高效授权组织(扁平化组织)中的绩效管理(PPT 15页)

,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,Performance Management,绩效管理,-,Performance Management in The Empowerment Organization,Dow manufacturing Practice in China,高效授权组织,(,扁平化组织,),中的绩效管理,陶氏化学在中国的实践,May 2004,1,UNRESTRICTED-May be shared with anyone,Performance Management in The Empowerment Organization,Dow manufacturing Practice in China,高效授权组织,(,扁平化组织,),中的绩效管理,陶氏化学在中国的实践,Dow operations in Global and China,Strategic blueprint,culture and organization.specially in the production operations,Team performance management,Rewarding for both team and individual performance,The role of HR in performance management,2,UNRESTRICTED-May be shared with anyone,Dow operations in Global,陶氏化学全球业务,Dow Global,Dow is a leading science and technology Company,Dow provides innovative chemical,plastic and agricultural products and services,Dow produced annual sales of$33 billion,Dow serves customers in 180 countries,Dow has approximately 46,000,employees,3,UNRESTRICTED-May be shared with anyone,Dow operations in China,陶氏化学中国地区业务,Dow China:,3 Sales office located in Beijing/Shanghai/GuangZhou,7 Manufacturing site located in Guangzhou/ZhongShan/WuHan/NingBo/SangHai/Zhangjiagang/NanTong,Annual Sales of 1.9 Billion US$,Approximately 600 employees,China has been identified as the growth region in Dow Global,4,UNRESTRICTED-May be shared with anyone,Strategic Blueprint,策略蓝图,Culture,ValueGrowth,CompetitiveStandard,Productivity,5,UNRESTRICTED-May be shared with anyone,Culture/Work Process,企业文化,/,工作程序,Culture,Goal is to move to best-in-class in employee empowerment,and safety performance.,Work Process,-Manage Information-Marketing&Sales,-Produce Product-Integrate Supply Chain,etc,6,UNRESTRICTED-May be shared with anyone,Empowered Organization,高效授权,(,扁平化,),的组织架构,Flat or delayer organization,4 to 5 management layers in the entire organization from a junior employee to CEO,Role or Job are identified by the standard work process,Typical Competency Model Structure,Empowerment team run the plant without the leader directly instruct,All team members play the multi-roles with multi-skill in plant operations according run plant work process,Half head count to run the global economy scale plant vs.to other global chemical companies,7,UNRESTRICTED-May be shared with anyone,One Site Organization,一生产基地组织架构案例,HR,EH&S,Plant1 Rep,.,Plant4 Rep.,Plant3 Rep.,plant1,ISC,Plant2,Plant3,ISC,ISC,Maintenance Team,Leadership Team,Supporting Function,Maintenance/EH&S/Logistic/Purchasing/HR,8,UNRESTRICTED-May be shared with anyone,One Plant Organization,一生产厂组织架构案例,Production Leader,Technician Team,Engineer Team,Supporting Function,Maintenance/EH&S/Logistic/Purchasing/HR,9,UNRESTRICTED-May be shared with anyone,Team performance,团队绩效管理,Global standard measurement for empowerment team,(,高效授权团队的全球化标准,),11 key theme to measure the team empowerment level i.e.,Team establish the training program for new team member and team development,Team manage the resource according team role and boundary,Team following the process and the method for the team goal setting/tracking and celebrating,10,UNRESTRICTED-May be shared with anyone,Rewarding both team and individual performance conti.,团队及个人的绩效考核,Goal setting/tracking/rewarding process,Goal setting,Team leader share the up level goal from the global business with the team,Leadership team members works with the subject team for the team annual goal according the goal setting process:,the high level goal,benchmark data from the peer plants or market competitors,Team owned resource,Team performance history records,Team annual goal for the active year,Individual goal align to team goal,11,UNRESTRICTED-May be shared with anyone,Rewarding both team and individual performance conti.,团队及个人的绩效考核,Goal setting/tracking/rewarding process,Goal Tracking,Subject team review goal by themselves,Regular goal review meeting with all team members by monthly,Individual goal review by Q,Give the feedback each other about goal achievement and individual behaviors twice per year according the performance feedback process,12,UNRESTRICTED-May be shared with anyone,Rewarding both team and individual performance conti.,团队及个人的绩效考核,Goal setting/tracking/rewarding process,Rewarding,Annual award,Annual award scale base on company/team/individual performance.,Those three key measure factors affect the different portion of awards,Leader play as a facilitator for the process,Event award,Team can decide to give an award to the individuals special achievement according to the rewarding process,13,UNRESTRICTED-May be shared with anyone,Advantage of rewarding empowerment team,对高效团队奖励的优点,Enhance employee ownership since all team members involving in the whole process,Shift employee focus on the individual difference to team targets,Empowerment team members satisfaction rate is higher than the low empowerment level team,Key business performance factors has obviously improved,14,UNRESTRICTED-May b