论公司绩效管理办法(英文版)

A Guide to ConsultingJune 2000Discussion Objectives Provide an overview of current thinking and trends Discuss what PM consulting is all about Review“what works and what doesnt”Share Best Practices research Review some of the basic planning and project steps Group DiscussionAnswer the following questions:1.What is performance management?Why do companies have this process?2.Why doesnt it work so well?What makes it so difficult?Performance Management Translates business vision and strategy in an actionable way by cascading goals throughout the organization Measures both what is done and how it is done Aligns Department goals with strategic business objectives Aligns individuals with the broader organizational/team context Ensures the closest“line of sight”possibleSource:Watson Wyatt Best Practices in Performance ManagementPerformance Consulting1.Total Organization Cascading and Alignment Stakeholder Metrics2.Employee Review Process Engagement and Accountability Growth and AchievementsTwo dimensions:Performance ConsultingTotal Organization Performance Cascading and Alignment Stakeholder MetricsThe Key Questions of Business Planning=Why does the company exist?=Where is it going?Size SalesMarkets LocationsProducts Competitive ChallengesSBU Linkages=How will it get done?Values and Operating PrinciplesTechnology Resources=What must the company be very good at doing?=How will progress and success be measured?Expectations of StakeholdersCompany PerformanceMissionVision of FutureStrategicOrganizational GoalsCore OrganizationalCapabilitiesBalanced ScorecardBusiness Plans are Developed by the Business UnitsResource RequirementsIndustryLatin AmericaAsia(Europe)Objectives ofthe business unitObjectives ofthe regionBottom-up-approach:Derivation of segment and corporate strategic plans and operating objectives from business unitgoals.Top-down-approach:Derivation of objectivesfrom corporate strategy Objectives of departmentsand individualsStrategy of the CorporationObjectives ofthe corporation People Facilities Technology Equipment and MachineryComponents of a Balanced Scorecard (with sample metrics)FINANCIAL RESULTSCUSTOMER SATISFACTION BUSINESS PROCESSES LEARNING&GROWTH AFYP ROI/ROA Surplus Growth New sales:new customers Additional policies:current customers Market share Collecting premiums Calculating selling price:new product New licensing(Region&Corporate)Establishing the Business Case for new ventures,new locations Product Development:#innovations Competency growth Additional countries Core capabilities growthCascading Strategic&Operating Plan GoalsCORPORATEORGANIZATIONMETRICSFinanceFinanceCustomerCustomerBusinessProcessBusinessProcessLearning&GrowthLearning&GrowthBUSINESS UNITTEAMS/INDIVIDUALSDEPARTMENTBalanced Scorecardscan provide organization alignment and accountability 5 to 7 GOALS “SMART”parameters Directly alignedTypical Project Timeline&Milestones*8 weeks elapsed time from planning session2 Days Clarify Company Strategy and determine goalsImplementationTraining and Roll out beginsImplementation PlanningWorkshopFormal AdvisoryGroup Review Session&Follow-up1 wk2 wks1 wk1 wk1 wk1 wk1 wkProjectPlanning,Orientationand Kick-off1 Day1 Day Interview Findings+Develop Measure Recommendations1 DayWorkshop on TargetsFinalize TargetRecommendationsImplementationPlan ReviewReview Plan forImplementation Review TransitionStrategy2 DaysFormal AdvisoryTeam Review1 Day1 Day1 wk1 DayExecutivePlanningSession(s)Performance ConsultingTotal Organization PerformanceClients:CEO,COO,sometimes the VPHRFees:typical project is$180-250KTimeframe:+/-4 monthsPerformance ConsultingEmployee Review Process Engagement and Accountability Clear Performance Expectations Growth and AchievementsPerformance Management Is.the ongoing process of setting performance expectations,providing feedback and coaching to reach those expectations,and reviewing and recognizing performance results.Tie PM to the Business CycleReview and PlanningPlanningFeedback&CoachingFeedback&CoachingMid-Year ReviewNew Year PlanningYear-End ReviewBad timing.“I dont want to ruin your day Herman,but tomorrow morning youre scheduled to be in my office for your annual performance review.”Remember The Key Questions?=Why does the company exist?=Where is it going?Size SalesMarkets LocationsProducts Competitive ChallengesSBU Linkages=How will it get done?Values and Operating PrinciplesTechnology Resources=What must the company be very good at doing?=How will progress and success be measured?Expectations of StakeholdersCompany PerformanceMissionVision of FutureStrategicOrganizational GoalsCore OrganizationalCapabilitiesBalanced ScorecardOrganization Alignment leads to Employee Engagement COMPANYMISSIONVISIONStrategic ObjectivesCore Capabilities Competencies Leadership Functional Department ScorecardSuccess ProfilesEmployee Performance ProcessIndividual GoalsEmployee Development PlansBusiness Unit Scorecard Cascading:Critical Metrics and Competencies Change requires a balanced Value ExchangeEmployee Gives Employer GivesEnergyEffortCommitmentValue AddLearningTimeOpportunityCareerBenefitsCompensationJobThe Performance Process can provide the keys to developmentBase PayPromotionTrainingCareer developmentSuccession planning89%77%56%51%32%Reduction in force26%Variable pay34%Current Use of Performance Management DataSource:Watson Wyatt Best Practices in Performance ManagementPerformance Management EvolutionTraditional Recent