绩效管理及评估总集3(英文版)(7个)课件.ppt

1、People Before StrategyOperationalize Business Strategies throughPeoplePeople Managementto Achieve ResultsPeople Before StrategyMission/VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg./Management Development PlanningTraining/DevelopmentReward Strategy&Sys

2、temRecruitment/StaffingOrganisation Structure/ProcessesMission/VisionJob EvaluationGradingRole ClarificationJob AnalysisKey Performance IndicatorOrganisation Culture(Values)Target Job CompetenciesIndividual CompetenciesC-Sort Hay MethodologyFields of ManagementI.R.M.A.Process MappingHay JA methodolo

3、gyJE Guide ChartHay MethodologyCompetencies Modeling PSE/PVQLSI/MSIOCS/ECI 4 Circle ModelIceberg ModelEngaged PerformanceHLSPaynet External Competitiveness Coaching and MMPI programsBEIMission/VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg./Management D

4、evelopment PlanningTraining/DevelopmentReward Strategy&SystemRecruitment/StaffingOrganisation Structure/ProcessesMission/VisionJob EvaluationGradingRole ClarificationJob AnalysisKey Performance IndicatorOrganisation Culture(Values)Target Job CompetenciesIndividual CompetenciesC-Sort MethodologyField

5、s of ManagementI.R.M.A.Process MappingHay JA/JEGuide ChartHay MethodologyCompetencies Modeling PSE/PVQLSI/MSIOCS/ECI 4 Circle ModelIceberg ModelEngaged PerformanceHLSPaynet External CompetitivenessExecutive/Masterful CoachingMMPIBEIConcept of Work CultureHigh Performing Organizations.How Value is Cr

6、eatedFUNCTIONNETWORKPROCESSTIME-BASED Technical and specialist leadership Reliability Resource Management Customer satisfaction High service levels Balanced returns Venture driven Entrepreneurshiprisk-taking Effective partnerships Speed to market Technical edge Exploring opportunitiesThese are the f

7、actors that need measuring and reinforcingTECHNOLOGYCUSTOMERRELIABILITYFLEXIBILITYC-Sort Hay Functional Work Culture Model“Our Functional Work Culture Rewards,Encourages and Supports the Following Behaviors and Activities.”Very Frequently/To a Great Extent/In Most Parts of the OrganizationVery Infre

8、quently/To a Small Extent/In Few Parts of the OrganizationSometimes/To Some Extent/In Some Parts of the OrganizationMaximizing customer satisfaction(4)Limiting the downside of risks(32)Establishing clear,well-documented work processes(19)Minimizing unpredictability of business results(45)Being highl

9、y organized(7)Maintaining existing customer accounts(11)Being precise(48)Providing secure employment(3)Being loyal and committed to the company(55)Maintaining clear lines of authority and accountability(18)Treating employees fairly and consistently(22)Using proven methods to serve existing markets(8

10、)Anticipating changes in the business environment(35)Minimizing human error(52)Establishing clear job descriptions and requirements(26)Using limited resources effectively(15)Quality checking subordinates work(44)Attracting top talent(21)Supporting top management decisions(50)Delivering reliably on c

11、ommitments to customers(13)Developing new products or services(54)Selling successfully(16)Continuously improving operations(20)Gaining the confidence of customers(46)Using resources outside the company to get things done(33)Respecting the chain of command(37)Responding to customer feedback(30)Partic

12、ipating in training and continuing education(31)Achieving budgeted objectives(56)Providing employees with resources to satisfy customers(10)Demonstrating understanding of thecustomers point of view(6)Increasing decision making speed(39)Rewarding superior performance(23)Pushing decision-making to the

13、 lowest levels(51)Supporting the decisionsof ones boss(2)Tolerating well-meaning mistakes(29)Encouraging innovation(40)Taking initiative(36)Pioneering new ways of doing things(24)Being flexible and adaptive in thinking and approach(14)Taking action despite uncertainty(43)Applying innovative technolo

14、gy to new situations(28)Capitalizing on windows of opportunity(27)Establishing new ventures or new lines of business(12)Building strategic allianceswith other organizations(41)Maintaining a high senseof urgency(25)Finding novel ways to capitalize on skills that people have(53)Acquiring cross-functio

15、nal knowledge and skills(49)Encouraging expression ofdiverse viewpoints(47)Encouraging teamwork(1)Capitalizing on creativity and innovation(34)Organizing jobs around capabilities of individuals(38)Significantly decreasing cycle times(9)Experimenting with new management techniques(5)Promoting ones po

