爱立信薪酬体系最新课件

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1、Ericsson Compensation & Benefit爱立信薪酬体系爱立信薪酬体系 2002年年9月月18日日 Ericsson Compensation & Benefit爱立信薪酬体系爱立信薪酬体系 C&B vs Company strategy & HR management 薪酬与公司管理和人力资源管理的关系薪酬与公司管理和人力资源管理的关系 C&B system establishment, competitiveness, impact tocompany finance薪酬体系的建立、竞争力、对公司财务管理的影响力薪酬体系的建立、竞争力、对公司财务管理的影响力What a

2、re Ericssons business measurements?爱立信业务的衡量尺度？爱立信业务的衡量尺度？(它随着公司业务的转变而变化，去年可能是净销它随着公司业务的转变而变化，去年可能是净销售额、客户满意度、现金流，今年则是订单数量售额、客户满意度、现金流，今年则是订单数量和应收帐款等和应收帐款等) The business measurements decide the c&B strategy 业务的衡量尺度决定公司薪酬体系的战略业务的衡量尺度决定公司薪酬体系的战略(如奖励机制中目标的制定直接与业务战略相关如奖励机制中目标的制定直接与业务战略相关)Why HR need to l

3、ook at money?人力资源为什么向人力资源为什么向“钱钱”看？看？ all HR activities can be put in money term所有的人力资源管理活动都可以用钱来衡量 No financial mind-set & analysis, HR is blind.没有财务分析和头脑，人力资源管理是盲目的。 Net sales per employee人均净销售额人均净销售额 Net sales 净销售额净销售额total no. of employees 员工总数员工总数 Employee cost vs OPEX员工费用员工费用/营运费用营运费用 OPEX run

4、 rate/total turnover 营运费用营运费用/总营业额总营业额 Employee cost/OPEX run rate 员工费用员工费用/营运费用营运费用 How to build HR management into business process?如何把如何把HRM建立到业务流程？建立到业务流程？ HR reward systemHR奖励机制奖励机制Company financial objectives公司财务目标公司财务目标Human capital index人力资本指数人力资本指数Customer satisfaction客户满意度客户满意度 Key element

5、s of HR operation人力资源运作的关键要素人力资源运作的关键要素 组织设置组织设置OrganizationaldesignM&A 人员配置、人才招聘人员配置、人才招聘resource planning &staffing薪酬体系薪酬体系C&B设定目标设定目标/指标量化指标量化Setting objectives& measurement培训和能力发展培训和能力发展Training & competencedevelopment绩效评估和反馈绩效评估和反馈Performance evaluation &feedback Motivation characteristics of S

6、uccessful Companies 成功企业激励机制的特点成功企业激励机制的特点 support company strategy and developmentsupport company strategy and development配合公司战略和发展配合公司战略和发展 fully align with company goalsfully align with company goals不偏离公司目标不偏离公司目标each motivation action has its specific each motivation action has its specific obje

7、ctiveobjective任何一个激励机制都有它特定的目的任何一个激励机制都有它特定的目的 flexibility, fit into individuals desiresflexibility, fit into individuals desires 因人而异因人而异 MOTIVATION激励机制激励机制 企业运作环境企业运作环境 Business environment (industry, globalization,market competitiveness) 企业文化企业文化Company culture 品牌品牌 brand员工的价值员工的价值Value of staff工

8、作，机会，工资，奖金，奖励，股票，工作，机会，工资，奖金，奖励，股票，国外工作机会，教育，培训，管理风格，国外工作机会，教育，培训，管理风格，工作环境，组织结构，工作效率工作环境，组织结构，工作效率Compensation & Benefit薪酬体系薪酬体系 仁者见仁，智者见智的薪酬体系仁者见仁，智者见智的薪酬体系 人力资源管理人力资源管理的灵魂的灵魂 直接影响公司直接影响公司财务运作财务运作人力资源管理人力资源管理中技术中技术/技巧难技巧难度最大的部分度最大的部分 管理的平台管理的平台 最直白的竞争最直白的竞争 既灵活又抽象，既灵活又抽象，为我所用为我所用 C&B Program Manag

