Performance Management Beida Presentation(绩效管理幻灯).pptx
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Performance Management Beida Presentation(绩效管理幻灯).pptx
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ExecutiveHumanResourceProgramThePromiseofPerformanceManagementHayGroupBoston10109-9271-HAYGLemaireTheCurrentChallengeofPerformanceManagementTheHRprocessnIscompletelyunrelatedtootherkeybusinessprocessesnIsdreadedbymanagersandemployeesalikenDoesnotresultinanymeaningfulfeedbacknDoesnotdifferentiateperformanceorpaynIsafocusforonlyoneortwodaysorhoursperyear20109-9271-HAYGLemaireThePromiseofPerformanceManagementImagineasystemthatcouldnIncreasethelikelihoodthatyourstrategyiseffectivelyexecutednHarnessanddirectthe1060minutesadayofdiscretionaryeffortthateveryoneofyouremployeeshasnRationalizeandfocusthenumberofgoalsthatanyoneinyourorganizationhasnImprovethedecisivedialoguethatoccursinyourorganizationnRewardperformanceinawaythatitismotivatingandengagespeoplenDifferentiateperformanceinwaysthatmakelinemanagersfeelgoodabouttheirdecisions30109-9271-HAYGLemairePerformanceNumberofEmployeesSource:
Hay/McBerOptimizingtheperformanceofyourpeoplewillhaveapositiveimpactonbusinessperformanceImprovingPerformanceManagementImprovesBusinessResults40109-9271-HAYGLemairePercentageofvariationinchangeincompanyperformanceaccountedforbymanagerialpracticesSource:
SheffieldEffectivenessProgrammeHumanResourceManagementPracticesDriveProfitabilityandProductivity50109-9271-HAYGLemaireHighlySuccessfulCompaniesaredefinedashavingn5-yearsalesgrowth=17.5%peryearn5-yearprofitgrowth=10.8%peryearnAnnualequitygrowth=16.7%peryearn5-yeardividendgrowth=13.4%peryearSource:
D.Karvetz,TheHumanResourcesRevolutionClearEmployeeGoalsParticipativeStyleAttentiontoDevelopmentEncourageCreativityPerformance-BasedRewardsHighlySuccessfulCompaniesLessSuccessfulCompanies80%70%67%62%86%26%4%27%10%30%High-performingcompaniesarebetteratmanaging,motivating,andrewardingemployeesImprovingPerformanceManagementImprovesBusinessResults60109-9271-HAYGLemaireSource:
Mavrinac&Siesfield,MeasuringIntangibleInvestmentStrategyExecutionMatterstoShareholdersThirty-fivepercentofaninstitutionalinvestorsvaluationofacompanyisattributabletononfinancialinformationthatgaugestheabilityofthemanagementteamtodeliverresults:
nStrategyExecution:
Canmanagementmaketoughdecisionsandseizeopportunitiesquickly?
nManagementCredibility:
Doesthecompanykeepitscommitments?
nStrategyQuality:
Ismanagementsvisionofthefuturelikelytooptimizevaluecreationinavolatile,globalized,andconnectedeconomy?
nInnovativeness:
Howreadilydoesthiscompanyadapt?
nAttractingandRetainingTalent:
Isturnoverhigherorlowerthankeycompetitors?
Donewhiressurpassleaversinskillsandexperience?
nManagementExperience:
Whatskillsandexperiencesdoesthemanagementteambringtothetable?
nCompensation:
Docompensationpoliciessupportthefirmsstrategicintent?
70109-9271-HAYGLemaire35%improvementinhuman-capitalsystemsresultedin10%20%gaininshareholdervalueAlignmentandIntegrationofHRSystem“HumanCapital”Enhancements290310330350370390020406080100QuintileImprovementsinStrategicMarketValueperEmployee(000)Source:
HuselidandBaker,1995HumanCapitalSystemsIncreaseShareholderValue80109-9271-HAYGLemaireImprovingPerformanceManagementImprovesBusinessResultsnHigh-performancecompaniesdefinePerformanceManagementinitsbroadestsense:
itiscriticaltoexecutingandimplementingstrategynPerformanceManagementisnowwidelyrecognizedasdeliveringmorereturnsanddeliveringmorecompetitiveadvantagesthanotherHRinvestmentsnPerformanceManagementisthekeyto“raisingthebar”inanorganization,foralllevelsofperformancenOrganizationswithahigh-performanceorientationandstrongmanagementcapabilityhavehigherrevenue,profits,andmarketvaluations90109-9271-HAYGLemairePerformanceManagementnPerformanceManagementisaboutimprovingbusinessperformancebyimprovingteamandindividualperformance,andensuringthatthecompanysstrategyisexecutedandimplemented.ItislAprocessthatensuresthatpeopleexecutethestrategyoftheorganizationlAprocessforestablishingasharedunderstandingofwhatistobeachievedandhowlAprocessforensuringthatdecisiveandconstructivedialogueoccurslAprocessofmanagingselfandotherssothatpeopledoachievelAprocessforensuringthatpeoplearedoingtherightthingsinthemosteffectiveways,tothebestoftheirability100109-9271-HAYGLemairePerformanceManagementStagesDesignParameterPerformanceAppraisalPerformanceManagementPerformanceOwnershipHumanResources“Checkthebox”compliance-orientedManagepoorperformersPassiveReportcard(retrospective)ManagersandHumanResourcesEvaluationrewardemphasisManagethetailsofbellcurveJointownershipforgoal-setting/reviewBarometerofprogress(periodic)Employees,managers,andleadershipStrategicclarity,coaching,dialogueRaiseperformanceoforganizationSharedaccountabilityforresultsDialogue(continual)FunctionRoleofEmployeeFocusEmphasesOwnership110109-9271-HAYGLemairePerformanceAppraisalPerformanceManagementManagingPerformanceHighLowLowHighImpactonResultsLevelofOrganizationalCommitmentImprovedbusinessresultsrequireorganizationalcommitmentCommitmenttoachievecompanygoalsGoodsettingandreviewMeritincreasesefficientlyallocatedPerformanceManagementStagesthis120109-9271-HAYGLemaireTheperformancemanagementmodelisnotnew,butthewayinwhichleadingorganizationsdoitisverydifferent&DialogueDialogueDialogueDialogueBestPractices130109-9271-HAYGLemaireBestPracticesWhatsDifferent?
