日化行业Perance Management(ppt 51页).ppt

PerformanceManagement Organizational HumanResourceDevelopmentDivisionHongKongProductivityCouncil SeminarContent WhyisPMImportanttoBusinessPerformance WhatisPM ThePMCycleEffectivePMSystemIdentificationofIndividualPerformanceMeasuresWhatisBalancedScorecard BarriersinStrategicManagementofOrganizationalPerformanceHowdoesaBalancedScorecardTranslateCompanyStrategyintoAction FrameworkofaBalancedScorecardPerformanceMeasurementSystemActionRequiredforImplementationofanEffectivePM WhyisPerformanceManagement 工作表現管理制度 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 WhyisPerformanceManagement 工作表現管理制度 ImportanttoBusinessPerformance BenefitstoIndividualsBetterunderstandingonperformancestandardsBetterdevelopmentopportunitiesMotivatedasitisafairersystemtomeasureemployees performanceImprovedrelationshipwithsupervisorsImprovedindividualperformance WhyisPerformanceManagement 工作表現管理制度 ImportanttoBusinessPerformance BenefitstoOrganisationEffectivemonitoringsystemBetterunderstandingonperformancestandardsOrganisation sexpectationscanbeclearlycommunicatedLinkindividuals workoutputtoorganisationalgoalsBettermoraleShapeorganisation sculture WhyisPerformanceManagement 工作表現管理制度 ImportanttoBusinessPerformance BusinessResults Drive WhatisPerformanceManagement 工作表現管理制度 Aprocessforestablishingasharedunderstandingaboutwhatistobeachieved andhowitistobeachieved anapproachtomanagingpeoplewhichincreasesthechanceofachievingjob relatedsuccess DifferentApproaches Traditional IntegratedPerformanceManagement Competency basedIntegratedPMProcess PMasCoreProcessforChange AsdriverforchangeIntegratedFitwithcultureSelf managedindividuals teamsHarmonywithrewardsMotivatingworkclimate IntegratedwithcompetencymodelFocusondevelopingpeopleLinkedtosuccessionplanning Covers3phases planningmanaging coachingreviewing Onceayearevent NotintegratedLittle managing ofperformance DegreeofintegrationwithotherHRprocesses PerformanceManagement 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 goingcommunication PerformanceManagement CorePrinciples 核心原則 Corporate individualperformancearemutuallydependentOn goingprocessprovidingthebasisforcontinuousimprovementReliesonconsensusNotjusttop downA2 waycommunicationprocessForwardlookingConcentrateonpositiveattributesWorksbestwhenappliedtoallstaff ThePerformanceManagementCycle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 ThePMCycle HRPractices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 Salesmanagement Togeneratesalescost effectively Toincreasesalesby10 in1998 MeasuringOutcomes 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 SalesNewbusinessdevelopmentSalesmanagementLeadgenerationAccountdevelopmentMarketingAdvertisingPromotionstrategyPricingMarketresearchMediarelations SettingObjectives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 problemstoovercomeCosteffective AgreeingonActionPlan共同協議行動計劃 WhatWhenWhereWhoWrittenCommunicated AssessingPerformanceFactors 表現原素 Competencies 稱職原素 Examples Coca ColaMobilPerformanceCompetenciesFactorsCommunicationTeamworkJobknowledgeTechnicalknowledgeProblemsolvingSettinghighstandardsWorkrelationshipsConcernforaccuracyLeadershipConcernforeffectivenessPlanning organisingFlexibility PersonalDrive 主動性 IdentifyownstrengthsandweaknessesLearnfromownmistakesandthoseofothersChangebehavioursasaresultfeedbackKeepupdateonownfieldofspecialisation TryinfluenceratherthanpassivelyacceptaneventContinuouslylookingforinnovativemeanstoachieveresults ShowenthusiasmanddrivetogetthingsdoneBepersistenttowardstheachievementofplansorinitiativesRemaincommittedinspiteofproblems Activelylearning主動學習 DemonstratingCommitment表現投入感 Takinginitiative採取主動 DeterminePerformanceFactors DetermineDimensions 量度方向 DetermineBehaviourIndicators 行為指標 DeterminingPerformanceFactors Competencies AnExample DesigningtheProcess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 goingprocess ObjectivesofPerformanceAppraisal表現評核的目的 Motivate reinforcegoodperformanceIdentifyareasforimprovementIdentifytraining developmentneedsClarifyjobexpectationsStrengthenstaff supervisorrelationship ElementsofaGoodAppraisal好的表現評核 1 Documentperformance2 