9、ement Cycle 薪酬体系管理流程薪酬体系管理流程Organizations Strategy 组织战略组织战略Human Resources Strategy 人力资源战略人力资源战略C & B Strategy 薪酬战略薪酬战略Program Evaluation 体系评估体系评估Administration & Implementation 操作执行操作执行Program Design 体系设计体系设计Communication & Training沟通与培训沟通与培训 Factors to be considered in C&B Strategy 薪酬战略的考虑因素薪酬战略的考

10、虑因素Customer Value客户价值客户价值Price 价格价格Quality 质量质量Service 服务服务Organization Value组织价值组织价值Financial Result 财务结果财务结果Org. Performance 组织结果组织结果Employee Value员工价值员工价值C&B 薪酬薪酬Other returns 其他回报其他回报C&B Strategy薪酬战略薪酬战略 C&B Objectives 薪酬目标薪酬目标Attract 吸引吸引Retain 保留保留Motivate 激励激励Employees员工员工Company公司公司Achieve O

11、bjectives达到公司目标达到公司目标 Key Elements of C&B 薪酬福利的关键要素薪酬福利的关键要素 IPE (International Position Evaluation) System 国际职位评估系统国际职位评估系统 C&B Package 薪酬内容薪酬内容 Performance Management 绩效管理绩效管理 IPE - International Position EvaluationIPE - 国际职位评估系统国际职位评估系统 - A Human Resource tool which measures the impact and contri

12、bution of each position 一种人力资源的工具，用来衡量每个职位的影响和贡献一种人力资源的工具，用来衡量每个职位的影响和贡献KSalary survey to benchmark competitiveness 用于工资调查以衡量竞争力用于工资调查以衡量竞争力KEstablish salary level and structure 用于建立工资水平及结构用于建立工资水平及结构KFacilitate recruitment 用于招聘用于招聘KFacilitate career planning 用于职业发展的计划用于职业发展的计划KPromotion and job rot

13、ation 用于升职和工作变动时的职位评估用于升职和工作变动时的职位评估KOrganization development 用于组织发展时的职位评估用于组织发展时的职位评估 The Four IPE Factors IPE 的四个要素的四个要素 Factor 1: Impact 影响力影响力Factor 2: Communication 沟通沟通Factor 3: Innovation 创新精神创新精神Factor 4: Knowledge 知识技能知识技能 Factor 1: Impact 影响力影响力Contribution 贡献贡献Impact影响力影响力Organization 组织大

14、小组织大小Size of organization 组织大小组织大小Influence on its area of responsibility / operation 对于职责范围内的影响对于职责范围内的影响 Factor 2: Communication 沟通沟通Positions responsibility for communications both within and outside the organization职位要求的对内部及外部的沟通职位要求的对内部及外部的沟通Frame 架构架构(内部或外部内部或外部)Communications 沟通沟通 Factor 3: I

15、nnovation 创新精神创新精神Identify, develop and make improvement to new ideas, techniques,procedures, services, or products发现、发展、改进新的想法、技术、发现、发展、改进新的想法、技术、程序、服务或产品程序、服务或产品Complexity 复杂性复杂性Innovation 创新创新 Factor 4: Knowledge 知识技能知识技能Teams 团队团队Breadth宽度宽度Knowledge 知识技能知识技能Knowledge required in job to accompli

16、sh objective and create value完成工作并增加价值所需的知识技能完成工作并增加价值所需的知识技能 Steps to set IPE System 设定IPE的步骤Step 1Establish working committee 建立工作组建立工作组Management team review and approve 管理层审核并批准管理层审核并批准Step 6Calculate IPE score and second interview line manager 算出算出IPE分数并与经理第二轮面谈分数并与经理第二轮面谈Step 5First interview

