Performance Management
老外的一份绩效管理英文版
It involves setting clear performance standards, assessБайду номын сангаасng employee performance against these standards, providing feedback, and creating development plans to improve performance
Link rewards to performance
01
Ensure that rewards and incentives are closely linked to individual performance and organizational goals
Recognition programs
Feedback and Recognition
Provide feedback on performance and recognize outstanding achievements
绩效管理体系(PerformanceManagementSystemPMS).
绩效管理体系（Performance Management System PMS）绩效管理体系（Performance Management System PMS）是物业管理公司公司内部管理的润滑系统.绩效管理体系作为一个完整的管理系统，组织、管理层和员工都将全部参与进来，通过和员工沟通的方式，将物业管理的计划目标、工作标准、管理方式和手段以及员工的绩效目标等管理的基本内容确定下来，在持续不断沟通的前提下，帮助员工清除工作过程中的障碍,提供必要的支持、指导和帮助,与员工一起共同完成绩效目标，达到组织目标实现和员工职业生涯计划共同实现的双赢的目的。
绩效管理体系分三个层次实施：1、绩效考核（评)，分业绩考核和素质考评两个方面.业绩考核是对企业目标计划与完成情况对照过程，也是对员工业绩完成情况的认定过程，其结果直接与工资奖金挂钩；素质考评是实现企业育人的主要途径,其结果作为员工晋升淘汰的依据之一。
2、绩效评价.绩效评价就是针对业绩考核和素质考评中发现的不足，分析原因找出问题.3、绩效提高。
绩效提高就是依据绩效评价所发现问题和存在的原因，帮助员工制定纠正措施，达到公司的工作要求.一、业绩考核要素的确定业绩考核是公司对部门和员工工作业绩考核认定的途径和手段。
关键考核要素分“绩”、“勤"两个方面，其结果：一是实行“双挂”,即工资挂钩、与年终奖励挂钩;二是作为绩效评价和绩效提高的依据（参照附件一:《物业管理公司绩效管理实施办法》）。
1、业绩考核要素物业管理公司业绩考核要素分为两类：即公共考核要素（占20％）和工作考核要素（占80％）。
其中工作考核要素又分为主要工作要素和日常工作要素（见下表）公共考核要素主要考核部门和员工共有性质的要素.工作考核要素主要是对部门和员工工作结果的考核，制定工作考核内容的要素有七个方面：一是公司制度规范二是主要工作流程;三是专业操作规范、操作指南和工作要求;四是国家建设部《全国物业管理示范小区考评标准》和《国家物业管理协会服务等级标准》；五是职业道德规范；六是岗位职责要求；七是行业所提出的特殊要求（如特种设备）.公共考核由行政管理部门和职能管理部门共同实施考核;工作考核分两个操作层次：公司对部门的考核和部门对员工的考核，由职能管理部门实施。
performance management
Carrying out
Planning
Types of Learning and Development
◆Off-job methods (e.g. MBA) ◆Learning in the job (e.g. Coaching) ◆E-learning
Evaluating Performance Management
Source from:Michael Armstrong (1994) Performance Management. Kogan Page.London.p181
Performance Management as a process
According to the framework, it's to know which performance management is a top-down affair: Less focus on retrospective performance assessment and more concentration on future performance planning and improvement Identification and recognition of outputs which are defined in qualitative terms and not just quantitative ones A freer, upwardly managed process A more coaching and counseling style of appraisal with less emphasis on criticism
Source from: Armstrong Michael (1994) Performance Management. Kogan Page Limited London, pp.23
performance management system(性能管理系统)
1AMOEBA MANAGEMENT: LESSONS FROM KYOCERA ON HOWTO PROMOTE ORGANIZATION GROWTH, PROFITABILITY, INTEGRATION, AND COORDINATED ACTIONRalph W. Adler and Toshiro HiromotoDepartment of Accountancy, University of Otago, New Zealand and GraduateSchool of Commerce and Management, Hitotsubashi UniversityAbstractThe design and operation of management control systems, what is increasinglybeing referred to as performance management, has occupied the attention of managers and scholars alike for the past 50 years. This paper discusses aJapanese-introduced concept called amoeba management, a concept that hasthe potential to revitalize and reinvigorate stale and stolid organizations. Whilethe amoeba approach looks on the surface to be quite similar to the operation ofprofit centers, in actual fact amoeba management goes well beyondorganizational structuring. Using Simon’s framework, this paper shows howthe amoeba approach embodies all the characteristics of a completeperformance management system. Amoeba management is well supported by Japan’s unique national culture. As a consequence, its transferability to other settings, such as Anglo-American ones, may be far from straightforward andmay require additional, compensating mechanisms.Keywords: performance management, management control, Simons, responsibility centersAmoeba managementAmoeba management seeks to structure a company into small, fast-responding, customerfocused,entrepreneurially-oriented business units operating like independent companies that sha re a united purpose, i.e., the parent organization’s goals and objectives. The amoebas areintended to act in coordinated independence from each other. The goal is to empower eachamoeba to the point that each is akin to an independent company, with each seeking to manage its profitability.The use of the word “amoeba” is meant to capture the concept of an entity at itssmallest,most elemental level, as well as to describe its life-like capability to “multiply and changeshape in response to the environmen t” (Inamori, 1999: 57). In other words, amoeba management is intended to offer a spontaneous, homeostatic response to a business world thatfeatures rapid, dynamic change.Amoebas typically consist of 5-50 employees. Each amoeba is responsible for a meaningfulorganizational activity, an activity that is meant to mirror what currently exists (or could exist) in the outside, competitive environment. The amoeba manager and his/her employeesare encouraged to act like the owner of a small, independent company. Accordingly, the manager is responsible for a wide range of activities, including the regular ongoing daily2activities of purchasing raw materials and hiring and scheduling labor, as well as the morestrategic activities of new product and new market development. Ultimately, the amoebamanager is meant to be responsible for managing his/her unit’s profitability, and in the process becomes not just a valued and respected managerial decision maker but part of a setof de facto business partners.Reliance on a myriad of small, loosely coupled amoebas creates a critical management challenge: how to ensure organization-wide harmony and coordination. For without this harmony and coordination, amoebas could undermine other amoebas' or, ultimately, the entire organization's performance (Inamori, 2007: 79). Accordingly, as Hiromoto (2005) points out, amoeba management features interactively cycling micro-macro loops (MMLs) ofinformation flows between the organization as a whole and its individual amoebas. In particular, as Hiromoto (2007: 98-102) notes, the information flows focus on disseminatingand receiving information related to two main factors: 1. organizational values and management philosophy and 2. organization-wide and amoeba-level performance.The exami nation of amoeba management can be facilitated by applying Simon’sperformancemanagement framework. Accordingly, Simons’ performance management framework is nextintroduced and discussed. Following this discussion, Simon’s framework is applied to understand how an amoeba system operates and what it is expected to achieve. The experiences of Kyocera, a Japanese manufacturer of ceramics and printing-related devices, inusing amoeba management are liberally drawn upon to showcase its features and illustrate itspractices. In the final section, the paper’s conclusions, and implications of these conclusions,are offered.Simon’s performance management frameworkSimon’s performance management framework is characterized by four dimensions: belief,boundary, diagnostic, and interactive systems. Belief systems comprise the inherent values ofan organization. These values are often a product of how senior managers define their particular organization’s mission and view the relationships among its key stakeholders. Anorganization’s values manifest themselves in the folklore, stories, symbols, and attitudes thatare routinely expressed by the organization’s members.Boundary systems are commonly referred to as the “rules of the game.” While Simons suggests that these rules of the game are best expressed in the negative, such as a statementlike “the company will not source its inputs from sweatshops,” these negative expressions canbe readily seen as the flip side of positive expressions. For instance, the above negative expression can be reworded as “the company will only source its inputs from suppliers whosework practices include internationally-deemed acceptable standards of workers’ rights andsafeguards of employee health and safety.” Accordingly, what most matters for boundarysystems, especially if the organization seeks to promote employee initiative andcreativity, isnot whether the boundaries are negatively or positively stated but that only the minimumnumber and most crucial set of boundaries are imposed. To do otherwise will constrain employee action and creativity.Diagnostic systems are the set of measures that an organization routinely collects for the purpose of ensuring that the organization is basically on track for doing what it needs to do.The measures are meant to provide managers a quick assessment of how their organization isperforming, with this performance generally being relative to a set of predetermined3standards or benchmarks. Assuming that the measures indicate performance is near the benchmark or within certain prescribed parameters, then the employee