绩效管理咨询方法论

绩效管理咨询方法论2024/3/27绩效管理咨询方法论DiscussionObjectivesProvideanoverviewofcurrentthinkingandtrendsDiscusswhatPMconsultingisallaboutReview“whatworksandwhatdoesn’t”ShareBestPracticesresearchReviewsomeofthebasicplanningandprojectsteps绩效管理咨询方法论GroupDiscussionAnswerthefollowingquestions:1.Whatisperformancemanagement?Whydocompanieshavethisprocess?2.Whydoesn’titworksowell?Whatmakesitsodifficult?绩效管理咨询方法论PerformanceManagementTranslatesbusinessvisionandstrategyinanactionablewaybycascadinggoalsthroughouttheorganizationMeasuresbothwhatisdoneand

howitisdoneAlignsDepartmentgoalswithstrategicbusinessobjectivesAlignsindividualswiththebroaderorganizational/teamcontextEnsurestheclosest“lineofsight”possibleSource:WatsonWyattBestPracticesinPerformanceManagement绩效管理咨询方法论PerformanceConsulting1.TotalOrganizationCascadingandAlignmentStakeholderMetrics2.EmployeeReviewProcessEngagementandAccountabilityGrowthandAchievementsTwodimensions:绩效管理咨询方法论PerformanceConsultingTotalOrganizationPerformanceCascadingandAlignmentStakeholderMetrics绩效管理咨询方法论TheKeyQuestionsofBusinessPlanningWhydoesthecompanyexist?Whereisitgoing?Size

SalesMarkets

LocationsProducts

CompetitiveChallengesSBULinkagesHowwillitgetdone?ValuesandOperatingPrinciples Technology

ResourcesWhatmustthecompanybeverygoodatdoing?Howwillprogressandsuccessbemeasured?ExpectationsofStakeholdersCompanyPerformanceMissionVisionofFutureStrategicOrganizationalGoalsCoreOrganizationalCapabilitiesBalancedScorecard绩效管理咨询方法论BusinessPlansareDevelopedbytheBusinessUnitsResourceRequirementsIndustryLatinAmericaAsia(Europe)ObjectivesofthebusinessunitObjectivesoftheregionBottom-up-approach:Derivationofsegmentandcorporatestrategicplansandoperatingobjectivesfrombusinessunitgoals.Top-down-approach:DerivationofobjectivesfromcorporatestrategyObjectivesofdepartmentsandindividualsStrategyoftheCorporationObjectivesofthecorporationPeopleFacilities TechnologyEquipmentandMachinery 绩效管理咨询方法论Componentsofa

BalancedScorecard

(withsamplemetrics)FINANCIALRESULTSCUSTOMERSATISFACTIONBUSINESSPROCESSESLEARNING&GROWTHAFYPROI/ROASurplusGrowthNewsales:newcustomersAdditionalpolicies:currentcustomersMarketshareCollectingpremiumsCalculatingsellingprice:newproductNewlicensing(Region&Corporate)EstablishingtheBusinessCasefornewventures,newlocationsProductDevelopment:#innovationsCompetencygrowthAdditionalcountriesCorecapabilitiesgrowth绩效管理咨询方法论CascadingStrategic&OperatingPlanGoalsCORPORATEORGANIZATIONMETRICSFinanceFinanceCustomerCustomerBusinessProcessBusinessProcessLearning&GrowthLearning&GrowthBUSINESSUNITTEAMS/INDIVIDUALSDEPARTMENTBalancedScorecardscanprovideorganizationalignmentandaccountability5to7GOALS“SMART”parametersDirectlyaligned绩效管理咨询方法论TypicalProjectTimeline&Milestones**8weekselapsedtimefromplanningsession2Days

ClarifyCompanyStrategyanddeterminegoalsImplementation

TrainingandRolloutbeginsImplementation

Planning

WorkshopFormal

Advisory

GroupReview

Session

&

Follow-up1wk2wks1wk1wk1wk1wk1wkProjectPlanning,

OrientationandKick-off1Day1Day

InterviewFindingsDevelopMeasure

Recommendations1DayWorkshoponTargetsFinalizeTargetRecommendationsImplementationPlanReviewReviewPlanforImplementation

