突破绩效的人才管理

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1、突破绩效的人才管理突破绩效的人才管理People Management Effectiveness 讲师：陈威伸先生（Wilson chen）以人为本的管理以人为本的管理Module 1：Achieving Through People 标杆领航亚洲典范Setting New Standards for Asian Executive EducationPeople Management Effectiveness突破绩效的人才管理Module 1Achieving Through People单元一：以人为本的管理以人为本的管理以人为本的管理Module 1：Achieving Throug

2、h PeopleCOMPETING FROM INSIDECOMPETING FROM INSIDE从内而外的从内而外的竞争力争力 Our Challenges:我们的挑战：1.人才流失率高 2.缺乏成就感3.赏罚不明4.本位主义5.执行力差CustomerSatisfactionAnd Loyalty客户满意与忠诚EmployeeSatisfactionAnd Loyalty员工满意与忠诚ShareholderSatisfactionAnd Loyalty股东满意与忠诚以人为本的管理以人为本的管理Module 1：Achieving Through PeopleKey Management

3、Initiatives关关键管理主管理主动出出击行行动HealthyCulture具竞争力文化PerformanaceReviewDevelopment绩效考核与发展Quality of Management管理能力+Performance BasedHR Systems 绩效导向的人资系统Incentive 奖金Promotion 晋升Separation 解雇Meritrea increase 调薪Execution Power 执行力KPI setting,review,feedback,coach,improvement设定KPI，检讨，回馈，教导，改进Productivity/Res

4、ult生产力/结果Employee Satisfaction/Loyalty员工满意/忠诚Customer Satisfaction/Loyalty客户满意/忠诚以人为本的管理以人为本的管理Module 1：Achieving Through PeopleOverall Workshop Objectives整体课程目标THINK思考 Inward:What Kind of manager I am?What are my strengths and weaknessse a manager?内省：我是哪一种主管？我有哪些强处和弱点？Forward:What can I do to be mo

5、re successful in the future?往前想：我可以做些什么将来会更成功？PRACTICE练习New tools and skills in people managenment人才管理的新工具和技巧PLAN计划How to apply back in work setting?如何将所学应用到工作场合？HAVE FUN 亨乐以人为本的管理以人为本的管理Module 1：Achieving Through PeopleLearning Process 学习流程AWARENESS 察觉TOOL/PROCESS 工具/流程PRACTICE 练习APPLICATION 应用Key

6、concepts/tools and felt need for development 主要概念/工具及觉得有发展的需要Simple tool/process to enhance management effectiveness 简单的工具/流程以加强有效管理Practice how to use of the tool/process effectiveness 练习如何有效利用工具/流程Learn about survey result and develop action items 了解问卷结果发展行动方案以人为本的管理以人为本的管理Module 1：Achieving Throu

7、gh PeopleOverall Workshop Plan整体训练计划DAY 1DAY2上午Module 1:单元一Achieving through people 以人为本Change leadership 变革领导Module 3:单元三Empowerment/Enabling赋能授权CommunicationCoaching沟通教导下午Module 2:单元二Setting direction目标/方向设定Module 4:单元四Consequence Management赏罚分明以人为本的管理以人为本的管理Module 1：Achieving Through People Modul

8、e 1 Objectives：Achieving Through People单元一目元一目标：以人：以人为本的管理本的管理Understand the importance of people management skills in achieving business results 了解要达到企业经营成果人才管理的重要性 Understand the roles and skills of change leadership 了解变革领导的角色和技巧Personal reflection on your required people management competencies对自

9、己人才管理能力的反思以人为本的管理以人为本的管理Module 1：Achieving Through PeopleModule 1 Schedule:Achieving Through People单元一元一时程：以人程：以人为本的管理本的管理 Best boss最好的老板最好的老板 Becoming a better manager成成为更好的主管更好的主管 Reflection and application反思与反思与应用用 Change Leadership：Facilitating change变革革领导：协助助变革革以人为本的管理以人为本的管理Module 1：Achieving

