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浙江海通食品集团股份有限公司绩效管理体系设计报告书服务单位:上海华彩管理咨询有限公司目录第一部分系统篇····································································4第一节绩效管理系统·································································61.1系统定位···················································································61.2系统功能···················································································7第二节绩效管理系统的实态描述···················································112.1功能方面··················································································112.2系统方面·················································································122.3认识方面·················································································132.4技术方面·················································································132.5总结·······················································································13第三节设计思路·······································································153.1在公司内部树立全新的绩效管理理念·············································153.2基于公司战略设计绩效管理体系架构·············································163.3发挥绩效管理系统的目标导向功能················································163.4构建绩效管理系统与人力资源管理其他模块间的有机联系··················173.5通过绩效管理提升管理人员的管理能力··········································193.6强化公司对宁波本部、营销总部、（目前）投资子公司（事业部）管控··203.7提供技术上的支持，保障绩效管理系统能够有效的实施·····················20第四节解决思路·······································································21第五节方案分析·······································································235.1方案可能产生的问题··································································235.2问题的解决方式········································································23第二部分运作篇································································24第一节绩效管理概述···································································41.1绩效管理的理念··········································································41.2绩效管理的原则··········································································4第二节绩效管理系统图········································错误!未定义书签。2.1绩效管理系统与人力资源管理其它模块即前后端的联系错误!未定义书签。2.2基与企业战略的绩效管理系统································错误!未定义书签。第三节绩效管理结构图······························································24第四节绩效管理流程·································································27第五节绩效计划体系·································································295.1三级绩效计划体系·····································································295.2三级绩效计划体系的运作·····························································30第六节绩效反馈体系·································································476.1三层四级绩效反馈体系·······························································476.2三级会议体系···········································································51第七节绩效考评体系·································································537.1三级绩效考评体系·····································································537.2绩效考评与绩效改进··································································557.3绩效考评方法···········································································557.4绩效考评结果的确定··································································577.5绩效考评结果的反馈··································································637.6绩效考评结果的应用··································································65第八节绩效组织责任体系····························································70第九节绩效管理运作体系····························································72第十节保障控制措施·································································74附录：绩效考核量表样式··························································76表一：海通集团高中层述职报告样表···················································77表二：海通集团平衡计分卡绩效指标样表·············································80表三：海通集团绩效合约样表····························································81表四：海通集团月度计划与考评样表···················································83表五：海通集团周度工作计划与报告样表·············································85第一部分系统篇第一节绩效管理概述1.1绩效管理的理念战略导向、整体联动、压力下传、个人与组织共同发展理念的诠释：公司真正的发展是把员工个人目标与组织目标相统一，发挥公司整体效能，在公司发展的同时，给员工提供发展所需要的技能，使员工的发展与组织的发展同步进行。要发挥公司的整体效能，必须在公司、部门、（岗位）个人绩效间建立有机的联系，通过绩效目标的层层分解，把压力以一层层的传递下去，依靠绩效实施中的及时反馈与调整和对价值创造的客观考评，保证各层级间利益的统一，实现整体联动。以发展的观念来认识绩效管理，从成长的角度来看待组织绩效和个人绩效，通过绩效管理，正确的把握组织系统（组织和人）的运作，提供正确的考评依据和反馈，进而找出组织在其发展目标上的差距，个人成长过程与其职业生涯规划相比存在的差距，从而更为有力地促进组织和个人的发展。1.2绩效管理的原则一、以战略为导向建立以战略为导向的绩效管理系统，通过三级绩效计划体系将公司战略目标落实到各层级、各人的头上。二、绩效透明化建立公平、坦诚、全方位的绩效考评与沟通；为公司高层领导提供了解下属业务表现的工具。三、管理系统化系统地、客观地考评经营绩效；以系统的绩效管理代替随机的“人管人”；上层对下层的管理以绩效管理为主，而非对经营的日常干预，保证责、权、利的划分。四、绩效与激励机制、薪酬管理结合清晰地将绩效表现与激励机制、薪酬管理相结合；保证个人绩效表现对个人有明确的后果。第二节绩效管理系统2.1系统定位绩效管理不是简单的对绩效结果评价，它既是一个指标体系，也是一个控制过程，其最终的目的是保证公司战略目标的实现。海通集团的绩效管理战略地位如图1-1-1所示：图2-1-1海通集团绩效管理的战略地位公司发展战略公司的使命与愿景公司文化与价值观组织人员公司经营目标绩效管理薪酬分配/成长管理等人力资源平台2.2系统功能战略的有效实施取决于企业的组织能力和员工个人能力，一个有效的组织体系能使企业的战略目标得以快速而准确的传递，同时，称职的员工能在其所处的战略位置发挥出应有的作用。在海通集团战略实施过程中，绩效管理运用一系列的管理手段对组织系统运行效率和结果进行控制与掌握，以保证战略目标的实现。其控制作用可用图2-1-2表示：图2-1-2公司绩效管理对组织系统运作的控制控制过程如下：步骤一：根据公司战略目标设定经营目标A，该经营目