绩效管理幻灯1

绩效管理幻灯2024/3/27绩效管理幻灯[1]TheCurrentChallengeofPerformanceManagementTheHRprocess—IscompletelyunrelatedtootherkeybusinessprocessesIsdreadedbymanagersandemployeesalikeDoesnotresultinanymeaningfulfeedbackDoesnotdifferentiateperformanceorpayIsafocusforonlyoneortwodays—orhours—peryear绩效管理幻灯[1]ThePromiseofPerformanceManagementImagineasystemthatcould—IncreasethelikelihoodthatyourstrategyiseffectivelyexecutedHarnessanddirectthe10–60minutesadayofdiscretionaryeffortthateveryoneofyouremployeeshasRationalizeandfocusthenumberofgoalsthatanyoneinyourorganizationhasImprovethedecisivedialoguethatoccursinyourorganizationRewardperformanceinawaythatitismotivatingandengagespeopleDifferentiateperformanceinwaysthatmakelinemanagersfeelgoodabouttheirdecisions绩效管理幻灯[1]PerformanceNumberofEmployeesSource:Hay/McBerOptimizingtheperformanceofyourpeoplewillhaveapositiveimpactonbusinessperformanceImprovingPerformanceManagementImprovesBusinessResults绩效管理幻灯[1]PercentageofvariationinchangeincompanyperformanceaccountedforbymanagerialpracticesSource:SheffieldEffectivenessProgrammeHumanResourceManagementPracticesDriveProfitabilityandProductivity绩效管理幻灯[1]HighlySuccessfulCompaniesaredefinedashaving—5-yearsalesgrowth=17.5%peryear5-yearprofitgrowth=10.8%peryearAnnualequitygrowth=16.7%peryear5-yeardividendgrowth=13.4%peryearSource:D.Karvetz,TheHumanResourcesRevolutionClearEmployeeGoalsParticipativeStyleAttentiontoDevelopmentEncourageCreativityPerformance-BasedRewardsHighlySuccessful

CompaniesLessSuccessful

Companies80%70%67%62%86%26%4%27%10%30%High-performingcompaniesarebetteratmanaging,motivating,andrewardingemployeesImprovingPerformanceManagementImprovesBusinessResults绩效管理幻灯[1]Source:Mavrinac&Siesfield,MeasuringIntangibleInvestmentStrategyExecutionMatterstoShareholdersThirty-fivepercentofaninstitutionalinvestor’svaluationofacompanyisattributabletononfinancialinformationthatgaugestheabilityofthemanagementteamtodeliverresults:StrategyExecution:Canmanagementmaketoughdecisionsandseizeopportunitiesquickly?ManagementCredibility:Doesthecompanykeepitscommitments?StrategyQuality:Ismanagement’svisionofthefuturelikelytooptimizevaluecreationinavolatile,globalized,andconnectedeconomy?Innovativeness:Howreadilydoesthiscompanyadapt?AttractingandRetainingTalent:Isturnoverhigherorlowerthankeycompetitors?Donewhiressurpassleaversinskillsandexperience?ManagementExperience:Whatskillsandexperiencesdoesthemanagementteambringtothetable?Compensation:Docompensationpoliciessupportthefirm’sstrategicintent?绩效管理幻灯[1]35%improvementinhuman-capitalsystemsresultedin

10%–20%gaininshareholdervalueAlignmentandIntegrationofHRSystem“HumanCapital”Enhancements290310330350370390020406080100QuintileImprovementsinStrategicMarketValueperEmployee(000)Source:HuselidandBaker,1995HumanCapitalSystemsIncrease

