HKPC 的绩效考核ppt课件

1、Performance Management Organizational & Human Resource Development DivisionHong Kong Productivity Council管理资源吧glzy8，提供海量管理资料免费下载！Seminar ContentWhy is PM Important to Business Performance?What is PM?The PM CycleEffective PM SystemIdentification of Individual Performance MeasuresWhat is Balanced Scor

2、ecard?Barriers in Strategic Management of Organizational PerformanceHow does a Balanced Scorecard Translate Company Strategy into Action?Framework of a Balanced Scorecard Performance Measurement SystemAction Required for Implementation of an Effective PM管理资源吧glzy8，提供海量管理资料免费下载！Why is Performance Man

3、agement (任务表現管理制度) Important to Business Performance?改善任务程序員工態度改變接受變革External Pressures 外來壓力修訂營運战略提高生產力宏觀環境 :公司 :個人 :提出人力管理變革任务表現管理制度管理资源吧glzy8，提供海量管理资料免费下载！Why is Performance Management (任务表現管理制度) Important to Business Performance?Benefits to Individuals Better understanding on performance standard

4、s Better development opportunities Motivated as it is a fairer system to measure employees performanceImproved relationship with supervisors Improved individual performance管理资源吧glzy8，提供海量管理资料免费下载！Why is Performance Management (任务表現管理制度) Important to Business Performance?Benefits to OrganisationEffec

5、tive monitoring systemBetter understanding on performance standardsOrganisations expectations can be clearly communicatedLink individuals work output to organisational goalsBetter moraleShape organisations culture管理资源吧glzy8，提供海量管理资料免费下载！Why is Performance Management (任务表現管理制度) Important to Business

6、Performance?Ultimate BenefitstoOrganizationBusinessResultsDrive管理资源吧glzy8，提供海量管理资料免费下载！What is Performance Management (任务表現管理制度) ?“A process for establishing a shared understanding about what is to be achieved, and how it is to be achieved; an approach to managing people which increases the chance o

7、f achieving job-related success.管理资源吧glzy8，提供海量管理资料免费下载！Different ApproachesTraditionalIntegrated Performance ManagementCompetency-based Integrated PM ProcessPM as Core Process for ChangeAs driver for changeIntegratedFit with cultureSelf-managed individuals & teamsHarmony with rewardsMotivating work

8、 climateIntegrated with competency modelFocus on developing peopleLinked to succession planningCovers 3 phases:planningmanaging/ coachingreviewingOnce a year eventNot integratedLittle managing of performanceDegree of integration with other HR processes管理资源吧glzy8，提供海量管理资料免费下载！Performance Management -

9、 Current Trends(當前趨勢)Performance management as a core processNew 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 / participationFrom measuring outputs measuring outputs + inputsGreater line-management ownershipForma

10、l, once-a-year feedback more informal, on-going communication 管理资源吧glzy8，提供海量管理资料免费下载！Performance Management - Core Principles(中心原則)Corporate & individual performance are mutually dependentOn-going process providing the basis for continuous improvementRelies on consensusNot just top-downA 2-way comm

11、unication processForward lookingConcentrate on positive attributesWorks best when applied to all staff管理资源吧glzy8，提供海量管理资料免费下载！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 Training 培訓Succession planning 人才銜接計劃Discipline 紀律Bus

12、iness strategy 商業战略People management strategy 人力資源管理战略The PM CycleHR Practices 人力資源措施管理资源吧glzy8，提供海量管理资料免费下载！Performance Management - Interlinking Parts表現管理的相互緊扣的部份Measurement量度表現Learning &Development學習與發展Goal Setting確立目標PerformanceManagement表現管理Appraisal(Review)評 核(檢討)管理资源吧glzy8，提供海量管理资料免费下载！Toward

13、s 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任务成果PerformanceFactors任务表現要素Appraisal Form Design評核表格的設計UserTraining評核人的培訓 The Appraisal 評核階段及評核面談 The Process評核程序管理资源吧glzy8，提供海量管理资料免费下载！Measuring Outcomes (Results)如何評核任务成果 (效果)Accountabilities(負責範圍) Performance

14、Standards(表現標準) Objectives (目標) What are the focus areas?(主要任务範圍) How will the results be measured(量度)? Within each area, what are the objectives(目標)?( Sales managementTo generate sales cost-effectively To increase sales by 10% in 1998 管理资源吧glzy8，提供海量管理资料免费下载！Measuring Outcomes (Results)如何評核任务成果 (效果

15、)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 政策制定管理资源吧glzy8，提供海量管理资料免费下载！Measuring Outcomes (Results)如何評核任务成果 (效果)SalesNew business developmentSales ma

16、nagementLead generationAccount developmentMarketingAdvertisingPromotion strategyPricingMarket researchMedia relations管理资源吧glzy8，提供海量管理资料免费下载！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 achievedCharacteristics:FocusedWri

