贝卡尔特绩效评估ppt课件.pptVIP

业绩评估修正版 如何更有效地管理他人 什么是绩效管理 Amanagementprocesswithafocusonsteeringthecontributionofallmembersofanorganizationtowardsthedesiredresults绩效管理是为确保组织中所有成员的业绩能够与公司整体的战略目标一致而设立的一种管理体系 贝卡尔特绩效管理 PerformanceManagement 绩效管理Amanagementprocess notjustacompensationtool 一个管理过程 并不仅仅是一个薪酬工具Focus alignmentofGroup TeamandIndividualobjectivestowardsresults 关注并使公司 团队及个人的目标一致以达到公司最终结果 RoleoftheManager经理的职责 GoalDeployment目标分解Follow up跟踪PerformanceReview绩效评估 GoalDeployment目标分解 TranslationofbusinessplanstoTeamKPI sandIndividualTargets将公司经营计划分解到团队和个人目标中Targetsarealwayssetindialoguewithallinvolved目标必须与下属面对面设定Targetsneedtobeclearandunderstoodateachlevel所有的目标都应被所有的人清楚并理解 Thebusinesspriorities TeamKPI sandIndividualTargetsarecapturedinthePerformanceReviewForm所有设定的目标都记录在绩效考核表格中 Howandwheninyourunitordepartment 什么时候怎么做 IseverybodyassignedtoaTeam 部门中每个人被分派了任务 DoeseachTeammemberknowshiscontributiontotheTeamKPI s 部门中每个人了解他对部门目标的贡献 Whatdoyouexpectregardingtheirwayofworking 对于工作方式的期望 GoalDeployment PerformanceReviewForm目标分解 绩效考核表格 GoalDeployment目标分解 Cleartargetsincludeplanningandmilestones目标清晰明确应包含工作计划和重大事件Goalsandtargetsmayevolveduringtheyear目标应在年度内不断有所进展UseyourPerformanceReviewFormasareferencedocumenttodiscussplanning milestonesandchangesintargets keepitalive 将绩效评估表格作为参考性文件用以探讨目标中的工作计划 重大事件 变化等 保持其不断更新 UsetheMid yearReviewtocheckprogressandpossiblechanges使用半年评估用以核对工作进展和可能产生的变化 Arethefinaltargetsandthewaytomeasureandthetimingoftheexpectedresultsclear 最终目标 衡量方法 预期完成时间等是否明确 Howdoyoucheckregularlythatallyourteammembersfocusonthemostup to datepriorities 如何经常性核对所有下属能否集中精力最大化地接近目标 GoalDeployment目标分解 Otherhints 其他 Asasupervisingmanager 作为经理 YouexplaintheoverallTeamKPI s解释整体部门目标InviteTeammemberstoformulatetheirowntargets usethepowerofownership 邀请部门成员阐述其个人目标 让每位成员作为主人翁的身份 EachTeammembertakesinitiativetoidentifyhiscontribution takesownership 每位成员主动明确其个人目标 让每位成员作为主人翁的身份 ReviewIndividualtargetswithintheTeam sharedunderstandingofwhatisatstake 在部门内部回顾个人目标 共同分享个人目标对于部门业绩得失悠关的影响 Thebestresultswillonlybeachievedwhenyoualsodiscussthe How prioritiesforwayofworkingandpersonaldevelopment 同时探讨 如何去做 才能达到最好的业绩效果 优先考虑工作方式和个人发展 GoalDeployment目标分解 SMARTKPI sandTargetsSpecific具体的Describeexactlywhatyoushouldbedoingineacharea Useaspecificverb notageneralone implement develop Definetheareaandtheconstraints 具体描述在每个目标区域应该做什么 使用具体的动词而不是一个大概性质的词语 执行 发展等 定义具体的目标区域和约束因素 Measurableorobservable可衡量的 看得见的Maketheresultortheimprovementobservable measurable describecriteriaandtheconstraints 结果可衡量 描述衡量标准和约束因素 Agreedupon Acceptable可接受的Aneffectivegoaldemandsagreementandacceptanceofallpartiesconcerned 双方达成一致的有效需求Realistic实际的Arealchallenge whiletakingintoaccounttheopportunities barriersandchangingcircumstance 