16、int of view strongly(17)Adapting quickly to changes in the business environment(42)Mission/VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg./Management Development PlanningTraining/DevelopmentReward Strategy&SystemRecruitment/StaffingOrganisation Structur

17、e/ProcessesMission/VisionJob EvaluationGradingRole ClarificationJob AnalysisKey Performance IndicatorOrganisation Culture(Values)Target Job CompetenciesIndividual CompetenciesC-Sort MethodologyFields of ManagementI.R.M.A.Process MappingHay JA/JEHay MethodologyCompetencies Modeling PSE/PVQLSI/MSIOCS/

18、ECI 4 Circle ModelIceberg ModelEngaged PerformanceHLSPaynet External CompetitivenessExecutive/Masterful CoachingMMPIBEIOrganisation Structure/ProcessesField of Management External Relations Finance and Control Marketing Human Resource Management Production Physical Distribution(Logistics)Research an

19、d Development Secretarial and Legal IRMA and Process MappingMission/VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg./Management Development PlanningTraining/DevelopmentReward Strategy&SystemRecruitment/StaffingOrganisation Structure/ProcessesMission/Visi

20、onJob EvaluationGradingRole ClarificationJob AnalysisKey Performance IndicatorOrganisation Culture(Values)Target Job CompetenciesIndividual CompetenciesC-Sort MethodologyFields of ManagementI.R.M.A.Process MappingHay JA/JEHay MethodologyCompetencies Modeling PSE/PVQLSI/MSIOCS/ECI 4 Circle ModelIcebe

21、rg ModelEngaged PerformanceHLSPaynet External CompetitivenessExecutive/Masterful CoachingMMPIBEIJob/Role AnalysisNature and Scope of ActivitiesA Description of:How the job is performed(Environment/Structure)what is involved in achieving the Principal AccountabilitiesPrincipal AccountabilitiesList of

22、 End Results that are required from the jobholderKey Performance IndicatorMeasures of successful performance of the accountabilitiesCompetency/Skill RequirementSkills and behaviors required for successful performance in the job and the organizationOrganisation Relationshipis a system for ranking job

23、s logically and fairly by comparing job against job or against a pre-determined scale to determine the relative value of jobs to an organisation.“The term job evaluation refers to a formal procedure for hierarchically ordering a set of jobs or positions with respect to their value or worth,usually f

24、or the purpose of setting pay rates.”National Academy of Sciences 1979Job EvaluationTechnicalKnow-HowManagementBreadthHuman RelationsSkillsFreedomto ActArea of ImpactNature ofImpactThinkingEnvironmentThinkingChallengePROBLEM SOLVINGKNOW-HOWACCOUNTABILITYElements of Job SizeMission/VisionStrategyWork

25、 CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg./Management Development PlanningTraining/DevelopmentReward Strategy&SystemRecruitment/StaffingOrganisation Structure/ProcessesMission/VisionJob EvaluationGradingRole ClarificationJob AnalysisKey Performance IndicatorOrganisa

26、tion Culture(Values)Target Job CompetenciesIndividual CompetenciesC-Sort MethodologyFields of ManagementI.R.M.A.Process MappingHay JA/JEHay MethodologyCompetencies Modeling PSE/PVQLSI/MSIOCS/ECI 4 Circle ModelIceberg ModelEngaged PerformanceHLSPaynet External CompetitivenessExecutive/Masterful Coach

27、ingMMPIBEIHay/McBer Competency Definition Any motive,attitude,skill,knowledge,behaviour or other personal characteristic that is essential to perform the job,or differentiates average from superior performersUnderlying Competencies Become More Important as Job Complexity IncreasesNatural Tendencies

28、and TraitsTask-Related Knowledgeand SkillsFor Example:Knowledge of Electronics,Companies Products,Labor Relations,Law Skill in active listening,NegotiatingFor Example:TenacityInitiativeInterpersonal SensitivitySelf ConfidenceJob ComplexityRelative ImportanceHighLowIceberg Model of CompetenciesKnowle

29、dgeSkillSocial RoleSelf-ImageTraitMotiveInformation that a personhas in a particular areaThe image one projectsto others(“outer-self”)A general disposition tobehave in a certain wayBehavioural demonstrationof expertiseA persons sense of identityand worth(“inner-self”)Recurrent thoughtsthat drive beh

30、aviourThe Four-Circle ModelIndividual CompetenciesOrganisational ClimateManagerial StyleJob RequirementsManagerial Effectiveness Four key factors affecting organisational performanceSelfAwarenessSocialAwarenessSelfManagementSocial Skills Emotional Self-Awareness Accurate Self-Assessment Self-Confide

