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1绩效管理的应用实务庄周企管周昌湘总经理讲授2课程大纲：1.考绩与绩效的关系2.如何设计考绩制度e化3.如何将企业的营运策略转换成员工个人的工作目标4.考绩与薪酬之e化互动关系5.如何评估考绩制度e化之成效31.考绩与绩效的关系基本考核•工作区分•标准绩效在职辅导•有效的辅导•辅导技巧及运用绩效改善计画•准备一种有效的行动计画考核•考核过程•考核面谈的准备•进行考核面谈不间断的绩效考核流程4绩效管理流程目标设定年终考核年中考核辅导与回馈员工发展计画绩效考核流程52.如何设计考绩制度e化•绩效管理的目的(ProgramObjectives)–做为薪资调整的依据(ToProvideInformationforSalaryAdministration)–作为升迁的依据(ToProvideInformationforPromotion)–做为现职工作改善的依据(ToImprovePerformanceonthePresentJob)–做为员工发展的参考依据(ToDesignEmployeeDevelopmentPlan)6•绩效追踪–定期响应绩效及领导才能(每季一次)–员工发展计画检视(每半年一次)–检讨员工必须改进的项目及完成的目标•整合需改进的项目成为年度目标–挑选至少一项成为年度目标–与员工生涯规划连结–与员工才能评估配合2.如何设计考绩制度e化7e-Forms传输流程@e-Forms@e-FormsGlobalHRLibrary•第一阶段主管接受电子邮件送至的表格•检视后决定核准或是退回不准•ApproverpointsacopyforHRfilling•收到第二阶段核准时印出•第二阶段主管接受电子邮件送至的表格•检视后决定核准或是退回不准电子邮件送出取得核准•主管进入GlobalHRLibrary•寻找所需要的表格•寻求两阶层之核准•电子邮件送取得核准出•印出一份做备份•AllForms•Selectedbycountry•表格送至电子邮件处理中心等待核准•此一笔资料被核准后立即自动被送到数据处理中心存入数据库PeopleSoftHRTC(数据处理中心)8•个人绩效是以领导职能(LeadershipCompetencies)和达到目标的成果(GoalsResults)来衡量目标设定•时间：Jan/Feb/Mar•参加者：主管•Approach：个人目标是与其所服务的事业单位或国家联结•Focus：员工、客户、股东员工发展计画•时间：Q2•参加者：员工•Approach：搜集及分析工作表现的数据与组织的需要•Focus：员工个人发展年中及年终考核时间：年中(七月)及年终(次年一月)•Approach：•主管作考核之前员工自我先行对预先设定的工作目标及领导职能作评核•领导职能工作表(LeadershipCompetenciesWorksheet)是领导能力评量之准则成果评估“WhatISAchieved”过程评估“HowAreGoalsAchieved”9•目标设定的流程及时间表•Jan31-Feb3GoalCommitteepreparedraftCoreGoalandtasksforreviewwithPresident•Feb8-Feb11PresidentOverlaysIndividualandRegionalGoalsandfinalizeshisgoalswithcommittee•Feb8-Feb11CommitteepreparesRegionCoreGoalsandTasksforDirectReports•Feb11CommitteedistributeRegionCoreGoalstogetherwithPresidentsfinalizedgoals•Feb21-Feb25DirectreportsOverlayIndividualandMarket/Utilityspecificgoals•Feb28-May1Committeereviews,alignsandagreesdirectreportgoals•May2-May7ReportsDirectReports(Level3)prepareGoals,Tasks,Timetable.ApprovedbyPresidentsdirectreports(level2)•May8-May10Committeereviews,alignsandagreesLevel3goals.RegionGoalCommittee(PreparesdraftRegioncoregoalsforPresidentandDirectReportsAndreviewsindividualsubmissionsforshareholder,customerandemployeealignment)President目标设定表（GoalsSettingForm)ReportsDirectReportsPresidentDirectReportsJan31-Feb3Feb8-Feb11Feb8Feb11Feb21Feb25Feb28March7CoreGoals,TargetsandTaskspreparedandagreedOverlayMarket/UtilitySpecificandpersonalgoalsGoalscompleted10•工作目标评核–完成了什么？