PerformanceManagement(英文版)

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1、Performance Management Organizational&Human Resource Development DivisionHong Kong Productivity CouncilSeminar Content Why is PM Important to Business Performance?What is PM?The PM Cycle Effective PM System Identification of Individual Performance Measures What is Balanced Scorecard?Barriers in Stra

2、tegic Management of Organizational Performance How does a Balanced Scorecard Translate Company Strategy into Action?Framework of a Balanced Scorecard Performance Measurement System Action Required for Implementation of an Effective PMWhy is Performance Management(工作表現管理工作表現管理制度制度)Important to Busine

3、ss Performance?改善工改善工作程序作程序員工態度改員工態度改變變接受變接受變革革External Pressures 外來壓力外來壓力修訂營修訂營運策略運策略提提高高生生產產力力宏觀環境宏觀環境:公司公司:個人個人:提出人提出人力管理力管理變革變革工作表現工作表現管理制度管理制度Why is Performance Management(工作表現管工作表現管理制度理制度)Important to Business Performance?Benefits to Individuals Better understanding on performance standards Be

4、tter development opportunities Motivated as it is a fairer system to measure employees performance Improved relationship with supervisors Improved individual performanceWhy is Performance Management(工作表現管工作表現管理制度理制度)Important to Business Performance?Benefits to Organisation Effective monitoring syst

5、em Better understanding on performance standards Organisations expectations can be clearly communicated Link individuals work output to organisational goals Better morale Shape organisations cultureWhy is Performance Management(工作表現管工作表現管理制度理制度)Important to Business Performance?Ultimate BenefitstoOr

6、ganizationBusinessResultsDriveWhat is Performance Management(工作表現管理制度工作表現管理制度)?“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 of achieving job-related success.”Different Approaches

7、TraditionalIntegrated Performance ManagementCompetency-based Integrated PM ProcessPM as Core Process for Change As driver for change Integrated Fit with culture Self-managed individuals&teams Harmony with rewards Motivating work climate Integrated with competency model Focus on developing people Lin

8、ked to succession planningCovers 3 phases:planning managing/coaching reviewing Once a year event Not integrated Little managing of performanceDegree of integration with other HR processesPerformance Management-Current Trends(當前趨勢當前趨勢)Performance management as a core process New approaches:self-appra

9、isal 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/participation From measuring outputs measuring outputs+inputs Greater line-management ownership Formal,once-a-year feedback more informal,on-going communication Performance Management-

10、Core Principles(核心原則核心原則)Corporate&individual performance are mutually dependent On-going process providing the basis for continuous improvement Relies on consensus Not just top-down A 2-way communication process Forward looking Concentrate on positive attributes Works best when applied to all staff

11、The Performance Management Cycle表現管理週期表現管理週期Performance planning 表現的計劃表現的計劃Performance review表現的檢討表現的檢討Performance coaching表現的督導表現的督導Reward報酬報酬 Training 培訓培訓Succession planning 人才銜接計劃人才銜接計劃Discipline 紀律紀律Business strategy 商業策略商業策略People management strategy 人力資源管理策略人力資源管理策略The PM CycleHR Practices 人力

12、資源措施人力資源措施Performance Management-Interlinking Parts表現管理的互相緊扣的部份表現管理的互相緊扣的部份Measurement量度表現量度表現Learning&Development學習與發展學習與發展Goal Setting確立目標確立目標PerformanceManagement表現管理表現管理Appraisal(Review)評評 核核(檢討檢討)Towards an Effective PM System邁向有效的表現管理制度邁向有效的表現管理制度What to Measure評估什麼評估什麼?How to Measure如何評估如何評估?

13、Work Outcomes工作成果工作成果PerformanceFactors工作表現要素工作表現要素Appraisal Form Design評核表格評核表格的設計的設計UserTraining評核人的評核人的培訓培訓 The Appraisal 評核階段及評核面談評核階段及評核面談 The Process評核程序評核程序Measuring Outcomes(Results)如何評核工作成果如何評核工作成果(效果效果)Accountabilities(負責範圍負責範圍)PerformanceStandards(表現標準表現標準)Objectives(目標目標)What are the foc

14、us areas?(主要工作範圍主要工作範圍)How will the results be measured(量度量度)?Within each area,what are the objectives(目標目標)?(Sales managementTo generate sales cost-effectively To increase sales by 10%in 1998 Measuring Outcomes(Results)如何評核工作成果如何評核工作成果(效果效果)Accountabilities,examples(負責範圍的典型例子):Human Resources 人力資源

15、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Measuring Outcomes(Results)如何評核工作成果如何評核工作成果(效果效果)Sales New business development Sales management Lead generation Account development Marketing Advertising Pro

16、motion strategy Pricing Market research Media relationsSetting Objectives 建立目標建立目標 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 achieved Characteristics:Focused Written Stated forcefully Significant Prioritized and weighted Not too many Communi

