日化行业HKPC的绩效考核概述

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表現管理週期Performanceplanning表現的計劃Performancereview表現的檢討Performancecoaching表現的督導Reward報酬

Training培訓Successionplanning

人才銜接計劃Discipline紀律Businessstrategy商業策略Peoplemanagementstrategy人力資源管理策略ThePMCycleHRPractices人力資源措施

PerformanceManagement-InterlinkingParts

表現管理的互相緊扣的部份

Measurement量度表現Learning&Development學習與發展GoalSetting確立目標PerformanceManagement表現管理Appraisal(Review)評核(檢討)TowardsanEffectivePMSystem

邁向有效的表現管理制度WhattoMeasure評估什麼?HowtoMeasure如何評估?WorkOutcomes工作成果PerformanceFactors工作表現要素AppraisalFormDesign評核表格的設計UserTraining評核人的培訓

TheAppraisal評核階段及評核面談

TheProcess評核程序MeasuringOutcomes(Results)

如何評核工作成果(效果)Accountabilities(負責範圍)

PerformanceStandards(表現標準)

Objectives

(目標)

Whatarethefocusareas?(主要工作範圍)

Howwilltheresultsbemeasured(量度)?

Withineacharea,whataretheobjectives(目標)?(SalesmanagementTogeneratesalescost-effectivelyToincreasesalesby10%in1998MeasuringOutcomes(Results)

如何評核工作成果(效果)Accountabilities,examples(負責範圍的典型例子):HumanResources人力資源Staffing聘用人才Staffrelations勞資關係Compensationplanning薪酬策劃Benefitsadministration褔利行政Executivedevelopment管理層培養Policydevelopment政策制定MeasuringOutcomes(Results)

如何評核工作成果(效果)SalesNewbusinessdevelopmentSalesmanagementLeadgenerationAccountdevelopmentMarketingAdvertisingPromotionstrategyPricingMarketresearchMediarelationsSettingObjectives建立目標StephenCovey:setyourgoalswithinyourrole (介定角色、確立目標)AnobjectiveisastatementofresultstobeachievedCharacteristics:FocusedWrittenStatedforcefullySignificantPrioritizedandweightedNottoomanyCommunicated“SMART”,“SMARTER”DefiningPerformanceStandards

制訂表現標準Measurablefactorsfromaperformancefactor4directmeasuresofoutput:QualityQuantityCostTimeMaybe“hard”/“soft”numbers,problemstoovercomeCosteffectiveAgreeingonActionPlan

共同協議行動計劃WhatWhenWhereWhoWrittenCommunicatedAssessingPerformanceFactors(表現原素)/Competencies(稱職原素)Examples:Coca-Cola MobilPerformance CompetenciesFactorsCommunication TeamworkJobknowledge TechnicalknowledgeProblemsolving SettinghighstandardsWorkrelationships ConcernforaccuracyLeadership ConcernforeffectivenessPlanning,organising FlexibilityPersonalDrive(主動性)IdentifyownstrengthsandweaknessesLearnfromownmistakesandthoseofothersChangebehavioursasaresultfeedbackKeepupdateonownfieldofspecialisationTryinfluenceratherthanpassivelyacceptaneventContinuouslylookingforinnovativemeanstoachieveresultsShowenthusiasmanddrivetogetthingsdoneBepersistenttowardstheachievementofplansorinitiativesRemaincommittedinspiteofproblemsActivelylearning主動學習DemonstratingCommitment表現投入感Takinginitiative採取主動DeterminePerformanceFactorsDetermineDimensions(量度方向)DetermineBehaviourIndicators(行為指標)DeterminingPerformanceFactors(Competencies)-AnExampleDesigningtheProcess

設計評估階段Determinethepurposes確立目標Developtheprocedures程序應包括:No.offorms表格數目Whattobeassessed評核甚麼Whoshouldappraise誰來評該Appraisalperiod評核期Frequencyofmeetings評核面談的頻率Linkagewithpay與薪酬的聯繫DesigningtheAppraisalForm

設計評核表格Whattoinclude應包括甚麼?Workoutcomesorobjectives工作成果(目標)Performancefactors表現要素Jobholderpersonaldata員工個人資料Majorachievement主要成就Developmentneedsandplans培訓需要及計劃Approvals審批機制Employeecomments員工意見PromoteabilityRatingscheme表現評級標準Howmanylevels多少級別?Whatwillwecalleachlevel級別名稱?