真实的挑战 要考虑到机会 障碍和变化情况Time related有时间限定的Targetdateforcompletionset Anyintermediategoalsormilestonesdefined Follow upscheduled 完成的预定日期设定否 中间目标 里程碑设定否 跟踪计划设定否 TheRoleoftheManager经理的职责 GoalDeployment目标分解Follow up跟踪PerformanceReview绩效评估 Follow up跟踪 Weexpectmanagerstooptimizetheirresources所有经理应最大限度地利用他们的资源Leadingpeople 领导人versusmanagingtasks 管理事Businessdialogue对话交流versustop downcommunication自上而下交流 Motivate 激励Listen 倾听Givefeedback 反馈 Planownwork 计划自己的工作Operate 操作Controlaction 控制行动 Initiative 主动性Empowerment 授权Ownership 所有权 Direction 指导 令Rules 规定Execution 执行 FeedbackISNOT反馈不是Givenonlytwiceayear仅仅每年两次Aboutfillingoutforms填填表格FeedbackISallaroundyou反馈无处不在Itisuptotheemployeetoseekoutcontinualfeedback员工去发现持续不断的反馈信息Recognizinganddocumentingfeedbackwhenitoccursaidsmanagersinmonitoringperformance 当反馈变成帮助经理控制员工业绩的工具时认可并记录它 Feedback whatyouliketoget andwhatishardtogive 反馈 你喜欢得到的 但很难给出的 Follow up WhatisFeedback什么是反馈 Follow up EffectiveFeedback 有效的反馈 Timely 及时的assoonaspossibleaftertheeventongoing throughouttheyearnosurprisesatperformancereviewBalanced 和谐的positiveconstructive howtodobetterspeedsuplearningandselfdevelopment Specific 具体的factual nothearsaysuggestforanalternative Lackingthetimeforgivingfeedbackisasignofnothavingunderstoodtheroleofamanager 如果一个经理缺乏反馈的时间就说明他还不能完全理解经理的职责 Thesuccessofamanagerdependsonyourcapabilityofgivingeffectivefeedback 一个经理是否成功取决于他及时反馈的能力 Bettermanagersbuildbetterteams 一个好的经理会建立一个好的团队 Follow up PerformanceFeedbackwithdoubleFocus绩效评估反馈的双向关注 What 做什么 How 怎么做 Results结果 WayofWorking工作方式 FeedbackonHowResultsareAchieved目标如何实现的反馈 How 怎么做 What 做什么 Introductionof5criticalskillsformanagementemployeestoenhancethediscussiononprioritiesforpersonaldevelopmentandwayofworking5个关键技能的介绍 帮助员工增强对于个人发展和工作方式的优先区域的讨论 PerformanceReviewForm Wayofworking绩效评估表格 工作方式 PerformanceReviewForm Wayofworking绩效评估表格 工作方式 4proficiencylevelsguidetheemployee managerdiscussiononpriorities4个熟练程度指导员工 经理共同探讨工作方式的优先性 PerformanceReviewForm EvaluationofPrioritiesandWayofWorking绩效评估表格 优先性的评估和工作方式 Clarityonthewayofworkingdrivesdevelopmentpriorities清晰的工作方式的选择指导着个人发展的优先区域 FeedbackisKEY 反馈的关健性 TheRoleoftheManager经理的职责 GoalDeployment目标分解Follow up跟踪PerformanceReview绩效评估 AnnualPerformanceReview Yearend 年度绩效评估 年终 PerformanceObjectivesandResultsfromPriorYear业绩目标PerformanceandDevelopmentDiscussion绩效评估和个人发展讨论DevelopmentPlan CareerCoaching个人发展计划 职业生涯指导Follow UpDiscussions Regularly 跟踪讨论 有规律的 ObjectivesUpdate目标更新Performance DevelopmentandCareerFeedback绩效评估 个人发展和职业生涯反馈AnyCorrectiveActionStepsasnecessary Document 矫正的行动计划是必需的 文本性的 Mid YearReview June July 年中回顾 六月 七月 PerformanceUpdate绩效评估更新PerformanceandDevelopmentDiscussion绩效评估和个人发展讨论 PerformanceandDevelopmentDiscussion绩效评估和个人发展的讨论 