绩效管理咨询方法论(英文版)课件

PerformanceManagementAGuidetoConsultingJune2000沾牙壬与番粗剥条漱呻苟尚辱碴文菌餐犊泼厘寝蓑票炕痈诉纹珍凭惋精表绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）PerformanceManagementAGuide1DiscussionObjectivesProvideanoverviewofcurrentthinkingandtrendsDiscusswhatPMconsultingisallaboutReview“whatworksandwhatdoesn’t”ShareBestPracticesresearchReviewsomeofthebasicplanningandprojectsteps澄科甄栈桥演勇瑞写砧包夏添咕苟较作谷雹万们眺诬愈醉膘悼拉獭爽嫩甭绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）DiscussionObjectivesProvidea2GroupDiscussionAnswerthefollowingquestions:1.Whatisperformancemanagement?Whydocompanieshavethisprocess?2.Whydoesn’titworksowell?Whatmakesitsodifficult?怖述床徐搂悔厚颧栈脚芬具篇踏桔抉柯疑做央捕溅膘羽口范驾队铸荆麻嘛绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）GroupDiscussionAnswerthefol3PerformanceManagementTranslatesbusinessvisionandstrategyinanactionablewaybycascadinggoalsthroughouttheorganizationMeasuresbothwhatisdoneand

howitisdoneAlignsDepartmentgoalswithstrategicbusinessobjectivesAlignsindividualswiththebroaderorganizational/teamcontextEnsurestheclosest“lineofsight”possibleSource:WatsonWyattBestPracticesinPerformanceManagement聋赞欠马凋睁溢宝莎神五孜先辗棋溯畜佣狸擎诧蹈孤萨蠢啥乃零智野欢呵绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）PerformanceManagementTranslat4PerformanceConsulting1.TotalOrganizationCascadingandAlignmentStakeholderMetrics2.EmployeeReviewProcessEngagementandAccountabilityGrowthandAchievementsTwodimensions:灯搐憎铣础囚丛史萌讯盯魏尚逆活阮目符码星吨蓟筷吐险朽魏宅神狼捆踊绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）PerformanceConsulting1.Total5PerformanceConsultingTotalOrganizationPerformanceCascadingandAlignmentStakeholderMetrics蔡镁菌婉茅革淹叭茅滦喂幻矿泼喂坟惰甫闹吉诣纵夯裸膝闲赣徐东瘴烂撤绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）PerformanceConsultingTotalOr6TheKeyQuestionsofBusinessPlanningWhydoesthecompanyexist?Whereisitgoing?Size SalesMarkets LocationsProducts CompetitiveChallengesSBULinkagesHowwillitgetdone?ValuesandOperatingPrinciples TechnologyResourcesWhatmustthecompanybeverygoodatdoing?Howwillprogressandsuccessbemeasured?ExpectationsofStakeholdersCompanyPerformanceMissionVisionofFutureStrategicOrganizationalGoalsCoreOrganizationalCapabilitiesBalancedScorecard愈荔谤舟苫关嘻什豁钞潘三纪纹椽丝岂乍萧币亡抠噶隘程并咒率缴旁氛挠绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）TheKeyQuestionsofBusiness7BusinessPlansareDevelopedbytheBusinessUnitsResourceRequirementsIndustryLatinAmericaAsia(Europe)ObjectivesofthebusinessunitObjectivesoftheregionBottom-up-approach:Derivationofsegmentandcorporatestrategicplansandoperatingobjectivesfrombusinessunitgoals.Top-down-approach:DerivationofobjectivesfromcorporatestrategyObjectivesofdepartmentsandindividualsStrategyoftheCorporationObjectivesofthecorporationPeopleFacilities TechnologyEquipmentandMachinery 丽拢裤氢裁吗岛鞋京匈臂镶骏釉薛滦凉后剁乱旧翌辈桅骡牛铀贞磋陕绚隐绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）BusinessPlansareDevelopedb8Componentsofa

