绩效管理期末演示Perance-management课件

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,#,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,#,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,#,Performance Management,Performance Management,1,7.1,What is Performance Management,？,7.2 The Processes of Linking Perf,ormance Management,to the Strategic Plan,7.3 Performance Manage,ment Approaches,7.4 Gathering of the Performance Information,7.5 Implementing a Performance Management System,7.6 The Performance Feedback,Contents,7.1 What is Performance Manage,2,Performance management is a process,which is designed to improve,organizationa,l,team and individual performance and which,is owned and driven by line managers.,Michael Armstrong,7.1What is Performance Management?,Performance management is a,3,Performance Management is,An agreement between employee and supervisor,An on-going process,Tied to the merit process,Performance Management should not be,A once-a-year event,An punitive process,A time to give surprises,Performance Management isPerfo,4,In general,performance refers to the effectiveness and efficiency in ones work.The so-called performance management refers to that managers and employees at all levels participate in performance planning,performance coaching communication and performance evaluation in order to achieve organizational goals,performance results of the application of,performance goals in continuing cycle to enhance the process of performance management.,In general,performance refe,5,Organization,s strategic,plan,Mission,Vision,Goals,Strategies,Unit,s strategic plan,Mission,Vision,Goals,Strategies,Individual and,team,performance,Results,Behaviors,Developmental,plan,Job,description,Tasks,Knowledge,Skills,Abilities,7.2 The Processes of Linking Performance Management to the Strategic Plan,Organizations strategic plan,6,Performance management processes,Monitoring,Developing,Rating,Rewarding,Planning,Performance management process,7,1,、,Planning Work and Setting Expectations,Planning could be vital in an effective organization.It means setting performance expectations and objectives,and linking individuals effort to the organizational goals.,In order to regulate the planning for employees performance,it is required to establish the elements and standards of the performance appraisal plans,whic,h,ough,t,to be measurable,understandable,verifiable,equitable and achievable.,1、Planning Work and Setting,8,2,、,Continually Monitoring Performance,Assignments and projects should be monitored continually in an effective organization.Effective monitoring requires consistently performance measurement and provision of ongoing feedback to employees and work groups on their progress toward achieving their goals.,2、Continually Monitoring Per,9,3,、,Developing the Capacity to Perform,Employees development needs are evaluated and addressed in an effective organization.Developing in this circumstance means different methods like training,provision of assignments that introduces new skills or higher level of responsibility.It provides employees with training and development opportunities that encourage good performance,strengthens,job-related skills and competencies,and helps employees keep up with changes in the workplace,such as the introduction of new technology.,3、Developing the Capacity t,10,4,、,Periodically Rating Performance,From time to time,organizations find it useful to summarize employee performance.This can be helpful for looking at and comparing performance over time or among various employees.The organization needs to know who their best performers are.,Although group performance may have an impact on an employees summary rating,a rating of record is assigned only to an individual,not to a group.,4、Periodically Rating Perfor,11,5,、,Rewarding Good Performance,In an effective organization,rewards are used well.Rewarding means individually and collectively approving employees of their performance and acknowledging their contributions to the agencys mission.,Good performance is approved before nominations for formal awards.The regulations also cover a variety of contributions that can be rewarded,from suggestions to group accomplishments.,5、Rewarding Good Performance,12,7.3 Performance Manage,ment Approaches,7.3 Performance Management App,13,7.3 Performance Management Approaches,Performance evaluation is only part of performance management,but it is the key of performance management and it is organized in accordance with certain pre-determined criteria and evaluation procedures,the use of scientific methods of evaluation,the evaluation criteria for evaluating the content and ability to work objects,regular and irregular work performance assessment and evaluation.,Performance,evaluation,Performance,management,7.3 Performance Management App,14,7.3.2,7.3.3,7.3.1,7.3.4,7.3.5,The Critical Incident Technique(CIT),Behaviorally Anchored Rating Scale(BARS),The 360-degree Performance Evaluation,The Key Performance Indicator(KPI),Balanced Scorecard,7.3.27.3.37.3.17.3.47.3.5The C,15,Personnel,Data,Porperty,Money,CIT is uesd to look into the cause of human-system(or product)problems so as to minimize loss of personnel,property,money or data.Analysis may show how clusters of difficulties are related to a certain aspect of the system or human practice.Investigators then devlop possible explanations for the the source of the difficulty.The mrthod generates a list of good and bad behaviors which can then be used for performance appraisal.,7.3.1,The Critical Incident Technique(CIT),PersonnelDataPorpertyMoney C,16,Behaviorally Anchored Rating Scale(BARS),BARS are a combination of the critical incidents and rating scale methods.Employee performance is rated on a scale but the scale points are anchored with critical incidents.The development of BARS is time-consuming,but the benefits make it worthwhile.The BARS approach