10、Through PeopleLearn From My Best Boss从最佳老板的学从最佳老板的学习1.If you look back to many bosses you worked with throughout the years（work and non-work setting），who is your best boss？如果回顾你过去曾经合作过的主管（工作或非工作场合），谁是你最好的老板？2.What has s/he done that makes you think s/he is the best boss？他/她做了什么，让你觉得他/她是最好的老板?3.What

11、are the effects of his/her management behaviors to you and to the whole team?他/她的管理行为对你和整个团队造成什么样的影响？以人为本的管理以人为本的管理Module 1：Achieving Through PeopleCompetencies of Effective Managers有效主管的核心能力ChangeLeadership变革领导ConsequenceManagement赏罚分明CommunicationCoaching沟通教导EmpowermentEnabling赋能授权SettingDirection

12、目标/方向设定以人为本的管理以人为本的管理Module 1：Achieving Through PeopleBecome an Effective Manager：Starting from Where We Are成成为一位更有效主管：就以一位更有效主管：就以现在在为起点起点Managers develop different management styles and behaviors due to personality，values，and early life experience（childhood，school，early career，functional backgroun

13、d）由于个性，价值观，和早期生活经验（童年，学校，早期工作，职能背景），管理者发展出不同的管理风格和行为Step 1：Be aware of current styles and behaviors and their consequences步骤一：察觉目前的风格和行为以及产生的后果Step 2：Identify 2-3 areas of improvement步骤2：指出2-3个可以改进的地方Step3：Develop concrete actions to upgrade oneself 步骤3：发展提升自己的具体行动Self Discovery Journey 自我探索之旅以人为本的管

14、理以人为本的管理Module 1：Achieving Through PeopleDifferent Profiles for Improvement需要改善的不同情景需要改善的不同情景Change leadership变革领导Consequence Management赏罚分明Communication Coaching沟通教导SettingDirection目标/方向设定EmpowermentEnabling赋能授权以人为本的管理以人为本的管理Module 1：Achieving Through PeopleGroup Discussion In your group，discuss th

15、e following questions based on the assigned profile根据指定的场景，在你们这一组讨论以下的问题Q1：Have you seen this kind of manager？As a subordinate，how would you feel working with this kind of manager？问题一：你有见过这样的主管吗？身为部署，和这样的主管工作，你觉得如何？Q2：What are the consequences of his/her management behaviors to the team and company？

16、问题二：这样的管理行为对团队和公司有哪些后果？Q3：If you were his/her best friend，what is your advice to this manager？问题三：如果你是他/她最好的朋友，你对这主管的劝告是什么？Please record discussion summary of Q2and Q3in flipchart。请把问题二和问题三的讨论摘要写在简报架上。以人为本的管理以人为本的管理Module 1：Achieving Through PeopleImprovement Profile#1：Setting Direction 需要改善的情景（需要改善

17、的情景（1）：目）：目标/方向方向设定定Common Behaviors 常见行为 Dont waste time in planning and analysis.Just do it.不要浪费时间做规划和分析，做就是了.Play safe by betting on many different projects 保险起见，同时做很多不同的Projects，分散风险Change directions too fast or frequently.Many projects or initiatives not follow through太快或太常改变方向，很多专案没有贯彻到底Provid

18、e vague direction.Seldom clearly defines performance expectations with mutually agreed goals 提供模糊的大方向，很少清楚界定变方同意的绩效目标 Avoid making importance decisions promptly逃避很快作重大决定Change leadership变革领导Consequence Management赏罚分明Communication Coaching沟通教导SettingDirection目标/方向设定EmpowermentEnabling赋能授权？以人为本的管理以人为本

19、的管理Module 1：Achieving Through PeopleImprovement Proiles#2：Empowerment需要改善的情景（需要改善的情景（2）：）：赋能授能授权Common Behaviors 常见行为Not trust or respect employee competencies不信任或尊重员工的专业能力Not satisfied with technical skill and performance standard of subordinates.Often jump directly into the project to get work don

