(绩效管理).pptx
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(绩效管理).pptx
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ExecutiveHumanResourceProgram,ThePromiseofPerformanceManagementHayGroupBoston,1,0109-9271-HAYGLemaire,TheCurrentChallengeofPerformanceManagement,TheHRprocessIscompletelyunrelatedtootherkeybusinessprocessesIsdreadedbymanagersandemployeesalikeDoesnotresultinanymeaningfulfeedbackDoesnotdifferentiateperformanceorpayIsafocusforonlyoneortwodaysorhoursperyear,2,0109-9271-HAYGLemaire,ThePromiseofPerformanceManagement,ImagineasystemthatcouldIncreasethelikelihoodthatyourstrategyiseffectivelyexecutedHarnessanddirectthe1060minutesadayofdiscretionaryeffortthateveryoneofyouremployeeshasRationalizeandfocusthenumberofgoalsthatanyoneinyourorganizationhasImprovethedecisivedialoguethatoccursinyourorganizationRewardperformanceinawaythatitismotivatingandengagespeopleDifferentiateperformanceinwaysthatmakelinemanagersfeelgoodabouttheirdecisions,3,0109-9271-HAYGLemaire,Performance,NumberofEmployees,Source:
Hay/McBer,Optimizingtheperformanceofyourpeoplewillhaveapositiveimpactonbusinessperformance,ImprovingPerformanceManagementImprovesBusinessResults,4,0109-9271-HAYGLemaire,Percentageofvariationinchangeincompanyperformanceaccountedforbymanagerialpractices,Source:
SheffieldEffectivenessProgramme,HumanResourceManagementPracticesDriveProfitabilityandProductivity,5,0109-9271-HAYGLemaire,HighlySuccessfulCompaniesaredefinedashaving5-yearsalesgrowth=17.5%peryear5-yearprofitgrowth=10.8%peryearAnnualequitygrowth=16.7%peryear5-yeardividendgrowth=13.4%peryear,Source:
D.Karvetz,TheHumanResourcesRevolution,ClearEmployeeGoals,ParticipativeStyle,AttentiontoDevelopment,EncourageCreativity,Performance-BasedRewards,HighlySuccessfulCompanies,LessSuccessfulCompanies,80%,70%,67%,62%,86%,26%,4%,27%,10%,30%,High-performingcompaniesarebetteratmanaging,motivating,andrewardingemployees,ImprovingPerformanceManagementImprovesBusinessResults,6,0109-9271-HAYGLemaire,Source:
Mavrinac&Siesfield,MeasuringIntangibleInvestment,StrategyExecutionMatterstoShareholders,Thirty-fivepercentofaninstitutionalinvestorsvaluationofacompanyisattributabletononfinancialinformationthatgaugestheabilityofthemanagementteamtodeliverresults:
StrategyExecution:
Canmanagementmaketoughdecisionsandseizeopportunitiesquickly?
ManagementCredibility:
Doesthecompanykeepitscommitments?
StrategyQuality:
Ismanagementsvisionofthefuturelikelytooptimizevaluecreationinavolatile,globalized,andconnectedeconomy?
Innovativeness:
Howreadilydoesthiscompanyadapt?
AttractingandRetainingTalent:
Isturnoverhigherorlowerthankeycompetitors?
Donewhiressurpassleaversinskillsandexperience?
ManagementExperience:
Whatskillsandexperiencesdoesthemanagementteambringtothetable?
Compensation:
Docompensationpoliciessupportthefirmsstrategicintent?
7,0109-9271-HAYGLemaire,35%improvementinhuman-capitalsystemsresultedin10%20%gaininshareholdervalue,AlignmentandIntegrationofHRSystem,Source:
HuselidandBaker,1995,HumanCapitalSystemsIncreaseShareholderValue,8,0109-9271-HAYGLemaire,ImprovingPerformanceManagementImprovesBusinessResults,High-performancecompaniesdefinePerformanceManagementinitsbroadestsense:
itiscriticaltoexecutingandimplementingstrategyPerformanceManagementisnowwidelyrecognizedasdeliveringmorereturnsanddeliveringmorecompetitiveadvantagesthanotherHRinvestmentsPerformanceManagementisthekeyto“raisingthebar”inanorganization,foralllevelsofperformanceOrganizationswithahigh-performanceorientationandstrongmanagementcapabilityhavehigherrevenue,profits,andmarketvaluations,9,0109-9271-HAYGLemaire,PerformanceManagement,PerformanceManagementisaboutimprovingbusinessperformancebyimprovingteamandindividualperformance,andensuringthatthecompanysstrategyisexecutedandimplemented.ItisAprocessthatensuresthatpeopleexecutethestrategyoftheorganizationAprocessforestablishingasharedunderstandingofwhatistobeachievedandhowAprocessforensuringthatdecisiveandconstructivedialogueoccursAprocessofmanagingselfandotherssothatpeopledoachieveAprocessforensuringthatpeoplearedoingtherightthingsinthemosteffectiveways,tothebestoftheirability,10,0109-9271-HAYGLemaire,PerformanceManagementStages,DesignParameter,PerformanceAppraisal,PerformanceManagement,PerformanceOwnership,HumanResources,“Checkthebox”compliance-oriented,Managepoorperformers,Passive,Reportcard(retrospective),ManagersandHumanResources,Evaluationrewardemphasis,Managethetailsofbellcurve,Jointownershipforgoal-setting/review,Barometerofprogress(periodic),Employees,managers,andleadership,Strategicclarity,coaching,dialogue,Raiseperformanceoforganization,Sharedaccountabilityforresults,Dialogue(continual),Function,RoleofEmployee,Focus,Emphases,Ownership,11,0109-9271-HAYGLemaire,PerformanceAppraisal,PerformanceManagement,ManagingPerformance,High,Low,Low,High,ImpactonResults,LevelofOrganizationalCommitment,Improvedbusinessresultsrequireorganizationalcommitment,Commitmenttoachievecompanygoals,Goodsettingandreview,Meritincreasesefficientlyallocated,PerformanceManagementStagesthis,12,0109-9271-HAYGLemaire,Theperformancemanagementmodelisnotnew,butthewayinwhichleadingorganizationsdoitisverydifferent,BestPractices,13,0109-9271-HAYGLemaire,BestPracticesWhatsDifferent?
