绩效管理PMPTrainingManualfor2020Process课件

绩效管理PMPTrainingManualfor2020Process2024/4/17绩效管理PMPTrainingManualfor2020ProcessTableofContents

PagePerformanceManagementProcess 4PerformanceManagementCycle 5STEP1:AccessingtheDatabase 6-9STEP2:PerformanceCommitment 10-23 “MajorAccountabilities” 11-12 “Objectives” 13-19 “IRLeadershipCompetencies” 20-23STEP3:TheDevelopmentPlan 24-28STEP4:CareerProfile 29-33STEP5:Mid-YearUpdate 34-37STEP6:OverallAssessment 38–42AIM/PMPCalendar 432绩效管理PMPTrainingManualfor2020ProcessWhatisthePerformanceManagementProcess“PMP”?Anongoingseriesofactivitiesdesignedtoensurethatperformanceatalllevelsoftheorganizationisoptimizedtoachievebusinessresults.Aprocesswhichservestolinkstrategywithindividualandgroupperformance.Aprocesswhichservestodevelopcriticaltalentandensurethefuturesuccessoftheorganization.Itmeasuresresultsachievedandcompetenciesused.43绩效管理PMPTrainingManualfor2020ProcessPerformanceManagementCycleOngoingcoachingandfeedbackNov/DecPerformanceCommitment(i.e.goaldeploymentforupcomingyear)Aug/SeptOrganization&LeadershipReview(i.e.overallleadershipassessment,hi-potentialidentificationandsuccessionplans-presenttoSr.leadership)Jan/FebPerformanceReview/DevelopmentPlanning(i.e.selfandmanagerappraisalforprioryearperformanceanddevelopmentplanning)July/Aug

MidyearReview(i.e.informalperformanceappraisal&developmentactionsupdate)4绩效管理PMPTrainingManualfor2020ProcessAccessingtheDatabaseTherearetwowaystoaccessyourPMP:

ThefirstwaytoaccessyourPMP: OpenthePMPdatabaseintheLotusNotesClientbyclickingonalinkfurnishedbyyourbusinessunitHRManager.Onceyouopenthelink,itwillbeaddedtoyourdesktop.Afterclickingonthislink,youwillgodirectlytotheStrategicManagementSystem“SMS”IntegratedAIM/PMPApplication.5绩效管理PMPTrainingManualfor2020ProcessAccessingtheDatabaseThesecondwaytoaccessyourPMP1.Open“InternetExplorer”.Gotothe“MyIR”homepageatClickonthe“Career”link,andpulldown“AIM/PMP”ApplicationSuite”.2.Clickon“AIM/PMP”IntegratedApplication”.Selectlinktodatabase:USServer,EuropeanServer,orAsiaPacificServer.

3.Aboxwillappearrequestingyourintranetusernameandpassword.Entereachintotheappropriatefieldandclick“OK”.YouwillgodirectlytotheSMSIntegratedAIM/PMPApplication.

3.NOTE:YourUserNameisyourfirstandlastnamewithnospaces(example:JudithBrown)andyourpasswordisthesameasyourLotusNotespassword.IfyoudonotknowyourLotusNotesintranetpassword,oryouwouldliketochangeorrequestapassword,gotoyourInternetBrowserandtype“http://webmail”intheURLareaoryoumaycontactyourlocalHelpDeskforyourLotusNotesintranetpassword).YouwillseetheEmailLoginscreen.Selectthelinkfromthere.

6绩效管理PMPTrainingManualfor2020ProcessAccessingtheDatabaseHomePage Afterenteringyourusernameandpassword,youwillbetakentotheAIM/PMPhomepage.HereyouwillfindabriefintroductiontotheIRStrategicManagement(SMS). ThebottomoftheHomePagedescribestheAIM/PMPcycle.

7绩效管理PMPTrainingManualfor2020ProcessAccessingtheDatabaseHelp ThisscreencontainslinkstoimportantdetailsabouthowtocompleteyourAIM/PMPdocument,definitionsofessentialterms,andatableoutliningtheAIM/PMPratingsscale.MyDocuments Whenyouselectthe“MyDocuments”link,adialogueboxwillappearnotifyingyouoftheintendeduseofyourinformation.Ifyouhavequestionsregardingtheuseofyourpersonalinformation,pleaseKeithMcClainat(201)573-3483.Onceyouhavereadthestatementinthedialoguebox,click“OK”.

YouwillnowseeyourdocumentcreatedbyHumanResources.Ifyouhavesalarieddirectreports,youwillalsobeabletoaccesstheirAIM/PMPsfromthisscreen.Ifyoudonotseealinktoyourdocument(s),contactHR.