ReviewTransitionStrategy2DaysFormal

Advisory

TeamReview1Day1Day1wk1DayExecutivePlanningSession(s)绩效管理咨询方法论PerformanceConsultingTotalOrganizationPerformanceClients:CEO,COO,sometimestheVPHRFees:typicalprojectis$180-250KTimeframe:+/-4months绩效管理咨询方法论PerformanceConsultingEmployeeReviewProcessEngagementandAccountabilityClearPerformanceExpectationsGrowthandAchievements绩效管理咨询方法论PerformanceManagementIs......theongoingprocessofsettingperformanceexpectations,providingfeedbackandcoachingtoreachthoseexpectations,andreviewingandrecognizingperformanceresults.绩效管理咨询方法论TiePMtotheBusinessCycleReviewandPlanningPlanningFeedback&CoachingFeedback&CoachingMid-YearReviewNewYearPlanningYear-EndReview绩效管理咨询方法论Badtiming...“Idon’twanttoruinyourdayHerman,buttomorrowmorningyou’rescheduledtobeinmyofficeforyourannualperformancereview...”绩效管理咨询方法论RememberTheKeyQuestions?Whydoesthecompanyexist?Whereisitgoing?Size

SalesMarkets

LocationsProducts

CompetitiveChallengesSBULinkagesHowwillitgetdone?ValuesandOperatingPrinciples Technology

ResourcesWhatmustthecompanybeverygoodatdoing?Howwillprogressandsuccessbemeasured?ExpectationsofStakeholdersCompanyPerformanceMissionVisionofFutureStrategicOrganizationalGoalsCoreOrganizationalCapabilitiesBalancedScorecard绩效管理咨询方法论OrganizationAlignmentleadstoEmployeeEngagementCOMPANYMISSIONVISIONStrategicObjectivesCoreCapabilitiesCompetenciesLeadershipFunctional

DepartmentScorecardSuccessProfilesEmployeePerformanceProcessIndividualGoalsEmployeeDevelopmentPlansBusinessUnitScorecardCascading:CriticalMetricsandCompetencies绩效管理咨询方法论

Changerequiresabalanced

ValueExchangeEmployeeGives EmployerGivesEnergyEffortCommitmentValueAddLearningTimeOpportunityCareerBenefitsCompensationJob绩效管理咨询方法论ThePerformanceProcesscanprovidethekeystodevelopmentBasePayPromotionTrainingCareerdevelopmentSuccessionplanning89%77%56%51%32%Reductioninforce26%Variablepay34%CurrentUseofPerformanceManagementDataSource:WatsonWyattBestPracticesinPerformanceManagement绩效管理咨询方法论PerformanceManagementEvolutionTraditional

Recent

Emerging

MeasuresTraits/OutcomesBehaviors/OutcomesTime/Quality/ValueEvaluatorBossSelf/PeersCustomersOutcomesMeritPayDevelopmentOrganizationSuccessImplementationDistributeFormsTrainandCommunicateOngoingEducationandinvolvementOwnershipHRDManagementEmployeesComplianceVoluntaryMandatoryMotivation绩效管理咨询方法论FactorsThatInfluenceProcesseffectiveness

Organization

Supervisor

PM

Culture

Skills

Process

TheOrganization

ValuesthatSupport

PM

TheCapabilityto

MeasureandDiscuss

Performance

TheInteractionBetween

theEmployeeandthe

Supervisor

People

Factors

Technical

Factors

Performance

Measures

Rewards

Delivery

PM

Forms

MeasuresthatSupport

theOrganizationsGoals

andValuesandare

PossibletoAccurately

Measure

HowandWhyPayis

LinkedtoPerformance

HowtheDesignof

theFormSupportsthe

Process

PerformanceManagementEffectiveness绩效管理咨询方法论FeedbackfrommultiplesourcesCoachingandfeedbackareintegralDe-emphasisonaratingDecentralizedcontrolGreaterlinkagebetweenpayandperformanceEffectivemeasures

