日化行业HKPC的绩效考核概述

Performance Management Organizational&Human Resource Development DivisionHong Kong Productivity CouncilSeminar ContentWhy is PM Important to Business Performance?What is PM?The PM CycleEffective PM SystemIdentification of Individual Performance MeasuresWhat is Balanced Scorecard?Barriers in Strategic Management of Organizational PerformanceHow does a Balanced Scorecard Translate Company Strategy into Action?Framework of a Balanced Scorecard Performance Measurement SystemAction Required for Implementation of an Effective PMWhy is Performance Management(External Pressures 宏觀環境宏觀環境:公司公司:個人個人:Why is Performance Management(Benefits to Individuals Better understanding on performance standards Better development opportunities Motivated as it is a fairer system to measure employees performanceImproved relationship with supervisors Improved individual performanceWhy is Performance Management(Benefits to OrganisationEffective monitoring systemBetter understanding on performance standardsOrganisations expectations can be clearly communicatedLink individuals work output to organisational goalsBetter moraleShape organisations cultureWhy is Performance Management(Ultimate BenefitstoOrganizationBusinessResultsDriveWhat is Performance Management(“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 ApproachesTraditionalIntegrated Performance ManagementCompetency-based Integrated PM ProcessPM as Core Process for ChangeAs driver for changeIntegratedFit with cultureSelf-managed individuals&teamsHarmony with rewardsMotivating work climateIntegrated with competency modelFocus on developing peopleLinked to succession planningCovers 3 phases:planningmanaging/coachingreviewingOnce a year eventNot integratedLittle managing of performanceDegree of integration with other HR processesPerformance Management-Current Trends(Performance management as a core processNew approaches:self-appraisal Performance Management-Core Principles(Corporate&individual performance are mutually dependentOn-going process providing the basis for continuous improvementRelies on consensusNot just top-downA 2-way communication processForward lookingConcentrate on positive attributesWorks best when applied to all staffThe Performance Management CyclePerformance planning Performance reviewPerformance coachingRewardTraining Succession planning Discipline Business strategy People management strategy The PM The PM CycleCycleHR Practices Performance Management-Interlinking PartsMeasurementLearning&DevelopmentGoal SettingPerformanceManagementAppraisal(Review)Towards an Effective PM SystemWhat to MeasureHow to MeasureWork OutcomesPerformanceFactorsAppraisal Form DesignUserTraining The Appraisal The ProcessMeasuring Outcomes(Results)Accountabilities(PerformanceStandards(Objectives(What are the focus areas?(How will the results be measured(Within each area,what are the objectives(Sales managementTo generate sales cost-effectively To increase sales by 10%in 1998 Measuring Outcomes(Results)Accountabilities,examples(Measuring Outcomes(Results)SalesNew business developmentSales managementLead generationAccount developmentMarketingAdvertisingPromotion strategyPricingMarket researchMedia relationsSetting Objectives Stephen Covey:set your goals within your role(Defining Performance StandardsMeasurable factors from a performance factor4 direct measures of output:QualityQuantityCostTime May be“hard”/“soft”numbers,problems to overcomeCost effectiveAgreeing on Action PlanWhatWhenWhereWhoWrittenCommunicatedAssessing Performance Factors(Examples:Coca-ColaMobilPerformanceCompetenciesFactorsCommunicationTeamworkJob knowledgeTechnical knowledgeProblem solvingSetting high standardsWork relationshipsConcern for accuracyLeadershipConcern for effectivenessPlanning,organisingFlexibilityPersonal Drive(Identify own strengths and weaknessesLearn from own mistakes and those of othersChange behaviours as a result feedbackKeep update on own field of specialisationTry influence rather than passively accept an eventContinuously looking for innovative means to achieve resultsShow enthusiasm and drive to get things doneBe persistent towards the achievement of plans or initiativesRemain committed in spite of problemsActively learningDemonstrating CommitmentTaking initiativeDetermine Performance FactorsDetermine Dimensions(Determine Behaviour Indicators(Determining Performance Factors (Competencies)-An ExampleDesigning the Process Determine the purposes Designing the Appraisal Form What to include Performance Review Strategy&system for performance managementContinuous process of Review Objectives of Performance AppraisalMotivate/reinforce good performanceIdentify areas for improvementIdentify training&development needsClarify job expectationsStrengthen staff-supervisor relationshipElements of a Good Appraisal1.Document performance2.Performance diagnosis3.Seek bilateral participation4.Focus on goals6.Minimal criticism7.Single purposeAppraisal Errors Halo error Optimising Your Existing SystemWhat we can do to improve?