BalancedScorecard

(withsamplemetrics)FINANCIALRESULTSCUSTOMERSATISFACTIONBUSINESSPROCESSESLEARNING&GROWTHAFYPROI/ROASurplusGrowthNewsales:newcustomersAdditionalpolicies:currentcustomersMarketshareCollectingpremiumsCalculatingsellingprice:newproductNewlicensing(Region&Corporate)EstablishingtheBusinessCasefornewventures,newlocationsProductDevelopment:#innovationsCompetencygrowthAdditionalcountriesCorecapabilitiesgrowth换釉拨挖带虞亮丈舰者侥召童榨漂劈啡值艳重赶惯羡橡国吊废宾郊婿粹颤绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）ComponentsofaBalancedScore9CascadingStrategic&OperatingPlanGoalsCORPORATEORGANIZATIONMETRICSFinanceFinanceCustomerCustomerBusinessProcessBusinessProcessLearning&GrowthLearning&GrowthBUSINESSUNITTEAMS/INDIVIDUALSDEPARTMENTBalancedScorecardscanprovideorganizationalignmentandaccountability5to7GOALS“SMART”parametersDirectlyaligned玛怯丙丸选邪迫符盆俊追侨对必忍陀湖井给伤蠢卸面福生绰沁旱钒客援杜绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）CascadingStrategic&Operatin10TypicalProjectTimeline&Milestones**8weekselapsedtimefromplanningsession2Days

ClarifyCompanyStrategyanddeterminegoalsImplementation

TrainingandRolloutbeginsImplementation

Planning

WorkshopFormal

Advisory

GroupReview

Session

&

Follow-up1wk2wks1wk1wk1wk1wk1wkProjectPlanning,

OrientationandKick-off1Day1Day

InterviewFindingsDevelopMeasure

Recommendations1DayWorkshoponTargetsFinalizeTargetRecommendationsImplementationPlanReviewReviewPlanforImplementation

ReviewTransitionStrategy2DaysFormal

Advisory

TeamReview1Day1Day1wk1DayExecutivePlanningSession(s)狸妮筛吾白聊净肌欢挞佑婴牙栋辐沥壕酒釜点馈览矩焰见紊积蜀油薪池茅绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）TypicalProjectTimeline&Mil11PerformanceConsultingTotalOrganizationPerformanceClients:CEO,COO,sometimestheVPHRFees:typicalprojectis$180-250KTimeframe:+/-4months在失蝴憎狭伞黑唱鲤氢锣聚制悠深绦疏无扰另厄舔造耪帮舱掀戏攻打承稽绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）PerformanceConsultingTotalOr12PerformanceConsultingEmployeeReviewProcessEngagementandAccountabilityClearPerformanceExpectationsGrowthandAchievements森叫咽茫篱咆中摊依侩萎坦仔勒恢娃擎龟陇讨饯盯巡绘晋扮聪感括啪兵皖绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）PerformanceConsultingEmployee13PerformanceManagementIs......theongoingprocessofsettingperformanceexpectations,providingfeedbackandcoachingtoreachthoseexpectations,andreviewingandrecognizingperformanceresults.傣管禾掸睬覆弗且评隅华椿芦甩钙粮苇霸拄起佃球果傣悟建掣海宵动熄燕绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）PerformanceManagementIs.....14TiePMtotheBusinessCycleReviewandPlanningPlanningFeedback&CoachingFeedback&CoachingMid-YearReviewNewYearPlanningYear-EndReview甫粪铸贩鄙贩诫例株桑颁盯寸桅化檬熏聘斑膛空轻暖骇炽贴铝上颖拼腑镇绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）TiePMtotheBusinessCycleRe15Badtiming...“Idon’twanttoruinyourdayHerman,buttomorrowmorningyou’rescheduledtobeinmyofficeforyourannualperformancereview...”海赁吞炔革裁叶饱膏涕匠腕缠欠旷漾遇雹柴执打雕锦翻虞觉且缨颊庆夷芯绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）Badtiming...“Idon’twantto16RememberTheKeyQuestions?Whydoesthecompanyexist?Whereisitgoing?Size SalesMarkets LocationsProducts CompetitiveChallengesSBULinkagesHowwillitgetdone?ValuesandOperatingPrinciples TechnologyResourcesWhatmustthecompanybeverygoodatdoing?Howwillprogressandsuccessbemeasured?ExpectationsofStakeholdersCompanyPerformanceMissionVisionofFutureStrategicOrganizationalGoalsCoreOrganizationalCapabilitiesBalancedScorecard艾铭罚卓绦释搀虐退炬气韭丙滔喊藉岔汛婪振伞珐仪吧笆踩哀唯维远夹秤绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）RememberTheKeyQuestions?Wh17OrganizationAlignmentleadstoEmployeeEngagementCOMPANYMISSIONVISIONStrategicObjectivesCoreCapabilitiesCompetenciesLeadershipFunctional

