贝卡尔特绩效评估.pptx

贝卡尔特绩效评估.pptx

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2006年业绩评估修正版,如何更有效地管理他人?

2006年6月,什么是绩效管理?

Amanagementprocesswithafocusonsteeringthecontributionofallmembersofanorganizationtowardsthedesiredresults绩效管理是为确保组织中所有成员的业绩能够与公司整体的战略目标一致而设立的一种管理体系。

1,贝卡尔特绩效管理,PerformanceManagement:

绩效管理Amanagementprocess,notjustacompensationtool.一个管理过程，并不仅仅是一个薪酬工具Focus&alignmentofGroup,TeamandIndividualobjectivestowardsresults.关注并使公司、团队及个人的目标一致以达到公司最终结果,2,RoleoftheManager经理的职责,GoalDeployment目标分解Follow-up跟踪PerformanceReview绩效评估,3,GoalDeployment目标分解,TranslationofbusinessplanstoTeamKPIsandIndividualTargets将公司经营计划分解到团队和个人目标中Targetsarealwayssetindialoguewithallinvolved目标必须与下属面对面设定Targetsneedtobeclearandunderstoodateachlevel所有的目标都应被所有的人清楚并理解Thebusinesspriorities,TeamKPIsandIndividualTargetsarecapturedinthePerformanceReviewForm所有设定的目标都记录在绩效考核表格中,Howandwheninyourunitordepartment?

什么时候怎么做？

IseverybodyassignedtoaTeam?

部门中每个人被分派了任务？

DoeseachTeammemberknowshiscontributiontotheTeamKPIs?

部门中每个人了解他对部门目标的贡献？

Whatdoyouexpectregardingtheirwayofworking?

对于工作方式的期望？

4,GoalDeployment:

PerformanceReviewForm目标分解：

绩效考核表格,5,GoalDeployment目标分解,Cleartargetsincludeplanningandmilestones目标清晰明确应包含工作计划和重大事件Goalsandtargetsmayevolveduringtheyear目标应在年度内不断有所进展UseyourPerformanceReviewFormasareferencedocumenttodiscussplanning,milestonesandchangesintargets:

keepitalive!

将绩效评估表格作为参考性文件用以探讨目标中的工作计划、重大事件、变化等：

保持其不断更新！

UsetheMid-yearReviewtocheckprogressandpossiblechanges使用半年评估用以核对工作进展和可能产生的变化,Arethefinaltargetsandthewaytomeasureandthetimingoftheexpectedresultsclear?

最终目标、衡量方法、预期完成时间等是否明确？

Howdoyoucheckregularlythatallyourteammembersfocusonthemostup-to-datepriorities?

如何经常性核对所有下属能否集中精力最大化地接近目标？

6,GoalDeployment目标分解,Otherhints:

其他：

Asasupervisingmanager:

作为经理：

YouexplaintheoverallTeamKPIs解释整体部门目标InviteTeammemberstoformulatetheirowntargets（usethepowerofownership）邀请部门成员阐述其个人目标（让每位成员作为主人翁的身份）EachTeammembertakesinitiativetoidentifyhiscontribution（takesownership）每位成员主动明确其个人目标（让每位成员作为主人翁的身份）ReviewIndividualtargetswithintheTeam（sharedunderstandingofwhatisatstake）在部门内部回顾个人目标（共同分享个人目标对于部门业绩得失悠关的影响）Thebestresultswillonlybeachievedwhenyoualsodiscussthe“How”（prioritiesforwayofworkingandpersonaldevelopment）同时探讨“如何去做”才能达到最好的业绩效果（优先考虑工作方式和个人发展）,7,GoalDeployment目标分解,SMARTKPIsandTargetsSpecific具体的Describeexactlywhatyoushouldbedoingineacharea.Useaspecificverb,notageneralone（implement,develop,）.Definetheareaandtheconstraints.具体描述在每个目标区域应该做什么。

使用具体的动词而不是一个大概性质的词语（执行、发展等）。

定义具体的目标区域和约束因素。

Measurableorobservable可衡量的、看得见的Maketheresultortheimprovementobservable&measurable:

describecriteriaandtheconstraints.结果可衡量：

描述衡量标准和约束因素。

Agreedupon/Acceptable可接受的Aneffectivegoaldemandsagreementandacceptanceofallpartiesconcerned.双方达成一致的有效需求Realistic实际的Arealchallenge,whiletakingintoaccounttheopportunities,barriersandchangingcircumstance.真实的挑战，要考虑到机会、障碍和变化情况Time-related有时间限定的Targetdateforcompletionset?