Therearefourdifferentiatorsofbestpractice:
nClearStrategyTranslationProcessnIntegratedPerformanceProcessesnCultureofDialoguenMultipleandDifferentiatedRewards140109-9271-HAYGLemaireStrategyTranslationProcessADefinition:
“Earlyinthehistoryofthecompany,whilethinkingabouthowacompanylikethisshouldbemanaged,Ikeptgettingbacktooneconcept:
ifwecouldsimplygeteveryonetoagreeonwhatourobjectiveswereandtounderstandwhatwearetryingtodo,thenwecouldturneverybodylooseandtheywouldmovealonginacommondirection.”DavePackard150109-9271-HAYGLemaireStrategyTranslationProcessChecklist:
oArealltopteammembersunifiedandfocusedonthe“must-win”battlesoftheorganization?
oAretheinterdependenciesclearbetweenthetop-teammembers?
oArethemiddlemanagersclearonthe“must-win”battles?
oDoemployeesknowwhattheyneedtodofortheorganizationtobesuccessful?
lFinancialgoals,operationalgoals,behaviors160109-9271-HAYGLemaireIntegratedPerformanceProcessesADefinition:
“Leadersmustseetoitthattheorganizationssocialoperatingmechanismsthatis,theexecutivecommitteemeetings,budgetandstrategyreviews,andothersituationsthroughwhichpeopledobusinesshavehonestdialogueattheircenter.Thesemechanismssetthestage.Tightlylinkedandconsistentlypracticed,theyestablishclearlinesofaccountabilityformakingdecisionsandexecutingthem.”RamCharam,HBR4/2001170109-9271-HAYGLemaireIntegratedPerformanceProcessesChecklist:
oDothegoalsoftheorganizationreflectinterdepartmentalobjectives?
oArethefinancial,operational,andpeopleprocessesintegrated?
oIstheinformationfromtheseprocessesusedtomakebusinessdecisions?
oAretheprocessesefficientandeffective?
180109-9271-HAYGLemaireCultureofDialogueADefinition:
“Aleadershouldbeconstructinghisappraisalallyearlongandgivinghisappraisalallyearlong.Youhave20,30,60opportunitiesayeartoshareyourobservations.If,attheendoftheyear,someoneistrulysurprisedbywhatyouhavetosay,thatisafailureofleadershipByfailingtoprovidehonestfeedback,leaderscheattheirpeoplebydeprivingthemoftheinformationthattheyneedtoimprove.Criticalfeedbackisthe“heavylifting”ofleadership”EDSsDickBrown190109-9271-HAYGLemaireTypicallyanewemployeesproductivitycurveincreasesquickly,thenlevelsoffWithoutreinforcementandfeedbackthelevelstaysthesameormayfalloffSporadic,inappropriate,orgeneralfeedbackwithoutreinforcementhasadistinctiveeffectonmotivationandperformanceConsistent,specificfeedbackanddialoguebuildself-esteemandperformanceFeedbackFeedbackFeedbackFeedbackCultureofDialoguePerformanceCoaching/FeedbackIsCritical200109-9271-HAYGLemaireCultureofDialogueChecklist:
oAremanagers(andemployees)trainedinandgoodatperformancedialogue?
oAremanagersselectedandheldaccountableforperformancecoaching?
oArecoachingbehaviors“lived”bytheleadersoftheorganization?
oIsthedialogueopen,informal,andcandid,anddoesitprovideclosure?
210109-9271-HAYGLemaireThebettermyperformance,thebettermytotalcompensationwillbeMultipleandDifferentiatedRewardsWhenmostemployees,eventhestars,getthesamepay,itreducesclarityaboutwhatgoodperformancelookslikeSource:
HayGroup220109-9271-HAYGLemaireMultipleandDifferentiatedRewardsApproaches:
nIncreasedialoguenUsemultiplecurrenciesnReviewuseofratingsnUseforcedrankingsnFindnewwaystodifferentiatemerit230109-9271-HAYGLemaireDifferentiatedRewardsSeparatemeansfromendsTactics/StrategiesBehaviorsTrainingTrainingTrainingTrainingTactics/StrategiesBehaviorsTrainingTrainingObjectivesEnablersConductanalysisofwhyOTissohigh;developstrategytoreduceOT;implementstrategyImplement3programsaimedatincreasingcustomersatisfaction:
begintrainingprograms;upgradecallcentersoftware;establishamonitoringprogramSethighgoalsforyourselfandfortheteam:
trytoreducefrom50to30permonth;communicatetoteamwhatneedstobedone;“own”thisprocessIdentifycustomerissues:
thinkaboutandactonopportunitiestoaddresstheseissues;actasarolemodeltosubordinatesshowthemhowtoworkwithcustomers;improvecall-centersoftwaresystemTrainingTrainingTactics/S
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