20、e不满意部署的技术能力和表现水准，经常直接自己跳下去把工作完成Delegate more than one person/team to do the same job/project so in case another one fails 指派一个以上的人或小组做相同工作/专案，以防其中一个失败Micro-manage to ensure success 管理很细，以确保成功Ask subordinates to do trivial supportive work rather than one whole piece of work 要求部署做些琐碎的支援性工作，而不是一个完整的工作C

21、hange leadership变革领导Consequence Management赏罚分明Communication Coaching沟通教导SettingDirection目标/方向设定EmpowermentEnabling赋能授权？以人为本的管理以人为本的管理Module 1：Achieving Through PeopleImprovement Proiles#3：Communication/Coaching需要改善的情景（需要改善的情景（3）：沟通教）：沟通教导Common Behaviors 常见行为 Busy in attending meeting with senior ma

22、nagement Do not conduct regular staff meeting 忙于和高阶主管开会，没有定期召开自己部门会议 Make important decisions promptly without soliciting subordinates input 没有征求部署任何意见，很快便做出重要决定。Always call key persons to give instructions individually。总是打电话给Key persons 个别下指令Relies on negative corrective feedback to emphasizeWhat i

23、s being done wrong and what must be corrected用负面的纠正回馈，强调什么做错了，而什么必须改正Poor communication：did not speak much。Little say or influence in high level meeting沟通不良：很少说话，高阶会议时话很少，没什么影响力Change leadership变革领导Consequence Management赏罚分明Communication Coaching沟通教导SettingDirection目标/方向设定EmpowermentEnabling赋能授权？以人为

24、本的管理以人为本的管理Module 1：Achieving Through PeopleImprovement Proiles#4：Consequence Management需要改善的情景（需要改善的情景（4）：）：赏罚分明分明Common Behaviors 常见行为 Performance evaluation based on subjective judegment and unclear performance criteria根据主观判断和不清楚的绩效标准做绩效评估Promotion opportunitise and reward decisions based on degr

25、ee of trustworthiness/loyalty,not fact-based performance根据信任/忠诚的程度，而不是以事实为依据的绩效，给予升迁机会和奖励决定Protect subordinates in spite of unsatisfactory performance 即使绩效不甚满意，仍保证部署Lack of edge to make tough personnel decisions,especially those who work together for a long time 缺乏勇气做出棘手的人事决定，特别是那些一起工作很久的。Change lea

26、dership变革领导Consequence Management赏罚分明Communication Coaching沟通教导SettingDirection目标/方向设定EmpowermentEnabling赋能授权？以人为本的管理以人为本的管理Module 1：Achieving Through PeopleImprovement Proiles#4：Consequence Management需要改善的情景需要改善的情景(5):变革革领导Common Behaviors 常见行为 Non open-minded to changes:We tried it before,we know

27、it already,it is not allowed here,it wont work,对改变无法敞开心胸：我们以前试过了，我们已经知道，在这里是不可以的，行不通的Not listening to employee suggestions.Over-confident due to past experiences,expertise,or track record不听员工的建议。由于过去经验、专业或成功而太过于自信Good memory of past glory.we were world class 20 years ago.our practices have been work

28、ing for many years过分缅怀过去的荣耀。20几年来我们的绩效都是一流的，这些做法我们早已行之有年了If is working,dont fix it.if is not working,it is because of someone else problems如果可以用，就不用改，如果不能用，那是因为别人的问题Communication Coaching沟通教导Change leadership变革领导Consequence Management赏罚分明SettingDirection目标/方向设定EmpowermentEnabling赋能授权？以人为本的管理以人为本的管理M

29、odule 1：Achieving Through PeoplePersonal Reflection:Becoming a Better Manager个人反思：成为更好的主管1.Which areas do you think you do well?Which areas not so well?你觉得哪些地方自己做得不错？哪些地方不是那么好？2.Based on earlier discussion,what are some useful suggestions for you personal improvement?根据之前的讨论，有哪些建议对你个人改善有帮助？以人为本的管理以人

30、为本的管理Module 1：Achieving Through PeoplePlot Your Current Profile画上你目前的剖面图Communication Coaching沟通教导Change leadership变革领导Consequence Management赏罚分明SettingDirection目标/方向设定EmpowermentEnabling赋能授权以人为本的管理以人为本的管理Module 1：Achieving Through PeopleCompetencies of Effective Managers 有效主管的核心能力ChangeLeadership变革