EmployeeGoal(25%)–员工满意度结果–360度领导行为响应结果–其它CustomerGoal(25%)–客户满意度响应结果–客户满意度的衡量要点及标准ShareholderGoal(50%)–财务盈亏目标–年成长率–特殊的贡献–法令、法规的实行11•LeadershipCompetenciesRatingWeightsMiddleManagementSeniorManagementExecutiveManagementIndividualManagementThoughtLeadership10-20%20-30%30-40%20-30%ResultsLeadership40-50%20-40%20-30%40-50%RelationshipLeadership20%20%20%20-30%PeopleLeadership20%10-20%10-20%0-10%12PerformanceDistributionGuidelinesG1G2G3G4ForaG1BusinessUnit10-20%35-50%25-45%0-5%ForaG2BusinessUnit5-10%30-40%35-55%5-8%ForaG3BusinessUnit0-5%20-35%45-65%8-10%L1L2L3L4LGuidelinesforallBusinessUnits5-15%20-30%50-55%5-15%13GOALRATINGWORKSHEETFORTRSIMEMBEROFINTERNATIONAL,REGIONALANDCOUNTRYEXECUTIVETEAMSIndividualLineofBusinessRatingExecutiveTeamMember：ExecutiveTeamRatingSourceofRatingInformationWeightRatingIndividualLineofBusinessresultsagainstshareholdertargets(e.g.,NetIncome,Revenue,Expense)35%17.5%12.5%65%IndividualLineofBusinessresultsagainstCustomertargets(e.g.,CIF,Billings,Customers,Satisfaction)IndividualLineofBusinessresultsagainstEmployeeScoreCardtargets(EmployeeSurvey)OverallIndividualLOBRatingShareholder50%Customer25%Employee25%SourceofRatingInformationWeightRating15%7.5%12.5%35%Intl,RegionalorCountryTRSIResultsagainstMarketScoreCardShareholdertargets(e.g.,NetIncome,Revenue,Expense,etc.)Intl,RegionalorCountryTRSIResultsagainstMarketScoreCardCustomertargets(e.g.CIF,Billings,CustomersSatisfaction)Intl,RegionalorCountryTRSIResultsagainstMarketScoreCardEmployeetargets(EmployeeSurvey)OverallExecutiveTeamRatingOverallIndividualGoalRatingComments：14INDIVIDUALLEADERSHIPRATINGWORKSHEETFORMEMBERSOFINTERNATIONAL,REGIONALANDCOUNTRYEXECUTIVETEAMSLeaderInputonCompanyLeadershipDimensionsExecutiveTeamMember：ExecutiveTeamInputonMatrixLeadershipCompetenciesDimensionLeadershipCompetencyCompetencyRatingDimensionRatingThoughtLeadershipCreatingInnovativeSolutionsActingStrategically&GloballyResultsLeadershipMeeting&ExceedingCustomerDivingresumesExpectationsDemonstratingRiskTakingActingDecisivelyRelationshipLeadershipCollaborating&InfluencingOthersDemonstratingIntegrityTreatingPeoplewithRespectandDignityValuingandIntegratingDiversityPeopleLeadershipManagingChangeManagingPerformanceDevelopingPeopleLeadershipDimensionsRating(65%Weight)：MatrixRatingMatrixLeadershipCompetencyP&LDriverDealMakerRelationshipBuilderFollow-ThroughLeaderBUMatrixLeadershipRating(35%Weight)OverallLeadershipRating153.如何将企业的营运策略转换成员工个人的工作目标Vision远景Day-to-DayActivities每日工作StrategicObjectives策略目标绩效管理制度FunctionalGoals部门目标BusinessUnitGoals事业单位目标Values经营理念16•绩效评估的原则绩效评估应该把？...•焦点放在根据员工这一年目标的达标率(What)•根据其行为表现与领导职能之对照(How)绩效评估必需反应？...•员工是用什么行为模式来完成其目标？如何做绩效评估•加权/评量成果与预订目标的对照•评量其行为表现与领导职能•汇总其绩效•讨论及评核薪酬174.考绩与薪酬之e化互动关系工作目标的设定WHATYOUDO？领导模式行为HOWYOUDOIT？员工绩效成果报酬＄＄＄18Sa