needs to take no further action. It is only when the measures signify some type of abnormal performance thatemployee investigation and action is required.Interactive systems refer to the use of surveillance practices of and the promotion of employee conversation and debate about organizational challenges that are likely to significantly impact the organization’s strategy and/or the implementation of it. As Simon’snotes, interactive systems cover the kinds of challenges that are likely to give managers sleepless nights. Managers and their employees must remain vigilant to these environmentalopportunities and threats. They do so by ensuring that their organizations regularly and frequently gather data about the direction and movement of these key challenges, and subsequently ensuring that the data serves to situate and motivate employee thinking andaction.Amoeba management at KyoceraTable 1 uses Simon’s four dimensions of belief, boundary, diagnostic, and interactive systems to describe and discuss amoeba management at Kyocera. As previously noted, Kyocera is a Japanese manufacturer of ceramics and printing-related devices. It is a pioneerand leading innovator in the use of amoeba management.Amoeba management system features Amoeba outcomesBelief·Purpose of work·Purpose and responsibilities of acompany·High trust·Customer-oriented philosophy·All organizational membersare treated as true businesspartners·Entrepreneurial orientation·Fast, self adjusting subunitrelationships akin to a livingorganism·Amoeba unit success isachieved but not at thesacrifice of corporatesuccess· Organization growth·Organization profitability·Organizational integration·Coordinated actionBoundary·Nothing should be hidden·Diagnostic ·Profit margin chart·Order backlog dataInteractive·Daily meetings involvingmanagement group and amoebaleaders·Daily meetings involving amoebaleaders and amoeba members·Monthly meetings involving businessheadquarters, sectional, divisional,departmental and amoeba leadersTable 1: Amoeba management illustrated using Simon’s performance managementframework4Belief systemsKyocera’s amoeba management system is predicated upon and enabled by a set of powerfulorganizational values. The extensive nature and uniqueness of these organizational values isat the core of why Inamori (1999: 58) views amoeba management “as a management system,not merely a technique.” While some of the values are gene ric to Japanese companies, othersare unique to Kyocera.Amoeba management success can only occur when amoeba managers and employees act likeindependent, profit conscious companies and do so in a way that does not compromise thegreater good of the company. As previously noted, MML information flows, and in particularthe MML comprising organizational values and management philosophy, are used to temperselfish behavior. Kyocera’s organizational values are a product of both Japan’s national culture and its founder, Kazuo Inamori.As noted in the work of Hofstede (1991), Japanese culture is characterized by high collectivity. As such, Japanese people are more willing to put the needs of their collectivegroup ahead of any one person’s individual needs. This manifest itself in such ways as Japanese workers being more likely to agree with such statements as, “I want to live up to theexpectations of my family, friends, and society.” Such an attitude of placing one’s wider society first helps to ensure that the amoebas are working for the greater good of their company, and not just for their own self interest.Japanese workers’ conceptions of what work is serves as a further check on amoebas actingout of selfishness. Whereas it has been noted that Americans see work as a disutility, something that has to be done to acquire leisure, Japanese workers view work as a valued enditself. In particular, as Sullivan (1992: 71) has long pointed out, for the Japanese, “work iswhat one does if one is a good person.” Kazuo Inamori reinforces this idea when he writesthat “work can provide a degree of spiritual satisfaction.” This understanding of Japanesepeople’s views of work gives rise to Akio Morita’s, the founder of Sony, description of workas a useful tool for ensuring that the interests of owners, managers, employees, and even society are achieved.Kyocera is a perfect showcase for how work serves to define workers and produce societalbenefit. The mission statement of Kyocera is stated as:To provide opportunities for the material and intellectual growth of allemployees, and through our joint effort, contribute to the advancement ofsociety and mankind.In addition to the role national culture plays in helping to ensure the unselfish operation ofamoeba management in Japan, Kyocera’s history and, in particular, the background of itsfounder, Inamori, exert a key role. As Inamori (1999: 25) notes, his background as an electrical engineer at Shofu provided scant preparation for his role as founder and CEO ofKyocera. Compounding this problem, a problem which he described as his having “absolutely no experience, no background in management, and no confidence of success”(1999: 25), was the fact that there was no one to mentor him or offer experience, managementadvice, or confidence. Inamori describes the loneliness and isolation he felt during these initial days. It was at this point that he realized the need and benefit that could come fromempowering his employees and letting them share in the responsibility of being an owner.5Such empowerment, or so he felt, would allow him to gain the business partners he so desperately craved.Inamori acutely understood that appointing people to management positions did not changethe fact that his company sorely lacked management expertise. He further understood thatthere was no quick solution to obtaining this management expertise. Accordingly, soon afterassuming his role as Kyocera’s CEO, Inamori came to the conclusion that the best way tooperate his company was to base managem ent decisions on whether they were the “right thing to do as a human being,” which Inamori further defined as the things that your parentsand teachers taught you were right (Inamori, 1999: 31). This, in turn, led him to adopt as thecompany’s corporate mo tto: Kei Ten Ai Jin, which translates into “respect the divine and lovepeople.”Kyocera’s corporate motto is a key factor behind the success of its amoeba management system. First, it helped the company, including the CEO and his amoeba managers to overcome their collective lack of management expertise. More specifically, the corporatemotto provides a clear framework on which management decisions could be based. A secondbenefit of the corporate motto is that it helps to preclude the occurrence of selfish amoebabehavior. In particular, the corporate motto serves to instill in its employees the values ofbeing “unselfish and noble” (Inamori, 1999: 28), and this helps ensure that the looselycoupled,entrepreneurially-inspired amoebas will act for the greater good of the company. There are two further parts to Kyocera’s belief system that promote its amoeba managementsuccess: high trust and a customer-oriented philosophy. The strong Japanese work ethic notedabove and Japan’s commitment to the philosophy of total quality management help underpinand make possible the high trust and customer-oriented philosophy.Unlike a western view that sees employee behavior and motivation as a nexus of quid proquo relationships between the organization and its employees (see, for example, Bass, 1985,and his concept of transactional leadership), amoeba management views worker motivationas the product of a person’s inherent desire to know that he/she has contributed to the good ofthe company and, by so doing, has earned the respect and appreciation of his/her peers (Inamori, 1999: 59). The belief that workers are naturally striving to produce their best andthe organization’s best performance creates an environment of full trust, and helps transformthe view of workers from simply being empowered employees to being the true businesspartners that Inamori so deeply craved when he set out to develop his amoeba managementsystem.Without full trust for the capabilities and motivations of his employees, Inamori’s Kyocerawould never have been successful in creating and implementing an amoeba managementsystem. He had to believe that his employees shared his sense of duty for making high qualityproducts, ones that customers respected and valued. A lack of trust or a misplaced sense oftrust is inimical to the use of an amoeba management system.A customer-oriented philosophy is a further characteristic of Kyocera’s belief system and anintegral part to supporting the operation of its amoeba management. Inamori describes theneed for amoeba