Performance Management绩效管理

BeingASuper-Good“Performance”Manager2PerformanceAppraisalMuchMoreThanFillingOutAFormItStartsWithGoalSetting:“IfYouDon’tKnowWhereYouAreGoingYouWon’tKnowHowToGetThere”GoalSettingIsLikeAWaterfall:CascadingDivisionGoalsPlantGoalsDept.GoalsIndividualAnd/OrGroupGoals6WhereDoGoalsComeFrom?•StrategicDirection•ImmediateManager•Customers-InternalAndExternal•Suppliers-InternalAndExternal•PeersAndSubordinates•TheCompetition•OtherIndividualDevelopmentNeeds7SettingSMARTGoals•Simple•Measurable•Attainable•ResultsOriented•TimeBound8GettingStarted:GoalsShouldProvideTrueMeasurableValueTo:–OurCustomers–OurCompany–OurPlant–TheEmployeeInOtherWords,AGoalShouldAffectChange10AGoalIsMeaninglessWithoutTruePerformanceMeasures11TruePerformanceMeasurements•DrivenByCustomerRequirements–SuccessfulCompaniesBaseEverythingTheyDoOnCustomers•MeetRealBusinessNeedsAndExpectations–PinpointDevelopmentProblemsOrAreasWhereChangeIsNeeded•EnablePerformanceToBeTracked&ActionTaken–DataShouldBeSimpleToUnderstandAndCompile•QuickFeedbackToMakeActionMeaningful–ConnectionBetweenActionNeeded&TheResultingImprovement•UnderstandableToThePeopleWhoAreEvaluatedByIt–ManagementMustCommunicateWhyTheMeasurementIsImportant12What’sSoDifficultAboutSettingGoals•Fear–WhatIfIFail?–It’sWrittenDown–TooOftenUsedAsPunishment•SelfDoubt:“CanIReallyDoThat?”•Don’tUnderstandHowOrWhy•GoalIsUnrealisticForTheEmployee–LackNecessarySkills,CompetenciesorResources•TheGoalsAreSeenAsWrittenInStoneASuper-Good“Performance”ManagerSummary•ProvideAClearUnderstandingOfWhatIsExpected•ShapeMeaningful&AttainablePerformanceExpectations–EstablishDirectionByHelpingToSetPriorities•HaveRegularFormal&InformalFeedbackSessions–CheckProgress–ProvideFeedbackAndCoaching•DetermineADevelopmentPlanAsNecessary•LinkPerformanceAchievementsToOtherHumanResourcePrograms•NoSurprises•ServesAsARoleModelManagingtheProcess•Step1:Identify5to8SignificantJobResponsibilities–WorkYouareDirectlyAccountableFor–AnswerTheHow,WhatAndWhy•Step2:IdentifyMeasurementMethods–ToolsToGaugePerformance–Example:Cost,Time,Quality,Quantity,HumanImpactManagingtheProcess•Step3:QuantifyThePerformanceMethods–MeasurableStandardsToGaugePerformance–Examples:–HowMany(Quantity)–HowMuch(Cost,Productivity)–HowWell(Quality)–When(Time)–HowAffected(HumanImpact)ManagingtheProcess•Step4:MakeThemSMARTGoals–Simple–Measurable–Attainable–ResultsOriented–TimeBound17ManagingtheProcess•Step5:GetBuy-InAndCommunicate–DocumentTheAgreedUponObjectives18ManagingtheProcess•Step6:KeepItGoing–ConductQuarterlyFeedbackSessions›MakeNecessaryAdjustmentsToGoals›GenerateSolutions,BuildOnEmployee’sStrengths–BeAGoodCoach,GiveConstructiveFeedback›Follow-upOnPerformanceIssues–NoSurprisesAtTheEndOfTheYear19KeepingItGoing•KeyElementsForManagersAndEmployees›GivingFeedback›Leadership&Coaching›ExcellingWithinOurVision&Values›ManagingYourOwnCareer20KeepingItGoingGivingFeedback21FactsaboutFeedback1.Increasesmotivationandenhancesgoalsetting.Withoutfeedback,goalsettinghaslittleeffectonperformance!FactsaboutFeedback2.Peoplewantfeedbackbuttheyarefearfuloftheunknown.Theyexpecttheworstandfearlossofesteem.3.Whenpeoplefeelthatfeedbackwillboost,oratleastmaintaintheirself-esteem,theyactivelyseekitout.FactsaboutFeedback4.Muchofthefeedbackwereceiveonthejobisnegative.Positivefeedbackiswithheldbecausethemanagerfeelsthepositiveactionisallapartofthejob.Or,itisgiveninageneralway--like,“Goodreport.”FactsaboutFeedback5.Negativefeedbackoftencomesacrossasharsh,blamingandfingerpointing.Wewithholdfeedbackforfearofdamagingongoingworkingrelationshipsandinhopestheissuewillgoaway.Itusuallyescalatesalongwithourannoyanceandannoyance-drivenfeedbackcomesacrossasbiting,faultfinding,anddestructive.Actionabletherecipientcandosomethingaboutit.Balancedamixofpositiveandconstructiveisgiven.Candidhonestcommunicationofperception.Specificweknowwhattodomoreof,lessof,ordifferentlytoimprove.FactsaboutFeedback6.Goodfeedbackistimely(immediate)anddeliveredaccordingtotheABCs.26SummaryTips•ConsiderReasonsAndConsequencesForFeedback–Informal,Reinforcing,Corrective–RewardVs.DevelopmentOrCorrective•TimeTheFeedback–PublicVs.Private–ImmediateVs.BeingReady•FactsOnlyNoAssumptions–Specific,Behavioral:NoBlamingOrJudging•GetClosure–“Fixables”only(ChangeableBehavior)–SpecificActionAndAgreedUponResults–Confirmation,Acceptance,Ownership,FreedomToReact•Document27Leadership&Coaching–Theproblemwithmostleaderstodayistheydon’tstandforanything.Leadershipimpliesmovementtowardsomething,andconvictionsprovidethatdirection.Ifyoudon’tstandforsomethingyouwillfallforanything.DonShulaFromhisbook“Everyoneisacoach”28Leadership&CoachingIfyouarenotteaching,youarenotleading.Fromthebook“TheLeadershipEngine”29LeadershipCharacteristics•IdeasAreTheHeartOfLeadership–Leadershaveideas,changethemwhennecessary,makessureeveryoneintheorganizationcompletelyunderstandsthem•WinningValues–Goodleadersmakesureeverythingtheydoreflectsthevaluestheywantthecompanytohave•CreatePositiveEnergy–Workhard,exhibitpositiveenergy,engagepeople–EnergizePeopleToAttackProblems•Edge-TheCourageToSeeReality&ActOnI