绩效管理的应用实务ppt课件

1、绩效管理的运用实务 课程大纲： 1.考绩与绩效的关系2.如何设计考绩制度e化3.如何将企业的营运战略转换成员工个人的任务目的4.考绩与薪酬之e化互动关系5.如何评价考绩制度e化之效果1.考绩与绩效的关系根本考核 任务区分 规范绩效 在职辅导 有效的辅导 辅导技巧及运用绩效改善计画 预备一种有效的行动计画 考核 考核过程 考核面谈的预备 进展考核面谈 不延续的绩效考核流程 绩效管理流程 目的设定 年终考核 年中考核 辅导与回馈 员工开展计画 绩效考核流程 2.如何设计考绩制度e化绩效管理的目的(Program Objectives) 做为薪资调整的根据(To Provide Informatio

2、n for Salary Administration)作为升迁的根据(To Provide Information for Promotion)做为现职任务改善的根据(To Improve Performance on the Present Job)做为员工开展的参考根据(To Design Employee Development Plan) 绩效追踪 定期呼应绩效及指点才干(每季一次) 员工开展计画检视(每半年一次) 检讨员工必需改良的工程及完成的目的 整合需改良的工程成为年度目的 挑选至少一项成为年度目的 与员工生涯规划连结与员工才干评价配合 2.如何设计考绩制度e化e-Forms传

3、输流程e-Formse-FormsGlobalHRLibrary第一阶段主管接受电子邮件送至的表格检视后决议核准或是退回不准 Approver points a copy for HR filling收到第二阶段核准时印出 第二阶段主管接受电子邮件送至的表格检视后决议核准或是退回不准 电子邮件送出获得核准 电子邮件送出获得核准 主管进入Global HR Library 寻觅所需求的表格 寻求两阶层之核准 电子邮件送获得核准出印出一份做备份 AllFormsSelectedbycountry表格送至电子邮件处置中 心等待核准此一笔资料被核准后立刻自动被送到数据处置中心存入数据库 PeopleS

4、oftHRTC(数据处置中心)个人绩效是以指点职能(Leadership Competencies)和到达目的的成果(Goals Results)来衡量 目的设定 时间：Jan/Feb/Mar 参与者：主管Approach：个人目的是与其所效力 的事业单位或国家结合 Focus：员工、客户、股东 员工开展计画 时间：Q2参与者：员工Approach：搜集及分析任务表现的 数据与组织的需求 Focus：员工个人开展 年中及年终考核时间：年中(七月)及年终(次年一月)Approach：主管作考核之前员工自我先行对预先设定的任务目的及指点职能作评核指点职能任务表(LeadershipCompeten

5、ciesWorksheet)是指点才干评量之准那么成果评价成果评价“What IS AchievedWhat IS Achieved过程评价过程评价“How Are Goals AchievedHow Are Goals Achieved目的设定的流程及时间表 Jan31-Feb3GoalCommitteepreparedraftCoreGoalandtasksforreviewwithPresidentFeb8-Feb11PresidentOverlaysIndividualandRegionalGoalsandfinalizeshisgoalswithcommitteeFeb8-Feb11

6、CommitteepreparesRegionCoreGoalsandTasksforDirectReportsFeb11CommitteedistributeRegionCoreGoalstogetherwithPresidentsfinalizedgoalsFeb21-Feb25DirectreportsOverlayIndividualandMarket/UtilityspecificgoalsFeb28-May1Committeereviews,alignsandagreesdirectreportgoalsMay2-May7ReportsDirectReports(Level3)pr

7、epareGoals,Tasks,Timetable.ApprovedbyPresidentsdirectreports(level2)May8-May10Committeereviews,alignsandagreesLevel3goals.RegionGoalCommittee(PreparesdraftRegioncoregoalsforPresidentandDirectReportsAndreviewsindividualsubmissionsforshareholder,customerandemployeealignment)President目的设定表 Goals Settin

8、gForm)Reports Direct ReportsPresidentDirect ReportsJan31-Feb3Feb8-Feb11Feb8Feb11Feb21Feb25Feb28March7CoreGoals,TargetsandTaskspreparedandagreedOverlayMarket/UtilitySpecificandpersonalgoalsGoalscompleted任务目的评核 完成了什么？ EmployeeGoal(25%)员工称心度结果360度指点行为呼应结果其它CustomerGoal(25%)客户称心度呼应结果客户称心度的衡量要点及规范Shareho

