(continual)FunctionRoleofEmployeeFocusEmphasesOwnership0109-9271-HAYGLemaire12PerformanceAppraisalPerformanceManagementManagingPerformanceHighLowLowHighImpactonResultsLevelofOrganizationalCommitmentImprovedbusinessresultsrequireorganizationalcommitmentCommitmenttoachievecompanygoalsGoodsettingandreviewMeritincreasesefficientlyallocatedPerformanceManagementStagesthis0109-9271-HAYGLemaire13Theperformancemanagementmodelisnotnew,butthewayinwhichleadingorganizationsdoitisverydifferent&&DialogueDialogueDialogueDialogueBestPractices0109-9271-HAYGLemaire14BestPractices—What’sDifferent?Therearefourdifferentiatorsofbestpractice:ClearStrategyTranslationProcessIntegratedPerformanceProcessesCultureofDialogueMultipleandDifferentiatedRewards0109-9271-HAYGLemaire15StrategyTranslationProcessADefinition:“Earlyinthehistoryofthecompany,whilethinkingabouthowacompanylikethisshouldbemanaged,Ikeptgettingbacktooneconcept:ifwecouldsimplygeteveryonetoagreeonwhatourobjectiveswereandtounderstandwhatwearetryingtodo,thenwecouldturneverybodylooseandtheywouldmovealonginacommondirection.”DavePackard0109-9271-HAYGLemaire16StrategyTranslationProcessChecklist:Arealltopteammembersunifiedandfocusedonthe“must-win”battlesoftheorganization?Aretheinterdependenciesclearbetweenthetop-teammembers?Arethemiddlemanagersclearonthe“must-win”battles?Doemployeesknowwhattheyneedtodofortheorganizationtobesuccessful?Financialgoals,operationalgoals,behaviors0109-9271-HAYGLemaire17IntegratedPerformanceProcessesADefinition:“Leadersmustseetoitthattheorganization’s‘socialoperatingmechanisms’—thatis,theexecutivecommitteemeetings,budgetandstrategyreviews,andothersituationsthroughwhichpeopledobusiness—havehonestdialogueattheircenter.Thesemechanismssetthestage.Tightlylinkedandconsistentlypracticed,theyestablishclearlinesofaccountabilityformakingdecisionsandexecutingthem.”RamCharam,HBR4/20010109-9271-HAYGLemaire18IntegratedPerformanceProcessesChecklist:Dothegoalsoftheorganizationreflectinterdepartmentalobjectives?Arethefinancial,operational,andpeopleprocessesintegrated?Istheinformationfromtheseprocessesusedtomakebusinessdecisions?Aretheprocessesefficientandeffective?0109-9271-HAYGLemaire19CultureofDialogueADefinition:“Aleadershouldbeconstructinghisappraisalallyearlongandgivinghisappraisalallyearlong.Youhave20,30,60opportunitiesayeartoshareyourobservations.If,attheendoftheyear,someoneistrulysurprisedbywhatyouhavetosay,thatisafailureofleadership…Byfailingtoprovidehonestfeedback,leaderscheattheirpeoplebydeprivingthemoftheinformationthattheyneedtoimprove….Criticalfeedbackisthe“heavylifting”ofleadership”EDS’sDickBrown0109-9271-HAYGLemaire20Typicallyanewemployee’sproductivitycurveincreasesquickly,thenlevelsoffWithoutreinforcementandfeedbackthelevelstaysthesameormayfalloffSporadic,inappropriate,orgeneralfeedbackwithoutreinforcementhasadistinctiveeffectonmotivationandperformanceConsistent,specificfeedbackanddialoguebuildself-esteemandperformanceFeedbackFeedbackFeedbackFeedbackCultureofDialoguePerformanceCoaching/FeedbackIsCritical0109-9271-HAYGLemaire21CultureofDialogueChecklist:Aremanagers(andemployees)trainedinandgoodatperformancedialogue?Aremanagersselectedandheldaccountableforperformancecoaching?Arecoachingbehaviors“lived”bytheleadersoftheorganization?Isthedialogueopen,informal,andcandid,anddoesitprovideclosure?0109-9271-HAYGLemaire22Thebettermyperformance,thebettermytotalcompensationwillbeMultipleandDifferentiatedRewardsWhenmostemployees,eventhestars,getthesamepay,itreducesclarityaboutwhatgoodperformancelookslikeSource:HayGroup0109-9271-HAYGLemaire23MultipleandDifferentiatedRewardsApproaches:IncreasedialogueUsemultiplecurrenciesReviewuseofratingsUseforcedrankingsFindnewwaystodifferentiatemerit0109-9271-HAYGLemaire24DifferentiatedRewardsSeparatemeansfromendsTactics/StrategiesBehaviorsTrainingTrainingTrainingTrainingTactics/StrategiesBehaviorsTrainingTrainingObjectivesEnablersConductanalysisofwhyOTissohigh;developstrategytoreduceOT;implementstrategyImplement3programsaimedatincreasingcustomersatisfaction:begintrainingprograms;upgradecallcentersoftware;establishamonitoringprogramSethighgoalsforyourselfandfortheteam:trytoreducefrom50to30permonth;communicatetoteamwhatneedstobedone;“own”thisprocessIdentifycustomerissues:thinkaboutandactonopportunitiestoaddresstheseissues;actasarolemodeltosubordinates—showthemhowtoworkwithcustomers;improvecall-centersoftwaresystemTrainingTrainingTactics/StrategiesBehaviorsDevelopaplantomeetwitheachofyoursubordinatesandgetthe“pulse”onhowtheyaredoing(re:jobs,projects,expectations);developcareer-pathingplanswitheachofyoursubordinates;developideasaroundnonmonetaryrewardsCoachconsistently:delivertimelyandconstructivefeedback;addressissuesimmediately;makesureotherscontributeandhavewhattheyneedtodothejobTactics/StrategiesBehaviorsBusinessObjectivesCareerDevelopmentObjectivesImproveconsistencyofcustomer’sdelivery(evidencedby98%customersatisfaction)[Goalssetforyear]Improveemployeeretentionindepartmentby50%[Goalssetfornext8months]Reduceovertimefrom150to50hours/month(costnottoexceed$12,000)[Goalssetforyear]0109-9271-HAYGLemaire25Extentof