BycompletingandsubmittingdataintotheAIM/PMP/OLRdatabase,youareagreeingthatthepersonaldatayouhaveenteredcanbeviewedbyauthorizedpersonswithinIngersoll-Randworldwide,andusedforperformancereview,compensationplanningandcompanyorganizationalplanning.Ifhavefurtherconcernsregardingtheuseofyourpersonaldata,pleasecontactKeith_McClain@IRCO.com.8绩效管理PMPTrainingManualfor2020ProcessSTEP1:

PerformanceCommitment

“MajorAccountabilities”

Individual“Objectives”

“IRCompetencies”

Due:December16,20029绩效管理PMPTrainingManualfor2020Process

1.Clickthebuttonlabeled“Edit”toenterintotheeditmode.Youmustbeintheeditmodetoadd/modifyANYinformationtoyourAIM/PMPdocument.

2.Clickthetablabeled“MajorAccountabilities”.Pleasenote:YourEmployeeHeaderdatahasalreadybeenpre-populatedbyyourHRDepartment.Forupdatesand/oredits,pleasecontactHR.

3.Enteryourmajoraccountabilities PerformanceCommitment

“MajorAccountabilities”010绩效管理PMPTrainingManualfor2020Process

PerformanceCommitment

“MajorAccountabilities”1.2.3.PerformanceCommitment&Review2003forBobbyJonesDraft

ReviewPeriod:01/01/2003-12/31/2003Sector:InfrastructureEmployee:BobbyJonesBusinessUnit:GolfEquipmentTitle:HRGeneralistSubUnit:OtherManager:SuzyBossDivision:ClubCarManager’sManager:TomAlmightyFunction:HumanResourcesResponsibleHRPersonnel:JoeGood;HollyHappy

AdditionalReaders:TigerGreat11绩效管理PMPTrainingManualfor2020ProcessPerformanceCommitment

Individual“Objectives”IndividualObjectiveshaveaclearlineofsighttotheStrategyAttheindividuallevelobjectivesareanexpressionofexpectedoutcomesandrelatetoasingledesiredresultWhatisexpectedhasawayofbeingmeasuredIndividualobjectivesprovidecleartargetsfordirectionandcoaching12绩效管理PMPTrainingManualfor2020ProcessSMARTObjectivesAnobjectivemustbeSMART.Thatmeansitmustbewrittensothatitis:Specific:Clearandconcisestatementofwhatandwhentheindividualwillaccomplishtheobjective.Measurable:Concrete,observablestatementofhowtheindividualadmanagerknowtheobjectivehasbeenaccomplished.Measuressuchasproductivity,cost,timeandqualityarequantitative.Agreed:Theindividualcommitstoaccomplishtheobjectiveandyou,themanager,committosupporttheindividualandprovidetheappropriateresourcesforsuccess.Realistic: Anattainableobjectivefortheindividualwiththeauthorityadresourcesoftime,money,skillsorpeopleneededforsuccess.Time-Bound:Adeadlinewhentheindividualwillcompletetheobjective.Specific-Measurable-AgreedTo-Realistic-Time-Bound13绩效管理PMPTrainingManualfor2020ProcessFormatforSMARTObjectives

ActionWord+TargetedArea+MeasurableGoal +TargetedDate14绩效管理PMPTrainingManualfor2020ProcessSampleActionWordsachieveanalyzecompleteconductconsolidatecontrolconvertdevelopdesigndirectevaluateintegrateintroduceinvestigateimplementinitiatelaunchmaintainmanageproviderecommendreviewstructuresubmittrack15绩效管理PMPTrainingManualfor2020Process‘SMART’ObjectiveExamplesVagueToconvertrecordstocomputerTospendmoreofmytimedevelopingemployeesSpecific,MeasurableTocompleteconversionofrecordstothesystembyOctober,atcontractcostof

$15,000andnottoexceed200workhoursTocreatemutuallyagreeduponandimplementeddevelopmentplansforeachofmyfivekeyemployees,effectiveApril1,withinexistingbudget,andamonthlyinvestmentof20hoursofmytime16绩效管理PMPTrainingManualfor2020Process

1.Clickthetablabeled“Objectives”.

2.Clickthebuttonlabeled“Edit”toenterintotheeditmode.Youmustbeintheeditmodetoadd/modifyANYchangestoyourAIM/PMPdocument.

3.Fromthepull-downmenu,selecttheIRGoalforalignmentwiththeIRStrategyMap.Thegoalstoalignwithare:DramaticGrowth,DualCitizenship,andOperationalExcellence.