employees to be their “customers’ servants” (Inamori, 1999: 41). According to Inamori (1999: 41), this means not accepting the role with reluctance but doingso willingly and graciously. The amoebas are encouraged to produce “crisp” products, orwhat Inamori (1999: 43) refers to as “cutting edge quality that reminds our customers of the6crisp touch of freshly-printed paper money.” By striving to be a customer’s servant, and itmust be remembered that these customers can be either internal or external to the company,amoebas will ensure their coordinated, harmonious, and successful actions.Boundary systemsThe idea of not hiding information, and instead ensuring transparency in all activities, is animportant boundary system for organizations that wish to use amoeba management. As Inamori (cf HBR case, footnote 52) notes, if the goal is to encourage employees to adopt themindset of a business operator, then the organization needs to disclose as much informationas possible about company circumstances. To do otherwise is akin to the mistake of failing toequate authority with responsibility.The desire to share and expose information to the organization’s collective scrutiny is a classic feature of total quality management. The identification of organizational constraints,bottlenecks, or problems, as TQM proponents will commonly point out, typically offers significant opportunities for organizational improvement and competitive success. Due to thefact that amoebas are meant to operate in an organic, homeostatic manner in relation to theirdynamic environment, the receipt of information, especially information about a failing internal process or a changing external environment, are vital to the successful operation ofthe amoebas.It is for these reasons that Inamori requires his amoeba managers to be completely open andcandid about their business performance. He understands that amoeba management will notwork in an environment where people fail to fully disclose information or look forexcuses.Accordingly, he expects his employees to indentify what went wrong and how the problem isgoing to be overcome. As noted above, the fact that trust is a very strong part of Kyocera’sbelief system means that amoeba managers are able to openly and honestly discuss the situation, without fear of retaliative or punitive actions.Diagnostic systemsThe idea behind amoeba management is to empower workers to the point that they becomeindependent owners and ultimately interconnected business partners of the organization. When Inamori conceived his amoeba management idea, he used the model of food stall seller. According to Inamori, there were just a few, basic factors that amoeba managers andtheir employees needed to monitor: revenues and expenses.By subdividing the company into meaningful organizational activities, such as those thatcould realistically exist in an outside company, and assigning a transfer price to transactionsbetween the loosely coupled amoebas, it became readily possible for amoeba managers tomanage their unit’s profitability. As one refinement to the calculation of amoeba unit profitability, the profit of an amoeba is divided by the amoeba’s total number of labor hoursfor the given period of time. This produces an hourly efficiency number that can be used asan index for comparing amoebas with each other. In fact, the hourly efficiency measure isused at all levels the company: amoeba, divisional, and corporate. These hourly efficiencymeasures are captured in what are termed “per-hour profit margin charts,” which are indicative of dashboard indictors and ultimately diagnostic control.7Amoeba management is especially well suited to fast-paced, dynamic markets. As Inamori(2006) notes, under such environments it is essential “to flexibly addr ess these changesand tomake preemptive moves ...” For example, if the market price for the company’s end productfalls, then the amoeba management system is meant to create what the literature defines as a“reflexive,” “spontaneous” reaction to the prices the company’s amoebas charge one another.Of course, the changes in pricing are likely to also be accompanied by an equally “reflexive”and “spontaneous” change to the respective amoebas’ production levels. It is for this reasonthat order backlog data becomes a particularly important indicator of performance and management action. The order backlog data provides essential data for developing futuresales and production plans. Accordingly, the order backlog data becomes another importantdashboard indicator that is used for diagnostic control.Interactive systemsThere is a constant and continual need to ensure the coordinated action of the loosely coupledamoebas. While an organization like Kyocera’s belief system is the primary means by whichthis coordination is achieved, Kyocera takes advantage of other techniques for coordinatingits amoebas’ activities. Face-to-face contact through the use of daily meetings and monthlymeetings forms the primary supplementary vehicle for achieving this coordination. Daily meetings are held within each amoeba. The workers meet to discuss and comment onthe recent (generally the previous day’s) performance of their amoeba. While the hourly efficiency is used to motivate the discussions, it is important to understand that the hourlyefficiency is only the beginning point for the discussions. The meetings are intended to getbehind the numbers and understand why and how the hourly efficiency appears as it does.There is also a daily meeting held between amoeba leaders/managers and the divisional management group. Again, although some of the dashboard indicators of hourly efficiencyand order backlog motivates the meetings, the purpose is to get behind the numbers and engage in a dialogue that discusses and shares ideas for i mproving the amoebas’ and the division’s performance.Once each month there is a meeting involving amoeba leaders, divisional heads, sectionalheads, and participants from headquarters. Similar to the daily meetings, the intention is to gobeyond merely presenting performance data, and to begin indentifying and debating criticalmarket trends and their implications for the company, from the aggregate level all the waydown to its various amoebas.ConclusionDrawing upon Simon’s (1995) framework, the amoeba system, as exemplified by Kyocera,can be seen as a full-bodied performance management system. While the amoeba system wasmodestly championed by Kyocera’s CEO, Inamori, as a way to compensate for his lack ofmanagerial nous, the reality is that the amoeba system represents a very shrewd way to promote fast response to highly competitive and quickly changing external environments.Amoeba management’s kaizen approach to quality and cost might be seen, and rightfully so,as being similar to other Japanese management techniques. But in addition to its emphasis onquality and cost, and what helps set amoeba management apart from such techniques as TQMand JIT, is the additional entrepreneurial dynamism that amoeba management brings to a8company. Amoeba management seeks to develop this entrepreneurial spirit by empoweringall employees and instilling in them the sense and pride of being business partners. The ultimate aim of amoeba management is to inspire an organizational-wide effort to pursueimprovements in product/service cost, quality and innovation.Amoeba management can, as Inamori often promotes it, be a highly successful means forjolting organizations, whose market success has taken them from being small and agile tolarge and lethargic, out of their lethargy and back to being quick, nimble, and customerresponsive.In addition, however, it would appear that amoeba management, especially inregard to its attention to the simultaneous improvement across the three dimensions of cost,quality and innovation, is an especially pertinent technique for organizations operating inhyper competitive settings. As Adler (2006) notes, for these organizations, which are likely tobe pursuing either consciously or unconsciously Cooper’s (1995) idea of confrontation strategy, there is no opportunity to make trade-offs between cost, quality and innovation.Attention to and improvements across all three are necessary just to stay competitive andremain viable.Amoeba management therefore is relevant to many organizations operating across many different settings. Though the need for amoeba management may be great, its successful adoption is unlikely to be easy or straightforward. This is likely to be especially true for Anglo-American organizations, which are unlikely to be able to readily draw upon or developthe kind of belief systems needed to support amoeba management system adoption. As notedabove, the collective/team oriented