《HKPC的绩效考核》PPT课件教案

AddtheauthorandtheaccompanyingtitleHKPC的绩效考核SeminarContentWhyisPMImportanttoBusinessPerformance?WhatisPM?ThePMCycleEffectivePMSystemIdentificationofIndividualPerformanceMeasuresWhatisBalancedScorecard?BarriersinStrategicManagementofOrganizationalPerformanceHowdoesaBalancedScorecardTranslateCompanyStrategyintoAction?FrameworkofaBalancedScorecardPerformanceMeasurementSystemActionRequiredforImplementationofanEffectivePMWhyisPerformanceManagement(工作 表 关于同志近三年现实表现材料材料类招标技术评分表图表与交易pdf视力表打印pdf用图表说话 pdf 現 管理制度 档案管理制度下载食品安全管理制度下载三类维修管理制度下载财务管理制度免费下载安全设施管理制度下载 )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 关于办公室下班关闭电源制度矿山事故隐患举报和奖励制度制度下载人事管理制度doc盘点制度下载 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.”DifferentApproachesTraditionalIntegratedPerformanceManagementCompetency-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 关于规范使用各类表格的通知入职表格免费下载关于主播时间做一个表格详细英语字母大小写表格下载简历表格模板下载 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-ColaMobilPerformanceCompetenciesFactorsCommunicationTeamworkJobknowledgeTechnicalknowledgeProblemsolvingSettinghighstandardsWorkrelationshipsConcernforaccuracyLeadershipConcernforeffectivenessPlanning,organisingFlexibilityPersonalDrive(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:ChangetheeventanongoingprocessStartwiththeformstartwithplanningFocusontraitsonbehaviors(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,InternalBusinessProcess,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’sBalancedScorecardStrategicObjectivesStrategicMeasures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-ScorecardTurnMeasurementintoPerformanceManagementStrategicObjectiveStrategicMeasurements(LagIndicators)(LeadIndicators)Fin.CustomerInternalLearningImproveReturnsBroadenRevenueMixReduceCostStructureReturnonInvestmentRevenueGrowthDepositSer.CostChangeRevenueMixIncreaseCustomerSatisfac-tionWithOurProductAndPeopleIncreaseSatisfaction“AfterTheSale”ShareofSegmentCustomerRetentionDepthofRelationSatisfactionSurveyUnderstandOurcustomersCreateInnovativeProductsCross-SellProductsShiftCustomerstoCost-EffectiveChannelsMinimizeOptProblemsResponsiveServiceNewProductRevenueCross-SellRatioChannelMixChangeServiceErrorRateRequestFulfillmentTimeProductDevelopmentCycleHourswithCustomersDevelopStrategicSkillsProvideStrategicInfoAlignPersonalGoalsEmployeeSatisfactionRevenueperEmployeeStgicJobCoverageRatioStgicInfoAvailabilityRtoPersonalGoalsAlignment(%)Themeasurementsystemistheorganizingframeworkforthemgtsystem.HowdoesaBalancedScorecardTranslateCompanyStrategyintoAction均衡績分表如何實踐公司策略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Addtheauthorandtheaccompanyingtitle生活图标元素商务图标元素商务图标元素商务图标元素商务图标元素