绩效管理-PMP---EE-Training-Process-OverviewPPT课件.pptx

TalentManagement PerformanceManagement 3 20 2020 1 Agenda KeyFeaturesofthenewPMPReviewnewperformancemanagementprocess PMP Implementation2013PMP keydates 3 20 2020 2 ANewApproachtoPerformanceManagement Why UnclearalignmentwithBusinessPriorities InconsistentApplication LackofFocusonDevelopment NoClearLinktoOtherTalentMgmt Processes MultiplePMProcessesAcrosstheCompany 3 20 2020 3 PerformanceManagement Themanagementofperformanceexpectationsandbehaviorsdesignedtoproducethedesiredresultsinsupportofcompanystrategiesandobjectives 3 20 2020 4 Objectives LinkemployeeperformancewiththeCompanystrategies objectivesandcompetenciesDriveindividualperformanceDevelopemployeecompetenciesandskillstotheirfullestextentPrepareemployeesfortheirnextcareermove 3 20 2020 5 KeyFeaturesofNewProcess GlobalCommonReviewDateFebruary1 Salaried Non exemptOfficeSeptember1 HourlyplantoperationsPerformancetiedtobusinessobjectivesandIDEALcompetenciesCalibratedperformanceNewFormsAllreviews meritincreasesprocessedon time 3 20 2020 6 GlobalPerformanceManagementProcess ProcessOverview 3 20 2020 7 GlobalPerformanceManagementProcess CompanyStrategiesCompetencies PlanDevelopSMARTperformanceobjectivesEstablishpersonaldevelopmentgoals EngageMonitorprogresstowardsobjectivesDevelopcorrectiveactionstokeepobjectiveson trackProvideon goingcoaching feedbackMid yearreview AssessEvaluateindividualperformanceagainstobjectives competenciesSelf assessmentManagerreviewMeritincreaserecommendation CalibrateReviewindividualperformancerelativetoothersFinalizeperformanceratingandmeritincrease ReviewOne on onefeedbackPerformanceratingMeritincrease 3 20 2020 8 Endofprioryear beginningofperformanceyear NolaterthanJan 31 Stage1 Plan Develop4 6SMARTperformanceobjectivesthatarelinkedtocompanyobjectives Specific Measurable Achievable Results Oriented Relevant Time OrientedWeightobjectivesbasedonimportance levelofdifficultyetc Makesureyouandyourmanagerarealignedonhowyouwillbeassessedagainstyourobjectives Plan 3 20 2020 9 Endofprioryear beginningofperformanceyear NolaterthanJan 31 Stage1 Plan Establishdevelopmentobjectives designedto developkeycompetenciesandskillsforyourpersonalcareergrowth enableyoutosuccessfullyachieveyourperformanceobjectives FormalizetheperformanceanddevelopmentobjectivesbycompletingSection1ofthePerformanceReviewFormandIndividualDevelopmentPlan IDP Plan NewHires Establishobjectiveswithinthefirst90daysfromdateofhire 3 20 2020 10 Throughouttheentireperformanceyear January1 December31 Stage2 Engage Monitoryourprogresstowardsobjectivesandperiodicallyreviewstatuswithyourmanager Workwithyourmanagertodevelopanynecessarycorrectiveactionstokeepobjectiveson track Makeadjustmentstoobjectivesifnecessary Engage 3 20 2020 11 Mid YearCheck Up June July Stage2 Engage Mid YearCheck Up Provideanupdateonyourperformanceanddevelopmentobjectives Discuss accomplishmentsandresultsto dateresolveanyissuesanddevelopanynecessarycorrectiveactionstokeepobjectiveson trackmakeadjustmentstoobjectives ifnecessary Engage NewHires Musthaveaformal6 monthreviewandsubmittoHR 3 20 2020 12 Endofperformanceyear December1 31 Completetheself assessmentandsubmitittoyourmanager Self assessments Givesyouavoice providefeedbackonyourownperformanceCaptureanythingyourmanagermaymissHighlightareasfordiscussionManagercompletestheassessmentandsubmitsaperformanceratingandmeritincreaserecommendation Engage Stage3 Assess NewHires 4thquarterhireswillbereviewedinthefollowingperformanceyear atwhichtimeanymeritincreaseswillbepro