9、lderGoal(50%)财务盈亏目的年生长率特殊的奉献法令、法规的实行LeadershipCompetenciesRatingWeightsMiddle ManagementSenior ManagementExecutiveManagement IndividualManagementThought Leadership10-20%20-30%30-40%20-30%Results Leadership40-50%20-40%20-30%40-50%Relationship Leadership20%20%20%20-30%People Leadership20%10-20%10-20%0

10、-10%Performance Distribution GuidelinesG1G2G3G4ForaG1BusinessUnit10-20%35-50% 25-45%0-5%ForaG2BusinessUnit5-10%30-40% 35-55%5-8%ForaG3BusinessUnit0-5%20-35% 45-65%8-10%L1L2L3L4LGuidelinesforallBusinessUnits5-15%20-30% 50-55%5-15%GOAL RATING WORKSHEET FOR TRSI MEMBER OF INTERNATIONAL,REGIONAL AND COU

11、NTRY EXECUTIVE TEAMSIndividualLineofBusinessRatingExecutive Team Member： ExecutiveTeamRatingSourceofRatingInformationWeightRatingIndividualLineofBusinessresultsagainstshareholdertargets(e.g.,NetIncome,Revenue,Expense)35%17.5%12.5%65%IndividualLineofBusinessresultsagainstCustomertargets(e.g.,CIF,Bill

12、ings,Customers,Satisfaction)IndividualLineofBusinessresultsagainstEmployeeScoreCardtargets(EmployeeSurvey)OverallIndividualLOBRatingShareholder50%Customer25%Employee25%SourceofRatingInformationWeightRating15%7.5%12.5%35%Intl,RegionalorCountryTRSIResultsagainstMarketScoreCardShareholdertargets(e.g.,N

13、etIncome,Revenue,Expense,etc.)Intl,RegionalorCountryTRSIResultsagainstMarketScoreCardCustomertargets(e.g.CIF,Billings,CustomersSatisfaction)Intl,RegionalorCountryTRSIResultsagainstMarketScoreCardEmployeetargets(EmployeeSurvey)OverallExecutiveTeamRatingOverallIndividualGoalRatingComments：INDIVIDUAL L

14、EADERSHIP RATING WORKSHEET FOR MEMBERS OF INTERNATIONAL, REGIONAL AND COUNTRY EXECUTIVE TEAMSLeaderInputonCompanyLeadershipDimensionsExecutive Team Member： ExecutiveTeamInputonMatrixLeadershipCompetenciesDimensionLeadershipCompetencyCompetencyRatingDimensionRatingThoughtLeadershipCreatingInnovativeS

15、olutionsActingStrategically&GloballyResultsLeadershipMeeting&ExceedingCustomerDivingresumesExpectationsDemonstratingRiskTakingActingDecisivelyRelationshipLeadershipCollaborating&InfluencingOthersDemonstratingIntegrityTreatingPeoplewithRespectandDignityValuingandIntegratingDiversityPeople

16、LeadershipManagingChangeManagingPerformanceDevelopingPeopleLeadershipDimensionsRating(65%Weight)：MatrixRatingMatrixLeadershipCompetencyP&LDriverDealMakerRelationshipBuilderFollow-ThroughLeaderBUMatrixLeadershipRating(35%Weight)OverallLeadershipRating3.如何将企业的营运战略转换成员工个人的任务目的Vision远景Day-to-DayActi

17、vities每日任务StrategicObjectives战略目的绩效管理制度FunctionalGoals部门目的BusinessUnitGoals事业单位目的Values运营理念绩效评价的原那么 绩效评价应该把？ .焦点放在根据员工 这一年目的的达标 率(What) 根据其行为表现与 指点职能之对照 (How)绩效评价必需反响？. 员工是用什么行为 方式来完成其目的 ？如何做绩效评估加权/评量成果与预 订目的的对照评量其行为表现与 指点职能 汇总其绩效 讨论及评核薪酬 4.考绩与薪酬之e化互动关系任务目的的设定 WHAT YOU DO？指点方式行为 HOW YOU DO IT？员工绩效成果报酬 SalaryAdministration MeritIncrease LumpSumSalaryAward OtherSalaryAdju