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)Provide appraiser trainingCultural Issues Culture is a common excuse fornot setting up a performance management system(PMS)not optimizing the existing systemPMS needs to be compatible with existing organizational cultureWhat is often overlooked is:PMS can help to drive change,which will lead to a new organizational cultureCheck your organization for readinessCriteria for an Effective Appraisal SystemRelevance Critical Success Factors Open,honest management style-high degree of trustLine managers feel sense of ownershipSupportive HR/personnel functionSenior management support Business plan-linked with organisational goalsIdentification of Individual Work Outcomes(Based on the Balanced Scorecard System What is a Balanced-Scorecard 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(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 Measurement System:(What is a Balanced-Scorecard?How do customers see us?(customer perspective What must we excel at?(internal perspective How can we continue to improve and create value?(innovation&growth perspective 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 What is a Balanced-Scorecard?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?Customer Satisfaction The balanced-scorecard tends to focus on entirely 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 What is a Balanced-Scorecard?Innovation&Learning 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 The balanced-scorecard allows the company to weigh short-term gains against long-term business development,and re-examine business strategy to achieve the right balance between bottom line and operational improvements.How Does a Balanced-Scorecard Translate Company Strategy into Action By translating the vision and strategy so that it is understoodand can be acted upon.To be the best integrated refiner/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 scalePioneers Mission(How Does a Balanced-Scorecard Translate Company Strategy into ActionPioneers Balanced Scorecard Strategic Objectives Strategic Measures FinCustInternal I&LFinancially strong.Return on Capital Employed.Delight the customer.Mystery shopper 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 Growth 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 our fin.advice Increase cust.Satisfaction thru sup executionUnderstand customersegmentsDevelop newproductCross-sell theproduct lineShift to appropriatechannel Minimize problemsProvide rapidresponse Increase employeeproductivityAccess to strategicinformationDevelop strategicskillsAlign personalgoalsFinancial 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 Growth 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 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 Satisfaction 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 ActionExample:an Electronics CompanyVision “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 meancost effectivebetter product developmentgood customer serviceTranslation of Strategic Objectives into Organizational Goals Strategic Perspective Organizational MeasuresObjectives GoalsCustomer-enhance customer satisfaction on company service-customer satisfactionsurvey-milestone varianceInternalProcess-quality control-lot rejection%-incoming materialcontrol(acceptance%)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 MarketingEnhance Customer Satisfaction on Company Service(Customer Perspective)Departmental GoalsProvide fast response on customers requestCoordinate with other departments to ensure on-time delivery of services/productsMeasuresCustomer satisfaction surveySales volume Translation of Organizational Goals into Departmental Goals-Example of ProductionEnhance Customer Satisfaction on Company Service(Customer Perspective)Departmental GoalsTimely delivery of products/services Ensure the quality of products/services is up to the expectation of customers MeasuresLot rejection rate:2%Milestone varianceFramework of a Balanced Scorecard Performance Measurement SystemStrategic ObjectivesInternal ProcessCustomerInnovation&GrowthFinancialMeasuresIndividualsPerformanceDepartmentPerformanceDepartmentPerformanceOrganisation PerformanceAction Required Does your company have 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谢谢观看/欢迎下载BY FAITH I MEAN A VISION OF GOOD ONE CHERISHES AND THE ENTHUSIASM THAT PUSHES ONE TO SEEK ITS FULFILLMENT REGARDLESS OF OBSTACLES.BY FAITH I BY FAITH