Differentiation1. CompanywidesuccessmeasuresCompanyrevenueProfitabilitymeasuresNoneNone2. BusinessunitsuccessmeasuresUnitrevenueProfitabilitymeasuresOthermeasuresAnnualincentiveSome,basedonindividualcontribution3. Successmeasures—currentroleContributiontounit/companymeasuresSalaryincreaseLittle4. Requirements—currentroleMeet“current”jobdescriptionLivethevaluesNoneNone5. Successmeasures—futurerolesDemonstrationofsuccesscompetencies/behaviorsAchievementofdevelopmentgoalsFutureearningsSalaryAnnualincentiveLong-termincentiveRecognitionSignificant,basedonpotentialMeasuresFirst-LevelManagersReward

Linkage1. Company-widesuccessmeasuresCompanyrevenueProfitabilitymeasuresLong-termincentiveAnnualincentiveSome,basedonroleSome,basedonrole2. BusinessunitsuccessmeasuresUnitrevenueProfitabilitymeasuresOthermeasuresAnnualincentiveSignificant,based

onunitperformance3. Successmeasures—currentroleContributiontounit/companymeasuresAnnualincentiveSomediscretionary

component4. Requirements—currentroleMeetcurrentjobdescriptionLivethevaluesNoneNone5. Successmeasures—futurerolesDemonstrationofsuccesscompetencies/behaviorsAchievementofdevelopmentgoalsFutureearningsSalaryAnnualincentiveLong-termincentiveRecognitionSignificant,basedonpotentialSalaryincreasetiedtomarketmovementLittleMeasuresExecutivesReward

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