Performancediagnosis3 Seekbilateralparticipation4 Focusongoals6 Minimalcriticism7 Singlepurpose AppraisalErrors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 Provideappraisertraining CulturalIssues文化因素 Cultureisacommonexcusefornotsettingupaperformancemanagementsystem PMS notoptimizingtheexistingsystemPMSneedstobecompatiblewithexistingorganizationalcultureWhatisoftenoverlookedis PMScanhelptodrivechange whichwillleadtoaneworganizationalcultureCheckyourorganizationforreadiness CriteriaforanEffectiveAppraisalSystem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 linkedwithorganisationalgoals IdentificationofIndividualWorkOutcomes 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 turnmeasuresintoaperformancemanagementprocess BarriersinStrategicManagement 策略管理 ofOrganizationalPerformance 組織表現 TheManagementSystem VisionarenotactionableStrategynotlinkedtodepartmentalandindividualgoalsStrategynotlinkedtoresourceallocationFeedbackistactical notstrategic BarriersinStrategicManagementofOrganizationalPerformance TheTraditionalFinancialMeasurementSystem 傳統的財務管理 RetrospectiveFailtopredictfutureperformancePlaysdownonstrategicdeterminantsforlong termsuccessUnabletomeasureandmanagesuchdeterminants WhatisaBalanced 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 serviceHowever 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 AnintegratedbusinessReduceourcoststructureWeedoutunderperformingassetsNewsourcesofincomeAdvancethefocusofTQMProfitablyincreasescale Pioneer sMission 使命 HowDoesaBalanced ScorecardTranslateCompanyStrategyintoAction均衡績分表如何實踐公司策略 Pioneer sBalancedScorecard StrategicObjectivesStrategicMeasures策略目標量度標準 Fin Cust Internal I L Financiallystrong ReturnonCapitalEmployed Delightthecustomer MysteryshopperratingWin winrelationship Dealer PioneerGrossProfitSplit Safe RelaibleMfgreliabilityindexCompetitivesupplierDaysawayfromworkplaceQualityQualityIndexMotivated preparedStrategiccompetencyavailability HowDoesaBalanced ScorecardTranslateCompanyStrategyintoAction TheRevenueGrowthStrategy Improvestabilitybybroadeningthesourcesofrevenuefromcurrentcustomers TheProductivityStrategy Improveoperatingefficiencybyshiftingcustomerstomorecost effectivedistributionchannels ImproveReturns BroadenRevenueMix Improveoperatingefficiency Increasecust confidenceinourfin advice Increasecust Satisfactionthrusupexecution Understandcustomersegments Developnewproduct Cross selltheproductline Shifttoappropriatechannel Minimizeproblems Providerapidresponse Increaseemployeeproductivity Accesstostrategicinformation Developstrategicskills Alignpersonalgoals Financial Customer Internal I L HowDoesaBalanced ScorecardTurnMeasurementintoPerformanceManagement StrategicObjective StrategicMeasurements LagIndicators LeadIndicators Fin CustomerInternalLearning ImproveReturnsBroadenRevenueMixReduceCostStructure ReturnonInvestmentRevenueGrowthDepositSer CostChange RevenueMix IncreaseCustomerSatisfac tionWithOurProductAndPeopleIncreaseSatisfaction AfterTheSale ShareofSegmentCustomerRetention DepthofRelationSatisfactionSurvey UnderstandOurcustomersCreateInnovativeProductsCross SellProductsShiftCustomerstoCost EffectiveChannelsMinimizeOptProblemsResponsiveService NewProductRevenueCross SellRatioChannelMixChangeServiceErrorRateRequestFulfillmentTime ProductDevelopmentCycleHourswithCustomers DevelopStrategicSkillsProvideStrategicInfoAlignPersonalGoals EmployeeSatisfactionRevenueperEmployee StgicJobCoverageRatioStgicInfoAvailabilityRtoPersonalGoalsAlignment Themeasurementsystemistheorganizingframeworkforthemgtsystem HowdoesaBalancedScorecardTranslateCompanyStrategyintoAction均衡績分表如何實踐公司策略 Example anElectronicsCompanyVision TodiversifyourcustomerbaseandbecomeacompetitiveandreliablesuppliertoANYpotentialcustomers TranslationofVisionintoStrategicObjectives acompetitiveandreliablesupplier wouldmeancosteffectivebetterproductdevelopmentgoodcustomerservice TranslationofStrategicObjectivesintoOrganizationalGoals組織目標 Measures量度標準 StrategicPerspectiveOrganizationalMeasuresObjectivesGoals Customer enhancecustomersatisfactiononcompanyservice customersatisfactionsurvey milestonevariance InternalProcess qualitycontrol lotrejection