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Performance ManagementA Guide to ConsultingJune 2000http:/shu (企管培训资料下载)Discussion ObjectivesnProvide an overview of current thinking and trendsnDiscuss what PM consulting is all aboutnReview“what works and what doesnt”nShare Best Practices researchnReview some of the basic planning and project steps http:/shu (企管培训资料下载)Group DiscussionAnswer the following questions:1.What is performance management?Why do companies have this process?2.Why doesnt it work so well?What makes it so difficult?http:/shu (企管培训资料下载)Performance ManagementnTranslates business vision and strategy in an actionable way by cascading goals throughout the organizationnMeasures both what is done and how it is donenAligns nDepartment goals with strategic business objectivesnAligns individuals with the broader organizational/team contextnEnsures the closest“line of sight”possibleSource:Watson Wyatt Best Practices in Performance Managementhttp:/shu (企管培训资料下载)Performance Consulting1.Total OrganizationnCascading and AlignmentnStakeholder Metrics2.Employee Review ProcessnEngagement and AccountabilitynGrowth and AchievementsTwo dimensions:http:/shu (企管培训资料下载)Performance ConsultingTotal Organization PerformancenCascading and AlignmentnStakeholder Metricshttp:/shu (企管培训资料下载)The Key Questions of Business Planning=Why does the company exist?=Where is it going?Size SalesMarkets LocationsProducts Competitive ChallengesSBU Linkages=How will it get done?Values and Operating PrinciplesTechnology Resources=What must the company be very good at doing?=How will progress and success be measured?Expectations of StakeholdersCompany PerformanceMissionVision of FutureStrategicOrganizational GoalsCore OrganizationalCapabilitiesBalanced Scorecardhttp:/shu (企管培训资料下载)Business Plans are Developed by the Business UnitsResource RequirementsIndustryLatin AmericaAsia(Europe)Objectives ofthe business unitObjectives ofthe regionBottom-up-approach:Derivation of segment and corporate strategic plans and operating objectives from business unitgoals.Top-down-approach:Derivation of objectivesfrom corporate strategy Objectives of departmentsand individualsStrategy of the CorporationObjectives ofthe corporation People Facilities Technology Equipment and Machineryhttp:/shu (企管培训资料下载)Components of a Balanced Scorecard (with sample metrics)FINANCIAL RESULTSCUSTOMER SATISFACTION BUSINESS PROCESSES LEARNING&GROWTH AFYP ROI/ROA Surplus GrowthNew sales:new customersAdditional policies:current customersMarket shareCollecting premiumsCalculating selling price:new productNew licensing(Region&Corporate)Establishing the Business Case for new ventures,new locations Product Development:#innovations Competency growth Additional countries Core capabilities growthhttp:/shu (企管培训资料下载)Cascading Strategic&Operating Plan GoalsCORPORATEORGANIZATIONMETRICSFinanceFinanceCustomerCustomerBusinessProcessBusinessProcessLearning&GrowthLearning&GrowthBUSINESS UNITTEAMS/INDIVIDUALSDEPARTMENTBalanced Scorecardscan provide organization alignment and accountability 5 to 7 GOALS “SMART”parameters Directly alignedhttp:/shu (企管培训资料下载)Typical Project Timeline&Milestones*8 weeks elapsed time from planning session2 Days Clarify Company Strategy and determine goalsImplementationTraining and Roll out beginsImplementation PlanningWorkshopFormal AdvisoryGroup Review Session&Follow-up1 wk2 wks1 wk1 wk1 wk1 wk1 wkProjectPlanning,Orientationand Kick-off1 Day1 Day Interview Findings+Develop Measure Recommendations1 DayWorkshop on TargetsFinalize TargetRecommendationsImplementationPlan ReviewReview Plan forImplementation Review TransitionStrategy2 DaysFormal AdvisoryTeam Review1 Day1 Day1 wk1 DayExecutivePlanningSession(s)http:/shu (企管培训资料下载)Performance ConsultingTotal Organization PerformanceClients:CEO,COO,sometimes the VPHRFees:typical project is$180-250KTimeframe:+/-4 monthshttp:/shu (企管培训资料下载)Performance ConsultingEmployee Review ProcessnEngagement and AccountabilitynClear Performance ExpectationsnGrowth and Achievementshttp:/shu (企管培训资料下载)Performance Management Is.the ongoing process of setting performance expectations,providing feedback and coaching to reach those expectations,and reviewing and recognizing performance results.http:/shu (企管培训资料下载)Tie PM to the Business CycleReview and PlanningPlanningFeedback&CoachingFeedback&CoachingMid-Year ReviewNew Year PlanningYear-End ReviewBad timing.