4.Enteradepartment,unit,orworkgroupgoalthatalignswiththestrategicobjectivefromthebusinessunitStrategyMap. 5.UsingSMARTcriteria,enteryourobjectivethatwillalignwithbothyourdepartment,unit,orworkgroup

6..EntertheweightingforeachofyourSMARTobjectives.Eachweightingshouldbeenteredwithoutadecimalpoint.Thesumofallyourobjectiveweightingsshouldequal100(ifyouareanAIMparticipant,thiswillbethedifferencebetweenthetotalweightingoftheFinancialObjectivesand100).PerformanceCommitment

“Objectives”17绩效管理PMPTrainingManualfor2020Process

PerformanceCommitment

“Objectives”1.2.3.4.5.6.PerformanceCommitment&Review2003forBobbyJonesDraft

ReviewPeriod:01/01/2003-12/31/2003Sector:InfrastructureEmployee:BobbyJonesBusinessUnit:GolfEquipmentTitle:HRGeneralistSubUnit:OtherManager:SuzyBossDivision:ClubCarManager’sManager:TomAlmightyFunction:HumanResourcesResponsibleHRPersonnel:JoeGood;HollyHappy

AdditionalReaders:TigerGreat18绩效管理PMPTrainingManualfor2020ProcessPerformanceCommitment

“IRCompetencies”Itisonethingtoestablishastrategicdirection;Itisanothertoachieveit

Competenciesprovidespecificguidanceastohoworganizationalstrategyistobeachieved.Competenciesprovideclarityandguidanceregardinghowweneedtoperformdifferentlytoachieveshorttermandlongtermobjectives.Competenciesmakechangedescribableinoperationalterms.Competenciesbuildneworganizationalcapabilitiestohelpgainmarketplaceadvantage.Competenciesincreaseemployeeunderstandingofexpectations,andthereforeincreasemoraleandtrust.19绩效管理PMPTrainingManualfor2020Process

1.Clickthebuttonlabeled“Edit”toenterintotheeditmode.Youmustbeintheeditmodetoadd/modifyANYinformationtoyourAIM/PMPdocument.

2.Clickthetablabeled“IRLeadershipCompetencies”.

3.Fromthepull-downmenu,selectthreetofourIRLeadershipcompetenciesthatarenecessarytoachievesuperiorperformance.Twoofthesecompetenciesshouldbecompetenciesthatneedtobedeveloped.

4.UsingSMARTcriteria,enteryourobjective(s)thatwillalignwithyourIRLeadershipCompetencye.g.LearnmoreaboutIRproducts:travelwithsalespersonontwotripsby3/31/03;attendonetradeshowin2003;and,participateinDFTandspendtwodaysonthemanufacturingfloorby11/30/03. 5.EntertheweightingforeachofyourSMARTobjectives.Eachweightingshouldbeenteredwithoutadecimalpoint.Thesumofallyourobjectiveweightingsshouldequal100(ifyouareanAIMparticipant,thiswillbethedifferencebetweentheFinancialObjectivesand100).

6.Approvalprocess:(Needtoworkon)

PerformanceCommitment

“IRCompetencies”20绩效管理PMPTrainingManualfor2020Process

PerformanceCommitment

“IRCompetencies”PerformanceCommitment&Review2003forBobbyJonesDraft1.2.3.4.5.

ReviewPeriod:01/01/2003-12/31/2003Sector:InfrastructureEmployee:BobbyJonesBusinessUnit:GolfEquipmentTitle:HRGeneralistSubUnit:OtherManager:SuzyBossDivision:ClubCarManager’sManager:TomAlmightyFunction:HumanResourcesResponsibleHRPersonnel:JoeGood;HollyHappy

AdditionalReaders:TigerGreat21绩效管理PMPTrainingManualfor2020ProcessInsertCompetenciesTableHere22绩效管理PMPTrainingManualfor2020ProcessSTEP2:

TheDevelopmentPlan

Due:January/February200323绩效管理PMPTrainingManualfor2020Process1) ThisportionofthePMPistobecompletednolaterthantheendofthe1stQuarter.However,youareencouragednottowaittothelastminute!2)ThisformisseparatefromthePerformanceReview.WhereasthePerformanceReviewisspecificallyjob-related,theDevelopmentPlanisintendedtohelpfacilitateaconversationaboutpersonal/careeraspirations.3)ItwouldbegreatifthemanagerandemployeereviewtheDevelopmentPlanatleastoneothertimeduringtheyear,asgoalsmaychange,orbeupdated.Ifthereareupdatestonote,pleaserecordtheminthe“ProgressUpdate”column.4)Keepinmindthat“boxes”ontheformshouldNOTbelimiting.Ifnecessary,addmoreorexpandexistingonestomaketheprocessworkforyou.TheDevelopmentPlan