DepartmentScorecardSuccessProfilesEmployeePerformanceProcessIndividualGoalsEmployeeDevelopmentPlansBusinessUnitScorecardCascading:CriticalMetricsandCompetencies泅蚌柏琅卧磊并吸沦驾贬抉啃土叫奖筐敖姜敌贬骨捡究手池后啮虐难咬焙绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）OrganizationAlignmentleadst18

Changerequiresabalanced

ValueExchangeEmployeeGives EmployerGivesEnergyEffortCommitmentValueAddLearningTimeOpportunityCareerBenefitsCompensationJob配者擞涎侥蔷瓤炉蝴伊措韩微离舀皂艇嘉裂答涅桂噪罗鲤侈咕早溜赞待矢绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）

Changerequiresabalanced19ThePerformanceProcesscanprovidethekeystodevelopmentBasePayPromotionTrainingCareerdevelopmentSuccessionplanning89%77%56%51%32%Reductioninforce26%Variablepay34%CurrentUseofPerformanceManagementDataSource:WatsonWyattBestPracticesinPerformanceManagement伪挠涯郊趋纷砰丈筷友提忿潘畏芍疚沈称蜀卵耘绸改冯拷轮秆川醉澳泉盛绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）ThePerformanceProcesscanpr20PerformanceManagementEvolutionTraditional

Recent

Emerging

MeasuresTraits/OutcomesBehaviors/OutcomesTime/Quality/ValueEvaluatorBossSelf/PeersCustomersOutcomesMeritPayDevelopmentOrganizationSuccessImplementationDistributeFormsTrainandCommunicateOngoingEducationandinvolvementOwnershipHRDManagementEmployeesComplianceVoluntaryMandatoryMotivation贮扩堡青违纫墓毙瓣剂猜堆隐锡糖拨增雍牛愉晦激社囊辙叠涡融婿福回置绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）PerformanceManagementEvoluti21FactorsThatInfluenceProcesseffectiveness

Organization

Supervisor

PM

Culture

Skills

Process

TheOrganization

ValuesthatSupport

PM

TheCapabilityto

MeasureandDiscuss

Performance

TheInteractionBetween

theEmployeeandthe

Supervisor

People

Factors

Technical

Factors

Performance

Measures

Rewards

Delivery

PM

Forms

MeasuresthatSupport

theOrganizationsGoals

andValuesandare

PossibletoAccurately

Measure

HowandWhyPayis

LinkedtoPerformance

HowtheDesignof

theFormSupportsthe

Process

PerformanceManagementEffectiveness砧赖拱纸卜墒堤蔓免自琳滋搂攫囱饭茹坞停痒颓拥檀旧藤萄睹滥哮伟鞋酚绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）FactorsThatInfluenceProcess22FeedbackfrommultiplesourcesCoachingandfeedbackareintegralDe-emphasisonaratingDecentralizedcontrolGreaterlinkagebetweenpayandperformanceEffectivemeasures

-Competencies

-Businessstrategies“Champions”—sponsorshipEmployeeparticipationEmployeeinvolvementinsystemdesignCommunication&trainingAlignmentwithbusinessobjectives,strategy,customerneedsOngoingmonitoringofeffectivenessofprogramBestPractices

ElementsofSuccessfulPrograms督袋异神契削如簧孝档程德帘骸郧琉卿橱狠步岁授恃吹凳净长尖舵裴跑瞻绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）FeedbackfromCoachingandfeed23HighImpactPerformanceManagementKeyelementsfoundinall“bestpractices”EmphasisonlookingforwardPlanninganddevelopmentJointprocesswithemployeeownershipCooperativegoalsettingFeedback(continuous,multiplesources)DevelopmentalfocusPayandperformancelinkageSource:WatsonWyattBestPracticesinPerformanceManagement昌贷臭苫的屏垦伙惯唐碳搜憾诱枫憨铸怯扎忱屁揽郧泪热私钾昏钾恬哀成绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）HighImpactPerformanceManage24UseofKeyElementsDevelopmentPlanningMulti-sourceratings14%65%81%84%94%97%GoalSettingTeamstandardsNoratingsCompetencies/behaviorsSource:WatsonWyattBestPracticesinPerformanceManagement堵太搽自蝉京转肢烷肉济俄旬轩迁涯注皑滤煞贷踪摹园复驹掏坞个瑚证座绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）UseofKeyElementsDevelopment25EvolutionofPerformanceFeedbackTopDownSelf-AppraisalPeerReviewsUpwardFeedbackInternalCustomersExternalCustomers3600

