【课件】海氏-绩效管理
- 1. Executive Human Resource ProgramThe Promise of Performance Management Hay Group Boston 10109-9271-HAYG Lemaire
- 2. The Current Challenge of Performance ManagementThe HR process— Is completely unrelated to other key business processes Is dreaded by managers and employees alike Does not result in any meaningful feedback Does not differentiate performance or pay Is a focus for only one or two days—or hours—per year 20109-9271-HAYG Lemaire
- 3. The Promise of Performance ManagementImagine a system that could— Increase the likelihood that your strategy is effectively executed Harness and direct the 10–60 minutes a day of discretionary effort that every one of your employees has Rationalize and focus the number of goals that anyone in your organization has Improve the decisive dialogue that occurs in your organization Reward performance in a way that it is motivating and engages people Differentiate performance in ways that make line managers feel good about their decisions30109-9271-HAYG Lemaire
- 4. PerformanceNumber of EmployeesSource: Hay/McBerOptimizing the performance of your people will have a positive impact on business performanceImproving Performance Management Improves Business Results40109-9271-HAYG Lemaire
- 5. Percentage of variation in change in company performance accounted for by managerial practicesSource: Sheffield Effectiveness ProgrammeHuman Resource Management Practices Drive Profitability and Productivity50109-9271-HAYG Lemaire
- 6. Highly Successful Companies are defined as having— 5-year sales growth = 17.5% per year 5-year profit growth = 10.8% per year Annual equity growth = 16.7% per year 5-year dividend growth = 13.4% per yearSource: D. Karvetz, The Human Resources RevolutionClear Employee GoalsParticipative StyleAttention to DevelopmentEncourage CreativityPerformance-Based RewardsHighly Successful CompaniesLess Successful Companies80%70%67%62%86%26%4%27%10%30%High-performing companies are better at managing, motivating, and rewarding employeesImproving Performance Management Improves Business Results60109-9271-HAYG Lemaire
- 7. Source: Mavrinac & Siesfield, Measuring Intangible InvestmentStrategy Execution Matters to ShareholdersThirty-five percent of an institutional investor’s valuation of a company is attributable to nonfinancial information that gauges the ability of the management team to deliver results: Strategy Execution: Can management make tough decisions and seize opportunities quickly? Management Credibility: Does the company keep its commitments? Strategy Quality: Is management’s vision of the future likely to optimize value creation in a volatile, globalized, and connected economy? Innovativeness: How readily does this company adapt? Attracting and Retaining Talent: Is turnover higher or lower than key competitors? Do new hires surpass leavers in skills and experience? Management Experience: What skills and experiences does the management team bring to the table? Compensation: Do compensation policies support the firm’s strategic intent?70109-9271-HAYG Lemaire
- 8. 35% improvement in human-capital systems resulted in 10%–20% gain in shareholder valueAlignment and Integration of HR System“Human Capital” Enhancements290310330350370390020406080100Quintile Improvements in Strategic Market Value per Employee (000)Source: Huselid and Baker, 1995Human Capital Systems Increase Shareholder Value80109-9271-HAYG Lemaire
- 9. Improving Performance Management Improves Business ResultsHigh-performance companies define Performance Management in its broadest sense: it is critical to executing and implementing strategy Performance Management is now widely recognized as delivering more returns and delivering more competitive advantages than other HR investments Performance Management is the key to “raising the bar” in an organization, for all levels of performance Organizations with a high-performance orientation and strong management capability have higher revenue, profits, and market valuations 90109-9271-HAYG Lemaire
- 10. Performance ManagementPerformance Management is about improving business performance by improving team and individual performance, and ensuring that the company’s strategy is executed and implemented. It is— A process that ensures that people execute the strategy of the organization A process for establishing a shared understanding of what is to be achieved and how A process for ensuring that decisive and constructive dialogue occurs A process of managing self and others so that people do achieve A process for ensuring that people are doing the right things in the most effective ways, to the best of their ability100109-9271-HAYG Lemaire
