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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
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