17、line manager 与经理第一轮面谈与经理第一轮面谈Step 4Review job description and design checklist questions回顾工作描述并设计相关问卷回顾工作描述并设计相关问卷 Step 3Understand IPE system and define role of each party 了解了解IPE系统并规定每一方的职责系统并规定每一方的职责Step 2 C&B Package 薪酬内容薪酬内容 competitive in the market to attract, retain and motivate保持市场竞争力从而吸引、保

18、留、激励员工保持市场竞争力从而吸引、保留、激励员工Compensation薪酬薪酬 Fixed Salary 固定工资固定工资Variable Pay 浮动工资浮动工资 Short Term incentive 短期激励奖金短期激励奖金 Sales Incentive 销售奖金销售奖金 Performance bonus 绩效奖金绩效奖金Benefits 福利福利Social Insurance 社会保险社会保险Housing Fund 住房公积金住房公积金Supl. Housing Fund 补充住房基金补充住房基金Sports allowance 运动补贴运动补贴Leave & holid

19、ay 休假休假Life&Medical Insurance人寿和医疗保险人寿和医疗保险Overseas Travel Insurance 境外旅行保险境外旅行保险Transportation 交通交通Meal allowance 饭补饭补 Others - welfare, rewarding 其他其他.Base Salary 基本工资基本工资13 Months Salary 年底双薪年底双薪Overtime Payment加班工资加班工资Travel Allowance 出差补贴出差补贴Stock Option 股票期权股票期权 C&B Package Designing Principle

20、s 薪酬设计原则薪酬设计原则 Externally competitive 外部竞争力外部竞争力 Internally equitable 内部公平性内部公平性 Cost Affordable & Appropriate 成本承受力及合理性成本承受力及合理性 Understandable 员工及公司的认同性员工及公司的认同性 Efficient to administer 便于操作便于操作 Externally Competitive 外部竞争力外部竞争力 Select competitors. 选定竞争对手选定竞争对手 Select the appropriate type of surve

21、y 选择适当的市场调查选择适当的市场调查 Determine current market position 了解目前在市场上的位置了解目前在市场上的位置 Set target on Market positioning 设定市场定位目标设定市场定位目标 (e.g. 25P, 50P, 75P or 90P) Adjust C&B policies accordingly 相关薪酬政策调整相关薪酬政策调整 Who are our reference? 我们和谁比较？我们和谁比较？XX的薪酬参照物？的薪酬参照物？ 0100,000200,000300,000400,000500,00044454

22、64748495051525354555657585960Position ClassRmb20022001April2001OctoberOverall Variance 总述总述2002 April fixed salary is 3% and 2% higher than 2001 April and 2001 October respectively. 2002年年4月市场工资比月市场工资比2001年年4月和月和10月分别增长了月分别增长了3%和和2%。At IPE 60 Level 2002 April is 15% higher than 2001 April and 5% mor

23、e than 2001 October.IPE60的员工，的员工，2002年年4月市场工资比月市场工资比2001年年4月和月和10月分别增长了月分别增长了15%和和5%。 Example1：Market Survey Data Analysis 举例举例1：市场调查数据分析：市场调查数据分析 - Market Movement市场移动市场移动 05000010000015000020000025000030000042 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 6090P75P50P25PIPEAnnual Total Cash- O

24、ne Companys position in the market 公司在市场上的位置公司在市场上的位置 Example2：Market Survey Data Analysis 举例举例2：市场调查数据分析：市场调查数据分析 Internally Equitable 内部公平性内部公平性Base Pay - Systematic Salary Structure 基本工资 - 系统的工资结构Variable Pay - based on Co.s achievement. 浮动奖金 - 与公司业绩挂钩Benefits - secure program for every employee

25、福利计划 - 为每位员工提供保障Stock Options - to retain & motivate key contributors 股票期权 - 保留和激励关键员工 Performance Management - Standard measurements 绩效管理 - 统一的衡量标准Internal equity is reflected in the following areas : 内部公平性反映在以下方面：内部公平性反映在以下方面： Cost Affordable & Appropriate 成本承受力及合理性成本承受力及合理性- Financial Analysis 费用