Guidelines24绩效管理PMPTrainingManualfor2020ProcessPerformanceCommitment

“DevelopmentPlan”DevelopmentHistoryDevelopmentGoals:focusedaroundtheLeadershipCompetencies

SMARTObjectivesfordevelopment

CareerPlanning25绩效管理PMPTrainingManualfor2020Process

1.Clickthebuttonlabeled“Edit”toenterintotheeditmode.Youmustbeintheeditmodetoadd/modifyANYinformationtoyourAIM/PMPdocument.

2.Clickthetablabeled“DevelopmentPlan”.

3.

DevelopmentHistory:Enterdevelopmentalactivitiese.g.additionalresponsibilities,newlearning,newexperiences,etc.thathaveoccurredinthelastfiveyears.Theemployeeshouldaddtothissectionyearly.Hint:EnterwhatdevelopmentalactivitiesyouwanttheleadershipofIRtoknowaboutyou.

4.

DevelopmentGoals:EntertheIRLeadershipand/orfunctionalcompetenciesyouneedtofurtherdevelop.Thesecanbeshort-term(oneyear)orlong-term(twotothreeyears). 5.

DevelopmentObjectives:DocumentdevelopmentalobjectivesdesignedtoachievemasteryofthecompetenciesidentifiedunderDevelopmentGoals. 6.Actions:UsingSMARTcriteria,enteractionsthatwillalignwithyourDevelopmentObjectives. 7.

ProgressUpdate:EnterscheduleddatesofActionsand/ordateActionswerecompleted.Atrainingcourseshouldnotbeenteredwithoutitsanticipateddateofcompletion.Note:InISOcertifiedfacilities,thescheduledoranticipateddateofcompletionmayberequiredinformationforanISOAudit.

8.Individual’sCareerInterests/Goals:Enterbothyourshort-termandlong-termcareergoals.TheDevelopmentPlan

26绩效管理PMPTrainingManualfor2020Process

TheDevelopmentPlan

ReviewPeriod:01/01/2003-12/31/2003Sector:InfrastructureEmployee:BobbyJonesBusinessUnit:GolfEquipmentTitle:HRGeneralistSubUnit:OtherManager:SuzyBossDivision:ClubCarManager’sManager:TomAlmightyFunction:HumanResourcesResponsibleHRPersonnel:JoeGood;HollyHappy

AdditionalReaders:TigerGreat1.2.3.4.5.6.7.8.27绩效管理PMPTrainingManualfor2020ProcessSTEP5:

CareerProfile

Due:January31,200328绩效管理PMPTrainingManualfor2020Process

1.Clickthebuttonlabeled“Edit”toenterintotheeditmode.Youmustbeintheeditmodetoadd/modifyANYinformationtoyourAIM/PMPdocument.

2.Clickthetablabeled“CareerProfile”.

3.CandidateInformation:TimewithCompany:DurationofTime(inyears),e.g.4.4years(decimalsrequired)DateHired:Day-Month-Year,e.g.04-June-98DateofBirth:Day-Month-Year,e.g.07-July-76DateinPosition:Day-Month-Year,e.g.01-Jan-01(currentposition)TimeinPosition:DurationofTime(inyears),e.g.1.9years(decimalsrequired)

4.Education:School:EnterSchool(s)Attended(schoolsattendedsincehighschool)Major:FieldofStudyDegree:Enterdegreeattainedorifyouarepursingadegreeenter“Pursuing”&thedegree (e.g.PursuingMBA)GraduationYear:Entertheyear(e.g.1999)orifyouarepursuingadegreeenter“Anticipate”&theyear(e.g.Anticipate2005)

5.Certifications/LicensesAgency:EnterCertificationGrantingAgencyField:EnterFieldofProfessionalCertification(s),e.g.HumanResources,Accountancy,FirstAidCertification/License:EntertileofCertification,e.g.PHR,CPA,CPRCertification:Enteryearofcertification,e.g.2002CareerProfile29绩效管理PMPTrainingManualfor2020ProcessCareerProfile

PerformanceCommitment&Review2003forBobbyJonesDraft

ReviewPeriod:01/01/2003-12/31/2003Sector:InfrastructureEmployee:BobbyJonesBusinessUnit:GolfEquipmentTitle:HRGeneralistSubUnit:OtherManager:SuzyBossDivision:ClubCarManager’sManager:TomAlmightyFunction:HumanResourcesResponsibleHRPersonnel:JoeGood;HollyHappy

