某著名HR咨询公司的绩效管理方法论

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1. Performance ManagementA Guide to Consulting June 2000
2. Discussion ObjectivesProvide an overview of current thinking and trends Discuss what PM consulting is all about Review “what works and what doesn’t” Share Best Practices research Review some of the basic planning and project steps
3. Group DiscussionAnswer the following questions: 1. What is performance management? Why do companies have this process? 2. Why doesn’t it work so well? What makes it so difficult?
4. Performance ManagementTranslates business vision and strategy in an actionable way by cascading goals throughout the organization Measures both what is done and how it is done Aligns Department goals with strategic business objectives Aligns individuals with the broader organizational/ team context Ensures the closest “line of sight” possibleSource: Watson Wyatt Best Practices in Performance Management
5. Performance Consulting1. Total Organization Cascading and Alignment Stakeholder Metrics 2. Employee Review Process Engagement and Accountability Growth and AchievementsTwo dimensions:
6. Performance ConsultingTotal Organization Performance Cascading and Alignment Stakeholder Metrics
7. The Key Questions of Business PlanningWhy does the company exist? Where is it going? Size  Sales Markets  Locations Products  Competitive Challenges SBU Linkages How will it get done? Values and Operating Principles Technology  Resources What must the company be very good at doing? How will progress and success be measured? Expectations of Stakeholders Company PerformanceMissionVision of FutureStrategic Organizational GoalsCore Organizational CapabilitiesBalanced Scorecard
8. Business Plans are Developed by the Business UnitsResource RequirementsIndustryLatin AmericaAsia(Europe)Objectives of the business unitObjectives of the regionBottom-up-approach: Derivation of segment and corporate strategic plans and operating objectives from business unit goals.Top-down-approach: Derivation of objectives from corporate strategy Objectives of departments and individualsStrategy of the CorporationObjectives of the corporation People Facilities Technology Equipment and Machinery
9. Components of a Balanced Scorecard (with sample metrics)FINANCIAL RESULTSCUSTOMER SATISFACTION BUSINESS PROCESSES LEARNING & GROWTH AFYP ROI/ROA Surplus GrowthNew sales: new customers Additional policies: current customers Market shareCollecting premiums Calculating selling price: new product New licensing (Region & Corporate) Establishing the Business Case for new ventures, new locations Product Development: # innovations Competency growth Additional countries Core capabilities growth
10. Cascading Strategic & Operating Plan GoalsCORPORATE ORGANIZATION METRICSFinanceFinanceCustomerCustomerBusiness ProcessBusiness ProcessLearning & GrowthLearning & GrowthBUSINESS UNITTEAMS/INDIVIDUALSDEPARTMENTBalanced Scorecards can provide organization alignment and accountability 5 to 7 GOALS “SMART” parameters Directly aligned
11. 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 wkProject Planning, Orientation and Kick-off1 Day1 Day Interview Findings Develop Measure Recommendations1 DayWorkshop on Targets Finalize Target RecommendationsImplementation Plan Review Review Plan for Implementation Review Transition Strategy2 DaysFormal AdvisoryTeam Review1 Day1 Day1 wk1 DayExecutive Planning Session(s)
12. Performance ConsultingTotal Organization Performance Clients: CEO, COO, sometimes the VPHR Fees: typical project is $180 - 250K Timeframe: +/- 4 months
13. Performance ConsultingEmployee Review Process Engagement and Accountability Clear Performance Expectations Growth and Achievements
14. Performance Management Is......the ongoing process of setting performance expectations, providing feedback and coaching to reach those expectations, and reviewing and recognizing performance results.
15. Tie PM to the Business CycleReview and PlanningPlanningFeedback & CoachingFeedback & CoachingMid-Year Review New Year PlanningYear-End Review
16. Bad timing...“I don’t want to ruin your day Herman, but tomorrow morning you’re scheduled to be in my office for your annual performance review...”