PerformanceReview Employeeself assessment ManagerassessmentDialoguewithteammemberFeedback evaluationofresultsPrioritiesforpersonaldevelopment wayofworkingValidationperformancelevelatmanagementteam PerformanceReviewForm EvaluationonIndividualtargets PerformanceReviewForm EvaluationonWayofWorking Clarityonthewayofworkingdrivesdevelopmentpriorities ActiveListening Listeningisacombinationofhearingandunderstandingexactlywhatsomeoneissayingtous Itisthemeansofcommunicationbywhichweensurethatwehaveunderstoodnotonlytheirwords butalsotheirmeaning HowtoUseActivelistening UsesilenceMaintaineyecontactGivenon verbalaffirmationUserephrasingSummarizeUsereflection DealingwithNegativePeople Don ttakeitpersonallyUse I not You StaycalmthroughcontrolledbreathingListentothemFocusonissuesnotthepersonPutyourselfintheirshoesExpressyourideasandfeelingsMakethempartofthesolutionbyaskingforsuggestionsPracticepositivethinking PerformanceReview Employeeself assessment ManagerassessmentDialoguewithteammemberFeedback evaluationofresultsPrioritiesforpersonaldevelopment wayofworkingValidationperformancelevelatmanagementteam 5PitfallsinPerformanceReview RecencyerrorHaloeffectiveLeniencyerror SeverityerrorCentraltendencyImplicitpersonalityerror PitfallsinPM Therecencyerror PitfallsinPM The Halo effecterror PitfallsinPM Leniencyerror PitfallsinPM Thecentraltendencyerror AnnualReview SummarySheet Employeeandmanagerdiscusseachyearcareerpreferencestobettermanageexpectations possibilities New RatingsforwhatandhowUsematrixtoworkoutpreferreddistribution PerformanceReview EvaluationofWhatandHow PerformanceReview Employeeself assessment ManagerassessmentDialoguewithteammemberFeedback evaluationofresultsPrioritiesforpersonaldevelopment wayofworkingValidationperformancelevelatmanagementteam Supervisorratings Exceeded Exceptional ofindividualtargetsneedvalidationatmanagementmeeting Newformat Globalstandardforallmanagementemployeesin2006 New PerformanceReview ValidationinManagementTeam Validationmeeting fairnessandconsistencyofperformancelevelsPreferreddistributionforasufficientlylargegroupofemployeesWhyaperformanceleveldistribution Recognizesdifferencesinperformanceamongmanagers Motivatespeopletoperformbetterandtodeveloptheircompetencies Consistencyacrossunitsandplants Payforperformanceandbuildingamoreperformance orientedcompanyculture PMLinkagewithothers 与绩效的关联 Performancemgmt绩效管理 CompetencyProfile能力倾向 JD岗位描述 Goaldeployment目标分解 Annualtarget年度目标 Bonus奖励 Developmentplan发展计划 Successionplan人才储备 ImpactonReward 对薪酬的影响 IndividualTargets What 个人目标 什么 WayofWorking How 工作方式 怎么样做 业绩级别 L1 L2 L3 L4 Individualportionofannualbonus年终奖个人部分 Evolutionofbasesalary影响工资变化 Deployment Follow up Review