Anyintermediategoalsormilestonesdefined?

Follow-upscheduled?

完成的预定日期设定否？

中间目标、里程碑设定否？

跟踪计划设定否？

8,TheRoleoftheManager经理的职责,GoalDeployment目标分解Follow-up跟踪PerformanceReview绩效评估,9,Follow-up跟踪,Weexpectmanagerstooptimizetheirresources所有经理应最大限度地利用他们的资源Leadingpeople领导人versusmanagingtasks管理事Businessdialogue对话交流versustop/downcommunication自上而下交流,Motivate激励Listen倾听Givefeedback反馈,Planownwork计划自己的工作Operate操作Controlaction控制行动,Initiative主动性Empowerment授权Ownership所有权,Direction指导令Rules规定Execution执行,10,FeedbackISNOT反馈不是Givenonlytwiceayear仅仅每年两次Aboutfillingoutforms填填表格FeedbackISallaroundyou反馈无处不在Itisuptotheemployeetoseekoutcontinualfeedback员工去发现持续不断的反馈信息Recognizinganddocumentingfeedbackwhenitoccursaidsmanagersinmonitoringperformance.当反馈变成帮助经理控制员工业绩的工具时认可并记录它Feedback=“whatyouliketogetandwhatishardtogive”反馈”你喜欢得到的，但很难给出的”,Follow-up:

WhatisFeedback什么是反馈,11,Follow-up:

EffectiveFeedback有效的反馈,Timely及时的assoonaspossibleaftertheeventongoing=throughouttheyearnosurprisesatperformancereviewBalanced和谐的positiveconstructive=howtodobetterspeedsuplearningandselfdevelopment.Specific具体的factual,nothearsaysuggestforanalternativeLackingthetimeforgivingfeedbackisasignofnothavingunderstoodtheroleofamanager如果一个经理缺乏反馈的时间就说明他还不能完全理解经理的职责Thesuccessofamanagerdependsonyourcapabilityofgivingeffectivefeedback一个经理是否成功取决于他及时反馈的能力Bettermanagersbuildbetterteams一个好的经理会建立一个好的团队,12,Follow-up:

PerformanceFeedbackwithdoubleFocus绩效评估反馈的双向关注,What?

做什么？

How?

怎么做？

&,Results结果,WayofWorking工作方式,13,FeedbackonHowResultsareAchieved目标如何实现的反馈,How?

怎么做？

What?

做什么？

Introductionof5criticalskillsformanagementemployeestoenhancethediscussiononprioritiesforpersonaldevelopmentandwayofworking5个关键技能的介绍，帮助员工增强对于个人发展和工作方式的优先区域的讨论。

14,PerformanceReviewForm:

Wayofworking绩效评估表格：

工作方式,15,PerformanceReviewForm:

Wayofworking绩效评估表格：

工作方式,4proficiencylevelsguidetheemployee/managerdiscussiononpriorities4个熟练程度指导员工/经理共同探讨工作方式的优先性,16,PerformanceReviewForm:

EvaluationofPrioritiesandWayofWorking绩效评估表格：

优先性的评估和工作方式,Clarityonthewayofworkingdrivesdevelopmentpriorities清晰的工作方式的选择指导着个人发展的优先区域,17,FeedbackisKEY反馈的关健性,18,TheRoleoftheManager经理的职责,GoalDeployment目标分解Follow-up跟踪PerformanceReview绩效评估,19,AnnualPerformanceReview（Yearend）年度绩效评估（年终）PerformanceObjectivesandResultsfromPriorYear业绩目标PerformanceandDevelopmentDiscussion绩效评估和个人发展讨论DevelopmentPlan,CareerCoaching个人发展计划，职业生涯指导Follow-UpDiscussions（Regularly）跟踪讨论（有规律的）ObjectivesUpdate目标更新Performance,DevelopmentandCareerFeedback绩效评估、个人发展和职业生涯反馈AnyCorrectiveActionStepsasnecessary（Document!