ShareholderValue绩效管理幻灯[1]ImprovingPerformanceManagementImprovesBusinessResultsHigh-performancecompaniesdefinePerformanceManagementinitsbroadestsense:itiscriticaltoexecutingandimplementingstrategyPerformanceManagementisnowwidelyrecognizedasdeliveringmorereturnsanddeliveringmorecompetitiveadvantagesthanotherHRinvestmentsPerformanceManagementisthekeyto“raisingthebar”inanorganization,foralllevelsofperformanceOrganizationswithahigh-performanceorientationandstrongmanagementcapabilityhavehigherrevenue,profits,andmarketvaluations绩效管理幻灯[1]PerformanceManagementPerformanceManagementisaboutimprovingbusinessperformancebyimprovingteamandindividualperformance,andensuringthatthecompany’sstrategyisexecutedandimplemented.Itis—AprocessthatensuresthatpeopleexecutethestrategyoftheorganizationAprocessforestablishingasharedunderstandingofwhatisto

beachievedandhowAprocessforensuringthatdecisiveandconstructivedialogueoccursAprocessofmanagingselfandotherssothatpeopledoachieveAprocessforensuringthatpeoplearedoingtherightthingsin

themosteffectiveways,tothebestoftheirability绩效管理幻灯[1]PerformanceManagementStagesDesignParameterPerformanceAppraisalPerformanceManagementPerformanceOwnershipHumanResources“Checkthebox”compliance-orientedManagepoorperformersPassiveReportcard(retrospective)ManagersandHumanResourcesEvaluationrewardemphasisManagethetailsofbellcurveJointownershipforgoal-setting/reviewBarometerofprogress(periodic)Employees,managers,andleadershipStrategicclarity,coaching,dialogueRaiseperformanceoforganizationSharedaccountabilityforresultsDialogue(continual)FunctionRoleofEmployeeFocusEmphasesOwnership绩效管理幻灯[1]PerformanceAppraisalPerformanceManagementManagingPerformanceHighLowLowHighImpactonResultsLevelofOrganizationalCommitmentImprovedbusinessresultsrequireorganizationalcommitmentCommitmenttoachievecompanygoalsGoodsettingandreviewMeritincreasesefficientlyallocatedPerformanceManagementStagesthis绩效管理幻灯[1]Theperformancemanagementmodelisnotnew,butthewayinwhichleadingorganizationsdoitisverydifferent&&DialogueDialogueDialogueDialogueBestPractices绩效管理幻灯[1]BestPractices—What’sDifferent?Therearefourdifferentiatorsofbestpractice:ClearStrategyTranslationProcessIntegratedPerformanceProcessesCultureofDialogueMultipleandDifferentiatedRewards绩效管理幻灯[1]StrategyTranslationProcessADefinition:“Earlyinthehistoryofthecompany,whilethinkingabouthowacompanylikethisshouldbemanaged,Ikeptgettingbacktooneconcept:ifwecouldsimplygeteveryonetoagreeonwhatourobjectiveswereandtounderstandwhatwearetryingtodo,thenwecouldturneverybodylooseandtheywouldmovealonginacommondirection.”DavePackard绩效管理幻灯[1]StrategyTranslationProcessChecklist:Arealltopteammembersunifiedandfocusedonthe“must-win”battlesoftheorganization?Aretheinterdependenciesclearbetweenthetop-teammembers?Arethemiddlemanagersclearonthe“must-win”battles?Doemployeesknowwhattheyneedtodofortheorganizationtobesuccessful?Financialgoals,operationalgoals,behaviors绩效管理幻灯[1]IntegratedPerformanceProcessesADefinition:“Leadersmustseetoitthattheorganization’s‘socialoperatingmechanisms’—thatis,theexecutivecommitteemeetings,budgetandstrategyreviews,andothersituationsthroughwhichpeopledobusiness—havehonestdialogueattheircenter.Thesemechanismssetthestage.Tightlylinkedandconsistentlypracticed,theyestablishclearlinesofaccountabilityformakingdecisionsandexecutingthem.”RamCharam,HBR4/2001绩效管理幻灯[1]IntegratedPerformanceProcessesChecklist:Dothegoalsoftheorganizationreflectinterdepartmentalobjectives?Arethefinancial,operational,andpeopleprocessesintegrated?Istheinformationfromtheseprocessesusedtomakebusinessdecisions?Aretheprocessesefficientandeffective?