31、nce Empathy Organizational Awareness Self-Control Trustworthiness Conscientiousness Adaptability Achievement Orientation Initiative Influence Developing Others Service Orientation Leadership Communication Change Catalyst Conflict Management Building Bonds Teamwork&CollaborationCritical EI Competenci

32、esThe Four-Circle ModelIndividual CompetenciesOrganisational ClimateManagerial StyleJob RequirementsManagerial Effectiveness Four key factors affecting organisational performanceCompetency ModelBenchmark DataCompetency Model for HR ProfessionalPercent Commonality toAll HR Models(N=10)Critical HR Com

33、petencySuggested Level100Leadership489Listening,Understanding and Responding378Analytical Thinking378Strategic Business Sense378Impact and Influence378Teamwork and Cooperation467Achievement Motivation367Conceptual Thinking367Developing Others367Customer-Service Orientation4The Four-Circle ModelIndiv

34、idual CompetenciesOrganisational ClimateManagerial StyleJob RequirementsManagerial Effectiveness Four key factors affecting organisational performance0%10%20%30%40%50%60%70%80%90%100%10%20%30%40%50%60%70%80%90%100%1999 McBer and Company,Inc.All rights reservedManagerial Style InventoryParticipant Ve

35、rsionAsia Norms66=Dominant50-65=BackupCoerciveAuthoritativeAffiliativeDemocraticPacesettingCoaching0%10%20%30%40%50%60%70%80%90%100%CoerciveAuthoritativeAffiliativeDemocraticPacesettingCoaching10%20%30%40%50%60%70%80%90%100%Managerial Style InventoryEmployee Version(N=5)Asia Norms66=Dominant50-65=Ba

36、ckup1999 McBer and Company,Inc.All rights reservedThe Four-Circle ModelIndividual CompetenciesOrganisational ClimateManagerial StyleJob RequirementsManagerial Effectiveness Four key factors affecting organisational performanceOrganizational Climate of Outstanding and Typical ExecutivesResponsibility

37、RewardsTeam Commitment0102030405060708090100FlexibilityStandardsClarityTotalOrganizational Climate Good ExecutivesOutstanding ExecutivesClimate DimensionsEmployee AssessmentRewardHow willemployees be compensated?Recruitment and SelectionHow should qualified candidates be identified,assessed and sele

38、cted?Career PlanningHow can we help employees realise their potential and aspirations?CompetencyModel and ProfilesTraining&DevelopmentWhat are the development requirements for our roles?How can we build these capabilities?Succession Planning and Work Force Audit What capabilities do we have?What do

39、we need?Performance ManagementHow will we drive superior performance?Mission/VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg./Management Development PlanningTraining/DevelopmentReward Strategy&SystemRecruitment/StaffingOrganisation Structure/ProcessesMis

40、sion/VisionJob EvaluationGradingRole ClarificationJob AnalysisKey Performance IndicatorOrganisation Culture(Values)Target Job CompetenciesIndividual CompetenciesC-Sort MethodologyFields of ManagementI.R.M.A.Process MappingHay JA/JEHay MethodologyCompetencies Modeling PSE/PVQLSI/MSIOCS/ECI 4 Circle M

41、odelIceberg ModelEngaged PerformanceHLSPaynet External CompetitivenessExecutive/Masterful CoachingMMPIBEIAlignment of Business StrategyAlignment of HRStrategyAlignment of EmployeeNeedsEngaged PerformanceBusiness Model.People ModelEngaged PerformancelLifestylelWorkstylelBuilding for the FuturelQualit

42、y of WorklTangibleslCarslClubslDiscountslRetirementlHealth&WelfarelHolidayslAnnual IncentivelBonus/Spot AwardslBase SalarylHourly WageCommon ExamplesActive BenefitsPassiveBenefitsLTIReward ElementsShort Term VariableBase CashDefinitionlStock/EquitylPerformance SharesTOTALDIRECTTOTALCASHIntrinsicAll

43、things to which we can assign a monetary value COMP ENS A T I O NInternal value or motivationTotal RewardExtrinsicEngaged PerformanceAn Employee and Employer Benefit Creating the Right Environment Sends a Message to Employees About the Companys ValuesEMPLOYER BENEFITInnovation,Optimal Performance,Su

44、stained Competitive Advantage,Higher Shareholder Return EMPLOYEE BENEFITEnergize Employees(Physical,Mental and Emotional Wellness)Enhance Quality of LifeTangible RewardsInspiration/ValuesQuality of WorkFuture Growth/OpportunityWork/Life BalanceEnabling EnvironmentTangible RewardsInspiration/ValuesQuality of WorkFuture Growth/OpportunityFuture Growth/OpportunityWork/Life BalanceEnabling Environment