approach of Japanese workers, combined with their viewsabout work being a valued end itself, are important supporting mechanisms of amoeba management. It may prove difficult for Anglo-American organizations to develop suitablestrategies to overcome their handicapped position on these two factors or come up withalternative means for compensating this disadvantage. There will, however, likely be lessonsto be learned from the previous transplantation of other Japanese management techniques(e.g., TQM) to Anglo-American settings, and these lessons could feature as a guide to theadoption of amoeba management as well.ReferencesAdler, R.W. (2006) “Confrontation strategies and the design of performance managementsystems,” Chartered Accountants Journal, Vol. 85, No. 2, pp. 55-58.Bass, B.M. (1985) Leadership and Performance Beyond Expectations. New York: Free Press.Cooper, R. (1995) When Lean Organizations Collide: Competing Through Confrontation,Cambridge: Harvard Business School Press.Hofstede, G. (1991) Cultures and Organizations. London: McGraw-Hill.Inamori (1999) Respect the Devine and Love People, SanDiego: University of San DiegoPress.Inamori (2007) A Passion for Success, Singapore: McGraw-Hill.Mayo, A.J., Egawa, M. and Yamazaki, M. (2008) Kazuo Inamori, A Japanese Entrepreneur,9Simons, R. (1995) “Control in an Age of Empowerment,” Harvard Business Review, pp. 80-81.Sullivan, J.J. (1992) “Japanese management philosophies: from the vacuous to the brilliant,”California Management Review, Winter, pp. 66-87.。
CommScope ServAssure NXT Performance Management 说明
Page of 12Intelligent performance management for PON and HFC networksCommScope’s ServAssure NXT solution suite provides end-to-end visibility across the entire service delivery environment, helping operators find and resolve problems before they impact the subscriber, and optimize operations to improve customer experience Organizations transforming their networks, evolving toward distributed architectures and next generation access technologies, are controlling the complexity and achieving success with ServAssure NXT software. Maintaining home grown and open-source solutions has proven unsustainable as technology advances often outpace in-house development efforts.How it works:ServAssure NXT Performance Management combines intelligent analytics with CommScope’s domain expertise to help service providers unleash the power of data to prevent and solve performance issues.First, key performance information about the network, field service, and subscribers, is collected, normalized, and enriched, making it available to the organizations and applications that rely on it.Then, an AI-driven platform is provided for deep analytics, helping you unlock key insights about your physical HFC and PON network, service quality, bandwidth & capacity risks, service theft, and upsell opportunities, guiding sound decisions and prudent investments.Proven Benefits:Increase customer satisfaction and lower the volume of calls to your call centerDiscover and resolve plant issues before subscribers are impactedReduce OpEx dramatically via smarter and fewer truck rollsImprove quality of technician visits and Mean Time To RepairSave IT and ops expense through consolidation of OSS tools and processes Minimize risk during network transformation processThe ServAssure NXT software portfolio includes the following:provides service performance trending, risk analysis, and troubleshooting across HFC & FTTx networks – ServAssure® NXT - Analyze including high-rate graphing, real time tools, and the ability to drill down from enterprise & regional view down to individual neighborhoods and devices easily.delivers automated identification and prioritization of existing and potential service impairments - ServAssure®NXT - Alarm Central Network Outage Management, Proactive Networking Monitoring, Fast Outage Detection, and Intelligent Spectrum Analyzer.provides business intelligence, big data visibility, integration, and export.ServAssure®NXT - Insight allows for flexible and reliable telemetry collection, real-time requests, and data enrichment.ServAssure®NXT - Collection Platform ServAssure NXT has been deployed globally. It’s open and modular, architected to address the reliability standards of tier-one serviceServAssure NXT has been deployed globally. It’s open and modular, architected to address the reliability standards of tier-one service providers, but lean enough to support smaller organizations. The system is highly configurable, and it can be deployed onsite, a growing number of operators are opting for the SaaS model – deployed in the cloud and fully managed by CommScope.As an open system, ServAssure NXT provides multiple paths for integration. Streaming telemetry is available for organizations that requirea common, centralized collection source, highly performant APIs are available for real time queries & actions, bulk historical data is available from ServAssure’s data lake, and highly customizable notifications allow operators to receive alarms programmatically.With patented "finger-printing", and health scoring for plant & home visibility, ServAssure NXT provides organizations with a centralizedplace to view service delivery in a normalized way, across all hardware vendors and access technologies.How we work:The ServAssure software team leverages a development operations (DevOps) approach to deliver its software solutions with the highest possible quality, while speeding the delivery of new features and updates. By fostering a culture of constant communication throughoutthe product development lifecycle, and leveraging automated continuous build and test processes, the ServAssure team delivers an ever-expanding roadmap – providing continuous value to customers.Product ClassificationRegional Availability Asia | Australia/New Zealand | EMEA | Latin America | North AmericaProduct Type Service assurance software22Page of。
【PM】2020年6月ACCA PM(F5) Performance Management (PM) 复习笔记 9 - 必考内容
【PM】2020年6月ACCA PM（F5）Performance Management (PM) 复习笔记9 - 必考内容ACCA Performance Management - 9Part D-3. Further variances analysis3.1 Material mix and Yield variances3.2 Sales mix and Quantity variances3.3 Planning and Operating variances必考！！角度三选一且考核形式固定3.1 Material mix and Yield variancesAQ act. mix: 实际产量下原材料的实际用量SQ std. mix: 实际产量下原材料的标准用量AQ std. mix: 用标准比例分配的原材料实际用量Material Mix variance相同生产效率下原材料比重的变化(1)(2)原材料用量的差异*std price=mix varianceMaterial Yield variance相同原材料比重下生产效率的变化(2)(3)原材料用量之差*std price=yield varianceInterpretations of Adverse (A)Mix variance (A)A higher proportion of an expensive material is being used多用了贵的原材料Yield variance (A)less output has been achieved for a given input相同投入获得较少产出/获得相同产出时投入较多*补充：Material usage variance选择题可用下方公式↓：大题使用上方表格计算↑Material usage variance=mix variance + yield variance3.2 Sales mix and Quantity variances同一人负责销售多种产品AQ act. mix: 实际总销量SQ std. mix: 标准比例下的标准销量AQ std. mix: 用标准比例分配的总销量Sales mix variance相同销售能力情况下销售比重的变化Sales quantity variance相同销售比重下的销售能力的变化Sales volume varianceSales volume variance=mix variance + quantity varianceStd MarginMarginal costing: contribution per unitAbsorption costing: profit per unit3.3 Planning and Operating variancesSalesMaterials LaborsAdvantages P &O variances①Highlights controllable and non-controllable②Increase the acceptance 增加评估的接受度③Fair reflection 更加公允*解题先列数据表。
Performance Management 绩效管理
Evaluation Mechanism 評估機制的特色
Reliable 可信賴的 Able to provide accurate information about an individual’s performance
完成績效管理評估表格
Objectives review of last year and set staff’s objectives for coming year.
Schedule & conduct performance discussion with employee
為員工上年度所定的目標作回顧及制定來 年的目標
評估者簽署己完成的績效管理評估表格並 交予人力資源部
P.9
Performance Management – Role 績效管理 – 角色
Appraisee’s Role
Gather relevant data on your performance and prepare discussion with the appraiser
Attend Performance Evaluation meeting with your manager and share your self evaluation of your performance over the year Discuss your key accomplishments and areas would like to improve/develop in If objectives are applicable, please discuss preliminary objectives for the next fiscal year
【精品】Performance Management Beida Presentation(绩效管理)
Performance Ownership
Dialogue (continual) Shared accountability for results Raise performance of organization
Role of Employee
Source: D. Karvetz, The Human Resources Revolution
Less Successful Companies
86% 80% 70% 67% 62%
30% 26% 4% 27% 10%
Highly Successful Companies are defined as having—
0109-9271-HAYG Lemaire 3
Improving Performance Management Improves Business Results
Number of Employees
Source: Hay/McBer
Performance
Optimizing the performance of your people will have a positive impact on business performance
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?