26、的管理费用的管理C&B Cost Forecast - decides if its affordable 薪酬费用预算薪酬费用预算 - 决定公司是否有能力支付决定公司是否有能力支付OPEX Forecast - decides if its appropriate and acceptable by Management 营运成本与净销售额的比值营运成本与净销售额的比值(OPEX)的预算的预算 - 决定薪酬是否合理，并能决定薪酬是否合理，并能为管理层所接受为管理层所接受 Understandable 员工及公司的认同性员工及公司的认同性Win-Win Principle 双赢原则双赢原则 E

27、mployees create value for Company 员工为公司创造价值员工为公司创造价值 Company provides employees competitive compensation and helps employees to achieve individual objectives. 公司为员工提供有竞争性公司为员工提供有竞争性的薪酬并帮助员工实现个人目标。的薪酬并帮助员工实现个人目标。Efficient Communication 有效的沟通有效的沟通 Efficient to administer 便于操作便于操作Negative Example :负面例子

28、：负面例子：2 Base Salary Setting 基本工资设定基本工资设定 Salary Structure Setting 工资结构的设定工资结构的设定 Salary revision 调薪调薪实例实例1： Salary Structure Setting 工资结构的设定工资结构的设定abc = Mid-Point Progression 中值变化中值变化 a1 - a2 = Range Spread 幅度范围幅度范围s1 - s2= Range Overlap 范围重叠范围重叠 050001000015000200002500030000350004000045000IPE Grad

29、esa1a2abcdeSalary Policy Line工资线工资线cs1s2 Salary Policy Line 工资线工资线market data & current salaries are reference; 以市场数据和现行工资为参考以市场数据和现行工资为参考Use regressed trend line; 用回归曲线用回归曲线 Consistent with the C&B strategy of the organization 与公司薪酬战略保持一致与公司薪酬战略保持一致 Midpoint-to-midpoint Differential 中值之间的差别中值之间的差别5

30、-10% between grades for Adm. staff; (IPE43-49) 行政人员行政人员-每个级别差约每个级别差约5-10%；8-15% between grades for professional and management (IPE50 - 57)专业技术或管理人员专业技术或管理人员-每个级别差约每个级别差约8-15%；30-35% between grades for executive levels (IPE58+) 高级管理人员高级管理人员-每个级别差约每个级别差约30-35%； Range Spread幅度范围幅度范围Narrow range (30-50

31、%) for adm. staff; 窄幅窄幅(30-50%)适用于行政人员；适用于行政人员；Wider range (40-60%) for professional staff; 稍宽幅度适用于专业技术人员；稍宽幅度适用于专业技术人员；Widest range (60%-300%) for managerial & executive staff. 最宽幅度适用于管理人员最宽幅度适用于管理人员 Range Overlap 范围重叠范围重叠A function of midpoint differentials and range spreads; 由中值差别与幅度范围决定由中值差别与幅度范

32、围决定Overlap of five grades is common. 五个级别内的重叠为正常五个级别内的重叠为正常Broad banding may produce substantial overlap. “宽级宽级”会造成很大的范围重叠。会造成很大的范围重叠。 Factors Influence Salary Revision 影响个人工资调整的因素影响个人工资调整的因素Performance Rating 表现评估得分表现评估得分Individual Pay Position to Salary Structure 相比工资结构，个人的工资水平相比工资结构，个人的工资水平 salar

33、y exceeding the maximum: lump sum 工资超过最高值，付一笔金额，无工资增长工资超过最高值，付一笔金额，无工资增长 salary beneath the minimum: special adjust 工资低于最低值，特殊调整工资低于最低值，特殊调整Competence and Market Value 能力与市场价值能力与市场价值Cost of Living 物价水平物价水平 Incentive Setting 奖金设定奖金设定 Incentive vs Guaranteed Pay 奖金与固定薪酬的比重奖金与固定薪酬的比重 Incentive objectiv