rated Promotions 4thquarterpromotionswillreceivetheirmeritincreasefortheperformanceyearatthesametimeasthepromotion 3 20 2020 13 Stage3 Assess Self Assessment ManagersendsoutformforyoutocompleteyourselfassessmentReturnself assessmenttoyourmanagerbythedeadlinegiventoyouIfnotsubmittedontime managerwillhavetoproceedwithhisorherreviewofyourperformancewithoutyourassessment INSTRUCTIONS page foryourreferenceonlyNote Section2 Leadershipcompetenciesneedonlybecompletedifyouhavedirectreportsorifyouleadothersthroughprojectsorx functionalteams Endofperformanceyear December1 31 Engage 3 20 2020 14 Stage3 Assess Self Assessment Section1AssessyourperformancerelativetoyourobjectivesAssignaratingforeachobjectiveAssignanoverallperformanceratingforyourobjectives Endofperformanceyear December1 31 Engage 3 20 2020 15 Stage3 Assess Self Assessment Section2AssessyourperformancerelativetothecompetenciesAssignaratingforeachcompetencyAssignanoverallratingforyourcompetencies2013 competenciesareassessedtoprovideabaseline2014andbeyond competencieswillconstituteabout25 oftheoverallperformanceratingandassessment 3 20 2020 16 Stage3 Assess Self Assessment Section3ListyourkeyaccomplishmentsandbesuretocaptureanythingoverandaboveyourobjectivesSection4Includeinformationaboutyourdevelopneedsandfuturecareergoals 3 20 2020 17 Stage3 Assess PerformanceRatingDefinitionsExceedsExpectations Consistentlyexceedsallrelevantperformancestandards Providesleadership ishighlyproductive innovative responsive andgeneratestopqualitywork MeetsExpectations Meetsallrelevantperformancestandards Productive maysometimesexceeddesiredresultsorobjectives Developing NeedsImprovement Employeedoesnotalwaysmeetperformancestandards Employeemayalsobelearninganewpositionbuthasnotyetdemonstratedtheperformancestandardsfortheposition Performancehasdeclinedoremployeehasnotsustainedadequateimprovement asrequiredsincelastperformancerevieworperformanceimprovementplan 3 20 2020 18 Stage3 Assess CompetencyRatingDefinitionsRoleModel Strongtrait allbehaviorsdemonstratedconsistently Employeeisoftenseenasarolemodelandleveragesthecompetencytoachievebusinessresults Progressing Thecompetencyexistsbutcanbedevelopedfurther Theemployeedemonstratesthecompetencymostofthetime butmay onoccasionapplyitinconsistentlyorineffectively DevelopmentNeed Maynothavehadanopportunitytoshowcompetency Thecompetencyisinconsistentlyand orineffectivelyappliedandisanopportunityforimprovement 3 20 2020 19 Beginningofnextperformanceyear nolaterthan3rdweekinJanuary Eachdivisionwillholdjoblevel functionalcalibrationmeetingstoensureconsistencybetweenmanagerswithregardtoassessingperformance meritrecommendationsandbudget Helpseliminatesubjectivity biasesandmanagerdifferences easy hardraters factversusopinionetc Duringthemeeting Managerswillprovideanoverviewoftheemployee paretheemployee sperformancerelativetootherswithinthedivisionwhoareinsimilarjoblevelsand orfunctions Calibrate Stage4 Calibrate 3 20 2020 20 Beginningofnextperformanceyear nolaterthanpaydateforFebruary1meriteffectivedate Meetwithyourmanagertodiscussyourperformancefortheyear Reviewaccomplishmentsandsharefeedback Discussoverallperformanceratingandanymeritpayincrease AllmeritincreaseareeffectiveFebruary1 Review Stage5 Review 3 20 2020 21 Questions 3 20 2020 22 Implementation Salaried Non ExemptOffice February12014All2013reviews meritincreasesduethrough10 31 2013willbeprocessedasusual Reviewdatewillthenbemovedto2 1 2014andmeritincreasewillbepro rated Example Originalreviewdate 10 1 13 Employeehasreview