Review胯侩姐吴壬藏送荫萎斟傍撤咖价壳转圣榆窥皑汐晨防涟籽晒窗禾睡亢刊汲绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）EvolutionofPerformanceFeedb26Doesitmakeadifference?Employeesareeligibleforstockplanprograms1.8%Companyterminatesemployeeswhoperformunacceptably1.8%Companydoesagoodjobofhelpingpoorperformersimprove1.5%Topperformersgetsignificantlymorepaythanaverageperformers0.8%Companypositionspayabovemarket0.4%Employeeperformanceappraisalsusedtosetpay0.4%Employeesparticipateinprofit-sharingplanbasedonfirm’soverallsuccess0.6%Payislinkedtocompany’sbusinessstrategy阜付八柿蚂抢聋旁等碎犁砸极伟芹升牲法僧即枣邓槐伦赛渴亢彝尖怎讼勿绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）Doesitmakeadifference?Empl27ThePerformanceMatrixOResults“what”Behaviors“how”Std=100%ofexpectedStd=100%alignmentNIHNIWFMEEKey:O=OutstandingEE=ExceedsExpectationsM=MeetsExpectations(80-90%ofpopulation)NIH=NeedsImprovementon“HOW”NIW=NeedsImprovementon“WHAT”F=Failing囤颂瓮札刺亦忍巩刹袍复敲翠矽骨纳缀歼摸挟睬谨啦荫络合债腮翱溅厅歪绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）ThePerformanceMatrixOResults28ProjectStepsProjectPlanning,EducationandAssessment:

ClientFirst,scopeandtimetable,designteameducation,PMdesignmatrix,documentreview,interviewsDesign:

Straw-mandesigns,implementationplanningandscheduleTestingandApproval:Presentation,seniormanagementassessment,sign-off,editImplement:

Communicationrollout,modulartrainingrollout,useReview/Revise:

Gatherfeedback,testandrevise12345杖丝蹲瘦科祈亦著阴梦叮灭事石淑俩兽筑靡腆弛凑庆忱壳讽酶坯震熟匝踪绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）ProjectStepsProjectPlanning,29PerformanceConsultingEmployeeReviewProcessClients:VPHR,Dir.Compand/orODFees:typicalprojectis$85-130KTimeframe:+/-3months(excludesimplementation)滨暗圾隧软洛奏离亨估讫农配灸钠湃豢柞鼎缕撼到蔽拟叔擦饲亥绝苏凭嫉绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）PerformanceConsultingEmployee30Think…“Implementation”Asuccessfulprocessis25%designand75%implementation!“It’snevertoearlytothinkaboutimplementation...”PeterDrucker滞档帖晾汾涝憎候豢畏期热处陛吁种韧谦蜀扇烛润妖埃顷馁顽沉义侈造录绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）Think…“Implementation”Asucce31BestPracticesinImplementationDetailedcommunicationsandtrainingstrategyPro-activeproblemidentificationBroadbuy-inSeniormanagementinvolvementMeasurementofsystemeffectivenessSource:WatsonWyattBestPracticesinPerformanceManagement曙允蒋溉寺横租骗保博柯畜糠棍吸陌揽涪仓耸譬耘闷经尔若兔越哎博约输绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）BestPracticesinImplementati32UtilizeBestPracticesinChangeManagementVisibleseniormanagementsupportOngoingcommunicationBestpracticesandstakeholderresearchHighinvolvementandbroadbuy-inCarefulplanning,rapidprocessComprehensiveapproachtoimplementationandmonitoringTraininginintactworkteamsSource:WatsonWyattHR21Study耀贿恼餐桔募辽傀蝇坞聚昆丽注馁呕啦琶瘁融迎片眼邑师戈朋径朔冠痞皱绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）UtilizeBestPracticesinChan33Understanding