31、领导ConsequenceManagement赏罚分明CommunicationCoaching沟通教导EmpowermentEnabling赋能授权SettingDirection目标/方向设定以人为本的管理以人为本的管理Module 1：Achieving Through PeopleOrganizational Capacity for Change 组织变革能力Slow 慢Fast 快 1 2 3 4 5 Environmental Turbulence 经营环境的变动速度 1 2 3 4 5 Strategic Decisibensee 重要决定的果断性 1 2 3 4 5 Orga

32、nizational Responsiveness 整体组织的反应速度以人为本的管理以人为本的管理Module 1：Achieving Through PeopleDarwins Survival of the Fittest达尔文适者生存论It is not the strongest and most intelligent that survives,but the ones that are most adaptive to enviromental changes will win不是最强壮、最聪明的会活下来，而是那些最能适应环境改变的会赢。以人为本的管理以人为本的管理Module

33、1：Achieving Through PeopleThree steps to help employees adapt change 协助助员工适工适应变革的三个步革的三个步骤Step1.Understand Employees Concerns步骤一：了解员工关心什么Step2.Diagnose Change Dynamics步骤二：诊断变革的动力分析Step3：Develop Intervention Strategies步骤三：选用适用方法以人为本的管理以人为本的管理Module 1：Achieving Through PeopleStep 1：Understand Employee

34、 Concerns 步步骤一：了解一：了解员工关心什么工关心什么 Why change？（We are basically okay）为什么要变?（我们基本上很好啊！）Whats in it for me（WIIFM）?(Short term/long term、tangible/intangible)对我而言，改变有什么好处？（短期的/长期的、有形的/无形的）Will the change effort succeed？（deliver impact、fad of the month、top management commitment）这变革的努力会成功吗?(带来的效果、持续性、高阶主管的决

35、心)Will I succeed？（competence、confidence）我会成功吗？（能力、信心）What may I lose/miss？（current relationship、expertise power、comfort zone、position power、financial loss）我可能会失掉什么？（目前的关系、专业能力、舒适范围、职位权利、财务损失）How much time and efforts do I need to invest（to implement change、rebuild relationships、learn new skills）我需要额

36、外投入多少时间和努力？（执行变革、重建关系、学习新技能）How will I feel？（Uncertainty、unfamiliarty、not in control、stress）心理上，我会觉得如何？（不确定、不熟悉、不在掌握中、压力）What may I face？（Confusion and chaos in work、process）工作中，我可能要面对什么困难？（工作、流程上等等的困惑和混乱）COSTS(OBVIOUS)GAINS(MAY BE)NO!代价（显而易见的）好处（可能有的）不!以人为本的管理以人为本的管理Module 1：Achieving Through Peopl

37、eMajor Concerns in Face of Change面面对变革的主要考量革的主要考量Inertia：Why change？惯性：为什么要改变Perceived gain？预见的好处？Confidence about success（Personal、company）对成功的信心（个人的、公司的）Perceived loss 看得到的损失Psychological unfamiliarity and uncertainty心理上的不熟悉感和不确定感Extra work、efforts、and chaos额外的工作，努力和混乱以人为本的管理以人为本的管理Module 1：Achiev

38、ing Through PeopleStep 2：Diagnose Change Dynamics步骤二：诊断变革的动力分析As Is现状Current Pain 现状的痛楚 Future Gain 未来的好处 Chance of Success 成功的机会 Perceived loss 看得到的损失Psychological stress/uncertainty 心理上压力/不确定 Extra work/time/chaos/confusion额外工作/时间/混乱/疑惑 DESRED STATEOption1:Increases the strength of helping factors

39、 选择一：增加助力的强度Option2:Decreases the strength of hindering factors 选择二：减少阻力的强度Option3:Do both 选择三：双管齐下Helping助力 Hindering阻力以人为本的管理以人为本的管理Module 1：Achieving Through PeopleStrategies and Tools to Facilitate change协助变革的策略和工具Strategy#1：Increase Pain 策略#1：增加现状的痛苦 share information/data to help subordinates