17、ttenStated forcefullySignificantPrioritized and weightedNot too manyCommunicated“SMART, “SMARTER管理资源吧glzy8，提供海量管理资料免费下载！Defining Performance Standards制訂表現標準Measurable factors from a performance factor4 direct measures of output:QualityQuantityCostTime May be “hard/ “soft numbers, problems to overcom

18、eCost effective管理资源吧glzy8，提供海量管理资料免费下载！Agreeing on Action Plan共同協議行動計劃WhatWhenWhereWhoWrittenCommunicated管理资源吧glzy8，提供海量管理资料免费下载！Assessing Performance Factors (表現原素) / Competencies (稱職原素)Examples:Coca-ColaMobilPerformanceCompetenciesFactorsCommunicationTeamworkJob knowledgeTechnical knowledgeProblem

19、 solvingSetting high standardsWork relationshipsConcern for accuracyLeadershipConcern for effectivenessPlanning, organisingFlexibility管理资源吧glzy8，提供海量管理资料免费下载！Personal Drive(主動性)Identify own strengths and weaknessesLearn from own mistakes and those of othersChange behaviours as a result feedbackKeep

20、update on own field of specialisationTry influence rather than passively accept an eventContinuously looking for innovative means to achieve resultsShow enthusiasm and drive to get things doneBe persistent towards the achievement of plans or initiativesRemain committed in spite of problemsActively l

21、earning主動學習Demonstrating Commitment表現投入感Taking initiative採取主動 Determine Performance FactorsDetermine Dimensions(量度方向)Determine Behaviour Indicators(行為指標)Determining Performance Factors (Competencies) - An Example管理资源吧glzy8，提供海量管理资料免费下载！Designing the Process 設計評估階段Determine the purposes 確立目標Develop t

22、he procedures 程序應包括 :No. of forms 表格數目What to be assessed 評核甚麼Who should appraise 誰來評該 Appraisal period 評核期Frequency of meetings 評核面談的頻率Linkage with pay 與薪酬的聯繫管理资源吧glzy8，提供海量管理资料免费下载！Designing the Appraisal Form 設計評核表格What to include 應包括甚麼 ?Work outcomes or objectives 任务成果 (目標)Performance factors 表現

23、要素Jobholder personal data 員工個人資料Major achievement 主要成就Development needs and plans 培訓需求及計劃Approvals 審批機制Employee comments 員工意見Promote abilityRating scheme 表現評級標準How many levels 多少級別? What will we call each level 級別名稱? 管理资源吧glzy8，提供海量管理资料免费下载！Performance Review 表現評核Strategy & system for performance ma

24、nagementContinuous 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-going process管理资源吧glzy8，提供海量管理资料免费下载！Objectives of Performance Appraisal表現評核的目的Motivate/ reinforce good performanceIdentify areas for improvementIdentify training & development needsClarify job exp

25、ectationsStrengthen staff-supervisor relationship管理资源吧glzy8，提供海量管理资料免费下载！Elements of a Good Appraisal好的表現評核1.Document performance2.Performance diagnosis3.Seek bilateral participation4.Focus on goals6.Minimal criticism7.Single purpose管理资源吧glzy8，提供海量管理资料免费下载！Appraisal Errors 表現評核常見錯誤Halo error 以偏概全Con

26、trast 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 中庸誤差管理资源吧glzy8，提供海量管理资料免费下载！Optimising Your Existing System改善他公司現行的制度 What we can do to improve?Review your existing system and identify:ImbalancesAmbiguitiesNon-alignment with s

27、trategic objectivesInappropriate simplicity/ complexity, etc.Possible changes might be:Change the event an ongoing processStart with the form start with planningFocus on traitson behaviors (what he is) (what he does)Provide appraiser training管理资源吧glzy8，提供海量管理资料免费下载！Cultural Issues 文化要素Culture is a c

28、ommon excuse fornot setting up a performance management system (PMS)not optimizing the existing systemPMS needs to be compatible with existing organizational cultureWhat is often overlooked is: PMS can help to drive change, which will lead to a new organizational cultureCheck your organization for r

29、eadiness管理资源吧glzy8，提供海量管理资料免费下载！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 可行性管理资源吧glzy8，提供海量管理资料免费下载！Critical Success Factors 胜利要訣Open, honest management style - high degree of trustLine managers feel sense of ow

30、nershipSupportive HR/ personnel functionSenior management support Business plan - linked with organisational goals管理资源吧glzy8，提供海量管理资料免费下载！Identification of Individual Work Outcomes (任务成果) and Performance Measures (量度標準)Based on the Balanced Scorecard System 平衡績分表系統管理资源吧glzy8，提供海量管理资料免费下载！What is a B

31、alanced-Scorecard平衡績分表? It is a new framework (Kaplan & Norton) integrating performance measures derived directly from business strategy, which allows a company to: - translate its strategy into action; - turn measures into a performance management process.管理资源吧glzy8，提供海量管理资料免费下载！Barriers in Strateg