- 11. Performance Management StagesDesign ParameterPerformance AppraisalPerformance ManagementPerformance OwnershipHuman Resources“Check the box” compliance-orientedManage poor performersPassiveReport card (retrospective)Managers and Human ResourcesEvaluation reward emphasisManage the tails of bell curveJoint ownership for goal-setting/reviewBarometer of progress (periodic)Employees, managers, and leadershipStrategic clarity, coaching, dialogueRaise performance of organizationShared accountability for resultsDialogue (continual)FunctionRole of EmployeeFocusEmphasesOwnership110109-9271-HAYG Lemaire
- 12. Performance AppraisalPerformance ManagementManaging PerformanceHighLowLowHighImpact on ResultsLevel of Organizational CommitmentImproved business results require organizational commitmentCommitment to achieve company goalsGood setting and reviewMerit increases efficiently allocatedPerformance Management Stages this120109-9271-HAYG Lemaire
- 13. The performance management model is not new, but the way in which leading organizations do it is very different&&DialogueDialogueDialogueDialogueBest Practices130109-9271-HAYG Lemaire
- 14. Best Practices—What’s Different?There are four differentiators of best practice: Clear Strategy Translation Process Integrated Performance Processes Culture of Dialogue Multiple and Differentiated Rewards 140109-9271-HAYG Lemaire
- 15. Strategy Translation ProcessA Definition: “Early in the history of the company, while thinking about how a company like this should be managed, I kept getting back to one concept: if we could simply get everyone to agree on what our objectives were and to understand what we are trying to do, then we could turn everybody loose and they would move along in a common direction.” Dave Packard150109-9271-HAYG Lemaire
- 16. Strategy Translation ProcessChecklist: Are all top team members unified and focused on the “must-win” battles of the organization? Are the interdependencies clear between the top-team members? Are the middle managers clear on the “must-win” battles? Do employees know what they need to do for the organization to be successful? Financial goals, operational goals, behaviors160109-9271-HAYG Lemaire
- 17. Integrated Performance ProcessesA Definition: “Leaders must see to it that the organization’s ‘social operating mechanisms’—that is, the executive committee meetings, budget and strategy reviews, and other situations through which people do business—have honest dialogue at their center. These mechanisms set the stage. Tightly linked and consistently practiced, they establish clear lines of accountability for making decisions and executing them.” Ram Charam, HBR 4/2001170109-9271-HAYG Lemaire
- 18. Integrated Performance ProcessesChecklist: Do the goals of the organization reflect interdepartmental objectives? Are the financial, operational, and people processes integrated? Is the information from these processes used to make business decisions? Are the processes efficient and effective?180109-9271-HAYG Lemaire
- 19. Culture of DialogueA Definition: “A leader should be constructing his appraisal all year long and giving his appraisal all year long. You have 20, 30, 60 opportunities a year to share your observations. If, at the end of the year, someone is truly surprised by what you have to say, that is a failure of leadership…By failing to provide honest feedback, leaders cheat their people by depriving them of the information that they need to improve….Critical feedback is the “heavy lifting” of leadership” EDS’s Dick Brown190109-9271-HAYG Lemaire
- 20. Typically a new employee’s productivity curve increases quickly, then levels offWithout reinforcement and feedback the level stays the same or may fall offSporadic, inappropriate, or general feedback without reinforcement has a distinctive effect on motivation and performanceConsistent, specific feedback and dialogue build self-esteem and performanceFeedbackFeedbackFeedbackFeedbackCulture of DialoguePerformance Coaching/Feedback Is Critical200109-9271-HAYG Lemaire
- 21. Culture of DialogueChecklist: Are managers (and employees) trained in and good at performance dialogue? Are managers selected and held accountable for performance coaching? Are coaching behaviors “lived” by the leaders of the organization? Is the dialogue open, informal, and candid, and does it provide closure?210109-9271-HAYG Lemaire
- 22. The better my performance, the better my total compensation will be Multiple and Differentiated RewardsWhen most employees, even the stars, get the same pay, it reduces clarity about what good performance looks likeSource: Hay Group220109-9271-HAYG Lemaire