40、understand the rationale and necessity for change分享资讯/资料以帮助部署了解变革的原因和必要性 Help employees understand the consequences of not changing帮助员工了解不改变的后果Strategy#2：Increase Gain 策略#2：增加好处 Help employees think more about the opportunities of future gains帮助员工多想想未来获益的机会 Encourage them to take this as a good deve

41、lopmental experience鼓励他们把这当做是一个很好的发展经验 Emphasize the overall interest of the team or company强调团队或公司整体利益Strategy#3：Increase Confidence 策略#3：增加信心 Recall previous successful change experience to increase confidence 回想以前成功的变革经验以增加信心以人为本的管理以人为本的管理Module 1：Achieving Through PeopleStrategy#4：Reduce loss 策略

42、#4：减少损失 Help them accept change as reality that cannot be changed帮助他们接受变革是不能改变的现实 Encourage subordinates to openly share their feeling concerns 鼓励部署开放分享他们的感觉和开心的事Strategy#5：Reduce psychological uncertainty 策略#5：降低心理上的不确定感Frequently share information with employees经常和员工分享资讯 Involve employees in devel

43、oping action plan that is within your control 和你部署一起发展在你们掌控范围内的行动计划Connect with others who face similar challenges与其他面对类似挑战的人联系和分享经验Strategy#6：Reduce chaos and extra work 策略#6：减少混乱和额外的工作 Clarify“who is supposed to do what by what process”澄清“谁应该用什么流程做什么事”Leverage extra or outside resources借用额外或外面的资源P

44、rovide trainming or coaching support to employees to perform new jobs提供训练或工作教导，以协助员工执行新工作以人为本的管理以人为本的管理Module 1：Achieving Through PeopleStep3:Develop Intervention Strategies:Application Exercise步骤三：选用适用方法：应用练习By going through the 3-step process,develop some strategies that you can use to facilitate

45、your staff to accept the current organizational changes(e.g.,split between DMS and ABO)?借着这三个步骤流程，发展出一些你可以用来敦促你部门同仁接受目前组织变革的方法Step1:What kind of change you want to facilitate in your unit?步骤一：在你单位内，你希望协助什么的改变？Step2:What are the strengths of helping and hindering factors?(use forced field analysis)步骤

46、二：各助力和阻力因素的强度？（利用立场分析）Step3:What are useful intervention strategies for my team？步骤三：什么是协助我团队改变的方法？以人为本的管理以人为本的管理Module 1：Achieving Through PeoplePersonal Action Plan Form 个人行个人行动计划表划表What are the key learning from this session？这个课堂，主要的学习是什么？How will apply to the job？我将如何应用到工作上？The immediate actions：

47、立即行动是：以人为本的管理以人为本的管理Module 1：Achieving Through PeopleAchieving Through People以人以人为本的管理本的管理“How are you doing as a leader？The answer is how are the people you lead doing？Do they learn？Do they visit customers？Do they manage conflicts？Do they initiate change？Are they growing and getting promoted？When c

48、onfused as to how youre doing as a leader，find out how the people you lead are doing。You will know the answer。”“身为领导者你做得如何？答案在于你带的人做的如何？他们有学习吗？他们有拜访顾客吗？他们有处理冲突吗？他们有主动改变吗？他们有在成长和得到升迁机会吗？当你对自己作为领导者做得如何感到困惑时，看看你带的人做得如何，你就会知道答案”Larry Bossidy,ex-CEO,Allied Signal“At the end of the day you bet on people,n

49、ot strategies.”归根究底，你下赌注在人才身上，不是策略。Larry Bossidy,ex-CEO,Allied Signal目目标/方向方向设定定Module 2:Setting DirectionPeople Management Effectiveness突破绩效的人才管理Module Setting Direction单元二：目标/方向设定目目标/方向方向设定定Module 2:Setting DirectionCompetencies of Effective Managers有效主管的核心能力ChangeLeadership变革领导ConsequenceManageme

