HKPC 的绩效考核.pptx
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HKPC 的绩效考核.pptx
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,PerformanceManagement,Organizational&HumanResourceDevelopmentDivisionHongKongProductivityCouncil,SeminarContent,WhyisPMImportanttoBusinessPerformance?
WhatisPM?
ThePMCycleEffectivePMSystemIdentificationofIndividualPerformanceMeasuresWhatisBalancedScorecard?
BarriersinStrategicManagementofOrganizationalPerformanceHowdoesaBalancedScorecardTranslateCompanyStrategyintoAction?
FrameworkofaBalancedScorecardPerformanceMeasurementSystemActionRequiredforImplementationofanEffectivePM,WhyisPerformanceManagement(工作表現管理制度)ImportanttoBusinessPerformance?
改善工作程序,員工態度改變,接受變革,ExternalPressures外來壓力,修訂營運策略,提高生產力,宏觀環境:
公司:
個人:
提出人力管理變革,工作表現管理制度,WhyisPerformanceManagement(工作表現管理制度)ImportanttoBusinessPerformance?
BenefitstoIndividualsBetterunderstandingonperformancestandardsBetterdevelopmentopportunitiesMotivatedasitisafairersystemtomeasureemployeesperformanceImprovedrelationshipwithsupervisorsImprovedindividualperformance,WhyisPerformanceManagement(工作表現管理制度)ImportanttoBusinessPerformance?
BenefitstoOrganisationEffectivemonitoringsystemBetterunderstandingonperformancestandardsOrganisationsexpectationscanbeclearlycommunicatedLinkindividualsworkoutputtoorganisationalgoalsBettermoraleShapeorganisationsculture,WhyisPerformanceManagement(工作表現管理制度)ImportanttoBusinessPerformance?
BusinessResults,Drive,WhatisPerformanceManagement(工作表現管理制度)?
“Aprocessforestablishingasharedunderstandingaboutwhatistobeachieved,andhowitistobeachieved;anapproachtomanagingpeoplewhichincreasesthechanceofachievingjob-relatedsuccess.”,DifferentApproaches,Traditional,IntegratedPerformanceManagement,Competency-basedIntegratedPMProcess,PMasCoreProcessforChange,AsdriverforchangeIntegratedFitwithcultureSelf-managedindividuals&teamsHarmonywithrewardsMotivatingworkclimate,IntegratedwithcompetencymodelFocusondevelopingpeopleLinkedtosuccessionplanning,Covers3phases:
planningmanaging/coachingreviewing,OnceayeareventNotintegratedLittlemanagingofperformance,DegreeofintegrationwithotherHRprocesses,PerformanceManagement-CurrentTrends(當前趨勢),PerformancemanagementasacoreprocessNewapproaches:
self-appraisal自我評核peerappraisal同級同事評核upwardappraisal下屬對上司的評核360degreeappraisal360度評核Greateremployeeinvolvement/participationFrommeasuringoutputsmeasuringoutputs+inputsGreaterline-managementownershipFormal,once-a-yearfeedbackmoreinformal,on-goingcommunication,PerformanceManagement-CorePrinciples(核心原則),Corporate&individualperformancearemutuallydependentOn-goingprocessprovidingthebasisforcontinuousimprovementReliesonconsensusNotjusttop-downA2-waycommunicationprocessForwardlookingConcentrateonpositiveattributesWorksbestwhenappliedtoallstaff,ThePerformanceManagementCycle表現管理週期,Performanceplanning表現的計劃,Performancereview表現的檢討,Performancecoaching表現的督導,Reward報酬,Training培訓,Successionplanning人才銜接計劃,Discipline紀律,Businessstrategy商業策略,Peoplemanagementstrategy人力資源管理策略,ThePMCycle,HRPractices人力資源措施,PerformanceManagement-InterlinkingParts表現管理的互相緊扣的部份,Measurement量度表現,Learning&Development學習與發展,GoalSetting確立目標,PerformanceManagement表現管理,Appraisal(Review)評核(檢討),TowardsanEffectivePMSystem邁向有效的表現管理制度,WhattoMeasure評估什麼?
