日化行业HKPC的绩效考核概述(ppt 51页).ppt

1、Performance Management,Organizational an approach to managing people which increases the chance of achieving job-related success.”,Different Approaches,Traditional,Integrated Performance Management,Competency-based Integrated PM Process,PM as Core Process for Change,As driver for change Integrated F

2、it with culture Self-managed individuals & teams Harmony with rewards Motivating work climate,Integrated with competency model Focus on developing people Linked to succession planning,Covers 3 phases: planning managing/ coaching reviewing,Once a year event Not integrated Little managing of performan

3、ce,Degree of integration with other HR processes,Performance Management - Current Trends(當前趨勢),Performance management as a core process New approaches: self-appraisal 自我評核 peer appraisal 同級同事評核 upward appraisal 下屬對上司的評核 360 degree appraisal 360 度評核 Greater employee involvement / participation From m

4、easuring outputs measuring outputs + inputs Greater line-management ownership Formal, once-a-year feedback more informal, on-going communication,Performance Management - Core Principles(核心原則),Corporate & individual performance are mutually dependent On-going process providing the basis for continuou

5、s improvement Relies on consensus Not just top-down A 2-way communication process Forward looking Concentrate on positive attributes Works best when applied to all staff,The Performance Management Cycle 表現管理週期,Performance planning 表現的計劃,Performance review 表現的檢討,Performance coaching 表現的督導,Reward 報酬,T

6、raining 培訓,Succession planning 人才銜接計劃,Discipline 紀律,Business strategy 商業策略,People management strategy 人力資源管理策略,The PM Cycle,HR Practices 人力資源措施,Performance Management - Interlinking Parts表現管理的互相緊扣的部份,Measurement 量度表現,Learning & Development 學習與發展,Goal Setting 確立目標,Performance Management 表現管理,Appraisa

7、l (Review) 評 核(檢討),Towards an Effective PM System邁向有效的表現管理制度,What to Measure 評估什麼?,How to Measure 如何評估?,Work Outcomes 工作成果,Performance Factors 工作表現要素,Appraisal Form Design 評核表格 的設計,User Training 評核人的 培訓,The Appraisal 評核階段及評核面談,The Process 評核程序,Measuring Outcomes (Results)如何評核工作成果 (效果),Accountabiliti

8、es (負責範圍),Performance Standards (表現標準),Objectives (目標),What are the focus areas? (主要工作範圍),How will the results be measured(量度)?,Within each area, what are the objectives(目標)? (,Sales management,To generate sales cost-effectively,To increase sales by 10% in 1998,Measuring Outcomes (Results)如何評核工作成果 (

9、效果),Accountabilities, examples (負責範圍的典型例子) : Human Resources 人力資源 Staffing 聘用人才 Staff relations 勞資關係 Compensation planning 薪酬策劃 Benefits administration 褔利行政 Executive development 管理層培養 Policy development 政策制定,Measuring Outcomes (Results)如何評核工作成果 (效果),Sales New business development Sales management L

10、ead generation Account development Marketing Advertising Promotion strategy Pricing Market research Media relations,Setting Objectives 建立目標,Stephen Covey: set your goals within your role (介定角色、確立目標) An objective is a statement of results to be achieved Characteristics: Focused Written Stated forcefu

11、lly Significant Prioritized and weighted Not too many Communicated “SMART”, “SMARTER”,Defining Performance Standards制訂表現標準,Measurable factors from a performance factor 4 direct measures of output: Quality Quantity Cost Time May be “hard”/ “soft” numbers, problems to overcome Cost effective,Agreeing

12、on Action Plan共同協議行動計劃,What When Where Who Written Communicated,Assessing Performance Factors (表現原素) / Competencies (稱職原素),Examples: Coca-ColaMobil PerformanceCompetencies Factors CommunicationTeamwork Job knowledgeTechnical knowledge Problem solvingSetting high standards Work relationshipsConcern f

13、or accuracy LeadershipConcern for effectiveness Planning, organisingFlexibility,Personal Drive (主動性),Identify own strengths and weaknesses Learn from own mistakes and those of others Change behaviours as a result feedback Keep update on own field of specialisation,Try influence rather than passively

14、 accept an event Continuously looking for innovative means to achieve results,Show enthusiasm and drive to get things done Be persistent towards the achievement of plans or initiatives Remain committed in spite of problems,Actively learning 主動學習,Demonstrating Commitment 表現投入感,Taking initiative 採取主動,