PerformanceReview表現評核Strategy&systemforperformancemanagementContinuousprocessofReview檢討表現Feedback回應不理想的表現Reinforcement強化好的表現Documentationoftheon-goingprocessObjectivesofPerformanceAppraisal

表現評核的目的Motivate/reinforcegoodperformanceIdentifyareasforimprovementIdentifytraining&developmentneedsClarifyjobexpectationsStrengthenstaff-supervisorrelationshipElementsofaGoodAppraisal

好的表現評核1. Documentperformance2. Performancediagnosis3. Seekbilateralparticipation4. Focusongoals6. Minimalcriticism7. SinglepurposeAppraisalErrors

表現評核常見錯誤Haloerror以偏概全Contrasterror對比誤差Firstimpressionerror先入為主Regencyerror近入為主Leniencyerror寬容誤差Severityerror嚴厲誤差Centraltendencyerror中庸誤差OptimisingYourExistingSystem

改善你公司現行的制度

Whatwecandotoimprove?Reviewyourexistingsystemandidentify:ImbalancesAmbiguitiesNon-alignmentwithstrategicobjectivesInappropriatesimplicity/complexity,etc.Possiblechangesmightbe:Changetheevent anongoingprocessStartwiththeform startwithplanningFocusontraits onbehaviors (whatheis) (whathedoes)ProvideappraisertrainingCulturalIssues文化因素Cultureisacommonexcusefornotsettingupaperformancemanagementsystem(PMS)notoptimizingtheexistingsystemPMSneedstobecompatiblewithexistingorganizationalcultureWhatisoftenoverlookedis:PMScanhelptodrivechange,whichwillleadtoaneworganizationalcultureCheckyourorganizationforreadinessCriteriaforanEffectiveAppraisalSystem

好的表現管理制度-標準Relevance關聯性Sensitivity敏感性Reliability可靠性Acceptability認受性Practicability可行性CriticalSuccessFactors成功要訣Open,honestmanagementstyle-highdegreeoftrustLinemanagersfeelsenseofownershipSupportiveHR/personnelfunctionSeniormanagementsupportBusinessplan-linkedwithorganisationalgoalsIdentificationofIndividualWorkOutcomes(工作成果)andPerformanceMeasures(量度標準)BasedontheBalancedScorecardSystem

均衡績分表系統WhatisaBalanced-Scorecard均衡績分表?Itisanewframework(Kaplan&Norton)integratingperformancemeasuresderiveddirectlyfrombusinessstrategy,whichallowsacompanyto:-

translateitsstrategyintoaction;-

turnmeasuresintoaperformancemanagementprocess.BarriersinStrategicManagement(策略管理)ofOrganizationalPerformance(組織表現)TheManagementSystem:VisionarenotactionableStrategynotlinkedtodepartmentalandindividualgoalsStrategynotlinkedtoresourceallocationFeedbackistactical,notstrategicBarriersinStrategicManagementofOrganizationalPerformanceTheTraditionalFinancialMeasurementSystem:(傳統的財務管理)RetrospectiveFailtopredictfutureperformancePlaysdownonstrategicdeterminantsforlong-termsuccessUnabletomeasureandmanagesuchdeterminantsWhatisaBalanced-Scorecard?

Howdocustomersseeus?(customerperspective客戶觀點)

Whatmustweexcelat?(internalperspective內部財務)

Howcanwecontinuetoimproveandcreatevalue?(innovation&growthperspective創新及不斷學習)Theprincipalframeworkofthebalancedscorecardallowsmanagerstolookatthebusinessfromfourimportantperspectives:

Howdowelooktoshareholders?(financialperspective財務方面)WhatisaBalanced-Scorecard?Thesefourcritical-successfactors:CustomerSatisfaction,InternalBusiness

Process,Innovation&LearningoftheOrganization,plusFinancialPerspective,areregardedasthedriversoffuturefinancialachievementfortheirsignificantimpactonorganizationalperformance.WhatisaBalanced-Scorecard?CustomerSatisfaction滿足客戶-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內部業務:Oncecustomer-basedmeasuresareformulated,companiesmustthenidentifywhatinternalprocessestoexcelin,inordertofulfillcustomers’needs.WhatisaBalanced-Scorecard?Innovation&Learning創新與不斷學習:Thecompany’sabilitytolearnandimprovecontinuouslyarecrucialtoitslong-termsuccessinthefaceofimmensecompetition&fastchangingcustomers’requirements.

Thebalanced-scorecardarticulatesandmeasurescompany’sgrowthbybridgingtheorganizationalcapabilities,suchaspeople,system,andprocedures,withwhatisrequiredtoachievebreakthroughperformance.WhatisaBalanced-Scorecard?FinancialPerformance財務方面:Thebalanced-scorecardalsoretainsafinancialdimensiontomeasureandindicatewhetherornotthecompany’sstrategy,implementationandexecutionarecontributingtobottomlineimprovement.