人力资源管理六大模块英文版
人力资源管理六大模块英文版1. RecruitmentRecruitment plays a crucial role in human resource management. It involves sourcing and hiring qualified candidates for various job positions within an organization. The recruitment process typically includes job posting, screening resumes, conducting interviews, and selecting the most suitable candidates. This module is essential for ensuring that the organization has a skilled and competent workforce.2. Training and DevelopmentTraining and development is another critical module in human resource management. It focuses on enhancing the skills, knowledge, and abilities of employees through various training programs and initiatives. This module helps in improving employee performance, fostering employee growth, and increasing overall productivity. It may include on-the-job training, workshops, seminars, and employee development plans.3. Performance ManagementPerformance management is a module that focuses on evaluating and managing employee performance. It involves setting performance goals, conducting regular performance reviews, providing feedback, and addressing any performance-related issues. This module helps in aligning employee performance with organizational goals and identifying areas for improvement. It may also include performance appraisal systems and performance-based rewards.4. Compensation and BenefitsCompensation and benefits module deals with employee compensation and rewards. It involves determining salary structures, designing employee benefits packages, and administering various compensation programs. This module ensures that employees receive fair and competitive compensation and incentives for their work. It may include salary negotiations, bonus programs, health insurance, retirement plans, and other employee benefits.5. Employee RelationsEmployee relations module focuses on maintaining positive relationships between employees and the organization. It involves addressing employee grievances, managing conflicts, and promoting a positive and inclusive work environment. This module helps in fostering employee morale, job satisfaction, andoverall employee engagement. It may include employee assistance programs, conflict resolution procedures, and employee engagement initiatives.6. HR AnalyticsHR analytics module utilizes data and analytics to make informed decisions and strategies in human resource management. It involves collecting, analyzing, and interpreting HR data to gain valuable insights into workforce trends, employee performance, and organizational effectiveness. This module helps in making data-driven decisions regarding recruitment, training, performance management, and employee development. It may include data tracking systems, HR metrics, and predictive analytics.The integration of these six modules - Recruitment, Training and Development, Performance Management, Compensation and Benefits, Employee Relations, and HR Analytics - contributes to effective human resource management. Each module plays a vital role in attracting, developing, and retaining the right talent, ensuring employee satisfaction, and achieving organizational goals.Note: Markdown文本格式是一种简单的标记语言，你可以将以上内容复制到Markdown编辑器中，然后将其保存为Markdown格式的文件。
人力资源管理 Session_Eight_-_Performance_Management
Performance Management cycle
A cyclical, repeatable process
Corporate Strategic Goals Process Review Monitoring and feedback
Goal setting cascade – Department, team and individual
Solving performance problems
• Sometimes problems will exist that need to be explored and solutions founds; can be through counselling, training and development • Important to involve employee in process • NOTE : Performance issues should be identified and dealt with prior to formal review meeting.
Measurement
• Measurement provides the basis for providing and generating feedback – can form the basis for development • All objectives must be measurable – how do you know if an objective has been satisfactorily achieved?
Objectives
• Can be expressed as targets (eg sales, new business generated by way of accounts, reduction in bad debt, etc..) • May be work related or personal, eg learning • SMART – Specific, Measurable, Achievable, Relevant, Timed • All objectives should be focused on achieving overall organisational goals • Objectives should interlink
Performance Management Training - goal setting
9
练习1：配对学员，分别描述下属岗位的目标
每人思考给自己的下属岗位写出3项绩效目标（结果/过程目标）、3项能力 发展目标，互相检查是否符合定义要求。
10
第二单元
S.M.A.R.T目标设定原则
11
什么是S.M.A.R.T原则？
S代表具体 (Specific) M代表“可度量 (Measurable)
14 14
S.M.A.R.T原则 Measurable可衡量的(2)
• 以具体行为作为关键事例衡量过程和能力 • 日常观察，列出直接相关的具体行为，例如：促进团队沟通 – 他每个月都会开一次例会，除了轮流汇报该月的工作完成情况 外，还会事前设定一个改进主题，邀请所有员工畅所欲言，他 喜欢向比较沉默的成员提问他们的观点和意见。最后，他会总 结成员的意见，对有分歧大地方引导大家分析并获取共识。 – 在6月的产品推广准备会上，产品经理激烈挑战销售主管没有 尽力向目标客户推广我们的活动。他劝说产品经理先聆听别人 的意见和状况，学会换位思考。
13 13
S.M.A.R.T原则 Measurable可衡量的(1)
• 量化绩效结果-时限、数量、质量和成本 • 事例： – 时限：Q3前完成所有经理的绩效管理培训 – 数量：Q4前90%的经理完成绩效评估面谈和评估表 – 质量：80%完成课程的经理能够设定至少3个符合SMART标准的目标 – 成本：年度绩效管理培训费用不超过预算
描述具体的工作指标，就每一期望结果明确陈述：“我需要 为谁做什么？” 指绩效指标是数量化或者行为化的，验证这些绩效指标的数 据或者信息是可以获得的：“我如何知道我的目标达成？”
A代表可实现 (Attainable) R代表相关性 (Relevant)
T代表有时限 (Time bound)
PerformanceManagement（绩效管理英文文献）
PerformanceManagement（绩效管理英文文献）PERFORMANCE MANAGEMENT POLICYThe Governing Body of Homerton Children’s Centre adoptedthis performance management policy on 31 October 2007.APPLICATION OF THE POLICYThe policy applies to the head teacher and to all teachers employed by the school except teachers on contracts of less than one term, those undergoing induction (ie NQTs)and those who are the subject of capability procedures.PURPOSEThis policy sets out the framework for a clear and consistent assessment of the overall performance of teachers and the head teacher and for supporting their development needs within the context of the school's improvement plan and their own professional needs. Where teachers are eligible for pay progression, the assessment of performance throughout the cycle against the performance criteria specified in the statement will be the basis on which the recommendation is made by the reviewer.This policy should be read in conjunction with the school's pay policy which provides details of the arrangements relating to teacher's pay in accordance with the School Teachers' Pay and Conditions Document.LINKS TO SCHOOL IMPROVEMENT, SCHOOL SELF EVALUATION AND SCHOOL DEVELOPMENT PLANNING To comply with the requirement to show how the arrangements for performance management link with those for school improvement, school self-evaluation and schooldevelopment planning and to minimise workload and bureaucracy the performance management process will be the main source of information as appropriate for school self-evaluation and the wider school improvement process.Similarly, the school improvement and development plan and the school's self evaluation form are key documents for the performance management process.All reviewers are expected to explore the alignment of reviewees' objectives with the school's priorities and plans. The objectives should also reflect reviewees' professional aspirations.CONSISTENCY OF TREATMENT AND FAIRNESSThe Governing Body is committed to ensuring consistency of treatment and fairness in the operation of performance management. To ensure this the following provisions are made in relation to moderation, quality assurance and objective setting.Quality assuranceThe head teacher has determined that she will delegate the reviewer role for some or all teachers for whom she is not the line manager.In these circumstances the head teacher will moderate all the planning statements to check that the plans recorded in the statements of teachers at the school:are consistent between those who have similar experience and similar levels of responsibilitycomply with the school's performance management policy, the regulations and the requirements of equality legislation The Governing Body will review the quality assurance processes when the performance policy is reviewed.OBJECTIVE SETTINGThe objectives set will be rigorous, challenging, achievable,time-bound, fair and equitable in relation to teachers with similar roles/responsibilities and experience, and wil l have regard to what can reasonably be expected of any teacher in that position given the desirability of the reviewee being able to achieve a satisfactory balance between the time required to discharge his professional duties and the time required to pursue his personal interests outside work, consistent with the school's strategy for bringing downward pressure on working hours. They shall also take account of the teacher's professional aspirations and any relevant pay progression criteria. They should be such that, if they are achieved, they will contribute to improving the progress of children at the school.The reviewer and reviewee will seek to agree the objectives but where a joint determination cannot be made the reviewer will make the determination.In this school:all teachers, including the head teacher, will have no more than 3 objectivesteachers, including the head teacher, will not necessarily all have the same number of objectivesall teachers, including the head teacher, will have a whole school objectiveThough performance management is an assessment of overall performance of teachers and the head teacher, objectives cannot cover the full range of a teacher's roles/responsibilities. Objectives will, therefore, focus on the priorities for an individual for the cycle. At the review stage it will be assumed that those aspects of a teacher's roles/responsibilities not covered by the objectives or any amendment to the statement which may have been necessary in accordance with the provisions of theregulations have been carried out satisfactorily.Reviewing ProgressAt the end of the cyc l e assessment of performance against an objective will be on thebasis of the performance criteria set at the beginning of the cycle. Good progress towards the achievement of a challenging objective, even if the performance criteria have not been met in full, will be assessed