not only meets equal employment opportunity commission guidelines for fair employment practices but it may improve reliability of personnel assessment and enhances communication when evaluation employees.,7.3.2,Behaviorally Anc,17,The 360-degree Performance Evaluation,The 360-degree evaluation is a common tool in HRM.Simply put,it is a mechanism for evaluating someones performance based on feedback from everyone with whom the individual comes in contact-supervisors,coworkers,partners,subordinates,the general public.This method of collecting evaluative input is an excellent source of motivation for employees because if provides a truly honest assessment about how the employee and his/her performance is viewed by a variety of constituents.,7.3.3,The 360-degree Perfor,18,Contact,B,E,C,D,A,Supervisors,Coworkers,Partners,General public,Subordinates,ContactBECDASupervisorsCoworke,19,The Key Performance Indicator(KPI),The Key Performance Indicators,also known as KPI or Key Success Indicators(KSI),help an organization define and measure progress toward organizational goals.,Key Performance Indicators are those measurements.Key Performance Indicators are quantifiable measurements that reflect the critical successful factors of an organization.They will differ in depending on the organization.A Key Performance Indicator for a social service organization might be number of clients assisted during the year.,7.3.4,The Key Performanc,20,Balanced Scorecard,Since its inception in the international arena,Balanced Scorecard,particularly in the United States and Europe,soon strongly attracted customers and communicaties interest.In Harvard Business Review,Balanced Scorecard is chosen as the most influential management tools in the past 75 years,which broke the traditional method of using financial indicators signally to measure performance.But on the basis of financial indicators,factors such as customer,internal business management processes and employee learing and the growth in our strategic planning and executive management paly a very important role.,7.3.5,Balanced Scor,21,7.4 Gathering of the Performance Information,7.4 Gathering of the Performan,22,An important component of the performance assessment stage is the use of appraisal forms.these forms are instruments used in documents and evaluate performance.,The section concludes with a discussion of reasons why raters are likely,either intentionally or unintentionally,to distort performance ratings and what can be done to improve the accuracy of ratings.,7.4 Gathering of the performance informantion,An important component o,23,The core of any performance management system is assessment of performance.the information on performance is collected using forms.,one of advantage of filled out electronically is that information is store and it can easily be shared.Also,having the date available in electronic form can help subsequent analyses.,Regardless of weather they are electronic or on paper,appraisal forms usually include a combination of following components.Table 1 summarize the major components of appraisal forms.,7.4.1 appraisal forms,The core of any performan,24,Table 7-1 the major components of appraisal forms,Basic employee information,Accountabilities,objectives,and standard,Competencies and indicators,Major achievements and contributions,Development achievement,Development needs,plans,and goals,Stakeholder input,Employee comments,signature,Table 7-1 the major componen,25,we should be aware that there is no such thing as a universally correct appraisal form.,In some case a form may emphasize competencies and ignore results.,In other case,the form may emphasize development issues and minimize,or even completely ignore both behavior and results.,In spite of the large variability in terms of formats and components,there are certain desirable features that make appraisal forms particularly effective:(see table 2),7.4.2 the characteristics of appraisal forms,we should be aware that t,26,Table 7-2 desirable features of all appraisal forms,Simplicity,relevancy,descriptiveness,adaptability,comprehensiveness,clarity,communication,Time orientation,Table 7-2 desirable features o,27,Once the form is completed,there is usually a need to compute an overall performance score.,There are two main strategies to obtain an overall performance score for each employees:judgmental and mechanical.,The judgmental procedure consist of the consideration in every aspect of performance and then arriving at a defensible summary.This is basically a holistic procedure that replies on ability of rater to arrive at a fair and accurate overall score.,7.4.3 determining overall rating,Once the form is com,28,How long should the appraisal period be?,Commonly used evaluation methods are:the annual evaluation,the evaluation of the semi-annual and quarterly reviews.,only conducting an annual review may not provide sufficient opportunity for the supervisor and subordinate to discuss the performance issues in a formal setting.The recommendation then is to conduct semiannual and quarterly reviews.,When is the best time to complete the reviews?,Most organizations adopt one or two possibilities:,First,the appraisal form can be completed on or around the annual anniversary date.,The second choice is to complete the appraisal forms toward the end of fiscal year.,7.4.4 appraisal period,How long should the appraisal,29,But what about the additional work imposed on the supervisors who need to evaluate all the,employees at once during a short period of time?,If there is ongoing communication between the supervisor and the employee about performance issues throughout the year,completing appraisal forms should not uncover any major surprises and filling out the appraisal form should not create a major time burden for supervisor.,But what about the additional,30,7.4.5 the source of performance information,supervisors,They