Thebalanced-scorecardallowsthecompanytoweighshort-termgainsagainstlong-termbusinessdevelopment,andre-examinebusinessstrategytoachievetherightbalancebetweenbottomlineandoperationalimprovements.HowDoesaBalanced-ScorecardTranslateCompanyStrategyintoAction均衡績分表如何實踐公司策略Bytranslatingthevisionandstrategysothatitisunderstoodandcanbeactedupon.Tobethebestintegratedrefiner/marketerintheUnitedStatesbyefficientlydeliveringunprecedentedvaluetoourcustomers.Weachievethismissionbysixstrategicthemes:AnintegratedbusinessReduceourcoststructureWeedoutunderperformingassetsNewsourcesofincomeAdvancethefocusofTQMProfitablyincreasescalePioneer’sMission(使命)HowDoesaBalanced-ScorecardTranslateCompanyStrategyintoAction均衡績分表如何實踐公司策略Pioneer’sBalancedScorecard

StrategicObjectivesStrategicMeasures策略目標 量度標準FinCustInternalI&LFinanciallystrong.ReturnonCapitalEmployed.Delightthecustomer.MysteryshopperratingWin-winrelationship.Dealer/PioneerGrossProfitSplit.Safe&RelaibleMfgreliabilityindexCompetitivesupplierDaysawayfromworkplaceQualityQualityIndexMotivated&preparedStrategiccompetencyavailabilityHowDoesaBalanced-ScorecardTranslateCompanyStrategyintoActionTheRevenueGrowthStrategy“Improvestabilitybybroadeningthesourcesofrevenuefromcurrentcustomers”TheProductivityStrategy“Improveoperatingefficiencybyshiftingcustomerstomorecost-effectivedistributionchannels”

ImproveReturnsBroadenRevenueMixImproveoperatingefficiencyIncreasecust.confidenceinourfin.adviceIncreasecust.SatisfactionthrusupexecutionUnderstandcustomersegmentsDevelopnewproductCross-selltheproductlineShifttoappropriatechannelMinimizeproblemsProviderapidresponseIncreaseemployeeproductivityAccesstostrategicinformationDevelopstrategicskillsAlignpersonalgoalsFinancialCustomerInternalI&LHowDoesaBalanced-ScorecardTurnMeasurementintoPerformanceManagementStrategicObjective

StrategicMeasurements(LagIndicators)(LeadIndicators)Fin.CustomerInternalLearningImproveReturnsBroadenRevenueMixReduceCostStructureReturnonInvestmentRevenueGrowthDepositSer.CostChangeRevenueMixIncreaseCustomerSatisfac-tionWithOurProductAndPeopleIncreaseSatisfaction“AfterTheSale”ShareofSegmentCustomerRetentionDepthofRelationSatisfactionSurveyUnderstandOurcustomersCreateInnovativeProductsCross-SellProductsShiftCustomerstoCost-EffectiveChannelsMinimizeOptProblemsResponsiveServiceNewProductRevenueCross-SellRatioChannelMixChangeServiceErrorRateRequestFulfillmentTimeProductDevelopmentCycle

HourswithCustomersDevelopStrategicSkillsProvideStrategicInfoAlignPersonalGoalsEmployeeSatisfactionRevenueperEmployeeStgicJobCoverageRatioStgicInfoAvailabilityRtoPersonalGoalsAlignment(%)Themeasurementsystemistheorganizingframeworkforthemgtsystem.HowdoesaBalancedScorecardTranslateCompanyStrategyintoAction

均衡績分表如何實踐公司策略

Example:anElectronicsCompanyVision“Todiversifyourcustomerbaseandbecomeacompetitiveandreliablesupplier

toANYpotentialcustomers”TranslationofVisionintoStrategicObjectives“acompetitiveandreliablesupplier”wouldmeancosteffectivebetterproductdevelopmentgoodcustomerserviceTranslationofStrategicObjectivesintoOrganizationalGoals組織目標&Measures量度標準Strategic

Perspective

Organizational

MeasuresObjectives

GoalsCustomer-

enhancecustomersatisfactiononcompanyservice

-customersatisfactionsurvey-milestonevarianceInternalProcess

-

qualitycontrol-lotrejection%-incomingmaterialcontrol(acceptance%)

Innovation&Learning-enhancemarketingteam’sproductmarketsense-no.ofexhibition/showattendedFinance-reducemanufacturingcost -productivityindex-costvarianceforworkorder-scrappage%ProvideGoodCustomerServiceTranslationofOrganizationalGoalsintoDepartmentalGoals-ExampleofMarketing

EnhanceCustomerSatisfactiononCompanyService(CustomerPerspective)DepartmentalGoals

Providefastresponseoncustomer’srequestCoordinatewithotherdepartmentstoensureon-timedeliveryofservices/productsMeasuresCustomersatisfactionsurveySalesvolumeTranslationofOrganizationalGoalsintoDepartmentalGoals-ExampleofProduction

EnhanceCustomerSatisfactiononCompanyService(CustomerPerspective)DepartmentalGoals

Timelydeliveryofproducts/servicesEnsurethequalityofproducts/servicesisuptotheexpectationofcustomersMeasuresLotrejectionrate:2%MilestonevarianceFrameworkofaBalancedScorecardPerformanceMeasurementSystemStrategicObjectivesInterna