）矫正的行动计划是必需的（文本性的）Mid-YearReview（June/July）年中回顾（六月/七月）PerformanceUpdate绩效评估更新PerformanceandDevelopmentDiscussion绩效评估和个人发展讨论,PerformanceandDevelopmentDiscussion绩效评估和个人发展的讨论,20,PerformanceReview,Employeeself-assessment/ManagerassessmentDialoguewithteammemberFeedback&evaluationofresultsPrioritiesforpersonaldevelopment&wayofworkingValidationperformancelevelatmanagementteam,21,PerformanceReviewForm:

EvaluationonIndividualtargets,22,PerformanceReviewForm:

EvaluationonWayofWorking,Clarityonthewayofworkingdrivesdevelopmentpriorities,23,ActiveListening,Listeningisacombinationofhearingandunderstandingexactlywhatsomeoneissayingtous.Itisthemeansofcommunicationbywhichweensurethatwehaveunderstoodnotonlytheirwords,butalsotheirmeaning.,24,HowtoUseActivelistening,UsesilenceMaintaineyecontactGivenon-verbalaffirmationUserephrasingSummarizeUsereflection,25,DealingwithNegativePeople,DonttakeitpersonallyUse“I”not“You”StaycalmthroughcontrolledbreathingListentothemFocusonissuesnotthepersonPutyourselfintheirshoesExpressyourideasandfeelingsMakethempartofthesolutionbyaskingforsuggestionsPracticepositivethinking,26,PerformanceReview,Employeeself-assessment/ManagerassessmentDialoguewithteammemberFeedback&evaluationofresultsPrioritiesforpersonaldevelopment&wayofworkingValidationperformancelevelatmanagementteam,27,5PitfallsinPerformanceReview,RecencyerrorHaloeffectiveLeniencyerror&SeverityerrorCentraltendencyImplicitpersonalityerror,28,PitfallsinPM,Therecencyerror,29,PitfallsinPM,The“Halo”effecterror,30,PitfallsinPM,Leniencyerror,31,PitfallsinPM,Thecentraltendencyerror,32,AnnualReview:

SummarySheet,Employeeandmanagerdiscusseachyearcareerpreferencestobettermanageexpectations/possibilities,New!

33,RatingsforwhatandhowUsematrixtoworkoutpreferreddistribution,PerformanceReview:

EvaluationofWhatandHow?

34,PerformanceReview,Employeeself-assessment/ManagerassessmentDialoguewithteammemberFeedback&evaluationofresultsPrioritiesforpersonaldevelopment&wayofworkingValidationperformancelevelatmanagementteam,Supervisorratings“Exceeded”/“Exceptional”ofindividualtargetsneedvalidationatmanagementmeeting.Newformat:

Globalstandardforallmanagementemployeesin2006,New!

35,PerformanceReview:

ValidationinManagementTeam,Validationmeeting:

fairnessandconsistencyofperformancelevelsPreferreddistributionforasufficientlylargegroupofemployeesWhyaperformanceleveldistribution?

Recognizesdifferencesinperformanceamongmanagers.Motivatespeopletoperformbetterandtodeveloptheircompetencies.Consistencyacrossunitsandplants.Payforperformanceandbuildingamoreperformance-orientedcompanyculture,36,PMLinkagewithothers与绩效的关联,Performancemgmt绩效管理,CompetencyProfile能力倾向,JD岗位描述,Goaldeployment目标分解,Annualtarget年度目标,Bonus奖励,Developmentplan发展计划,Successionplan人才储备,37,ImpactonReward对薪酬的影响,IndividualTargets（What?

）个人目标（什么）,WayofWorking（How?

）工作方式（怎么样做）,业绩级别:

L1-L2-L3-L4,Individualportionofannualbonus年终奖个人部分,Evolutionofbasesalary影响工资变化,Deployment&Follow-up,Review&Validation,RewardImplications,总分,总分,38,ImpactonReward-BaseSalary对薪酬的影响基本工资,Performanceleveldeterminesevolutionofbasesalary（meritincrease）绩效评估结果决定基本工资的变化（增值）Keymessages关键信息Country-specificmerittable,mayvaryfromyeartoyear.根据国度制定的工资表格应该年年不同Differentiatemoreonperformancethanonrelativepositioninsalaryrange.工资的区别更多地决定于绩效评估结果而不是在工资范围中的相对位置Onlytopperformerscangrowtowardsrangemaximum.只有表现最优者的工资可以趋向每个工资范围的最大值Standardformat标准格式,39,ImpactonReward-AnnualBonus对薪资的影响年终奖金,Scoreonindividualtargetsdeterminespay-outofindividualportionofannualbonus个人目标分数决定年终奖金的个人部分Keymessages:

关键信息Performancerelatedbonusshouldconstitutemeaningfulpartoftotalremunerationofeachmanagementemployee.与绩效评估相关的奖金应该是员工总体报酬中有意义的组成部分Bonuslevelsvarybycountry.奖金级别因国度而不同Annualbonuswilltypicallyconsistofa“Team”portion,an“Individual”portion年终奖金应该典型性地由团队部分和个人部分组成。

40,Discussion:

Ourexperiencesofar?

讨论：

我们迄今为止的经验,41,42,