are in the best position to evaluate performance.therefore,supervisors are often the most important source of performance information.,peers,The company is revising how it is assessing the competency“teamwork”at the senior.one-third of the score for this competency is determined by peers,.,subordinates,subordinates may feels hesitant to provide information and employees are more likely to give honest feedback,Oneself,Self-ratings tend to be less lenient when they are used for development as opposed to administrative purposes.,customs,Performance information provided by customers is particularly useful for jobs that require a high degree.,7.4.5 the source of per,31,7.5 Implementing a Performance Management System,7.5 Implementing a Performance,32,7.5 Implementing a Performance Management System,Performance management is key in organizations that wish to assess individuals performance and reward them appropriately.To do this successfully an organization needs to have a system that manages performance:not just for reward purposes but also to help establish what people should do to grow,and the skills they will require to achieve this.,7.5 Implementing a Performance,33,7.5.1 The Communication Plan,Organizationa often make a communication plan to ensure that information about the performance management system is widely disseminated in the organization.,A good communication plan answers the following questions:,1,、,What is performance management?,2,、,How does the performance management fit in our strategy?,3,、,What are my responsibilities?,4,、,How is the performance management related to other initiatives?,7.5.1 The Communication Plan,34,Why Communication is important in PM,Performance Management Process,Timing,Managers Roles,Skills to be applied,Performance Planning,Jan/Feb,Reach Agreement with employees,Communication,Goals/objectives implementation,Through the year,Regular coaching&feedback,Coaching&Feedback,Performance Review,Nov/Dec,Hold performance meeting,Communication/Coaching,Why Communication is important,35,Communication Skill,Asking Questions:,Open questions/Close Questions/Probing Questions,Active Listening,Reflecting&Redirecting,Giving Others a“Safe Space”to share their perceptions.,Communication SkillAsking Ques,36,Reach Objective Agreement,Cascade,departmental objectives,(BP),Draft individual performance and development objectives,Finalize and set objectives,Reach Objective AgreementCasca,37,7.5.2 The Appeal Process,The appeal process is the important for gaining employeess acceptance;it can address the disagreements;it also increases perceptions of the systems fairness.,The HR department either suggests corrective action to the supervisor or informs the employee that the decision or procedures are corret.,7.5.2 The Appeal Process,38,7.5.3 The Pilot Testing,The organization made a poilot test in two districts.,First,the committee prepared a training session that included a pre-appraisal work group meeting;,Then a select number of individuals across the districts received”train the trainer”training;,Finally,the system was instituted agency-wide.,绩效管理期末演示Performance-management课件,39,7.5.4 Onging Monitoring and Evaluation,1.The number of individual evaluated,The manager review the employees work plans on a periodic basis,and identify to what extent the employee has reached the objectives,.,2.The distribution of performance ratings,The manager and the employee jointly evaluate existing capabilities of the employee,and identify the results and the performance of all the evaluation factors in the evaluation cycle.,3.The quality of information,In the evaluation meeting,discussions should put emphasis on constructive review of previous objectives and work objectives in future evaluation cycles.,绩效管理期末演示Performance-management课件,40,4.The quality of performance discussion meeting,The manager should guide or direct discussions,and offer feedback on the employees performance and required capabilities.,5.System satisfaction,The evaluation interview should create an opportunity for the employee to jointly discuss his short-term and long-term career development objectives.,绩效管理期末演示Performance-management课件,41,6.Overall cost/Benefit ratio,The employee should take advantage of the performance evaluation to discuss problems he mostly concerns with his manager,as well as barriers to the attainment of objectives,.,7.Unit-level and organization-level performance,The employee and the manager should both sign and recognize the completed performance evaluation form.,6.Overall cost/Benefit ratio,42,7.6 The Performance Feedback,7.6 The Performance Feedback,43,The performance feedback is an important part of the process.It is mainly from people who have passed the assessment examination and the interviews of performance assessment.The performance feedback can affirm our achivements,identifies our shortcomings and improve our work.,7.6,The Performance Feedback,The performance feedback is,44,7.6.1,The ways and the characteristics of the performance feedback,1.,The principles of positive,guidance,2.,The performance feedback is the basis of fair assessment,3.,The performance feedback guarantees performance improvement,4.,The performance feedback is a way to enhance competitiveness,7.6.1 The ways and the charac,45,Step1,Step2,Step3,Step4,communicate current performance appraisal results with the staff,analyze employee performance gaps and identify improvements,communicate and consult about tasks and objectives in,performance appraisal cycle,determine the tasks and objectives with the allocation of sources,To enhance competitiveness,Step1Step2Step3Step4communicat,46,Performance feedback techniques,To get well prepared before the feedback,To establish a harmonious relationship with the employees,Based on the,differential treatment,7.6.2,Performance feedback techniques,Performance feedback technique,47,谢谢!,谢谢!,48,