15、Determine Performance Factors,Determine Dimensions (量度方向),Determine Behaviour Indicators (行為指標),Determining Performance Factors (Competencies) - An Example,Designing the Process 設計評估階段,Determine the purposes 確立目標 Develop the procedures 程序應包括 : No. of forms 表格數目 What to be assessed 評核甚麼 Who should ap

16、praise 誰來評該 Appraisal period 評核期 Frequency of meetings 評核面談的頻率 Linkage with pay 與薪酬的聯繫,Designing the Appraisal Form 設計評核表格,What to include 應包括甚麼 ? Work outcomes or objectives 工作成果 (目標) Performance factors 表現要素 Jobholder personal data 員工個人資料 Major achievement 主要成就 Development needs and plans 培訓需要及計劃

17、Approvals 審批機制 Employee comments 員工意見 Promote ability Rating scheme 表現評級標準 How many levels 多少級別? What will we call each level 級別名稱?,Performance Review 表現評核,Strategy & system for performance management Continuous process of Review 檢討表現 Feedback 回應不理想的表現 Reinforcement 強化好的表現 Documentation of the on-go

18、ing process,Objectives of Performance Appraisal表現評核的目的,Motivate/ reinforce good performance Identify areas for improvement Identify training & development needs Clarify job expectations Strengthen staff-supervisor relationship,Elements of a Good Appraisal好的表現評核,1.Document performance 2.Performance d

19、iagnosis 3.Seek bilateral participation 4.Focus on goals 6.Minimal criticism 7.Single purpose,Appraisal Errors 表現評核常見錯誤,Halo error 以偏概全 Contrast error 對比誤差 First impression error 先入為主 Regency error 近入為主 Leniency error 寬容誤差 Severity error 嚴厲誤差 Central tendency error 中庸誤差,Optimising Your Existing Syst

20、em改善你公司現行的制度,What we can do to improve? Review your existing system and identify: Imbalances Ambiguities Non-alignment with strategic objectives Inappropriate simplicity/ complexity, etc. Possible changes might be: Change the event an ongoing process Start with the form start with planning Focus on

21、traitson behaviors (what he is) (what he does) Provide appraiser training,Cultural Issues 文化因素,Culture is a common excuse for not setting up a performance management system (PMS) not optimizing the existing system PMS needs to be compatible with existing organizational culture What is often overlook

22、ed is: PMS can help to drive change, which will lead to a new organizational culture Check your organization for readiness,Criteria for an Effective Appraisal System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,Critical Success Factors 成功要訣,Open, ho

23、nest management style - high degree of trust Line managers feel sense of ownership Supportive HR/ personnel function Senior management support Business plan - linked with organisational goals,Identification of Individual Work Outcomes (工作成果) and Performance Measures (量度標準),Based on the Balanced Scor

24、ecard System 均衡績分表系統,What is a Balanced-Scorecard 均衡績分表?,It is a new framework (Kaplan - turn measures into a performance management process.,Barriers in Strategic Management (策略管理) of Organizational Performance (組織表現),The Management System: Vision are not actionable Strategy not linked to departmen

25、tal and individual goals Strategy not linked to resource allocation Feedback is tactical, not strategic,Barriers in Strategic Management of Organizational Performance,The Traditional Financial Measurement System: (傳統的財務管理) Retrospective Fail to predict future performance Plays down on strategic dete

26、rminants for long- term success Unable to measure and manage such determinants,What is a Balanced-Scorecard?,How do customers see us? (customer perspective 客戶觀點),What must we excel at? (internal perspective 內部財務),How can we continue to improve and create value? (innovation & growth perspective 創新及不斷

27、學習),The principal framework of the balanced scorecard allows managers to look at the business from four important perspectives:,How do we look to shareholders? (financial perspective 財務方面),What is a Balanced-Scorecard?,These four critical-success factors: Customer Satisfaction, Internal Business Pro

28、cess, Innovation & Learning of the Organization, plus Financial Perspective, are regarded as the drivers of future financial achievement for their significant impact on organizational performance.,What is a Balanced-Scorecard?,Customer Satisfaction 滿足客戶 - to stay competitive, we need to satisfy our

29、customers requirements. In a broad sense, customers are mainly concerned about time, quality, service However, we must be sensitive to other value- added attributes, e.g. customers loyalty.,The balanced-scorecard tends to focus on entirely new internal business processes generating most customer sat

30、isfaction and achieving the companys financial objectives, e.g. core competencies, critical technologies needed to stay ahead of competitors.,What is a Balanced-Scorecard?,Internal Processes 內部業務 : Once customer-based measures are formulated, companies must then identify what internal processes to e

