绩效管理&个人发展计划 Toolkit(500强公司的绩效管理,强烈推荐)

XXXPerformanceDevelopmentPlan&IndividualDevelopmentPlanToolkitXXXX中国实业有限公司绩效发展&个人发展计划介绍Content目录PerformanceManagementProcess/CycleandTimeLine绩效管理流程/周期和时间安排PerformanceDevelopmentPlanGuideline绩效发展计划指引WhyPerformanceDevelopmentPlanissoimportant?为何绩效发展计划如此重要？WhatisaPerformanceDevelopmentPlan?什么是绩效发展计划？HowtoconductthePerformanceDevelopmentPlan?如何制定绩效发展计划？WhatisNewto2010PDPForm?2010年绩效发展计划表格有何更新？IndividualDevelopmentPlanGuideline个人发展计划指引WhyanIndividualDevelopmentPlanissoimportant?为何个人发展计划如此重要？WhatisanIndividualDevelopmentPlan?AnditsFocus?什么是个人发展计划?重点？HowtobuildupanIndividualDevelopmentPlan?如何制定个人发展计划？WhatisNewtothe2010IDPForm?2010年个人发展计划表格有何更新？Q&A常见问题解答ThePerformanceandDevelopmentProcess/CycleandTimeline绩效发展的流程/周期和时间安排BusinessResults业务绩效StrategicPlan公司战略AnnualBusinessPlan年度业务计划SettingIndividualObjectives(Jan./Feb)设定个人目标（1月/2月）PlanningforDevelopment(Jan./Feb.)制定个人发展计划（1月/2月）Mid-YearReview(July)年中绩效检讨（7月）FinalPerformanceDiscussion(Dec./Jan.)年终绩效检讨（12月/1月）RewardingResults(Mar.)绩效奖励（3月）CoachingandFeedback辅导与反馈Schedule时间表December12月January1月February2月July7月。。。Signdocuments确定绩效考核文件SetObjectives&competencies设定目标&确认素质能力Mid-yearReview年中回顾ConductYear-EndDiscussionCommunicateonremuneration沟通奖励办法（March3月）Execution执行PrepareforPDP/IDP准备面谈ConductthePerformanceYear-endReview进行年终面谈…SetupDevelopmentPlan设定发展计划WhyisPerformanceDevelopmentsoimportant?为什么绩效发展如此重要？WhyPerformanceDevelopmentPlanissoimportant?为何绩效发展计划如此重要？Linktheindividualandteam’sperformancewiththeCompanyandCompetency’sbusinessobjective.将个人以及团队的努力与公司和职能部门的业务计划挂钩StateourexpectationbysettingupPerformanceObjectives,whichisclearlydefinedandmeasurable.通过设定绩效目标来清楚阐释我们的期望。这个目标能清晰界定期望的结果并定义绩效成功的标准。Provideacontinuousfeedbackandcoachingchanneltolinemanager,sothattheemployeewillbeconcentratedtodeliverobjectivesandfindthestrengthsandtobeimprovedareas.为经理提供一个持续反馈和辅导的渠道，从而让员工能够集中精力为达成目标而努力，发挥长处并发现需要改进的方面。WhatisPerformanceDevelopmentPlan?什么是绩效发展计划？WhatisaPerformanceDevelopmentPlan?什么是绩效发展计划？The“whats”ofperformancearetheobjectivesandthe“hows”ofperformancearethecompetencies/valuesMuchoftheperformancemanagementprocessfocusesonachievingourobjectivesinordertodeliverbusinessresults,butwecannotlosesightofthefactthatwemustalsofocusonhowweachievedthoseobjectives.CoreCompetenciesStretchObjectivesPerformance&DevelopmentWHATsVs.HOWs50%25%Values25%WhatWeMeasurePerformanceAgainst?核心素质有挑战性的目标绩效&发展“什么”Vs.“如何”50%25%WhatisaPerformanceDevelopmentPlan?什么是绩效发展计划？绩效之“什么”是目标，“如何”是资能/价值观绩效管理流程的很多部分都着力于为了创造商业结果而努力实现我们的目标，但同时也要关注我们如何达到这些目标价值观25%衡量绩效的标准HowtoConductthePerformanceDevelopmentPlan?