34、es setting 奖金目标的设定奖金目标的设定实例实例2： Incentive vs Guaranteed Pay奖金与固定薪酬的比重奖金与固定薪酬的比重- Market Movement (example) 市场移动市场移动(举例举例)100%100%100%100%100%100%10%10%15%23%30%28%0%20%40%60%80%100%120%140%Sales Mgr.Sales Prof.Sales general staffMgr.&Prof.General staffAdmin/Sec.Guaranteed CashVariable Payment Incent

35、ive Objectives Setting 奖金目标的设定奖金目标的设定 -Sales Incentive销售奖金销售奖金Turn Over(order booking, net sales) 营业额营业额(定单，净定单，净销售额销售额)Market Share市场份额市场份额Cash Flow现金流现金流Product Mix产品组合产品组合1999Turn Over(order booking, net sales)营业额营业额(定单，净销定单，净销售额售额)Market Share市场份额市场份额Cash Flow现金流现金流Product Mix产品组合产品组合2000 2001MU

36、 China Net Sales (compulsory) 中国市场净销售额中国市场净销售额(必必须须)MU China Cash Flow (compulsory)中国市场现金流中国市场现金流(必须必须)Customer Satisfaction客户满意度客户满意度.(half-year evaluation & payment) (半年评估一次半年评估一次)2002Max. 4 Objectives: 最多最多4个目标个目标Orders Booked (compulsory)定单定单量量(必须必须)Net Sales (compulsory) 净销售额净销售额(必须必须)Market Co

37、ntribution (for managers) 市场损益市场损益(针对经理针对经理)Product Mix (strategic products & services)产品组合产品组合Customer Satisfaction客户满意度客户满意度Account Receivable 应收帐款应收帐款Incentive Objectives Setting 奖金目标的设定奖金目标的设定 -Sales Incentive销售奖金销售奖金 Based on 5 business perspectives of financial, customer, employee, innovation,

38、 internal efficiency, Y2K 基于财务、客户、员工、创新、效率等基于财务、客户、员工、创新、效率等5个方面，以及个方面，以及Y2K。25% of financial objectives, 75% of KPIs with financial & non-financial 须至少有须至少有25%为财务指标为财务指标No restrictions on number of objectives 对目标的设定无数量限制。对目标的设定无数量限制。1999Maximum 4 objectives 最多最多4个目标个目标At least 1 objective is financ

39、ial至少一个是财至少一个是财 务目标务目标1 objective from the unit in which the employee works 有一个员工所在部门的目标有一个员工所在部门的目标1 objective from the unit of line manager works 有一个员工经理所在部门的目标有一个员工经理所在部门的目标Each organization decide objective weight 各组织自己决定各项目标的权重各组织自己决定各项目标的权重“Grandfather” principle reinforces objective alignment

40、 两层经理批准以确保目两层经理批准以确保目标标 的一致性的一致性2000Incentive Objectives Setting 奖金目标的设定奖金目标的设定 -STI & Performance Bonus短期激励奖金和绩效奖金短期激励奖金和绩效奖金 Maximum 4 objectives 最多最多4个目标个目标Overall objectives of Net Sales/Orders Booked, Market Contribution, Quality/TQM is cascaded down; 整体目标如净销售整体目标如净销售额、定单量、市场损益、质量等由上自额、定单量、市场损益

41、、质量等由上自下设定下设定One of managers objectives should be shared by subordinates 下属须有一个目标与经理分担。下属须有一个目标与经理分担。20012002Maximum 5 objectives最多最多5个目标个目标MU China Net Sales (compulsory)中国市场净销售额中国市场净销售额(必须必须)MU China Cash Flow (compulsory)中国市场现金流中国市场现金流(必须必须)Others其他其他(half-year evaluation & payment) (半半年评估一次年评估一次