-Competencies

-Businessstrategies“Champions”—sponsorshipEmployeeparticipationEmployeeinvolvementinsystemdesignCommunication&trainingAlignmentwithbusinessobjectives,strategy,customerneedsOngoingmonitoringofeffectivenessofprogramBestPractices

ElementsofSuccessfulPrograms绩效管理咨询方法论HighImpactPerformanceManagementKeyelementsfoundinall“bestpractices”EmphasisonlookingforwardPlanninganddevelopmentJointprocesswithemployeeownershipCooperativegoalsettingFeedback(continuous,multiplesources)DevelopmentalfocusPayandperformancelinkageSource:WatsonWyattBestPracticesinPerformanceManagement绩效管理咨询方法论UseofKeyElementsDevelopmentPlanningMulti-sourceratings14%65%81%84%94%97%GoalSettingTeamstandardsNoratingsCompetencies/behaviorsSource:WatsonWyattBestPracticesinPerformanceManagement绩效管理咨询方法论EvolutionofPerformanceFeedbackTopDownSelf-AppraisalPeerReviewsUpwardFeedbackInternalCustomersExternalCustomers3600

Review绩效管理咨询方法论Doesitmakeadifference?Employeesareeligibleforstockplanprograms1.8%Companyterminatesemployeeswhoperformunacceptably1.8%Companydoesagoodjobofhelpingpoorperformersimprove1.5%Topperformersgetsignificantlymorepaythanaverageperformers0.8%Companypositionspayabovemarket0.4%Employeeperformanceappraisalsusedtosetpay0.4%Employeesparticipateinprofit-sharingplanbasedonfirm’soverallsuccess0.6%Payislinkedtocompany’sbusinessstrategy绩效管理咨询方法论ThePerformanceMatrixOResults“what”Behaviors“how”Std=100%ofexpectedStd=100%alignmentNIHNIWFMEEKey:O=OutstandingEE=ExceedsExpectationsM=MeetsExpectations(80-90%ofpopulation)NIH=NeedsImprovementon“HOW”NIW=NeedsImprovementon“WHAT”F=Failing绩效管理咨询方法论ProjectStepsProjectPlanning,EducationandAssessment:

ClientFirst,scopeandtimetable,designteameducation,PMdesignmatrix,documentreview,interviewsDesign:

Straw-mandesigns,implementationplanningandscheduleTestingandApproval:Presentation,seniormanagementassessment,sign-off,editImplement:

Communicationrollout,modulartrainingrollout,useReview/Revise:

Gatherfeedback,testandrevise12345绩效管理咨询方法论PerformanceConsultingEmployeeReviewProcessClients:VPHR,Dir.Compand/orODFees:typicalprojectis$85-130KTimeframe:+/-3months(excludesimplementation)绩效管理咨询方法论Think…“Implementation”Asuccessfulprocessis25%designand75%implementation!“It’snevertoearlytothinkaboutimplementation...”PeterDrucker绩效管理咨询方法论BestPracticesinImplementationDetailedcommunicationsandtrainingstrategyPro-activeproblemidentificationBroadbuy-inSeniormanagementinvolvementMeasurementofsystemeffectivenessSource:WatsonWyattBestPracticesinPerformanceManagement绩效管理咨询方法论UtilizeBestPracticesinChangeManagementVisibleseniormanagementsupportOngoingcommunicationBestpracticesandstakeholderresearchHighinvolvementandbroadbuy-inCarefulplanning,rapidprocessComprehensiveapproachtoimplementationandmonitoringTraininginintactworkteamsSource:WatsonWyattHR21Study绩效管理咨询方法论Understanding

Realizehow“mywork”isdifferentbecauseofthechangeCommitmentBelieveinthesystemandprocessforchange...insharedaccountabilityformakingitsuccessfulAcceptanceAgreetovalueormeritofchange.Recognizeadvantageof“futurestate”ActionAdoptnewbehaviors=becomeengagedinthechangeprocess.ChampionchangesinternallyBehavi