32、ic Management (战略管理) of Organizational Performance (組織表現)The Management System: Vision are not actionable Strategy not linked to departmental and individual goals Strategy not linked to resource allocation Feedback is tactical, not strategic管理资源吧glzy8，提供海量管理资料免费下载！Barriers in Strategic Management of

33、 Organizational PerformanceThe Traditional Financial Measurement System:(傳統的財務管理) Retrospective Fail to predict future performance Plays down on strategic determinants for long- term success Unable to measure and manage such determinants管理资源吧glzy8，提供海量管理资料免费下载！What is a Balanced-Scorecard? How do cu

34、stomers 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 創新及不斷學習)The principal framework of the balanced scorecard allows managers to look at the business from four important persp

35、ectives: How do we look to shareholders? (financial perspective 財務方面) 管理资源吧glzy8，提供海量管理资料免费下载！What is a Balanced-Scorecard?These four critical-success factors: Customer Satisfaction, Internal Business Process, Innovation & Learning of the Organization, plus Financial Perspective, are regarded as the

36、 drivers of future financial achievement for their significant impact on organizational performance.管理资源吧glzy8，提供海量管理资料免费下载！What is a Balanced-Scorecard?Customer Satisfaction 滿足客戶 - to stay competitive, we need to satisfy our customers requirements. In a broad sense, customers are mainly concerned a

37、bout time, quality, service & cost; However, we must be sensitive to other value- added attributes, e.g. customers loyalty.管理资源吧glzy8，提供海量管理资料免费下载！ The balanced-scorecard tends to focus on entirely new internal business processes generating most customer satisfaction and achieving the companys finan

38、cial 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 internalprocesses to excel in, in order to fulfill customers needs.

39、管理资源吧glzy8，提供海量管理资料免费下载！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 articulates and measures

40、companys growth by bridging the organizational capabilities, such as people, system, and procedures, with what is required to achieve breakthrough performance.管理资源吧glzy8，提供海量管理资料免费下载！What is a Balanced-Scorecard?Financial Performance 財務方面 : The balanced-scorecard also retains a financial dimension t

41、o 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 bal

42、ance between bottom line and operational improvements.管理资源吧glzy8，提供海量管理资料免费下载！How Does a Balanced-Scorecard Translate Company Strategy into Action 平衡績分表如何實踐公司战略By translating the vision and strategy so that it is understoodand can be acted upon.To be the best integrated refiner/marketer in the Unite

43、d States by efficiently delivering unprecedentedvalue 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 scalePioneers Mission(使命)管理资源吧g

44、lzy8，提供海量管理资料免费下载！How Does a Balanced-Scorecard Translate Company Strategy into Action平衡績分表如何實踐公司战略Pioneers Balanced Scorecard Strategic Objectives Strategic Measures 战略目標 量度標準FinCustInternal I & LFinancially strong. Return on Capital Employed.Delight the customer. Mystery shopper ratingWin-win rela

45、tionship. Dealer / Pioneer Gross Profit Split.Safe & Relaible Mfg reliability indexCompetitive supplier Days away from work placeQuality Quality IndexMotivated & prepared Strategic competency availability 管理资源吧glzy8，提供海量管理资料免费下载！How Does a Balanced-Scorecard Translate Company Strategy into ActionThe

46、 Revenue Growth Strategy“Improve stability by broadening the sources of revenue from current customersThe Productivity Strategy“Improve operating efficiency by shifting customers to more cost-effectivedistribution channels Improve ReturnsBroadenRevenueMixImprove operatingefficiencyIncrease cust.conf

47、idence in our fin. advice Increase cust.Satisfaction thru sup executionUnderstand customersegmentsDevelop newproductCross-sell theproduct lineShift to appropriatechannel Minimize problemsProvide rapidresponse Increase employeeproductivityAccess to strategicinformationDevelop strategicskillsAlign per

48、sonalgoalsFinancial CustomerInternalI & L管理资源吧glzy8，提供海量管理资料免费下载！How Does a Balanced-Scorecard Turn Measurement into Performance ManagementStrategic Objective Strategic Measurements (Lag Indicators) (Lead Indicators)Fin. Customer Internal Learning Improve Returns Broaden Revenue Mix Reduce Cost Stru

49、cture Return on Investment Revenue 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 Produ

50、cts Cross-Sell Products Shift Customers 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 I

51、nfo Align Personal Goals Employee 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.管理资源吧glzy8，提供海量管理资料免费下载！How does a Balanced Scorecard Translate Company Strategy

52、into Action平衡績分表如何實踐公司战略Example : an Electronics CompanyVision “To diversify our customer base and become a competitive and reliable supplier to ANY potential customersTranslation of Vision into Strategic Objectives“a competitive and reliable supplier would meancost effectivebetter product developme

53、ntgood customer service管理资源吧glzy8，提供海量管理资料免费下载！Translation of Strategic Objectives into Organizational Goals 組織目標 & Measures 量度標準Strategic Perspective Organizational MeasuresObjectives GoalsCustomer- enhance customer satisfaction on company service - customer satisfactionsurvey- milestone varianceInternalProcess - quali