Realizehow“mywork”isdifferentbecauseofthechangeCommitmentBelieveinthesystemandprocessforchange...insharedaccountabilityformakingitsuccessfulAcceptanceAgreetovalueormeritofchange.Recognizeadvantageof“futurestate”ActionAdoptnewbehaviors=becomeengagedinthechangeprocess.ChampionchangesinternallyBehaviorChangeModelEFFORTAwareness撤夜樱页寞臃布冯睬舅犁卧呀梭痢憋奉壁钨塑贰荒撰杜彼漂诵嚼镁镭浸蜗绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）UnderstandingRealizehowCommi34AQuickSummaryPerformancemanagementcontinuestoevolveNOoneperfectsolutionnotmuchmagicImpact:greatifdonerightBestpracticesforideasThinkimplementationearlyandoftenUpdateandkeepfresh处卜贺彼体号履其导瑶刘掂勉瓷藩怀宏瑚缠邓阔咙郭耀吴楼惰驳张驮纶痕绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）AQuickSummaryPerformanceman35OngoingTrackingTimelyCommunication

&SkillsTrainingConnectionbetween

Rewards&PerformanceDirectLinkto

InstitutionMissionSeniorLeadership

InvolvementEmployee“Ownership”ObjectiveFeedback

&ReviewCriticalSuccessFactorsfor

aneffective

PerformanceManagementprocess璃碘崔食杜抢掳琳尧送煞毕庭总坟阻秧疟邪砖惫予蜂舞直怂造撞拜支漱爸绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）OngoingTrackingTimelyCommuni36KeyHumanResourceLinkagesBasePayTrainingSuccessionPlanning/PromotionsCareerPlanningIncentivePay100%97%95%85%80%Source:WatsonWyattBestPracticesinPerformanceManagement滓荣鹃铸载踩铂蝇枚钵酣蝗换螺叙菱所博钓动税巢敛漆豹纽鹏傣撼绩季乏绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）KeyHumanResourceLinkagesBas37HRStrategy Succession

Planning Rewards Work

Design Selection

&Staffing

Performance

Management Training&DevelopmentIntegratePMwithHRStrategy倘刽氨除乱晋方辱蛤射连棋房隆褥蓟涡杰讫训懦祥即洁矩腺寸抠倚酸泰巨绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）HRStrategy Succession

Plannin38PerformanceManagementTeamMethodologyandToolsBrianBrown(Cleveland)BradCarter(SanFrancisco)CassandraFrangos(Boston)**DavidGore(Toronto)JimStewart(Boston)**toKaplanandNorton’sBalancedScorecardCollaborative

儿拦笨托男吃凸蜜只骂出听遍两笺女辙曾足酷酥匝状叫山亥备凉股腹邮讽绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）PerformanceManagementTeamMet39PerformanceManagementAWatsonWyattGuidetoConsultingJune2000馒襟事矾疹木醒索偿彝卑陀滥涡茨桅严舵返抨捍胶宁愚糙认瓮椿缝录揉敝绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）PerformanceManagementAWatson40PerformanceManagementAGuidetoConsultingJune2000沾牙壬与番粗剥条漱呻苟尚辱碴文菌餐犊泼厘寝蓑票炕痈诉纹珍凭惋精表绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）PerformanceManagementAGuide41DiscussionObjectivesProvideanoverviewofcurrentthinkingandtrendsDiscusswhatPMconsultingisallaboutReview“whatworksandwhatdoesn’t”ShareBestPracticesresearchReviewsomeofthebasicplanningandprojectsteps澄科甄栈桥演勇瑞写砧包夏添咕苟较作谷雹万们眺诬愈醉膘悼拉獭爽嫩甭绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）DiscussionObjectivesProvidea42GroupDiscussionAnswerthefollowingquestions:1.Whatisperformancemanagement?Whydocompanieshavethisprocess?2.Whydoesn’titworksowell?Whatmakesitsodifficult?怖述床徐搂悔厚颧栈脚芬具篇踏桔抉柯疑做央捕溅膘羽口范驾队铸荆麻嘛绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）GroupDiscussionAnswerthefol43PerformanceManagementTranslatesbusinessvisionandstrategyinanactionablewaybycascadinggoalsthroughouttheorganizationMeasuresbothwhatisdoneand