HowtoMeasure如何評估?
WorkOutcomes工作成果,PerformanceFactors工作表現要素,AppraisalFormDesign評核表格的設計,UserTraining評核人的培訓,TheAppraisal評核階段及評核面談,TheProcess評核程序,MeasuringOutcomes(Results)如何評核工作成果(效果),Accountabilities(負責範圍),PerformanceStandards(表現標準),Objectives(目標),Whatarethefocusareas?
(主要工作範圍),Howwilltheresultsbemeasured(量度)?
Withineacharea,whataretheobjectives(目標)?
(,Salesmanagement,Togeneratesalescost-effectively,Toincreasesalesby10%in1998,MeasuringOutcomes(Results)如何評核工作成果(效果),Accountabilities,examples(負責範圍的典型例子):
HumanResources人力資源Staffing聘用人才Staffrelations勞資關係Compensationplanning薪酬策劃Benefitsadministration褔利行政Executivedevelopment管理層培養Policydevelopment政策制定,MeasuringOutcomes(Results)如何評核工作成果(效果),SalesNewbusinessdevelopmentSalesmanagementLeadgenerationAccountdevelopmentMarketingAdvertisingPromotionstrategyPricingMarketresearchMediarelations,SettingObjectives建立目標,StephenCovey:
setyourgoalswithinyourrole(介定角色、確立目標)AnobjectiveisastatementofresultstobeachievedCharacteristics:
FocusedWrittenStatedforcefullySignificantPrioritizedandweightedNottoomanyCommunicated“SMART”,“SMARTER”,DefiningPerformanceStandards制訂表現標準,Measurablefactorsfromaperformancefactor4directmeasuresofoutput:
QualityQuantityCostTimeMaybe“hard”/“soft”numbers,problemstoovercomeCosteffective,AgreeingonActionPlan共同協議行動計劃,WhatWhenWhereWhoWrittenCommunicated,AssessingPerformanceFactors(表現原素)/Competencies(稱職原素),Examples:
Coca-ColaMobilPerformanceCompetenciesFactorsCommunicationTeamworkJobknowledgeTechnicalknowledgeProblemsolvingSettinghighstandardsWorkrelationshipsConcernforaccuracyLeadershipConcernforeffectivenessPlanning,organisingFlexibility,PersonalDrive(主動性),IdentifyownstrengthsandweaknessesLearnfromownmistakesandthoseofothersChangebehavioursasaresultfeedbackKeepupdateonownfieldofspecialisation,TryinfluenceratherthanpassivelyacceptaneventContinuouslylookingforinnovativemeanstoachieveresults,ShowenthusiasmanddrivetogetthingsdoneBepersistenttowardstheachievementofplansorinitiativesRemaincommittedinspiteofproblems,Activelylearning主動學習,DemonstratingCommitment表現投入感,Takinginitiative採取主動,DeterminePerformanceFactors,DetermineDimensions(量度方向),DetermineBehaviourIndicators(行為指標),DeterminingPerformanceFactors(Competencies)-AnExample,DesigningtheProcess設計評估階段,Determinethepurposes確立目標Developtheprocedures程序應包括:
No.offorms表格數目Whattobeassessed評核甚麼Whoshouldappraise誰來評該Appraisalperiod評核期Frequencyofmeetings評核面談的頻率Linkagewithpay與薪酬的聯繫,DesigningtheAppraisalForm設計評核表格,Whattoinclude應包括甚麼?
Workoutcomesorobjectives工作成果(目標)Performancefactors表現要素Jobholderpersonaldata員工個人資料Majorachievement主要成就Developmentneedsandplans培訓需要及計劃Approvals審批機制Employeecomments員工意見PromoteabilityRatingscheme表現評級標準Howmanylevels多少級別?
Whatwillwecalleachlevel級別名稱?