Emerging MeasuresTraits/OutcomesBehaviors/OutcomesTime/Quality/ValueEvaluatorBossSelf/PeersCustomersOutcomesMerit PayDevelopmentOrganization SuccessImplementationDistribute FormsTrain andCommunicateOngoing Education and involvementOwnershipHRDManagementEmployeesComplianceVoluntaryMandatoryMotivationFactors That Influence Process effectiveness Organization Supervisor PM Culture Skills Process The Organization Values that Support PM The Capability to Measure and Discuss Performance The Interaction Between the Employee and the Supervisor People Factors Technical Factors Performance Measures Rewards Delivery PM Forms Measures that Support the Organizations Goals and Values and are Possible to Accurately Measure How and Why Pay is Linked to Performance How the Design of the Form Supports the Process PerformanceManagementEffectivenessFeedback frommultiple sourcesCoaching and feedback are integralDe-emphasison a ratingDecentralizedcontrolGreater linkagebetween pay and performanceEffective measures-Competencies-Business strategies“Champions”sponsorshipEmployeeparticipationEmployeeinvolvement insystem designCommunication&trainingAlignment withbusiness objectives,strategy,customer needsOngoing monitoringof effectivenessof programBest PracticesElements of Successful ProgramsHigh Impact Performance ManagementKey elements found in all“best practices”Emphasis on looking forward Planning and development Joint process with employee ownership Cooperative goal setting Feedback(continuous,multiple sources)Developmental focus Pay and performance linkageSource:Watson Wyatt Best Practices in Performance ManagementUse of Key ElementsDevelopment PlanningMulti-source ratings14%65%81%84%94%97%Goal SettingTeam standardsNo ratingsCompetencies/behaviorsSource:Watson Wyatt Best Practices in Performance ManagementEvolution of Performance FeedbackTop DownSelf-AppraisalPeer ReviewsUpward FeedbackInternal CustomersExternal Customers3600ReviewDoes it make a difference?Employees are eligible for stock plan programs1.8%Company terminates employeeswho perform unacceptably1.8%Company does a good job of helping poor performers improve1.5%Top performers get significantly more pay than average performers0.8%Company positions pay above market0.4%Employee performance appraisals used to set pay0.4%Employees participate in profit-sharing plan based on firms overall success0.6%Pay is linked to companys business strategyThe Performance MatrixOResults“what”Behaviors“how”Std=100%ofexpectedStd=100%alignmentNIHNIWFMEEKey:O=OutstandingEE=Exceeds ExpectationsM=Meets Expectations (80-90%of population)NIH=Needs Improvement on“HOW”NIW=Needs Improvement on“WHAT”F=FailingProject StepsProject Planning,Education and Assessment:ClientFirst,scope and timetable,design team education,PM design matrix,document review,interviewsDesign:Straw-man designs,implementation planning and scheduleTesting and Approval:Presentation,senior management assessment,sign-off,editImplement:Communication rollout,modular training rollout,useReview/Revise:Gather feedback,test and revise12345Performance ConsultingEmployee Review ProcessClients:VPHR,Dir.Comp and/or ODFees:typical project is$85-130KTimeframe:+/-3 months(excludes implementation)Think“Implementation”A successful process is 25%design and 75%implementation!“Its never to early to think about implementation.”Peter DruckerBest Practices in Implementation Detailed communications and training strategy Pro-active problem identification Broad buy-in Senior management involvement Measurement of system effectivenessSource:Watson Wyatt Best Practices in Performance ManagementUtilize Best Practices in Change Management Visible senior management support Ongoing communication Best practices and stakeholder research High involvement and broad buy-in Careful planning,rapid process Comprehensive approach to implementation and monitoring Training in intact work teamsSource:Watson Wyatt HR21 StudyUnderstanding Realize how“my work”is different because of the changeCommitment Believe in the system and process for change.in shared accountability for making it successfulAcceptanceAgree to value or merit of change.Recognize advantage of“future state”Action Adopt new behaviors=become engaged in the change process.Champion changes internallyBehavior Change ModelEFFORTAwarenessA Quick Summary Performance management continues to evolve NO one perfect solution not much magic Impact:great if done right Best practices for ideas Think implementation early and often Update and keep freshOngoing TrackingTimely Communication&Skills TrainingConnection between Rewards&PerformanceDirect Link toInstitution MissionSenior Leadership InvolvementEmployee“Ownership”Objective Feedback&ReviewCritical Success Factors for an effectivePerformance Management processKey Human Resource LinkagesBase PayTrainingSuccession Planning/PromotionsCareer PlanningIncentive Pay100%97%95%85%80%Source:Watson Wyatt Best Practices in Performance ManagementHR StrategySuccessionPlanningRewardsWorkDesignSelection&StaffingPerformanceManagementTraining&DevelopmentIntegrate PM with HR StrategyPerformance Management TeamMethodology and Tools Brian Brown(Cleveland)Brad Carter(San Francisco)Cassandra Frangos(Boston)*David Gore(Toronto)Jim Stewart(Boston)*to Kaplan and Nortons Balanced Scorecard Collaborative A Watson Wyatt Guide to ConsultingJune 2000谢谢 谢谢22.10.710:04:1110:0410:0422.10.722.10.710:0410:0410:04:1122.10.722.10.710:04:112022年10月7日星期五10时04分11秒。