31、xcel in, in order to fulfill customers needs.,What is a Balanced-Scorecard?,Innovation & Learning 創新與不斷學習 : The companys ability to learn and improve continuously are crucial to its long-term success in the face of immense competition & fast changing customers requirements.,The balanced-scorecard ar

32、ticulates and measures companys growth by bridging the organizational capabilities, such as people, system, and procedures, with what is required to achieve breakthrough performance.,What is a Balanced-Scorecard?,Financial Performance 財務方面 : The balanced-scorecard also retains a financial dimension

33、to measure and indicate whether or not the companys strategy, implementation and execution are contributing to bottom line improvement.,The balanced-scorecard allows the company to weigh short-term gains against long-term business development, and re-examine business strategy to achieve the right ba

34、lance between bottom line and operational improvements.,How Does a Balanced-Scorecard Translate Company Strategy into Action 均衡績分表如何實踐公司策略,By translating the vision and strategy so that it is understood and can be acted upon.,To be the best integrated refiner /marketer in the United States by effici

35、ently delivering unprecedented value to our customers. We achieve this mission by six strategic themes: An integrated business Reduce our cost structure Weed out under performing assets New sources of income Advance the focus of TQM Profitably increase scale,Pioneers Mission (使命),How Does a Balanced

36、-Scorecard Translate Company Strategy into Action 均衡績分表如何實踐公司策略,Pioneers Balanced Scorecard,Strategic Objectives Strategic Measures 策略目標 量度標準,Fin,Cust,Internal,I & L,Financially strong. Return on Capital Employed. Delight the customer. Mystery shopper rating Win-win relationship. Dealer / Pioneer Gr

37、oss Profit Split. Safe & Relaible Mfg reliability index Competitive supplier Days away from work place Quality Quality Index Motivated & prepared Strategic competency availability,How Does a Balanced-Scorecard Translate Company Strategy into Action,The Revenue Growth Strategy “Improve stability by b

38、roadening the sources of revenue from current customers”,The Productivity Strategy “Improve operating efficiency by shifting customers to more cost-effective distribution channels”,Improve Returns,Broaden Revenue Mix,Improve operating efficiency,Increase cust. confidence in our fin. advice,Increase

39、cust. Satisfaction thru sup execution,Understand customer segments,Develop new product,Cross-sell the product line,Shift to appropriate channel,Minimize problems,Provide rapid response,Increase employee productivity,Access to strategic information,Develop strategic skills,Align personal goals,Financ

40、ial,Customer,Internal,I & L,How Does a Balanced-Scorecard Turn Measurement into Performance Management,Strategic Objective,Strategic Measurements (Lag Indicators) (Lead Indicators),Fin. Customer Internal Learning,Improve Returns Broaden Revenue Mix Reduce Cost Structure,Return on Investment Revenue

41、Growth Deposit Ser. Cost Change,Revenue Mix,Increase Customer Satisfac- tion With Our Product And People Increase Satisfaction “After The Sale”,Share of Segment Customer Retention,Depth of Relation Satisfaction Survey,Understand Our customers Create Innovative Products Cross-Sell Products Shift Cust

42、omers to Cost- Effective Channels Minimize Opt Problems Responsive Service,New Product Revenue Cross-Sell Ratio Channel Mix Change Service Error Rate Request Fulfillment Time,Product Development Cycle Hours with Customers,Develop Strategic Skills Provide Strategic Info Align Personal Goals,Employee

43、Satisfaction Revenue per Employee,Stgic Job Coverage Ratio Stgic Info Availability Rto Personal Goals Alignment (%),The measurement system is the organizing framework for the mgt system.,How does a Balanced Scorecard Translate Company Strategy into Action均衡績分表如何實踐公司策略,Example : an Electronics Compan

44、y Vision “To diversify our customer base and become a competitive and reliable supplier to ANY potential customers” Translation of Vision into Strategic Objectives “a competitive and reliable supplier” would mean cost effective better product development good customer service,Translation of Strategi

45、c Objectives into Organizational Goals 組織目標 & Measures 量度標準,Strategic Perspective Organizational Measures Objectives Goals,Customer,- enhance customer satisfaction on company service,- customer satisfaction survey - milestone variance,Internal Process,- quality control,- lot rejection % - incoming material control (acceptance %),Innovation & Learning,- enhance marketing teams product market sense,- no. of exhibition / show attended,Financ