17、cated“SMART”,“SMARTER”Defining Performance Standards制訂表現標準制訂表現標準 Measurable factors from a performance factor 4 direct measures of output:Quality Quantity Cost Time May be“hard”/“soft”numbers,problems to overcome Cost effectiveAgreeing on Action Plan共同協議行動計劃共同協議行動計劃 What When Where Who Written Commu

18、nicatedAssessing Performance Factors(表現原素表現原素)/Competencies(稱職原素稱職原素)Examples:Coca-ColaMobilPerformanceCompetenciesFactorsCommunicationTeamworkJob knowledgeTechnical knowledgeProblem solvingSetting high standardsWork relationshipsConcern for accuracyLeadershipConcern for effectivenessPlanning,organi

19、singFlexibilityPersonal Drive(主動性主動性)Identify own strengths and weaknesses Learn from own mistakes and those of others Change behaviours as a result feedback Keep update on own field of specialisation Try influence rather than passively accept an event Continuously looking for innovative means to ac

20、hieve results Show enthusiasm and drive to get things done Be persistent towards the achievement of plans or initiatives Remain committed in spite of problemsActively learning主動學習主動學習Demonstrating Commitment表現投入感表現投入感Taking initiative採取主動採取主動 Determine Performance FactorsDetermine Dimensions(量度方向量度方

21、向)Determine Behaviour Indicators(行為指標行為指標)Determining Performance Factors (Competencies)-An ExampleDesigning the Process 設計評估階段設計評估階段 Determine the purposes 確立目標 Develop the 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

22、 評核面談的頻率 Linkage with pay 與薪酬的聯繫Designing the Appraisal Form 設計評核表格設計評核表格 What to include 應包括甚麼?Work outcomes or objectives 工作成果(目標)Performance factors 表現要素 Jobholder personal data 員工個人資料 Major achievement 主要成就 Development needs and plans 培訓需要及計劃 Approvals 審批機制 Employee comments 員工意見 Promote ability

23、 Rating scheme 表現評級標準 How many levels 多少級別?What will we call each level 級別名稱?Performance Review 表現評核表現評核 Strategy&system for performance management Continuous 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 processObjectives of Performance Appraisal表現評核的目的

24、表現評核的目的 Motivate/reinforce good performance Identify areas for improvement Identify training&development needs Clarify job expectations Strengthen staff-supervisor relationshipElements of a Good Appraisal好的表現評核好的表現評核1.Document performance2.Performance diagnosis3.Seek bilateral participation4.Focus o

25、n goals6.Minimal criticism7.Single purposeAppraisal Errors 表現評核常見錯誤表現評核常見錯誤 Halo error 以偏概全 Contrast 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Optimising Your Existing System改善你公司現行的制度改善你公司現行的制度 What we can do to impr

26、ove?Review your existing system and identify:ImbalancesAmbiguitiesNon-alignment with strategic 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)P

27、rovide appraiser trainingCultural Issues 文化因素文化因素 Culture is a common excuse for not setting up a performance management system(PMS)not optimizing the existing system PMS needs to be compatible with existing organizational culture What is often overlooked is:PMS can help to drive change,which will l

28、ead to a new organizational culture Check your organization for readinessCriteria for an Effective Appraisal System好的表現管理制度好的表現管理制度-標準標準 Relevance 關聯性 Sensitivity 敏感性 Reliability 可靠性 Acceptability 認受性 Practicability 可行性Critical Success Factors 成功要訣成功要訣 Open,honest management style-high degree of tru

29、st Line managers feel sense of ownership Supportive HR/personnel function Senior management support Business plan-linked with organisational goalsIdentification of Individual Work Outcomes(工作成果工作成果)and Performance Measures(量度標準量度標準)Based on the Balanced Scorecard System 均衡績分表系統What is a Balanced-Sco

30、recard均衡績分表均衡績分表?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.Barriers in Strategic Management(策略管理策略管理)of Organizational

31、 Performance(組織表現組織表現)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 strategicBarriers in Strategic Management of Organizational Performance The Traditional Financial Measure

32、ment 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 determinantsWhat is a Balanced-Scorecard?How do customers see us?(customer perspective 客戶觀點)What must we excel at?(internal perspective 內

33、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 perspectives:How do we look to shareholders?(financial perspective 財務方面)What is a Balanced-Scorecar

34、d?These four critical-success factors:Customer Satisfaction,Internal Business Process,Innovation&Learning of the Organization,plus Financial Perspective,are regarded as the drivers of future financial achievement for their significant impact on organizational performance.What is a Balanced-Scorecard