favourably.The performance management cycle is annual, but on occasions it may be appropriate to set objectives that will cover a period over more than one cycle. In such cases, the basis on which the progress being made towards meeting the performance criteria for the objective will be assessed at the end of the first cycle and will be recorded in the planning and review statement at the beginning of the cycle.APPEALSAt specified points in the performance management process teachers and head teachers have a right of appeal against any of the entries in their planning and review statements. Where a reviewee wishes to appeal on the basis of more than one entry this would constitute one appeal hearing.Details of the appeals process are covered in the school's pay policy.CONFIDENTIALITYThe whole performance management process and the statements generated under it, in particular, will be treated with strict confidentiality at all times. Only the reviewee's line manager or, where she has more than one, each of her line managers will be provided with access to the reviewee's plan recorded in her statement, upon request, where this is necessary to enable theline manager to discharge her line management responsibilities. Reviewees will be told who has requested and has been granted access.TRAINING AND SUPPORTThe school's CPD programme will be informed by the training and development needs identified in the training annex of the reviewees' planning and review statements.The governing body will ensure in the budget planning that, as far as possible,appropriate resources are made available in the school budget for any training and support agreed for reviewees.An account of the training and development needs of teachers in general, including the instances where it did not prove possible to provide any agreed CPD, will form a part of the head teacher's annual report to the governing body about the operation of the per f ormance management in the school.With regard to the provision of CPD in the case of competing demands on the school budget, a decision on relative priority will be taken with regard to the extent to which: (a) the CPD identified is essential for a reviewee to meet their objectives; and (b) the extent to which the training and support will help the school to achieve its priorities. The school's priorities will have precedence. Teachers should not be held accountable for failing to make good progress towards meeting their performance criteria where the support recorded in the planning statement has not been provided.APPOINTMENT OF REVIEWERS FOR THE HEAD TEACHERAppointment of GovernorsThe Governing Body is the reviewer for the head teacher and to discharge this responsibility on its behalf may appoint 2 or 3governors.Where a head teacher is of the opinion that any of the governors appointed by the governing body under this regulation is unsuitable for professional reasons, s/he may submit a written request to the governing body for that governor to be replaced, stating those reasons.Appointment of School Improvement Partner or External AdviserThe local authority has appointed a School Improvement Partner for the school, who will provide the Governing Body with advice and support in relation to the management and review of the performance of the head teacher.APPOINTMENT OF REVIEWERS FOR TEACHERSIn the case where the head teacher is not the teacher's line manager, the head teacher may delegate the duties imposed upon the reviewer, in their entirety, to the teacher's line manager. In this school the head teacher has decided that:The head teacher will be the reviewer for those teachers she directly line manages and will delegate the role of reviewer, in its entirety, to the relevant line managers for some or all other teachers.Line managers will be the reviewers for all those teachers they line manage.Where a teacher is of the opinion that the person to whom the head teacher has delegated the reviewer's duties is unsuitable for professional reasons, she may submit a written request to the head teacher for that reviewer to be replaced, stating those reasons.Where it becomes apparent that the reviewer will be absent for the majority of the cycle or is unsuitable for professionalreasons the head teacher may perform the duties herself or delegate them in their entirety to another teacher. Where this teacher is not the reviewee's line manager the teacher will have an equivalent or higher status in the staffing structure as the teacher's line manager.A performance management cycle will not begin again in the event of the reviewer being changed.All line managers to whom the head teacher has delegated the role of reviewer will receive appropriate preparation for that role.THE PERFORMANCE MANAGEMENT CYCLEThe performance of teachers must be reviewed on an annual basis. Performance planning and reviews must be completed for all teachers by 31 October and for head teachersby 31 December.The performance management cycle in this school, therefore, will run fromthe end of autumn half term to the end of the summer term for teachers, and from the end of autumn term to the end of the summer termfor the head teacher.Teachers who are employed on a fixed term contract of less than one year, will have their performance managed in accordance with the principles underpinning the provisions of this policy. The length of the cycle will be determined by the duration of their contract.Where a teacher starts their employment at the school part-way through a cycle, the head teacher or, the governing body shall determine the length of the first cycle for that teacher, with a view to bringing her cycle into line with the cycle for otherteachers at the school as soon as possible.Where a teacher transfers to a new post within the school part-way through a cycle, the head teacher or, the governing body shall determine whether the cycle shall begin again and whether to change the reviewer.RETENTION OF STATEMENTSPerformance management planning and review statements will be retained for a minimum period of 6 years.MONITORING AND EVALUATIONThe governing body will monitor the operation and outcomes of performance management arrangements.The head teacher will provide the governing body with a report on the operation of the school's performance management policy annually. The report will not contain any information which would enable any individual to be identified. The report will include:the operation of the performance management policy;the effectiveness of the school's performance management procedures;teachers' training and development needs.The Governing Body is committed to ensuring that the performance management process is fair and non-discriminatory and the following monitoring data should be included in the head teacher's report because they represent the possible grounds for unlawful discrimination:RaceSexSexual orientationDisabilityReligion and beliefAgePart-time contractsTrade union membership.The head teacher will also report on whether there have been any appeals or representations on an individual or collective basis on the grounds of alleged discrimination under any of the categories above.REVIEW OF THE POLICYThe Governing Body will review the performance management policy every school year in the summer term.The Governing Body will take account of the head teacher's report in its review of the performance management policy. The policy will be revised as required to introduce any changes in regulation and statutory guidance to ensure that it is always up to date.The Governing Body will seek to agree any revisions to the policy with the recognised trade unions having regard to the results of the consultation with all teachers.To ensure teachers are fully conversant with the performance management arrangements, all new teachers who join the school will be briefed on them as part of their introduction to the school.ACCESS TO DOCUMENTATIONCopies of the school improvement and development plan and SEF can be obtained from the school office.CLASSROOM OBSERVATION PROTOCOLAll classroom observation will be undertaken in accordance with the performance management regulations,the associated guidance published by the Rewards and Incentives Group and the classroom observation protocol that is appended to this policy in Annex 1.ANNEX 1 - CLASSROOM OBSERVATION PROTOCOLThe Governing Body is committed to ensuring that classroom observation is developmental and supportive and that those involved in the process will:carry out the role with professionalism, integri ty and courtesy;evaluate objectively;report accurately and fairly; andrespect the confidentiality of the information gained.The total period for classroom observation arranged for any teacher will not exceed three hours per cycle having regard to the individual circumstances of the teacher. There is no requirement to use all of the three hours. The amount of observation for each teacher should reflect and be proportionate to the needs of the individual.In this school 'proportionate to need' will be determined by the head teacher.The arrangements for classroom observation will be included in the plan in the planning and review statement and will include the amount of observation, specify its primary purpose, any particular aspects of the teacher's performance which will be assessed, the duration of the observation, when during the performance management cycle the observation will take place and who will conduct the observation.Where evidence emerges about the reviewee's teaching performance which gives rise to concern during the cycle classroom observations may be arranged in addition to those recorded at the beginning of the cycle subject to a revision meeting being held in accordance with the Regulations.Information gathered during the observation will be used, asappropriate, for a variety of purposes including informing school self-evaluation and school improvement strategies in accordance with the school's commitment to streamlining data collection and