- 23. Multiple and Differentiated RewardsApproaches: Increase dialogue Use multiple currencies Review use of ratings Use forced rankings Find new ways to differentiate merit230109-9271-HAYG Lemaire
- 24. Differentiated RewardsSeparate means from endsTactics/StrategiesBehaviorsTrainingTrainingTrainingTrainingTactics/StrategiesBehaviorsTrainingTrainingObjectivesEnablersConduct analysis of why OT is so high; develop strategy to reduce OT; implement strategyImplement 3 programs aimed at increasing customer satisfaction: begin training programs; upgrade call center software; establish a monitoring programSet high goals for yourself and for the team: try to reduce from 50 to 30 per month; communicate to team what needs to be done; “own” this processIdentify customer issues: think about and act on opportunities to address these issues; act as a role model to subordinates—show them how to work with customers; improve call-center software systemTrainingTrainingTactics/StrategiesBehaviorsDevelop a plan to meet with each of your subordinates and get the “pulse” on how they are doing (re: jobs, projects, expectations); develop career-pathing plans with each of your subordinates; develop ideas around nonmonetary rewardsCoach consistently: deliver timely and constructive feedback; address issues immediately; make sure others contribute and have what they need to do the jobTactics/StrategiesBehaviorsBusiness ObjectivesCareer Development ObjectivesImprove consistency of customer’s delivery (evidenced by 98% customer satisfaction) [Goals set for year]Improve employee retention in department by 50% [Goals set for next 8 months]Reduce overtime from 150 to 50 hours/month (cost not to exceed $12,000) [Goals set for year]240109-9271-HAYG Lemaire
- 25. Extent of Differentiation1. Company wide success measures Company revenue Profit ability measuresNoneNone2. Business unit success measures Unit revenue Profitability measures Other measuresAnnual incentiveSome, based on individual contribution3. Success measures—current role Contribution to unit/company measuresSalary increaseLittle4. Requirements—current role Meet “current” job description Live the valuesNoneNone5. Success measures—future roles Demonstration of success competencies/behaviors Achievement of development goalsFuture earnings Salary Annual incentive Long-term incentive RecognitionSignificant, based on potentialMeasuresFirst-Level ManagersReward Linkage1. Company-wide success measures Company revenue Profitability measuresLong-term incentive Annual incentiveSome, based on role Some, based on role2. Business unit success measures Unit revenue Profitability measures Other measuresAnnual incentiveSignificant, based on unit performance3. Success measures—current role Contribution to unit/company measuresAnnual incentiveSome discretionary component4. Requirements—current role Meet current job description Live the valuesNoneNone5. Success measures—future roles Demonstration of success competencies/behaviors Achievement of development goalsFuture earnings Salary Annual incentive Long-term incentive RecognitionSignificant, based on potentialSalary increase tied to market movementLittleMeasuresExecutivesReward LinkageExtent of DifferentiationExtent of DifferentiationDifferentiated RewardsDon’t double-count!250109-9271-HAYG Lemaire
- 26. In Summary: Two ExamplesPerformance Aligning ProcessesPerformance Coaching/FeedbackDifferentiated RewardsSignificant emphasis on management processes on integrated talent management e.g., two-day detailed evaluation of business with managers being color-codedCEO models desired behaviors Teaches/coaches Mentors/counsels high performers Significant investment in training/developing people to be good coachesBusinesses ranked at multiple levels and information is publicly shared Heavy use of incentives (up to 50%, even for first- level managers)Strong financial and operational processes CEC Session C S1/S2 Significant movement of star talentOpen, candid dialogue that stretches individuals and organizations Frequent conversations about performance and development Significant investment in training/developing people to be good coachesPerformance measured at multiple levels 20-70-10 plan launched in 1996 Forced ranking system Top 20% rewarded so likely few leave Bottom 10% given opportunity to improve Applies at all levelsThe PrerequisitesAspirational mission Clear strategy Highly decentralized organization EVP—“Super jobs for super people”Aspirational mission Portfolio strategy Tough, stretch targets Highly decentralizedPepsiCoGEOrgani-zation260109-9271-HAYG Lemaire
相关PPT