如何制定绩效发展计划？HowtoConduct2009PDPReview?如何进行2009年绩效发展回顾？Step1:Reviewyouremployees’self-assessmentsandaskforclarification步骤1：审阅下属的个人评估并充分理解Step2:Collect,consolidateandanalyzefeedback步骤2：收集、整理和分析反馈Step3:Preparewrittenassessmentswithratings步骤3：准备书面评估和打分Step4:Attendcalibrationormanagementreviewmeetings步骤4：参加评分校准或管理层审核会议Step5:Scheduleyear-endperformancediscussionswithyouremployees步骤5：安排和下属的年终绩效面谈的时间FiveStepstoPREPAREfortheYear-endPerformanceDiscussions准备年终绩效讨论的5步骤HowtoconductthePerformanceDevelopmentPlan?-Part1:2009Year-endReview如何进行绩效发展计划？-1：2009年终回顾Providespecific,measurablebehavioralexamplesastangibleevidencetothecompetency/value,whichisratedNP、DP、SP。对核心素质能力/价值观充分展现或未能充分展现举出具体事例.WhatNeedtobecoveredDURINGtheYear-endPerformanceDiscussion?绩效讨论应当包含哪些内容?HowtoconductthePerformanceDevelopmentPlan?-Part1:2009Year-endReview如何进行绩效发展计划？-1：2009年终回顾PerformanceBehavioroftheCoreCompetency/Values针对核心素质/价值观回顾工作表现Reviewthespecificachievementsduringthepast12months集中讨论过去十二月内的具体工作成果Discussindetailstoeachperformanceobjective对每个具体目标分开讨论以保证面谈透彻全面PerformanceObjectives讨论绩效目标StrengthandWeakness讨论关系到目前绩效的个人的强项和弱项Preparefeedbacks准备好分享有建设性的反馈NotMeetingPerformanceExpectations(NP)DevelopingPerformance(DP)SuccessfulPerformance(SP)ExceptionalPerformance(EP)RatingObjectives:Performancefallsbelowagreeduponresultsandexpectationsonmultiplecriticalaccountabilities.Competencies:Failstoconsistentlydemonstratethecorecompetencies(skills,knowledgeandabilities)DefinitionObjectives:Consistentlydeliversoutstandingresultsandexceedsexpectationsandaccountabilities.Exceedsaggressive,difficultandcomplexobjectives.Resultsaddsignificantvaluetoteam,businessandcustomer/client.Competencies:Excelsindemonstratingthecorecompetencies(skills,knowledgeandabilities).ActsasarolemodelObjectives:Consistentlydeliversallagreeduponresultsandmeetsexpectationsandaccountabilities.Addsvaluetoteam,businessandcustomer/client.Competencies:Fullydemonstratesthecompetencies(skills,knowledgeandabilities)Objectives:Sometimesmeetsagreeduponresults,butdoesnotmeetallexpectationsandaccountabilities.Competencies:Demonstratessomeofthecorecompetencies(skills,knowledgeandabilities)butdoesnotdemonstrateallofthemconsistentlyTooNew(TN)Associatesinrolefor6monthsorlessasofDecember31andaretransitioningintorolePerformanceRatingScaleAFive-pointPerformanceRatingScale0-5%0-15%55-75%10-20%0-5%15不符合期望的绩效(NP)发展绩效(DP)成功绩效(SP)卓越绩效(EP)等级目标：绩效在诸多关键责任上未达成目标及期望。素质：未能持续展现岗位所需的很多素质能力（技能，知识，及行为）。需要很大程度的改进。价值观：行为表现有时不能完全与公司价值观保持一致；不