minimising bureaucracy and workload burdens on staff.In keeping with the commitment to supportive and developmental classroom observation those being observed will be notified in advance.Classroom observations will only be undertaken by persons with QTS. In addition, in this school classroom observation will only undertaken by those who have had adequate preparation and the appropriate professional skills to undertake observation and to provide constructive oral and written feedback and support, in the context of professional dialogue between colleagues.Oral feedback will be given as soon as possible after the observation and no later than the end of the following working day. It will be given during directed time in a suitable, private environment.Written feedback will be provided within five working days of the observation taking place. If issues emerged from an observation that were not part of the focus of the observation as recorded in the planning and review statement these should also be covered in the written feedback and the appropriate action taken in accordance with the regulations and guidance.The written record of feedback also includes the date on which the observation took place, the lesson observed and the length of the observation.The teacher has the right to append written comments on the feedback document. No written notes in addition to the written feedback will be kept.A head teacher has a duty to evaluate the standards ofteaching and learning and to ensure that proper standards of professional performance are established and maintained. Heads have a right to drop in to inform their monitoring of the quality of learning.Drop ins will only be undertaken by the head teacher.October 2007。
Performance Management(绩效管理英文论文)
Steve SherrettaApril 26, 2022Performance Management:Enhancing Execution Through a Culture of Dialogue Peter is Chief Executive Officer for a medical supply multinational that recentlycrafted a new strategy to counter competitive threats. The plan stressed the needto cut cycle time, concentrate sales on higher-margin products and develop newmarkets.Four months after circulating the plan, Peter did a “walkaround” to see how things were going. He was appalled. Everywhere Peter turned people, departments—whole business units—simply didn’t “get it.”First surprise: Engineering. The group had cut product design time 30%, meeting its goal to increase speed-to-market. Good. Then Peter asked how manufacturing would be affected. It turned out the new design would take much more time tomake. Total cycle time actually increased. “Our strategic plan message is notreally getting through,” Peter thought.Second surprise: Sales. The new strategy called for a shift—emphasize highmargin sales rather that pushing product down the pipeline as fast as possible.But just about every salesperson Peter spoke to was making transactional sales to high-volume customers; hardly anyone was building relationships with the mostprofitable prospects. Sales is doing just what it’s always done, Peter thought.Worst surprise: Even his top team, the people who’d helped him craft the strategy, was not sticking to plan. Peter asked a team member: “Why are you spending all your time making sure the new machinery is working instead of developing newmarkets?”“Because my unit’s chief goal was to improve on-time delivery,” he answered.“But what about company goals?” said Peter. “We came up with a good plan and communicated it very clearly. But nowhere it isn’t being carried out. Why?”Many organizations create good strategies, but only the best execute them effectively. Fortune magazine estimates that when CEOs fail, 70% of the time it’s because of badexecution.1 Weak execution is pervasive in the business world, but the reasons for it are largely misunderstood. Why is it that no one in Peter’s organization was acting in sync with the strategy? Unless we understand the reasons, we can’t hope to solve the problem. Imagine someone hi tting a tennis ball. When the brain says “hit the ball,” it doesn’t automatically happen. The message travels through nerve pathways down the arm and crosses gaps between the nerve cells. These gaps, or “synapses,” are potential breaks in the connection. If neurotransmitters don’t carry the message across the gap, the message never gets through, or it gets distorted. When that happens, either the arm doesn’t move at all, or it moves the wrong way.Creating a “culture of dialogue”Just like a nervous system, organizations also have gaps that block and distort messages. The secret to effective strategy execution lies in crossing hierarchical and functional gaps with clear, consistent messages that relay the strategy throughout the organization. Sound si mple? It’s not. The reason is that the “neurotransmitters” in organizations are human beings—executive team members, senior managers, middle managers and supervisors—whose job it is to make sure that people’s behavior is aligned with the overall strategy. Doing what it takes to achieve alignment is very difficult. It is what Ram Charan calls, the “heavy lifting” of management, and it’s the key to executing strategy.As we’ll see later, there is an important difference between companies that successfu lly align behavior with strategy and those that do not. Companies that effectively execute strategy create a “culture of dialogue.” A culture of dialogue encourages pervasive two-way communications where individuals and groups 1) question, challenge, interpret and ultimately clarify strategic objectives; and 2) engage in regular performance dialogue to monitor behavior and ensure it is aligned with strategy.Three keys to managing performanceA culture of dialogue doesn’t happen instantly, any more than a fluid tennis stroke does. It takes practice, persistence and hard work. So how exactly can leaders ensure that strategy messages go all the way down the line—that the tennis ball gets hit correctly? The three keys to managing performance effectively are:1.Achieving radical clarity by decoding strategy at the top. Many organizationsthink they send clear signals but don’t. In some cases, managers subordinate broad strategic goals to operational goals within their silos. That’s what happened with Pet er’s top team. Elsewhere, top team members often have too many “top”priorities—we’ve seen as many as 100 in one case—which results in mixed signals and blurred focus. Strategy decode requires winnowing priorities down to amanageable number—as little as five.2.Setting up systems and processes to ensure clarity. Once strategy is clear,organizations must create processes to ensure that the right strategy messages cascade 1“Why CEOs Fail,” by Ram Charan and Geoffrey Colvin, Fortune magazine, June 21, 1999.down the organization. These include: strategy-centered budget and planningsessions; staff and team meetings to discuss goals; performance managementmeetings; and talent review sessions. Dialogue drives all these processes. Eachrepresents a “transmitter opportunity,” where strategic messages are conveyed and behavior is aligned with goals.3.Aligning and differentiating rewards.Leaders must make sure rewards encouragebehaviors consistent with strategy, which sounds easy but isn’t. Differentiation is about making sure that stars get significantly more than poor performers. But almost everywhere managers distribute rewards more or less evenly. As we’ll see, lack of effective performance dialogue is a key contributor to dysfunctional reward schemes.We list these three items separately but they are, of course, interconnected. Systems and processes depend on clarity from the top. Differentiation and alignment of rewards depend on managers using performance systems effectively. Dialogue is the glue that holds it all together. But not just any dialogue will do. It must be dialogue with purpose, focused on performance.Link to company valuationCompanies that manage performance well—General Electric comes to mind—have higher market valuations. Why? Because, more and more, institutional investors view strategy execution as a vital factor influencing stock prices.Just a few years ago institutional investors relied almost exclusively on financial measures for company valuations. Now 35% of a market valuation is influenced by non-financial, intangible factors, according to a study by Ernst & Young.2 The study showed that “execution of corporate strategy” and “management credibility” ranked number one and number two in importance to institutional investors out of 22 non-financial measures. John Inch, a managing director and analyst at Bear Stearns notes that in some sectors, such as diversified industrial companies, intangibles account for even more—up to half a company’s value. “You can take even a mundane asset and inject good management and have something pretty strong,” says Inc h.2 Based on a study conducted by Sarah Mavrinac and Tony Siesfeld for the Ernst & Young Center for Business Innovation.1. Achieve Radical Clarity by decoding strategy at the topThe first step in successfully executing strategy is achieving clarity on the top team, which is frequently the source of garbled signals.Lack of Clarity at the TopA recent Hay Group study 3 shows a disturbing lack of clarity on top teams(organizational clarity measures the extent to which employees understand what is expected of them and how those expectations connect with the organization’s larger goals). The chart below shows dramatically higher levels of clarity on outstanding vs. average teams. In fact the biggest single difference between great and average top teams and typical ones was in the level of internal clarity. See Figure 1.Figure 1: Organizational Climate and Teams[Change Hay/McBer to “Source: Hay Group, Inc.” in final version]And a Lack of Clarity BelowWorkers at lower levels strongly feel this lack of clarity. Figure 2 looks at satisfaction levels for workers planning to leave their organizations within two years versus those planning to stay longer. This study showed that a key reason people leave their jobs ismore than two years at their companies,sense of direction.Figure 2: Key reasons why employees leave their companies3 Hay Group partnered with Richard Hackman of Harvard University and Ruth Wageman of Dartmouth College to identify the dynamics of top executive teams and their impact on performance. From an initial group of 48 teams, the researchers narrowed their study to 14 teams, many from large global organizations. Each team member represented the head of an organization, a major business division, or a major geography.4 Source: Hay Group, Inc. The results are from our Employee Attitude Survey, which sampled some 300 companies representing more than 1 million workers. Our survey queried management, professionals, salespeople, information technologists, and clerical and hourly workers. The “gap” referred to in the table is the “satisfaction gap” between workers planning to leave within two years and those planning to stay longer.