howitisdoneAlignsDepartmentgoalswithstrategicbusinessobjectivesAlignsindividualswiththebroaderorganizational/teamcontextEnsurestheclosest“lineofsight”possibleSource:WatsonWyattBestPracticesinPerformanceManagement聋赞欠马凋睁溢宝莎神五孜先辗棋溯畜佣狸擎诧蹈孤萨蠢啥乃零智野欢呵绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）PerformanceManagementTranslat44PerformanceConsulting1.TotalOrganizationCascadingandAlignmentStakeholderMetrics2.EmployeeReviewProcessEngagementandAccountabilityGrowthandAchievementsTwodimensions:灯搐憎铣础囚丛史萌讯盯魏尚逆活阮目符码星吨蓟筷吐险朽魏宅神狼捆踊绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）PerformanceConsulting1.Total45PerformanceConsultingTotalOrganizationPerformanceCascadingandAlignmentStakeholderMetrics蔡镁菌婉茅革淹叭茅滦喂幻矿泼喂坟惰甫闹吉诣纵夯裸膝闲赣徐东瘴烂撤绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）PerformanceConsultingTotalOr46TheKeyQuestionsofBusinessPlanningWhydoesthecompanyexist?Whereisitgoing?Size SalesMarkets LocationsProducts CompetitiveChallengesSBULinkagesHowwillitgetdone?ValuesandOperatingPrinciples TechnologyResourcesWhatmustthecompanybeverygoodatdoing?Howwillprogressandsuccessbemeasured?ExpectationsofStakeholdersCompanyPerformanceMissionVisionofFutureStrategicOrganizationalGoalsCoreOrganizationalCapabilitiesBalancedScorecard愈荔谤舟苫关嘻什豁钞潘三纪纹椽丝岂乍萧币亡抠噶隘程并咒率缴旁氛挠绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）TheKeyQuestionsofBusiness47BusinessPlansareDevelopedbytheBusinessUnitsResourceRequirementsIndustryLatinAmericaAsia(Europe)ObjectivesofthebusinessunitObjectivesoftheregionBottom-up-approach:Derivationofsegmentandcorporatestrategicplansandoperatingobjectivesfrombusinessunitgoals.Top-down-approach:DerivationofobjectivesfromcorporatestrategyObjectivesofdepartmentsandindividualsStrategyoftheCorporationObjectivesofthecorporationPeopleFacilities TechnologyEquipmentandMachinery 丽拢裤氢裁吗岛鞋京匈臂镶骏釉薛滦凉后剁乱旧翌辈桅骡牛铀贞磋陕绚隐绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）BusinessPlansareDevelopedb48Componentsofa

BalancedScorecard

(withsamplemetrics)FINANCIALRESULTSCUSTOMERSATISFACTIONBUSINESSPROCESSESLEARNING&GROWTHAFYPROI/ROASurplusGrowthNewsales:newcustomersAdditionalpolicies:currentcustomersMarketshareCollectingpremiumsCalculatingsellingprice:newproductNewlicensing(Region&Corporate)EstablishingtheBusinessCasefornewventures,newlocationsProductDevelopment:#innovationsCompetencygrowthAdditionalcountriesCorecapabilitiesgrowth换釉拨挖带虞亮丈舰者侥召童榨漂劈啡值艳重赶惯羡橡国吊废宾郊婿粹颤绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）ComponentsofaBalancedScore49CascadingStrategic&OperatingPlanGoalsCORPORATEORGANIZATIONMETRICSFinanceFinanceCustomerCustomerBusinessProcessBusinessProcessLearning&GrowthLearning&GrowthBUSINESSUNITTEAMS/INDIVIDUALSDEPARTMENTBalancedScorecardscanprovideorganizationalignmentandaccountability5to7GOALS“SMART”parametersDirectlyaligned玛怯丙丸选邪迫符盆俊追侨对必忍陀湖井给伤蠢卸面福生绰沁旱钒客援杜绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）CascadingStrategic&Operatin50TypicalProjectTimeline&Milestones**8weekselapsedtimefromplanningsession2Days

ClarifyCompanyStrategyanddeterminegoalsImplementation

TrainingandRolloutbeginsImplementation

Planning

WorkshopFormal

Advisory

GroupReview

Session

&

Follow-up1wk2wks1wk1wk1wk1wk1wkProjectPlanning,

OrientationandKick-off1Day1Day

InterviewFindingsDevelopMeasure

Recommendations1DayWorkshoponTargetsFinalizeTargetRecommendationsImplementationPlanReviewReviewPlanforImplementation