50、nt赏罚分明CommunicationCoaching沟通辅导EmpowermentEnabling赋能授权SettingDirection目标/方向设定目目标/方向方向设定定Module 2:Setting DirectionModule Objectives Setting Direction单元二目元二目标：目：目标/方向方向设定定Understand how to set“SMART”goals and clear expectations of performance了解如何设定“SMART”的目标和对绩效清楚的期望Understand how to communicate perf

51、ormance plan and get commitment of achieving goals 了解如何沟通绩效计划，并得到达成目标的承诺Through case study to learn the right approaches and skills of cascading goals经由个案研讨，学习连结多层目标的正确方和和技巧目目标/方向方向设定定Module 2:Setting DirectionModule Schedule：Setting Direction单元二时程：目标/方向设定目标/方向设定（setting direction）目标设定的原则/策略/实习绩效计划的

52、沟通个案研讨和角色扮演行动计划目目标/方向方向设定定Module 2:Setting DirectionPERFORMANCE MANAGEMENT THROUGH PEOPLE MANAGEMENT突破突破绩效的人才管理效的人才管理BUSINESS/STRATEGYOBJECTIVES(KPI)企业/策略目标（KPI）Career DevelopmentProcess System生产发展流程系统INDIVIDUALOBJECTIVES个人目标JOBRESPONSIBILITY工作职掌COACHIN/MONITORINGCommunicationEMPOWERING/ENABLINGFEED

53、BACK/REVIEWAPPRAISAL评核辅导/监督赋能授权（Formal/Informal）正式/非正式PRD Process（Formal）TrainingDevelopment plan训练发展计划Poor Performance Management绩效不佳管理Performance based Pay System绩效导向的奖酬系统Promotion 升迁Potential Assessment潜在能力评定Career Counseling/Planning 生涯咨商/规划Knowledge知识Skills 技能(Attitudes/Values)(态度/价值观)Coaching/

54、Correcting辅导/改正Documentation文件记录Disciplinary actions纪律行动Reward Management 酬赏管理-Merit Increase 调薪-Performance Incentives 绩效奖金Retention 留任目目标/方向方向设定定Module 2:Setting DirectionPerformance=?绩效=？-What Make People to achieve Desirable Performance？什么能使员工达到令人满意的绩效表现？-How Managers Can Help People to achieve

55、Desirable Performance？主管可以如何帮助员工达到令人满意的绩效表现？Performance绩效绩效目目标/方向方向设定定Module 2:Setting DirectionPerformance Management Cycle 绩效管理循环Objective Setting 目标设定Expected Outcome 期待结果Expected standard 期待标准Performance Plan 绩效计划App.Interview 绩效面谈Reward/Recognition 奖励肯定Improvement Plan 改善计划Training Development

56、训练发展SettingPerformance Expectation（At the beginning of the period）设定绩效期望（期初）The CORE:核心Communication 沟通Feedback Giving 回馈Consensus Commitment 赏罚与承诺Performance Evaluation（At the end of the period）绩效评估（期末）Follow Up（During the period）追踪（期中）Empowering/Enabling 赋能授权Coaching 教导-Motivating 激励-Counseling 咨询

57、-Correcting 改正-Documentation 归档目目标/方向方向设定定Module 2:Setting DirectionMy KPI?Objectives?我的KPI?目标？Wha Am I Here For?我为了什么在这里？我为了什么在这里？目目标/方向方向设定定Module 2:Setting DirectionObjectives Setting 目标设定Visin,Mission(Long term goal)愿景，使命（长期目标）Key Expected Achievement(Yearly objective-Biz.KPI)主要期待的成果（年度目标，主要绩效指标

58、）Cross-FunctionalKPI跨功能的KPICommon Dept.KPI跨功能的KPIAgreed Objectives 双方同意目标（Immeddiate Manager&the Individual）（直属主管&个人）Execution 执行Periodical Review 定期检讨Performance Evaluation 绩效评估目目标/方向方向设定定Module 2:Setting DirectionPurposes of Objective Setting目标设定的目的Make Goals（Targets）Specifically/Clearly 使目标明确/清楚L