“I dont want to ruin your day Herman,but tomorrow morning youre scheduled to be in my office for your annual performance review.”http:/shu (企管培训资料下载)Remember The Key Questions?=Why does the company exist?=Where is it going?Size SalesMarkets LocationsProducts Competitive ChallengesSBU Linkages=How will it get done?Values and Operating PrinciplesTechnology Resources=What must the company be very good at doing?=How will progress and success be measured?Expectations of StakeholdersCompany PerformanceMissionVision of FutureStrategicOrganizational GoalsCore OrganizationalCapabilitiesBalanced Scorecardhttp:/shu (企管培训资料下载)Organization Alignment leads to Employee Engagement COMPANYMISSIONVISIONStrategic ObjectivesCore Capabilities CompetenciesLeadershipFunctional Department ScorecardSuccess ProfilesEmployee Performance ProcessIndividual GoalsEmployee Development PlansBusiness Unit Scorecard Cascading:Critical Metrics and Competencies http:/shu (企管培训资料下载)Change requires a balanced Value ExchangeEmployee Gives Employer GivesEnergyEffortCommitmentValue AddLearningTimeOpportunityCareerBenefitsCompensationJobhttp:/shu (企管培训资料下载)The Performance Process can provide the keys to developmentBase PayPromotionTrainingCareer developmentSuccession planning89%77%56%51%32%Reduction in force26%Variable pay34%Current Use of Performance Management DataSource:Watson Wyatt Best Practices in Performance Managementhttp:/shu (企管培训资料下载)Performance Management EvolutionTraditional Recent Emerging MeasuresTraits/OutcomesBehaviors/OutcomesTime/Quality/ValueEvaluatorBossSelf/PeersCustomersOutcomesMerit PayDevelopmentOrganization SuccessImplementationDistribute FormsTrain andCommunicateOngoing Education and involvementOwnershipHRDManagementEmployeesComplianceVoluntaryMandatoryMotivationhttp:/shu (企管培训资料下载)Factors That Influence Process effectiveness Organization Supervisor PM Culture Skills Process The Organization Values that Support PM The Capability to Measure and Discuss Performance The Interaction Between the Employee and the Supervisor People Factors Technical Factors Performance Measures Rewards Delivery PM Forms Measures that Support the Organizations Goals and Values and are Possible to Accurately Measure How and Why Pay is Linked to Performance How the Design of the Form Supports the Process PerformanceManagementEffectivenesshttp:/shu (企管培训资料下载)Feedback frommultiple sourcesCoaching and feedback are integralDe-emphasison a ratingDecentralizedcontrolGreater linkagebetween pay and performanceEffective measures-Competencies-Business strategies“Champions”sponsorshipEmployeeparticipationEmployeeinvolvement insystem designCommunication&trainingAlignment withbusiness objectives,strategy,customer needsOngoing monitoringof effectivenessof programBest PracticesElements of Successful Programshttp:/shu (企管培训资料下载)High Impact Performance ManagementKey elements found in all“best practices”nEmphasis on looking forwardnPlanning and developmentnJoint process with employee ownershipnCooperative goal settingnFeedback(continuous,multiple sources)nDevelopmental focusnPay and performance linkageSource:Watson Wyatt Best Practices in Performance Managementhttp:/shu (企管培训资料下载)Use of Key ElementsDevelopment PlanningMulti-source ratings14%65%81%84%94%97%Goal SettingTeam standardsNo ratingsCompetencies/behaviorsSource:Watson Wyatt Best Practices in Performance Managementhttp:/shu (企管培训资料下载)Evolution of Performance FeedbackTop DownSelf-AppraisalPeer ReviewsUpward FeedbackInternal CustomersExternal Customers3600Reviewhttp:/shu (企管培训资料下载)Does it make a difference?Employees are eligible for stock plan programs1.8%Company terminates employeeswho perform unacceptably1.8%Company does a good job of helping poor performers improve1.5%Top performers get significantly more pay than average performers0.8%Company positions pay above market0.4%Employee performance appraisals used to set pay0.4%Employees participate in profit-sharing plan based on firms overall success0.6%Pay is linked to companys business strategyhttp:/shu (企管培训资料下载)The Performance MatrixOResults“what”Behaviors“how”Std=100%ofexpectedStd=100%alignmentNIHNIWFMEEKey:O=OutstandingEE=Exceeds ExpectationsM=Meets Expectations (80-90%of population)NIH=Needs Improvement on“HOW”NIW=Needs Improvement on“WHAT”F=Failinghttp:/shu (企管培训资料下载)Project StepsProject Planning,Education and Assessment:ClientFirst,scope and timetable,design team education,PM design matrix,document review,interviewsDesign:Straw-man designs,implementation planning and scheduleTesting and Approval:Presentation,senior management assessment,sign-off,editImplement:Communication rollout,modular training rollout,useReview/Revise:Gather feedback,test and revise12345http:/shu (企管培训资料下载)Performance ConsultingEmployee Review ProcessClients:VPHR,Dir.Comp and/or ODFees:typical project is$85-130KTimeframe:+/-3 months(excludes implementation)http:/shu (企管培训资料下载)Think“Implementation”nA successful process is 25%design and 75%implementation!“Its never to early to think about implementation.”Peter Druckerhttp:/shu (企管培训资料下载)Best Practices in ImplementationnDetailed communications and training strategynPro-active problem identificationnBroad buy-innSenior management involvementnMeasurement of system effectivenessSource:Watson Wyatt Best Practices in Performance Managementhttp:/shu (企管培训资料下载)Utilize Best Practices in Change ManagementnVisible senior management supportnOngoing communicationnBest practices and stakeholder researchnHigh involvement and broad buy-innCareful planning,rapid processnComprehensive approach to implementation and monitoringnTraining in intact work teamsSource:Watson Wyatt HR21 Studyhttp:/shu (企管培训资料下载)Understanding Realize how“my work”is different because of the changeCommitment Believe in the system and process for change.in shared accountability for making it successfulAcceptanceAgree to value or merit of change.Recognize advantage of“future state”Action Adopt new behaviors=become engaged in the change process.Champion changes internallyBehavior Change ModelEFFORTAwarenesshttp:/shu (企管培训资料下载)A Quick SummarynPerformance management continues to evolvenNO one perfect solutionnnot much magicnImpact:great if done rightnBest practices for ideasnThink implementation early and oftennUpdate and keep freshhttp:/shu (企管培训资料下载)Ongoing TrackingTimely Communication&Skills TrainingConnection between Rewards&PerformanceDirect Link toInstitution MissionSenior Leadership InvolvementEmployee“Ownership”Objective Feedback&ReviewCritical Success Factors for an effectivePerformance Management processhttp:/shu (企管培训资料下载)Key Human Resource LinkagesBase PayTrainingSuccession Planning/PromotionsCareer PlanningIncentive Pay100%97%95%85%80%Source:Watson Wyatt Best Practices in Performance Managementhttp:/shu (企管培训资料下载)HR StrategySuccessionPlanningRewardsWorkDesignSelection&StaffingPerformanceManagementTraining&DevelopmentIntegrate PM with HR Strategyhttp:/shu (企管培训资料下载)Performance Management TeamMethodology and ToolsnBrian Brown(Cleveland)nBrad Carter(San Francisco)nCassandra Frangos(Boston)*nDavid Gore(Toronto)nJim Stewart(Boston)*to Kaplan and Nortons Balanced Scorecard Collaborative Performance ManagementA Watson Wyatt Guide to ConsultingJune 2000
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