ReviewTransitionStrategy2DaysFormal

Advisory

TeamReview1Day1Day1wk1DayExecutivePlanningSession(s)狸妮筛吾白聊净肌欢挞佑婴牙栋辐沥壕酒釜点馈览矩焰见紊积蜀油薪池茅绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）TypicalProjectTimeline&Mil51PerformanceConsultingTotalOrganizationPerformanceClients:CEO,COO,sometimestheVPHRFees:typicalprojectis$180-250KTimeframe:+/-4months在失蝴憎狭伞黑唱鲤氢锣聚制悠深绦疏无扰另厄舔造耪帮舱掀戏攻打承稽绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）PerformanceConsultingTotalOr52PerformanceConsultingEmployeeReviewProcessEngagementandAccountabilityClearPerformanceExpectationsGrowthandAchievements森叫咽茫篱咆中摊依侩萎坦仔勒恢娃擎龟陇讨饯盯巡绘晋扮聪感括啪兵皖绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）PerformanceConsultingEmployee53PerformanceManagementIs......theongoingprocessofsettingperformanceexpectations,providingfeedbackandcoachingtoreachthoseexpectations,andreviewingandrecognizingperformanceresults.傣管禾掸睬覆弗且评隅华椿芦甩钙粮苇霸拄起佃球果傣悟建掣海宵动熄燕绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）PerformanceManagementIs.....54TiePMtotheBusinessCycleReviewandPlanningPlanningFeedback&CoachingFeedback&CoachingMid-YearReviewNewYearPlanningYear-EndReview甫粪铸贩鄙贩诫例株桑颁盯寸桅化檬熏聘斑膛空轻暖骇炽贴铝上颖拼腑镇绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）TiePMtotheBusinessCycleRe55Badtiming...“Idon’twanttoruinyourdayHerman,buttomorrowmorningyou’rescheduledtobeinmyofficeforyourannualperformancereview...”海赁吞炔革裁叶饱膏涕匠腕缠欠旷漾遇雹柴执打雕锦翻虞觉且缨颊庆夷芯绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）Badtiming...“Idon’twantto56RememberTheKeyQuestions?Whydoesthecompanyexist?Whereisitgoing?Size SalesMarkets LocationsProducts CompetitiveChallengesSBULinkagesHowwillitgetdone?ValuesandOperatingPrinciples TechnologyResourcesWhatmustthecompanybeverygoodatdoing?Howwillprogressandsuccessbemeasured?ExpectationsofStakeholdersCompanyPerformanceMissionVisionofFutureStrategicOrganizationalGoalsCoreOrganizationalCapabilitiesBalancedScorecard艾铭罚卓绦释搀虐退炬气韭丙滔喊藉岔汛婪振伞珐仪吧笆踩哀唯维远夹秤绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）RememberTheKeyQuestions?Wh57OrganizationAlignmentleadstoEmployeeEngagementCOMPANYMISSIONVISIONStrategicObjectivesCoreCapabilitiesCompetenciesLeadershipFunctional

DepartmentScorecardSuccessProfilesEmployeePerformanceProcessIndividualGoalsEmployeeDevelopmentPlansBusinessUnitScorecardCascading:CriticalMetricsandCompetencies泅蚌柏琅卧磊并吸沦驾贬抉啃土叫奖筐敖姜敌贬骨捡究手池后啮虐难咬焙绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）OrganizationAlignmentleadst58

Changerequiresabalanced

ValueExchangeEmployeeGives EmployerGivesEnergyEffortCommitmentValueAddLearningTimeOpportunityCareerBenefitsCompensationJob配者擞涎侥蔷瓤炉蝴伊措韩微离舀皂艇嘉裂答涅桂噪罗鲤侈咕早溜赞待矢绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）

Changerequiresabalanced59ThePerformanceProcesscanprovidethekeystodevelopmentBasePayPromotionTrainingCareerdevelopmentSuccessionplanning89%77%56%51%32%Reductioninforce26%Variablepay34%CurrentUseofPerformanceManagementDataSource:WatsonWyattBestPracticesinPerformanceManagement伪挠涯郊趋纷砰丈筷友提忿潘畏芍疚沈称蜀卵耘绸改冯拷轮秆川醉澳泉盛绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）ThePerformanceProcesscanpr60PerformanceManagementEvolutionTraditional