17. Remember The Key Questions ?Why does the company exist? Where is it going? Size  Sales Markets  Locations Products  Competitive Challenges SBU Linkages How will it get done? Values and Operating Principles Technology  Resources What must the company be very good at doing? How will progress and success be measured? Expectations of Stakeholders Company PerformanceMissionVision of FutureStrategic Organizational GoalsCore Organizational CapabilitiesBalanced Scorecard
18. Organization Alignment leads to Employee Engagement COMPANY MISSION VISION Strategic ObjectivesCore Capabilities Competencies Leadership Functional Department ScorecardSuccess ProfilesEmployee Performance ProcessIndividual GoalsEmployee Development PlansBusiness Unit Scorecard Cascading: Critical Metrics and Competencies
19. Change requires a balanced Value ExchangeEmployee Gives Employer GivesEnergyEffortCommitmentValue AddLearningTimeOpportunityCareerBenefitsCompensationJob
20. 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 Management
21. Performance Management EvolutionTraditionalRecentEmergingMeasuresTraits/ OutcomesBehaviors/ OutcomesTime/Quality/ ValueEvaluatorBossSelf/PeersCustomersOutcomesMerit PayDevelopmentOrganization SuccessImplementationDistribute FormsTrain and CommunicateOngoing Education and involvementOwnershipHRDManagementEmployeesComplianceVoluntaryMandatoryMotivation
22. Factors That Influence Process effectiveness OrganizationSupervisorPMCultureSkillsProcessThe OrganizationValues that SupportPMThe Capability toMeasure and DiscussPerformanceThe Interaction Betweenthe Employee and theSupervisorPeopleFactorsTechnicalFactorsPerformanceMeasuresRewardsDeliveryPMFormsMeasures that Supportthe Organizations Goalsand Values and arePossible to AccuratelyMeasureHow and Why Pay isLinked to PerformanceHow the Design ofthe Form Supports theProcessPerformanceManagementEffectiveness
23. Feedback from multiple sourcesCoaching and feedback are integralDe-emphasis on a ratingDecentralized controlGreater linkage between pay and performanceEffective measures- Competencies- Business strategies“Champions”— sponsorshipEmployee participationEmployee involvement in system designCommunication & trainingAlignment with business objectives, strategy, customer needsOngoing monitoring of effectiveness of programBest PracticesElements of Successful Programs
24. High Impact Performance ManagementKey elements found in all “best practices” Emphasis on looking forward Planning and development Joint process with employee ownership Cooperative goal setting Feedback (continuous, multiple sources) Developmental focus Pay and performance linkageSource: Watson Wyatt Best Practices in Performance Management
25. Use of Key ElementsDevelopment PlanningMulti-source ratings14%65%81%84%94%97%Goal SettingTeam standardsNo ratingsCompetencies/behaviorsSource: Watson Wyatt Best Practices in Performance Management
26. Evolution of Performance FeedbackTop DownSelf-AppraisalPeer ReviewsUpward FeedbackInternal CustomersExternal Customers3600Review
27. Does it make a difference?Employees are eligible for stock plan programs1.8%Company terminates employees who 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 firm’s overall success0.6%Pay is linked to company’s business strategy
28. The Performance MatrixOResults “what”Behaviors “how”Std = 100% of expectedStd =100% alignmentNIHNIWFMEEKey: O = Outstanding EE = Exceeds Expectations M = Meets Expectations (80 - 90% of population) NIH = Needs Improvement on “HOW” NIW = Needs Improvement on “WHAT” F = Failing
29. Project StepsProject Planning, Education and Assessment: ClientFirst, scope and timetable, design team education, PM design matrix, document review, interviews Design: 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 revise12345
30. Performance ConsultingEmployee Review Process Clients: VPHR, Dir. Comp and/or OD Fees: typical project is $85 - 130K Timeframe: +/- 3 months (excludes implementation)
31. Think… “Implementation”A successful process is 25% design and 75% implementation!“It’s never to early to think about implementation. . .” Peter Drucker
32. Best Practices in ImplementationDetailed communications and training strategy Pro-active problem identification Broad buy-in Senior management involvement Measurement of system effectiveness Source: Watson Wyatt Best Practices in Performance Management
33. Utilize Best Practices in Change ManagementVisible senior management support Ongoing communication Best practices and stakeholder research High involvement and broad buy-in Careful planning, rapid process Comprehensive approach to implementation and monitoring Training in intact work teamsSource: Watson Wyatt HR21 Study
34. 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 ModelEFFORTAwareness
35. A Quick SummaryPerformance management continues to evolve NO one perfect solution not much magic Impact: great if done right Best practices for ideas Think implementation early and often Update and keep fresh
36. Ongoing TrackingTimely Communication& Skills TrainingConnection between Rewards & PerformanceDirect Link toInstitution MissionSenior Leadership InvolvementEmployee “Ownership”Objective Feedback& ReviewCritical Success Factors for an effectivePerformance Management process
37. Key Human Resource LinkagesBase PayTrainingSuccession Planning/PromotionsCareer PlanningIncentive Pay100%97%95%85%80%Source: Watson Wyatt Best Practices in Performance Management
38. HR Strategy SuccessionPlanning Rewards WorkDesign Selection& Staffing PerformanceManagement Training & DevelopmentIntegrate PM with HR Strategy
39. Performance Management TeamMethodology and Tools Brian Brown (Cleveland) Brad Carter (San Francisco) Cassandra Frangos (Boston)** David Gore (Toronto) Jim Stewart (Boston)** to Kaplan and Norton’s Balanced Scorecard Collaborative
40. Performance ManagementA Watson Wyatt Guide to Consulting June 2000

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