42、)Incentive Objectives Setting 奖金目标的设定奖金目标的设定 -STI & Performance Bonus短期激励奖金和绩效奖金短期激励奖金和绩效奖金 C&B Program Evaluation 薪酬体系评估薪酬体系评估 Impact on organizations performance (Customers Satisfaction, Profit, external image, etc.) 对公司业绩的对公司业绩的影响影响 (客户满意度，赢利，外部形象，等客户满意度，赢利，外部形象，等)Costs 费用费用Employee turnover rate

43、 员工离职率员工离职率Human Resources Effectiveness 人力资本指数人力资本指数 Performance Management 绩效管理绩效管理PD Discussion (Q1) 个人发展谈话个人发展谈话 Review job description 回顾工作描述回顾工作描述 Set Objectives Measurements 设定目标及衡量标准设定目标及衡量标准 Competence Profile 技能要求技能要求 Individual development plan 个人发展计划个人发展计划Development Actions 发展行动发展行动(Q1-

44、Q4) Training 培训培训 Coaching 教练教练 Counseling 咨询咨询 Review 审核审核Performance Appraisal (Q4) 绩效评估绩效评估Evaluate Objective achievementsAssess personal performance factors 评估目标达到情况，其结果将：评估目标达到情况，其结果将： Input for next years PD Discussion 作为次年个人发展谈话参考作为次年个人发展谈话参考A base for salary revision 作为调薪的基础作为调薪的基础A base for

45、 career advancement 作为事业发展的基础作为事业发展的基础 When To Have PD Discussion? 何何时进行个人发展谈话？时进行个人发展谈话？ First quarter of the year 每年的第一季度每年的第一季度 6 months after new employee on board(Objective can be set once employee on board) 新员工入职后的新员工入职后的6个月个月(目标设定可于员工入职后即完成目标设定可于员工入职后即完成) Employee status change 员工情况变化时员工情况变化时

46、 Promotion升职升职 Demotion 降职降职 Transfer 工作调转工作调转 . Step 1 Review Job Description 回顾工作描述回顾工作描述Step 2 Set Objective/Goals - SMART 设定设定SMART目标目标Step 3 Set Standards and Measurement设定衡量标准设定衡量标准Step 4 Discuss Competence Profile 讨论技能要求讨论技能要求Step 5 Individual Development Plan 设定个人发展计划设定个人发展计划 Setting Objecti

47、ves,Standards and Measurements目标及衡量标准设定目标及衡量标准设定Priority Objectives/ Standards/ RatingWeight Responsibilities Measurement (1-5)30%.20%.15%.Deliver project XXX according Delivered by 15th of Apr 02to time plan and project spec. Increase Customer.Sat after delivering by over 3,8. Individual OPEX decre

48、ased by By 31st of Dec 02Kr 25.000,-/year. Documented in the financial system, cost center XXXImplement Performance Measured by Dialog, Dec 01:Management within XXX. All employees have set goals. All employees have PD-disc. Increased Empowerment index by over 30% Technical/Professional CompetenceHum

49、an CompetenceBusiness CompetenceIndividualCapacitiesCompetencies relevant to interaction with people. Managing People Negotiating Skill .Competencies specific for a certain function, role or task.3G Competence2.5 G Competence.Competencies related to the understanding of the business.Understanding of

50、 Telecom Market.The Ericsson Competence Model爱立信技能模式爱立信技能模式 012345R e q u ire dA c tu a lCompetence Profile综合技能评定表综合技能评定表 Actions and Courses Planned Time Complete Time 行动行动/课程课程 计划时间计划时间 完成时间完成时间 Attend the LCC course June 2001 May 2002Participate in the global project of Feb 2001 Oct. 2001Implemen

51、t the PM program in department May 2001 Dec. 2001Rotate to position to get further understandingof business operation Jan 2002 May 2002 Training 培训培训 Coaching and Feedback 教练、反馈教练、反馈 Counseling咨询咨询 Review 审核审核 Coaching & Feedback 教练、反馈教练、反馈Good Communication Skill良好的沟通技巧良好的沟通技巧Coaching教练教练Coaching i