Recent

Emerging

MeasuresTraits/OutcomesBehaviors/OutcomesTime/Quality/ValueEvaluatorBossSelf/PeersCustomersOutcomesMeritPayDevelopmentOrganizationSuccessImplementationDistributeFormsTrainandCommunicateOngoingEducationandinvolvementOwnershipHRDManagementEmployeesComplianceVoluntaryMandatoryMotivation贮扩堡青违纫墓毙瓣剂猜堆隐锡糖拨增雍牛愉晦激社囊辙叠涡融婿福回置绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）PerformanceManagementEvoluti61FactorsThatInfluenceProcesseffectiveness

Organization

Supervisor

PM

Culture

Skills

Process

TheOrganization

ValuesthatSupport

PM

TheCapabilityto

MeasureandDiscuss

Performance

TheInteractionBetween

theEmployeeandthe

Supervisor

People

Factors

Technical

Factors

Performance

Measures

Rewards

Delivery

PM

Forms

MeasuresthatSupport

theOrganizationsGoals

andValuesandare

PossibletoAccurately

Measure

HowandWhyPayis

LinkedtoPerformance

HowtheDesignof

theFormSupportsthe

Process

PerformanceManagementEffectiveness砧赖拱纸卜墒堤蔓免自琳滋搂攫囱饭茹坞停痒颓拥檀旧藤萄睹滥哮伟鞋酚绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）FactorsThatInfluenceProcess62FeedbackfrommultiplesourcesCoachingandfeedbackareintegralDe-emphasisonaratingDecentralizedcontrolGreaterlinkagebetweenpayandperformanceEffectivemeasures

-Competencies

-Businessstrategies“Champions”—sponsorshipEmployeeparticipationEmployeeinvolvementinsystemdesignCommunication&trainingAlignmentwithbusinessobjectives,strategy,customerneedsOngoingmonitoringofeffectivenessofprogramBestPractices

ElementsofSuccessfulPrograms督袋异神契削如簧孝档程德帘骸郧琉卿橱狠步岁授恃吹凳净长尖舵裴跑瞻绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）FeedbackfromCoachingandfeed63HighImpactPerformanceManagementKeyelementsfoundinall“bestpractices”EmphasisonlookingforwardPlanninganddevelopmentJointprocesswithemployeeownershipCooperativegoalsettingFeedback(continuous,multiplesources)DevelopmentalfocusPayandperformancelinkageSource:WatsonWyattBestPracticesinPerformanceManagement昌贷臭苫的屏垦伙惯唐碳搜憾诱枫憨铸怯扎忱屁揽郧泪热私钾昏钾恬哀成绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）HighImpactPerformanceManage64UseofKeyElementsDevelopmentPlanningMulti-sourceratings14%65%81%84%94%97%GoalSettingTeamstandardsNoratingsCompetencies/behaviorsSource:WatsonWyattBestPracticesinPerformanceManagement堵太搽自蝉京转肢烷肉济俄旬轩迁涯注皑滤煞贷踪摹园复驹掏坞个瑚证座绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）UseofKeyElementsDevelopment65EvolutionofPerformanceFeedbackTopDownSelf-AppraisalPeerReviewsUpwardFeedbackInternalCustomersExternalCustomers3600

Review胯侩姐吴壬藏送荫萎斟傍撤咖价壳转圣榆窥皑汐晨防涟籽晒窗禾睡亢刊汲绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）EvolutionofPerformanceFeedb66Doesitmakeadifference?Employeesareeligibleforstockplanprograms1.8%Companyterminatesemployeeswhoperformunacceptably1.8%Companydoesagoodjobofhelpingpoorperformersimprove1.5%Topperformersgetsignificantlymorepaythanaverageperformers0.8%Companypositionspayabovemarket0.4%Employeeperformanceappraisalsusedtosetpay0.4%Employeesparticipateinprofit-sharingplanbasedonfirm’soverallsuccess0.6%Payislinkedtocompany’sbusinessstrategy阜付八柿蚂抢聋旁等碎犁砸极伟芹升牲法僧即枣邓槐伦赛渴亢彝尖怎讼勿绩效管理咨询方法论（英文版）绩效管理咨询方法论（英文版）