Therearefourdifferentiatorsofbestpractice:
ClearStrategyTranslationProcessIntegratedPerformanceProcessesCultureofDialogueMultipleandDifferentiatedRewards,14,0109-9271-HAYGLemaire,StrategyTranslationProcess,ADefinition:
“Earlyinthehistoryofthecompany,whilethinkingabouthowacompanylikethisshouldbemanaged,Ikeptgettingbacktooneconcept:
ifwecouldsimplygeteveryonetoagreeonwhatourobjectiveswereandtounderstandwhatwearetryingtodo,thenwecouldturneverybodylooseandtheywouldmovealonginacommondirection.”DavePackard,15,0109-9271-HAYGLemaire,StrategyTranslationProcess,Checklist:
Arealltopteammembersunifiedandfocusedonthe“must-win”battlesoftheorganization?
Aretheinterdependenciesclearbetweenthetop-teammembers?
Arethemiddlemanagersclearonthe“must-win”battles?
Doemployeesknowwhattheyneedtodofortheorganizationtobesuccessful?
Financialgoals,operationalgoals,behaviors,16,0109-9271-HAYGLemaire,IntegratedPerformanceProcesses,ADefinition:
“Leadersmustseetoitthattheorganizationssocialoperatingmechanismsthatis,theexecutivecommitteemeetings,budgetandstrategyreviews,andothersituationsthroughwhichpeopledobusinesshavehonestdialogueattheircenter.Thesemechanismssetthestage.Tightlylinkedandconsistentlypracticed,theyestablishclearlinesofaccountabilityformakingdecisionsandexecutingthem.”RamCharam,HBR4/2001,17,0109-9271-HAYGLemaire,IntegratedPerformanceProcesses,Checklist:
Dothegoalsoftheorganizationreflectinterdepartmentalobjectives?
Arethefinancial,operational,andpeopleprocessesintegrated?
Istheinformationfromtheseprocessesusedtomakebusinessdecisions?
Aretheprocessesefficientandeffective?
18,0109-9271-HAYGLemaire,CultureofDialogue,ADefinition:
“Aleadershouldbeconstructinghisappraisalallyearlongandgivinghisappraisalallyearlong.Youhave20,30,60opportunitiesayeartoshareyourobservations.If,attheendoftheyear,someoneistrulysurprisedbywhatyouhavetosay,thatisafailureofleadershipByfailingtoprovidehonestfeedback,leaderscheattheirpeoplebydeprivingthemoftheinformationthattheyneedtoimprove.Criticalfeedbackisthe“heavylifting”ofleadership”EDSsDickBrown,19,0109-9271-HAYGLemaire,Typicallyanewemployeesproductivitycurveincreasesquickly,thenlevelsoff,Withoutreinforcementandfeedbackthelevelstaysthesameormayfalloff,Sporadic,inappropriate,orgeneralfeedbackwithoutreinforcementhasadistinctiveeffectonmotivationandperformance,Consistent,specificfeedbackanddialoguebuildself-esteemandperformance,Feedback,Feedback,Feedback,Feedback,CultureofDialogue,PerformanceCoaching/FeedbackIsCritical,20,0109-9271-HAYGLemaire,CultureofDialogue,Checklist:
Aremanagers(andemployees)trainedinandgoodatperformancedialogue?
Aremanagersselectedandheldaccountableforperformancecoaching?
Arecoachingbehaviors“lived”bytheleadersoftheorganization?
Isthedialogueopen,informal,andcandid,anddoesitprovideclosure?
21,0109-9271-HAYGLemaire,Thebettermyperformance,thebettermytotalcompensationwillbe,MultipleandDifferentiatedRewards,Whenmostemployees,eventhestars,getthesamepay,itreducesclarityaboutwhatgoodperformancelookslike,Source:
HayGroup,22,0109-9271-HAYGLemaire,MultipleandDifferentiatedRewards,Approaches:
IncreasedialogueUsemultiplecurrenciesReviewuseofratingsUseforcedrankingsFindnewwaystodifferentiatemerit,23,0109-9271-HAYGLemaire,DifferentiatedRewards,Separatemeansfromends,24,0109-9271-HAYGLemaire,DifferentiatedRewards,Dontdouble-count!
25,0109-9271-HAYGLemaire,InSummary:
TwoExamples,PerformanceAligningProcesses,PerformanceCoaching/Feedback,DifferentiatedRewards,Significantemphasisonmanagementprocessesonintegratedtalentmanagemente.g.,two-daydetailedevaluationofbusinesswithmanagersbeingcolor-coded,CEOmodelsdesiredbehaviorsTeaches/coachesMentors/counselshighperformersSignificantinvestmentintraining/developingpeopletobegoodcoaches,BusinessesrankedatmultiplelevelsandinformationispubliclysharedHeavyuseofincentives(upto50%,evenforfirst-levelmanagers),StrongfinancialandoperationalprocessesCECSessionCS1/S2Significantmovementofstartalent,Open,candiddialoguethat
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- 关 键 词:
- 绩效 管理