52、s the following up of feedback, incl. Solving the problem and action plan. 教练是对反馈的跟进，教练是对反馈的跟进，包括解决问题及行动计划等。包括解决问题及行动计划等。Feedback反馈反馈Effective feedback describes the behaviors under specific situation 有效的反馈是对于员工有效的反馈是对于员工具体情境下行为的反馈具体情境下行为的反馈 Feedback: The IDEAL State 给予反馈的理想状态给予反馈的理想状态 F=Frequent 时常

53、 A=Accurate 准确 S=Specific明确具体 T=Timely 及时 Preferred approach“Your presentation this morning went well. You conveyed very clearly the supporting rationale. In fact, the team agreed with your recommendation and well be moving ahead. One suggestion Id make for future presentations is spending less time

54、 on the alternatives considered. That way the audience remains clear on whats being proposed.” One approach“That was a great job on the presentation you did last month. I got a few comments about how it could have been shorter, but overall you did fine. Keep up the good work!” What to be appraised?

55、评估什么评估什么Results & achievements 工作结果评估工作结果评估 Objectives 目标目标 Responsibilities/key results areas 职责职责 Performance factors 表现因素评估表现因素评估 Attitude in performing 工作态度工作态度 Competence 能力能力 Rating and Weighting 分值与权重分值与权重The overall rating of Performance Appraisal should derive from both rating of objectives

56、/responsibilities and performance factors. 表现评估的最终结果来自目标/职责及表现因素的评估。Weighting 权重：权重： Objectives/Responsibilities = 60% 目标目标/职责占职责占60% Performance factors = 40% 表现因素占表现因素占40%Performance appraisal 绩效评估绩效评估 . Initiative 主动性主动性. Problem solving 解决问题能力解决问题能力. Customer oriented 客户导向客户导向. Team work 团队精神团队精

57、神. Communication沟通技巧沟通技巧Performance Factors 表现因素表现因素Examples 例如：例如： Five Levels of Performance 绩效的五个等级绩效的五个等级Termination解雇解雇Training培训培训Promotion升职升职12345UNACCEPTABLE不合格NEEDSIMPROVEMENT需改进MEETSREQUIREMENTS达到要求EXCEEDSREQUIREMENTS超过要求OUTSTANDING表现突出 Performance well below Performance well below expect

58、ations expectations 表现大大表现大大低于期望低于期望 Immediate disciplinary Immediate disciplinary action required action required 应立即应立即处罚处罚 requires improvement in requires improvement in some areas some areas 在某些领在某些领域需要改进域需要改进Is he/she new in the job? Is he/she new in the job? 是否为新员工？是否为新员工？ Meets all objective

59、s Meets all objectives 达达到所有目标到所有目标Minor shortfallsMinor shortfalls极少不极少不足足 Meet all objectives Meet all objectives达到达到所有目标所有目标Exceeds some objectives Exceeds some objectives 超过一些目标要求超过一些目标要求 Exceed all objectives Exceed all objectives 超超过各项目标过各项目标obvious at all area obvious at all area 在合在合方面都表现突出方

60、面都表现突出 Normal Distribution of 5 Performance Ratings五个绩效等级的正态分布五个绩效等级的正态分布Unacceptable不合格不合格Acceptable需改进需改进Good达到目标达到目标Excellent超过要求超过要求Outstanding表现突出表现突出0%5%10%70%10%5% Priority Objectives/ Standards/ RatingWeight Responsibilities Measurement30%.20%.15%.Deliver project XXX according Delivered by 1

61、5th of Apr 02to time plan and project spec. Increase Customer.Sat after delivering by over 3,8. Excellent Individual OPEX decreased by By 31st of Dec 02Kr 25.000,-/year. Documented in the financial system, cost center XXX OutstandingImplement Performance Measured by Dialog, Dec 01:Management within XXX. All employees have set goals. Excellent All employees have PD-disc. Increased Empowerment index by over 30%