绩效管理幻灯[1]CultureofDialogueADefinition:“Aleadershouldbeconstructinghisappraisalallyearlongandgivinghisappraisalallyearlong.Youhave20,30,60opportunitiesayeartoshareyourobservations.If,attheendoftheyear,someoneistrulysurprisedbywhatyouhavetosay,thatisafailureofleadership…Byfailingtoprovidehonestfeedback,leaderscheattheirpeoplebydeprivingthemoftheinformationthattheyneedtoimprove….Criticalfeedbackisthe“heavylifting”ofleadership”EDS’sDickBrown绩效管理幻灯[1]Typicallyanewemployee’sproductivitycurveincreasesquickly,thenlevelsoffWithoutreinforcementandfeedbackthelevelstaysthesameormayfalloffSporadic,inappropriate,orgeneralfeedbackwithoutreinforcementhasadistinctiveeffectonmotivationandperformanceConsistent,specificfeedbackanddialoguebuildself-esteemandperformanceFeedbackFeedbackFeedbackFeedbackCultureofDialoguePerformanceCoaching/FeedbackIsCritical绩效管理幻灯[1]CultureofDialogueChecklist:Aremanagers(andemployees)trainedinandgoodatperformancedialogue?Aremanagersselectedandheldaccountableforperformancecoaching?Arecoachingbehaviors“lived”bytheleadersoftheorganization?Isthedialogueopen,informal,andcandid,anddoesitprovideclosure?绩效管理幻灯[1]Thebettermyperformance,thebettermytotalcompensationwillbeMultipleandDifferentiatedRewardsWhenmostemployees,eventhestars,getthesamepay,itreducesclarityaboutwhatgoodperformancelookslikeSource:HayGroup绩效管理幻灯[1]MultipleandDifferentiatedRewardsApproaches:IncreasedialogueUsemultiplecurrenciesReviewuseofratingsUseforcedrankingsFindnewwaystodifferentiatemerit绩效管理幻灯[1]DifferentiatedRewardsSeparatemeansfromendsTactics/StrategiesBehaviorsTrainingTrainingTrainingTrainingTactics/StrategiesBehaviorsTrainingTrainingObjectivesEnablersConductanalysisofwhyOTissohigh;developstrategytoreduceOT;implementstrategyImplement3programsaimedatincreasingcustomersatisfaction:begintrainingprograms;upgradecallcentersoftware;establishamonitoringprogramSethighgoalsforyourselfandfortheteam:trytoreducefrom50to30permonth;communicatetoteamwhatneedstobedone;“own”thisprocessIdentifycustomerissues:thinkaboutandactonopportunitiestoaddresstheseissues;actasarolemodeltosubordinates—showthemhowtoworkwithcustomers;improvecall-centersoftwaresystemTrainingTrainingTactics/StrategiesBehaviorsDevelopaplantomeetwitheachofyoursubordinatesandgetthe“pulse”onhowtheyaredoing(re:jobs,projects,expectations);developcareer-pathingplanswitheachofyoursubordinates;developideasaroundnonmonetaryrewardsCoachconsistently:delivertimelyandconstructivefeedback;addressissuesimmediately;makesureotherscontributeandhavewhattheyneedtodothejobTactics/StrategiesBehaviorsBusinessObjectivesCareerDevelopmentObjectivesImproveconsistencyofcustomer’sdelivery(evidencedby98%customersatisfaction)[Goalssetforyear]Improveemployeeretentionindepartmentby50%[Goalssetfornext8months]Reduceovertimefrom150to50hours/month(costnottoexceed$12,000)[Goalssetforyear]绩效管理幻灯[1]Extentof

Differentiation1. CompanywidesuccessmeasuresCompanyrevenueProfitabilitymeasuresNoneNone2. BusinessunitsuccessmeasuresUnitrevenueProfitabilitymeasuresOthermeasuresAnnualincentiveSome,basedonindividualcontribution3. Successmeasures—currentroleContributiontounit/companymeasuresSalaryincreaseLittle4. Requirements—currentroleMeet“current”jobdescriptionLive