优秀企业的员工业绩评估和员工发展体系翻译副本-PPT课件.ppt

1、Effective Performance Management有效的绩效管理-A Case Study 一个案例研究Robert H.Xiao,Ph D Robert肖,博士HR Director,People&Organization Development HR总监，人与组织发展部Philips China Corp HR 飞利浦中国 HRPPM 20032Agenda目录-Why performance management?为什么要管理绩效？-What is the process?管理流程是什么？-How to make it work?如何使得绩效管理起作用？-Value ali

2、gnment/top down drive 价值认同/自上而下地驱动-Linking rewards and development 联系激励和发展-Aspects of infrastructure 基础设施-Communication/education 沟通/教育-Part of the culture 文化的一部分-Where to start?从哪开始？PPM 20033Why performance management?为何进行绩效管理？Basic management cycle最基本的管理循环Planning,organizing,staffing,leading,and c

3、ontrolling controlling 计划、组织、安置人员、领导和控制 Fundamental corporate infrastructure 基本的企业基础设施 Consistency in measuring/rewarding 不断地评估/奖励 Sustainability in business and people 在业务和人事上的可持续发展PPM 20034What is the process?管理绩效的流程是什么？Annual process 年度流程Past review and next goal setting 回顾过去，未来目标设定Appraisal proc

4、ess:rewards 评估过程：奖励Individual development planning 个人发展计划On-going review and documentation 不断地检讨和文件备案 Global aligned 全球的一致性PPM 20035Philips Way:Philips Way:飞利浦的方式飞利浦的方式P People P Performance M Management(PPM)is人的绩效管理是 a process which helps to align personal and business objectives帮助个人目标与业务目标协调一致的过程d

5、riven by the Philips way:被飞利浦的方式驱动one culture,one brand,one company 一个文化，一个品牌，一个公司one global approach for People Performance Management 人的绩效管理的一个全球性的方式supporting the improvement of business results for Philips支持改善飞利浦的业务结果PPM 20036PPM:a cyclical process一个循环的过程雇员的准备雇员的准备管理管理 人员的准备人员的准备校准校准绩效考核会议绩效考核会议

6、不断的反馈和检讨不断的反馈和检讨PPM 20037How to make it work?如何使其运作？-value alignment&top down drive价值统一和自上而下地驱动 A performance oriented value system绩效导向的价值体系 Company value as the core throughout organization公司价值观作为核心贯穿组织 Value derived criteria in the organization structure and supporting system(HR)价值源于组织结构和支持系统（HR）中

7、的标准 Determination shown from the top高层表现的决心 Leaders being driven by the same process领导人被同样的程序驱动PPM 20038Our Values 我们的价值观Delight customers让客户满意让客户满意We delight our customers by anticipating and exceeding expectations thereby creating sustainable market leadership我们通过预测和超出预期来建立可持续的市场领先地位我们通过预测和超出预期来建立

8、可持续的市场领先地位，从而让我们的客户满意，从而让我们的客户满意Deliver on commitments按承诺交付按承诺交付We pursue business excellence,being rigorous in delivering on our commitments我们追求业务的卓越，严格按照承诺交付我们追求业务的卓越，严格按照承诺交付Develop people 培养人培养人We inspire and enable each other to use our creativity and entrepreneurial flair,and to maximize our p

9、otential我们互相启发用我们的创造力和企业家的天分，最大化我们互相启发用我们的创造力和企业家的天分，最大化我们的潜能我们的潜能Depend on each other互相依靠互相依靠We work as“one Philips”in an environment of transparency and trust to mobilize our collective competence and that of our business partners我们在透明和信任的环境中作为我们在透明和信任的环境中作为“一个飞利浦一个飞利浦”在工作在工作，来调动我们及业务合作伙伴的集体能力，来调动

10、我们及业务合作伙伴的集体能力ValuesPPM 20039How to make it work?如何使其运作？-linking rewards and development联系激励和发展 Tight linkage between performance outcome and rewards 紧密联系绩效产出和激励 Embedded individual development process 包含个人发展进程PPM 200310Philips Way:飞利浦的方式Links between PPM and other HR areas 人的绩效管理和HR其他领域的联系Salary Sa

11、lary&Annual Annual incentiveincentive薪酬和年终奖薪酬和年终奖IndividualIndividualDevelopmentDevelopment个个人发展人发展PPM 200311How to make it work?如何使其运作？-aspects of infrastructures基础设施 Full range of documentation全范围的文档 On-line review system在线审查制度 Performance distribution绩效分配 Calibration process校准过程PPM 200312Philips

12、Way:飞利浦的方式 Documentation文件Job description(JD)工作描述Business balanced score card(BBS)业务平衡计分卡Personal contribution agreement(PCA)个人贡献协议Individual development plan(IDP)个人发展计划 On-line PPM 在线的人的绩效管理PPM is an on-line system PPM是个在线系统 Guided distribution 引导的分销10%,20%,50%,15%,5%Calibration process 校准程序Managem

13、ent team discussion 管理团队的讨论PPM 200313How to make it work?怎样使其运作?-communication/education 沟通/教育 Defined roles and responsibilities in PPMPPM系统里定义的角色和责任 Full coverage of communication全覆盖的通信 On going updates不断的更新 Deadlines and consequences期限及后果PPM 200314Philips Way:飞利浦的方式Roles and responsibilities 角色和责

14、任 Implementation Leaders 执行领导人 Experts/facilitators of PPM training PPM培训的专家/推动者 Tutors(Operational HR Managers)导师（业务的HR经理）Regional Administrators 区域管理者 PPM Project Team Corporate HRM PPM项目团队企业的人力资源经理PPM 200315How to make it work?如何使其运作？-part of the culture 文化的一部分 Business achievement needs systemat

15、ic drive in managing performance 业务的成就需要系统地对绩效的管理 Performance comes from employee绩效源于雇员 Management job is to enhance employee performance管理工作就是提高员工的个人绩效PPM 200316Philips Way:飞利浦的方式An effective PPM process is about the dialogue between manager and employee一个有效的PPM的过程是经理与雇员之间的对话Employees雇员雇员Managers经理

16、经理Understand how they contribute to business results 理解怎样对业务成果作出贡献Understand what is expected from them 理解他们被期望做出什么Understand to what extent they meet these expectations理解他们在什么程度上符合期望Develop themselves发展他们自己Deploy and realize business goals 部署与实现企业目标 Set clear objectives and evaluate performance 设置清

17、晰的目标 评估绩效Develop people so they can add more value培养以使员工更有价值PPM 200317Where to start?从哪里开始？A performance minded leadership team绩效头脑的领导班子 A competent HR organization and personnel一个称职的人力资源组织和人员 An effective infrastructure有效的基础设施 A drive on communication and education沟通和教育上的驱动器 A clear set of value and value A clear set of value and value oriented culture with criteriaoriented culture with criteria一个明确的价值系统和价值导向的带有标准的文化