绩效管理的应用过程

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1、绩效管理的应用实务 课程大纲：1.考绩与绩效的关系2.如何设计考绩制度e化3.如何将企业的营运策略转换成员工个人的工作目标4.考绩与薪酬之e化互动关系5.如何评估考绩制度e化之成效1.考绩与绩效的关系基本考核工作区分标准绩效在职辅导有效的辅导辅导技巧及运用绩效改善计画准备一种有效的行动计画考核考核过程考核面谈的准备进行考核面谈不间断的绩效考核流程绩效管理流程 目标设定年终考核年中考核辅导与回馈员工发展计画绩效考核流程2.如何设计考绩制度e化 绩效管理的目的(Program Objectives)做为薪资调整的依据(To Provide Information for Salary Admini

2、stration)作为升迁的依据(To Provide Information for Promotion)做为现职工作改善的依据(To Improve Performance on the Present Job)做为员工开展的参考依据(To Design Employee Development Plan)绩效追踪 定期响应绩效及领导才能(每季一次)员工开展计画检视(每半年一次)检讨员工必须改进的工程及完成的目标 整合需改进的工程成为年度目标 挑选至少一项成为年度目标 与员工生涯规划连结与员工才能评估配合 2.如何设计考绩制度e化e-Forms传输流程e-Formse-FormsGloba

3、lHRLibrary第一阶段主管接受电子邮件送至的表格检视后决定核准或是退回不准ApproverpointsacopyforHRfilling收到第二阶段核准时印出第二阶段主管接受电子邮件送至的表格检视后决定核准或是退回不准电子邮件送出取得核准电子邮件送出取得核准主管进入GlobalHRLibrary寻找所需要的表格寻求两阶层之核准电子邮件送取得核准出印出一份做备份AllFormsSelectedbycountry表格送至电子邮件处理中心等待核准此一笔资料被核准后立即自动被送到数据处理中心存入数据库PeopleSoftHRTC(数据处理中心)个人绩效是以领导职能(Leadership Comp

4、etencies)和到达目标的成果(Goals Results)来衡量 目标设定时间：Jan/Feb/Mar参加者：主管Approach：个人目标是与其所服务的事业单位或国家联结Focus：员工、客户、股东 员工发展计画时间：Q2参加者：员工Approach：搜集及分析工作表现的数据与组织的需要Focus：员工个人发展 年中及年终考核时间：年中(七月)及年终(次年一月)Approach：主管作考核之前员工自我先行对预先设定的工作目标及领导职能作评核领导职能工作表(LeadershipCompetenciesWorksheet)是领导能力评量之准则成果评估成果评估“What IS Achieve

5、d”过程评估过程评估“How Are Goals Achieved”目标设定的流程及时间表 Jan31-Feb3GoalCommitteepreparedraftCoreGoalandtasksforreviewwithPresidentFeb8-Feb11PresidentOverlaysIndividualandRegionalGoalsandfinalizeshisgoalswithcommitteeFeb8-Feb11CommitteepreparesRegionCoreGoalsandTasksforDirectReportsFeb11CommitteedistributeRegio

6、nCoreGoalstogetherwithPresidentsfinalizedgoalsFeb21-Feb25DirectreportsOverlayIndividualandMarket/UtilityspecificgoalsFeb28-May1Committeereviews,alignsandagreesdirectreportgoalsMay2-May7ReportsDirectReports(Level3)prepareGoals,Tasks,Timetable.ApprovedbyPresidentsdirectreports(level2)May8-May10Committ

7、eereviews,alignsandagreesLevel3goals.RegionGoalCommittee(PreparesdraftRegioncoregoalsforPresidentandDirectReportsAndreviewsindividualsubmissionsforshareholder,customerandemployeealignment)President目标设定表 Reports Direct ReportsPresidentDirect ReportsJan31-Feb3Feb8-Feb11Feb8Feb11Feb21Feb25Feb28March7Co

8、reGoals,TargetsandTaskspreparedandagreedOverlayMarket/UtilitySpecificandpersonalgoalsGoalscompleted工作目标评核 完成了什么？Employee Goal(25%)员工满意度结果 360度领导行为响应结果其它 Customer Goal(25%)客户满意度响应结果 客户满意度的衡量要点及标准 Shareholder Goal(50%)财务盈亏目标 年成长率 特殊的奉献法令、法规的实行 Leadership Competencies Rating WeightsMiddleManagement Sen