59、et employees have Ownership and Accountability for their own ojectives 让员工对他们自己的目标拥有感和责任感Focus employeesenergy on KPI员工将经历集中在KPI上Have Criteria/Basis for Evaluation 有评估的标准/基础目目标/方向方向设定定Module 2:Setting DirectionPrinciples of Objective Setting目标设定的原则Specific 明确的Measurable 课测量的Achievable 可达到的A-Aligned(

60、联结)Relevant 相关的B-BenchmarkedTime-Bound 有期限的C-Customer oriented目目标/方向方向设定定Module 2:Setting DirectionOBJECTIVES/GOALS SETTING-a simple formula目标设定-一个简单的公式Starting from a Verb从一个动词开始+Major/Specific Activity主要工作要项/活动KPIe.g.,Achieve 完成Increase 增加Reduce 减少Enhance 加强Shorten 缩短Develop发展/开展Sales Revenue 业绩营收

61、Customer Satisfaction rate 客户满意度Customer Complanint rate 客户抱怨率Production quality 生产质量handling process 处理时程New customers/new skills 新客户/新技能+Target/Volume达成标的/数量+Time(Deadline)完成时间+Weighting权重US100M4.0 of 5-point scale(五点量表)from current 8%to 4%By the end of 2nd Q.(第二季前)By the end of Dec.(年底前)（w/o incr

62、easing budget/manpower不增加预算及人力）30%20%15%目目标/方向方向设定定Module 2:Setting DirectionSpecific Measurable明确的可衡量的 Quantity 数量Number of _数字Sales 销售Reports 报表Items 项目Units 单位Programs 计划Suggestions 建议 Percentage increase/decrease 百分比增加/减少目目标/方向方向设定定Module 2:Setting DirectionSpecific Measurable明确的明确的 可衡量的可衡量的 Qua

63、lity 品质 Number of_ 数字 Percentage of _ Rejects 拒绝件数 Complaints 抱怨 Errors 错误 Return goods 退货 Significant contribution 重大贡献目目标/方向方向设定定Module 2:Setting DirectionSpecific Measurable明确的明确的 可衡量的可衡量的 Cost 费用用of_多少钱多少钱 Material cost 材料费用材料费用Operating cost 营运费用营运费用Service cost 服务费用服务费用 Inventory cost 存货费用存货费用

64、目目标/方向方向设定定Module 2:Setting DirectionSpecific Measurable明确的明确的 可衡量的可衡量的 Time 时间 Specific date 明确日期明确日期By_多少天以前多少天以前 How many Days目目标/方向方向设定定Module 2:Setting Direction小小组讨论每组成员选择一个实例，依据SMART原则，定出个人年度绩效目标。目目标/方向方向设定定Module 2:Setting Direction绩效计划绩效计划您的名字：_部门主要绩效指标（KPI）：1）2）3）4）员工签名：_ 日期：_直属主管签名：_上一阶主管

65、签名：_您的主职责主要绩效指标KPI目标百分比目目标/方向方向设定定Module 2:Setting DirectionQuick Review of KPI/Objective SettingKPI/目目标设定回定回顾目目标/方向方向设定定Module 2:Setting DirectionOVERALL ASPIRA TIONS IN 2001 AND 2003(DMS Example)KPIs KPI Targets for 2001 KPI Targets for 200330%3%(NP)3.5%(EPS,prelim 1or2 additional top tier ICT cus

66、tomersRating of 4 out of 510%Turnover rate 5%(NP)5(EPS,prelim)TBDRating of 4.6 out of 5(excellent)30%TBDAnnual revenue growthNet Profit/EPSCompetitive pos in CMIndustry(PC,IA,Com)Revenue share of new productsTalent RetentionDeploy to next page目目标/方向方向设定定Module 2:Setting DirectionWhat it takes to achieve teams KPIs?Who is responsible for what?IN ORDER TO ACHIEVE THIS KPI,WHAT NEEDS TO BE DONE？为了要达到这个KPI，该做些什么？CustomerSatisfaction（4.0）Delivery/FulfillmentQualityPricingDeploy tonext pageTEAMS KPIsC