PerformanceReview表現評核,Strategy&systemforperformancemanagementContinuousprocessofReview檢討表現Feedback回應不理想的表現Reinforcement強化好的表現Documentationoftheon-goingprocess,ObjectivesofPerformanceAppraisal表現評核的目的,Motivate/reinforcegoodperformanceIdentifyareasforimprovementIdentifytraining&developmentneedsClarifyjobexpectationsStrengthenstaff-supervisorrelationship,ElementsofaGoodAppraisal好的表現評核,1.Documentperformance2.Performancediagnosis3.Seekbilateralparticipation4.Focusongoals6.Minimalcriticism7.Singlepurpose,AppraisalErrors表現評核常見錯誤,Haloerror以偏概全Contrasterror對比誤差Firstimpressionerror先入為主Regencyerror近入為主Leniencyerror寬容誤差Severityerror嚴厲誤差Centraltendencyerror中庸誤差,OptimisingYourExistingSystem改善你公司現行的制度,Whatwecandotoimprove?
Reviewyourexistingsystemandidentify:
ImbalancesAmbiguitiesNon-alignmentwithstrategicobjectivesInappropriatesimplicity/complexity,etc.Possiblechangesmightbe:
ChangetheeventanongoingprocessStartwiththeformstartwithplanningFocusontraitsonbehaviors(whatheis)(whathedoes)Provideappraisertraining,CulturalIssues文化因素,Cultureisacommonexcusefornotsettingupaperformancemanagementsystem(PMS)notoptimizingtheexistingsystemPMSneedstobecompatiblewithexistingorganizationalcultureWhatisoftenoverlookedis:
PMScanhelptodrivechange,whichwillleadtoaneworganizationalcultureCheckyourorganizationforreadiness,CriteriaforanEffectiveAppraisalSystem好的表現管理制度-標準,Relevance關聯性Sensitivity敏感性Reliability可靠性Acceptability認受性Practicability可行性,CriticalSuccessFactors成功要訣,Open,honestmanagementstyle-highdegreeoftrustLinemanagersfeelsenseofownershipSupportiveHR/personnelfunctionSeniormanagementsupportBusinessplan-linkedwithorganisationalgoals,IdentificationofIndividualWorkOutcomes(工作成果)andPerformanceMeasures(量度標準),BasedontheBalancedScorecardSystem均衡績分表系統,WhatisaBalanced-Scorecard均衡績分表?
Itisanewframework(Kaplan-turnmeasuresintoaperformancemanagementprocess.,BarriersinStrategicManagement(策略管理)ofOrganizationalPerformance(組織表現),TheManagementSystem:
VisionarenotactionableStrategynotlinkedtodepartmentalandindividualgoalsStrategynotlinkedtoresourceallocationFeedbackistactical,notstrategic,BarriersinStrategicManagementofOrganizationalPerformance,TheTraditionalFinancialMeasurementSystem:
(傳統的財務管理)RetrospectiveFailtopredictfutureperformancePlaysdownonstrategicdeterminantsforlong-termsuccessUnabletomeasureandmanagesuchdeterminants,WhatisaBalanced-Scorecard?
Howdocustomersseeus?
(customerperspective客戶觀點),Whatmustweexcelat?
(internalperspective內部財務),Howcanwecontinuetoimproveandcreatevalue?
(innovation&growthperspective創新及不斷學習),Theprincipalframeworkofthebalancedscorecardallowsmanagerstolookatthebusinessfromfourimportantperspectives:
Howdowelooktoshareholders?
(financialperspective財務方面),WhatisaBalanced-Scorecard?
Thesefourcritical-successfactors:
CustomerSatisfaction,InternalBusinessProcess,Innovation&LearningoftheOrganization,plusFinancialPerspective,areregardedasthedriversoffuturefinancialachievementfortheirsignificantimpactonorganizationalperformance.,WhatisaBalanced-Scorecard?
CustomerSatisfaction滿足客戶-tostaycompetitive,weneedtosatisfyourcustomersrequirements.Inabroadsense,customersaremainlyconcernedabouttime,quality,serviceHowever,wemustbesensitivetoothervalue-addedattributes,e.g.customersloyalty.,Thebalanced-scorecardtendstofocusonentirelynewinternalbusinessprocessesgeneratingmostcustomersatisfactionandachievingthecompanysfinancia
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