AdditionalReaders:TigerGreat1.2.3.4.5.30绩效管理PMPTrainingManualfor2020Process

1.Languages:Language:Selectfromthepull-downmenu.PleasedonotenterEnglishifthatisyournativelanguage.Ifyourlanguageisnotlisted,pleaseinformHRsothatitcanbeadded.Proficiency:Selectyourlevelofproficiencyfromthepull-downmenuFluent(Reading,Speaking,andWriting)Conversational(SpeakingandReading)ProficientBasic

2.Ingersoll-RandWorkHistory:Date:EnterStartDate-EndDate(Month-Year),e.g.June-00-Dec-00(thisshouldbeenteredindescendingchronologicalorder,beginningwithyourpositioninIRpriortoyourcurrentassignment)Position(s)/Title(s)BusinessUnitLocation(s):City,StateorCountry,e.g.Augusta,GA;Fargo,ND;Sydney,Australia

3.PreviousWorkHistory:Sameasabove,donotincludeIRexperience.Previousworkhistoryshouldbeenteredindescendingchronologicalorder,beginningwithyourmostrecentpositionpriortojoiningIR

CareerProfilecontinued

31绩效管理PMPTrainingManualfor2020ProcessCareerProfilecontinued

1.2.3.32绩效管理PMPTrainingManualfor2020ProcessSTEP4:

“Mid-YearUpdate”

Due:July/August2003

33绩效管理PMPTrainingManualfor2020Process

ThemanagerandemployeereviewthegoalsandobjectivesinJune-Augusteachyeartoassessprogressandmakesurethattheobjectivesarestillappropriate.Objectivesmaybemodifiedbasedonchangesinbusinessconditions;objectivesshouldnotbechangedtoaccountfornotmeetingexpectations.Note:TheDatabasewillbe“unlocked”toentermid-yearupdates.PerformanceCommitment

“Mid-YearUpdate”34绩效管理PMPTrainingManualfor2020Process

Mid-YearUpdate

“MajorAccountabilities”EnterMid-YearUpdateInformationHerePerformanceCommitment&Review2003forBobbyJonesDraft

ReviewPeriod:01/01/2003-12/31/2003Sector:InfrastructureEmployee:BobbyJonesBusinessUnit:GolfEquipmentTitle:HRGeneralistSubUnit:OtherManager:SuzyBossDivision:ClubCarManager’sManager:TomAlmightyFunction:HumanResourcesResponsibleHRPersonnel:JoeGood;HollyHappy

AdditionalReaders:TigerGreat35绩效管理PMPTrainingManualfor2020Process

PerformanceCommitment&Review2003forBobbyJonesDraft

ReviewPeriod:01/01/2003-12/31/2003Sector:InfrastructureEmployee:BobbyJonesBusinessUnit:GolfEquipmentTitle:HRGeneralistSubUnit:OtherManager:SuzyBossDivision:ClubCarManager’sManager:TomAlmightyFunction:HumanResourcesResponsibleHRPersonnel:JoeGood;HollyHappy

AdditionalReaders:TigerGreatMid-YearUpdate

“Objectives”EnterMid-YearUpdateInformationHere36绩效管理PMPTrainingManualfor2020ProcessSTEP6:

OverallAssessment

Due:January/February2003

(Theyear-endreviewprocessbeginsinJanuary

fortheassessmentofprioryearperformance)37绩效管理PMPTrainingManualfor2020ProcessPerformanceReview

OverallAssessmentEmployeeCompletes1.Theemployeeshould:UpdatetheResults/Commentssectionsonthe“Accountabilities’,“Objectives”,and“IRLeadershipCompetencies”forms;and,entertheProgressUpdateontheDevelopmentPlan.Oncethishasbeencompletedbytheemployee,he/sheshouldSubmitforApproval.2.Theemployeeshouldscheduleameetingwithhis/hermanagerinJanuary/February2003toreviewhis/herPMP.Keepinmindthat“boxes”ontheformshouldNOTbelimiting.Ifnecessary,addmoreorexpandexistingonestomaketheprocessworkforyou.YouareencouragednottowaittothelastminuteandmaybeginthisprocessinDecember!1.2.38绩效管理PMPTrainingManualfor2020ProcessPerformanceReview

OverallAssessmentManagerCompletes1.SummaryofPerformance:Thisareaallowsthemanagertoexpandontheemployee’soverallperformance.Specificattentioncan