优秀企业的员工业绩评估和员工发展体系英文

1、Effective Performance,Management,- A Case Study,Robert H. Xiao, Ph D,HR Director, People & Organization Development,Philips China Corp HR,Agenda,-,Why performance management?,-,What is the process?,-,How to make it work?,-,-,-,-,-,Value alignment / top down drive,Linking rewards and development,Aspe

2、cts of infrastructure,Communication/education,Part of the culture,-,Where to start?,Why performance management?,?,Basic management cycle,Planning, organizing, staffing, leading, and,controlling,?,Fundamental corporate infrastructure,?,Consistency in measuring/rewarding,?,Sustainability in business a

3、nd people,What is the process?,?,Annual process,Past review and next goal setting,Appraisal process: rewards,Individual development planning,On-going review and documentation,?,Global aligned,Philips Way:,P,eople,P,erformance,M,anagement (PPM) is,a process which helps to align personal and business

4、objectives,driven by the Philips way:,one culture, one brand, one company,one global approach for People Performance Management,supporting the improvement of business results for Philips,PPM: a cyclical process,How to make it work?,- value alignment & top down,drive,?,A performance oriented value sy

5、stem,?,Company value as the core throughout,organization,?,Value derived criteria in the organization,structure and supporting system (HR),?,Determination shown from the top,?,Leaders being driven by the same process,Values,Our Values,Delight customers,Deliver on commitments,Develop people,Depend on

6、 each other,We delight our customers by anticipating,and exceeding expectations thereby,creating sustainable market leadership,We pursue business excellence,being rigorous in delivering on our,commitments,We inspire and enable each other to use,our creativity and entrepreneurial flair,and to maximiz

7、e our potential,We work as “one Philips” in an,environment of transparency and trust to,mobilize our collective competence and,that of our business partners,How to make it work?,- linking rewards and,development,?,Tight linkage between performance outcome,and rewards,?,Embedded individual developmen

8、t process,Philips Way:,Links between PPM and other HR areas,Salary,&,Annual,incentive,Individual,Development,How to make it work?,- aspects of infrastructures,?,?,?,?,Full range of documentation,On-line review system,Performance distribution,Calibration process,?,Documentation,Philips Way:,Job descr

9、iption (JD),Business balanced score card (BBS),Personal contribution agreement (PCA),Individual development plan (IDP),?,On-line PPM,PPM is an on-line system,?,Guided distribution,10%, 20%, 50%, 15%, 5%,?,Calibration process,Management team discussion,How to make it work?,- communication/education,?

10、,?,?,?,Defined roles and responsibilities in PPM,Full coverage of communication,On going updates,Deadlines and consequences,Philips Way:,Roles and responsibilities,?,?,?,?,?,Implementation Leaders,Experts/facilitators of PPM training,Tutors (Operational HR Managers),Regional Administrators,PPM Proje

11、ct Team Corporate HRM,How to make it work?,- part of the culture,?,Business achievement needs systematic drive,in managing performance,?,Performance comes from employee,?,Management job is to enhance employee,performance,Philips Way:,An effective PPM process is about the dialogue,between manager and

12、 employee,Employees,?,Understand how they,contribute to business,results,Understand what is,expected from them,Understand to what,extent they meet these,expectations,Develop themselves,?,?,?,Managers,Deploy and realize business,goals,Set clear objectives and,evaluate performance,Develop people so they can,add more value,?,?,?,Where to start?,?,?,?,?,A performance min