9、iorManagement ExecutiveManagementIndividualManagement ThoughtLeadership 10-20%20-30%30-40%20-30%ResultsLeadership 40-50%20-40%20-30%40-50%RelationshipLeadership 20%20%20%20-30%PeopleLeadership 20%10-20%10-20%0-10%Performance Distribution GuidelinesG1G2G3G4For a G1 Business Unit10-20%35-50%25-45%0-5%

10、For a G2 Business Unit5-10%30-40%35-55%5-8%For a G3 Business Unit0-5%20-35%45-65%8-10%L1L2L3L4L Guidelines for all Business Units5-15%20-30%50-55%5-15%GOAL RATING WORKSHEET FOR TRSI MEMBER OF INTERNATIONAL,REGIONAL AND COUNTRY EXECUTIVE TEAMSIndividualLineofBusinessRatingExecutive Team MemberExecuti

11、veTeamRatingSourceofRatingInformationWeightRatingIndividualLineofBusinessresultsagainstshareholdertargets(e.g.,NetIncome,Revenue,Expense)35%17.5%12.5%65%IndividualLineofBusinessresultsagainstCustomertargets(e.g.,CIF,Billings,Customers,Satisfaction)IndividualLineofBusinessresultsagainstEmployeeScoreC

12、ardtargets(EmployeeSurvey)OverallIndividualLOBRatingShareholder50%Customer25%Employee25%SourceofRatingInformationWeightRating15%7.5%12.5%35%Intl,RegionalorCountryTRSIResultsagainstMarketScoreCardShareholdertargets(e.g.,NetIncome,Revenue,Expense,etc.)Intl,RegionalorCountryTRSIResultsagainstMarketScor

13、eCardCustomertargets(e.g.CIF,Billings,CustomersSatisfaction)Intl,RegionalorCountryTRSIResultsagainstMarketScoreCardEmployeetargets(EmployeeSurvey)OverallExecutiveTeamRatingOverallIndividualGoalRatingCommentsINDIVIDUAL LEADERSHIP RATING WORKSHEET FOR MEMBERS OF INTERNATIONAL,REGIONAL AND COUNTRY EXEC

14、UTIVE TEAMSLeaderInputonCompanyLeadershipDimensionsExecutive Team MemberExecutiveTeamInputonMatrixLeadershipCompetenciesDimensionLeadership CompetencyCompetency RatingDimension RatingThoughtLeadershipCreating Innovative SolutionsActing Strategically&GloballyResultsLeadershipMeeting&Exceeding Custome

15、rDiving resumes ExpectationsDemonstrating Risk TakingActing DecisivelyRelationshipLeadershipCollaborating&Influencing OthersDemonstrating IntegrityTreating People with Respect and Dignity Valuing and Integrating DiversityPeopleLeadershipManaging ChangeManaging PerformanceDeveloping PeopleLeadership

16、Dimensions Rating(65%Weight)：Matrix RatingMatrix Leadership CompetencyP&L DriverDeal MakerRelationship BuilderFollow-Through LeaderBU Matrix LeadershipRating(35%Weight)Overall Leadership Rating 3.如何将企业的营运策略转换成员工个人的工作目标 Vision远景Day-to-DayActivities每日工作StrategicObjectives策略目标绩效管理制度FunctionalGoals部门目标B

17、usinessUnitGoals事业单位目标Values经营理念绩效评估的原那么 绩效评估应该把？.焦点放在根据员工 这一年目标的达标 率(What)根据其行为表现与 领导职能之对照(How)绩效评估必需反应？.员工是用什么行为模式来完成其目标？如何做绩效评估加权/评量成果与预订目标的对照评量其行为表现与 领导职能汇总其绩效讨论及评核薪酬4.考绩与薪酬之e化互动关系 工作目标的设定WHATYOUDO领导模式行为HOWYOUDOIT报酬 Salary AdministrationMerit IncreaseLump Sum Salary AwardOther Salary AdjustmentP

18、romotion IncreaseLateral Move IncreaseWithin Band Growth in Current Position IncreaseInternal Equity AdjustmentMarket AdjustmentReward&Recognition1.Management BonusCash2.Annual Incentive Award3.Long Term Incentive Award4.Non-Qualified Stock Options5.Protfolio Grants6.Restricted Stock Awards演讲完毕，谢谢观看！