绩效管理的应用实务.ppt

1,绩效管理的应用实务,2,课程大纲：,1.考绩与绩效的关系 2.如何设计考绩制度e化 3.如何将企业的营运策略转换成员工个人的工作目标 4.考绩与薪酬之e化互动关系 5.如何评估考绩制度e化之成效,3,1.考绩与绩效的关系,4,绩效管理流程,5,2.如何设计考绩制度e化,绩效管理的目的(Program Objectives) 做为薪资调整的依据(To Provide Information for Salary Administration) 作为升迁的依据(To Provide Information for Promotion) 做为现职工作改善的依据(To Improve Performance on the Present Job) 做为员工发展的参考依据(To Design Employee Development Plan),6,绩效追踪 定期响应绩效及领导才能(每季一次) 员工发展计画检视(每半年一次) 检讨员工必须改进的项目及完成的目标 整合需改进的项目成为年度目标 挑选至少一项成为年度目标 与员工生涯规划连结 与员工才能评估配合,2.如何设计考绩制度e化,7,e-Forms 传输流程,8,个人绩效是以领导职能(Leadership Competencies)和达到目标的成果(Goals Results)来衡量,9,目标设定的流程及时间表,10,工作目标评核 完成了什么？,Employee Goal(25%) 员工满意度结果 360度领导行为响应结果 其它 Customer Goal(25%) 客户满意度响应结果 客户满意度的衡量要点及标准 Shareholder Goal(50%) 财务盈亏目标 年成长率 特殊的贡献 法令、法规的实行,11,Leadership Competencies Rating Weights,12,Performance Distribution Guidelines,13,GOAL RATING WORKSHEET FOR TRSI MEMBER OF INTERNATIONAL, REGIONAL AND COUNTRY EXECUTIVE TEAMS,14,INDIVIDUAL LEADERSHIP RATING WORKSHEET FOR MEMBERS OF INTERNATIONAL, REGIONAL AND COUNTRY EXECUTIVE TEAMS,Leader Input on Company Leadership Dimensions,Executive Team Input on Matrix Leadership Competencies,15,3.如何将企业的营运策略转换成员工个人的工作目标,Vision 远景,16,绩效评估的原则,17,4.考绩与薪酬之e化互动关系,18,Salary Administration,Merit Increase Lump Sum Salary Award Other Salary Adjustment Promotion Increase Lateral Move Increase Within Band Growth in Current Position Increase Internal Equity Adjustment Market Adjustment,19,Reward & Recognition,Management Bonus（Cash） Annual Incentive Award Long Term Incenti