35、?Customer Satisfaction 滿足客戶-to stay competitive,we need to satisfy our customers requirements.In a broad sense,customers are mainly concerned about time,quality,service&cost;However,we must be sensitive to other value-added attributes,e.g.customers loyalty.The balanced-scorecard tends to focus on en

36、tirely new internal business processes generating most customer satisfaction and achieving the companys financial 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 formulate

37、d,companies must then identify what internalprocesses to excel in,in order to fulfill customers needs.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

38、customers requirements.The balanced-scorecard articulates and measures companys growth by bridging the organizational capabilities,such as people,system,and procedures,with what is required to achieve breakthrough performance.What is a Balanced-Scorecard?Financial Performance 財務方面:The balanced-score

39、card also retains a financial dimension to 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 busi

40、ness strategy to achieve the right balance between bottom line and operational improvements.How Does a Balanced-Scorecard Translate Company Strategy into Action 均衡績分表如何實踐公司策略均衡績分表如何實踐公司策略By translating the vision and strategy so that it is understoodand can be acted upon.To be the best integrated re

41、finer/marketer in the United 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 scale

42、Pioneers Mission(使命)How Does a Balanced-Scorecard Translate Company Strategy into Action均衡績分表如何實踐公司策略均衡績分表如何實踐公司策略Pioneers Balanced Scorecard Strategic Objectives Strategic Measures 策略目標策略目標 量度標準量度標準FinCustInternal I&LFinancially strong.Return on Capital Employed.Delight the customer.Mystery shopper

43、 ratingWin-win relationship.Dealer/Pioneer Gross Profit Split.Safe&Relaible Mfg reliability indexCompetitive supplier Days away from work placeQuality Quality IndexMotivated&prepared Strategic competency availability How Does a Balanced-Scorecard Translate Company Strategy into ActionThe Revenue Gro

44、wth Strategy“Improve stability by broadening the sources of revenue from current customers”The Productivity Strategy“Improve operating efficiency by shifting customers to more cost-effectivedistribution channels”Improve ReturnsBroadenRevenueMixImprove operatingefficiencyIncrease cust.confidence in o

45、ur fin.advice Increase cust.Satisfaction thru sup executionUnderstand customersegmentsDevelop newproductCross-sell theproduct lineShift to appropriatechannel Minimize problemsProvide rapidresponse Increase employeeproductivityAccess to strategicinformationDevelop strategicskillsAlign personalgoalsFi

46、nancial CustomerInternalI&LHow 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 Structure Return on Investment Revenue Growt

47、h 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 Products Cross-Sell Products Shift Customers to

48、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 Info Align Personal Goals Employee Satisfacti

49、on 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.How does a Balanced Scorecard Translate Company Strategy into Action均衡績分表如何實踐公司策略均衡績分表如何實踐公司策略 Example:an Electronics Company

50、Vision “To diversify our customer base and become a competitive and reliable supplier to ANY potential customers”Translation of Vision into Strategic Objectives“a competitive and reliable supplier”would mean cost effective better product development good customer serviceTranslation of Strategic Obje

51、ctives into Organizational Goals 組織目標組織目標&Measures 量度標準量度標準Strategic Perspective Organizational MeasuresObjectives GoalsCustomer-enhance customer satisfaction on company service-customer satisfactionsurvey-milestone varianceInternalProcess-quality control-lot rejection%-incoming materialcontrol(acce

52、ptance%)Innovation&Learning-enhance marketing teams product market sense-no.of exhibition/show attendedFinance-reduce manufacturing cost-productivity index-cost variance for work order-scrap page%ProvideGoodCustomerServiceTranslation of Organizational Goals into Departmental Goals-Example of Marketi

53、ngEnhance Customer Satisfaction on Company Service(Customer Perspective)Departmental Goals Provide fast response on customers request Coordinate with other departments to ensure on-time delivery of services/productsMeasures Customer satisfaction survey Sales volume Translation of Organizational Goal

54、s into Departmental Goals-Example of ProductionEnhance Customer Satisfaction on Company Service(Customer Perspective)Departmental Goals Timely delivery of products/services Ensure the quality of products/services is up to the expectation of customers Measures Lot rejection rate:2%Milestone varianceF

55、ramework of a Balanced Scorecard Performance Measurement SystemStrategic ObjectivesInternal ProcessCustomerInnovation&GrowthFinancialMeasuresIndividualsPerformanceDepartmentPerformanceDepartmentPerformanceOrganisation Performance部門表現個人表現公司整體 表現均衡績分表 的骨幹Action Required 坐言起行坐言起行Does your company have

56、a PM system?Are you entirely satisfied with your staff(companys)performance?Are you entirely satisfied with your PM system?Conduct an Audit of your PM systemDefine performance measuresDefine your objectivesProvide training for usersDesign the appraisal formImplement your PM systemDesign the PM processSet up a PM systemStudy the practicability of setting up a PM system演讲完毕，谢谢观看！