[NOTE; HIGHLIGHT SECTION 3; MAKE IT POP GRAPHICALLY]Clarity mattersWhy do employees crave clarity? Think about it. What could be more demoralizing than the realization that your hard work is not contributing to overall company goals? Employees want to do the “right” thing, but they can only do so if they know what the right things are.Unfortun ately, as we saw in our opening vignette, companies often don’t communicate strategic goals effectively. An oil refinery client, for example, set a strategic goal to cut costs. To see how well the message had gotten through, an operations team leader held a strategy decode session where he quizzed his team members on what they felt was the chief priority. Ten team members produced four different “top” objectives, including cost-cutting, safety, environmental compliance and reducing sales processing time. The message hadn’t got through. The team leader called his team together and created a “transmitter opportunity.”“Don’t you guys realize that if we can’t cut our refining costs by three cents a gallon, they’re going to shut us down?” he said.“Is that all you need us to do?” replied the team members, taken aback. United by a clear direction and shared ownership of the cause, team members enthusiastically cut costs by five cents per gallon over the following year while continuing to maintain good safety and environmental records.Narrowing prioritiesHaving too many priorities can lead to lack of clarity. AeroMexico, for example, had worked with a strategy consulting firm that delivered a 249-page report listing key performance indicators (KPIs) for measuring progress by the enterprise. The good news was that the KPIs gave the top team metrics for measuring success. The bad news was that there were 100 of them, and they weren’t prioritized.“It was clear that execution would suffer unless we ident ified the most important ones, says AeroMexico CEO Arturo Barahona. “So we discussed which ones connected most directly with our strategic priorities and where we were in the business cycle, and each team member settled on five chief goals.” By gaining c larity on key objectives, the team greatly increased the odds that signals would transmit clearly down the line.Getting buy-in at the topHay research on teams has shown that it’s not uncommon for team members to nod their heads in agreement when new strategies are set in meetings, then go back to their division or department and carry on exactly as they had before. In effect, they end up sabotaging the plan. That’s why gaining buy-in is essential to effective execution, and dialogue is what makes it happen.IBM created an executive team consisting of six Ph.D-level technical leaders at an applied research unit. Their mission: build strong relationships with top research universities so that IBM could recruit innovative scientists capable of developing breakthrough products. The problem was that the Ph.Ds, all world-class scientists, were used to competing for research dollars and dismissing each other's ideas to advance their own. Getting them to work jointly and be held accountable for business results was going to be very difficult.In the first group meeting, the vice president simply assigned accountabilities to the various team members. "I could see the scientists digging in their heels, says Harris Ginsberg, an internal leadership consultant who attended the meeting. "No one was going to dictate to them what they should do." Even if they'd said yes to the VP's directives, adds Ginsberg, they would never have followed through.Ginsberg, who helps IBM business units clarify and execute strategy, knew the key was to get the scientists talking to each other. So he coached the vice president to change her behaviors. Rather than hand out directives, he suggested ways she could stimulate team dialogue about how to meet objectives. Ginsberg also counseled other team members about the need for a "consensus process" on an interdependent team.They all "got" it. At the next meeting the VP said, "Our mandate is to create breakthrough products. Without access to talent at the top universities, we won't succeed. How are we going to get it?" At first, Ginsberg recalls, she met silence. Finally one team member raised her hand. She was willing to "get out there to the universities, and be more visible, go out with the recruiter and the senior human resources people," said Ginsberg. She also agreed to help some up-and-coming scientists learn how to develop relationships with universities.A second team member said he would "help her make some calls." The ice wasbroken and all the team members eventually took on group responsibilities. "Itwas all about dialogue," says Ginsberg. "Until the individual leaders embraced the unifying elements of the strategy for the good of the enterprise, they only attended to their own mission. The dialogue helped them buy-in, agree to some shared activities, and begin to work more collaboratively."2. Set up systems and processes to create clarityWhy is executing strategy so difficult, even when the plan is clear? Because good execution only happens when employee behavior is aligned with strategy. And many managers can’t, won’t or don’t create the “transmitter opportunities” required to get people to do the right things. Managers: can’t because they don’t know how to talk with their subordinates about change and/or poor performance; won’t, because they find it uncomfortable to give candid feedback; or, simply don’t realize that successful strategy execution will never happen without ongoing performance dialogue.Part of the solution to this problem is creating systems and processes that force performance dialogue. General Dynamics Defense Systems (GDDS) in Pittsfield, MA, is one company where creating such systems has contributed to dramatic results. From 1999 to 2001, attrition among its valued software engineers dropped from 20 percent to 2.4 percent. Union grievances dropped from 57 to zero, saving hundreds of thousands of dollars. And, best of all, earnings and profit margins doubled.What GDDS didIn 1999 the $200 million plus defense contractor challenged its employees to improve the company’s negotiating leverage on bids, and thereby increase margins and profitability. To accomplish this goal, senior management directed all departments to chase out costs, and created numerous processes to transmit the cost-cutting strategy down the managerial ranks right to the shop floor, which is where they felt many of the best cost-cutting ideas would come fromCarmen Simonelli, director of facilities and security, says his department’s goal was to push labor costs 5 pe rcent below budget, with a “stretch” goal of 6 percent. That was ambitious given that direct applied labor costs had been running 10-15 percent over budget. But Simonelli’s team slashed applied labor hours to an unthinkable 20 percent below budget. Annual savings amounted to about $440,000 on a $2 million budget, or nearly $10,000 per worker.How did they do it? The key, Simonelli says, was the processes the company put in place to enhance dialogue and carry the message to the shop floor. For example:The Learning MapThe company made it easy for employees to understand its broad goals by creating a “learning map,” which graphically outlined how each department and team linked directly to core objectives. All employees saw at a glance how their jobs fit in. Supervisors and assemblers in Simonelli’s group, for example, could readily see that by reducing applied labor hours in a project, GDDS could increase margins, shorten delivery schedules and raise the chances for winning new contracts.The ScorecardManagers and direct reports at GDDS meet one on one to create Scorecards, which set out five to seven personal annual goals. For example, the goals for shipping and receiving supervisor Tom Molleurs included plans to capture all incentive payments for early delivery and to cut direct costs 5%. Once a manager and subordinate reach agreement goals, they both sign the Scorecard as if it were a contract. From the worker’s perspective, this was a dramatic shift, says Newell “Tom” Skinner, at the time dire ctor of product delivery. “In the past we just set the goals and beat up employees to try to make them, but they probably didn’t even know why we had that goal in the first place.” Scorecards are “transmitter opportunities ” that clarify expectations and link day-to-day activity to company goals. And they work. Molleur’s group ended up cutting direct costs by 50 percent—not just 5 percent. What was the key thing that made it happen?Molleurs points to his weekly progress meetings. When they were behind schedule, Molleurs used the meetings to make sure the workers understood, through the Learning Map and Scorecards and other processes, how meeting or beating delivery schedules could increase competitiveness and win more contracts.Top management did simple things to make sure strategy messages were getting through. For example the president held monthly “pizza meetings” with everyone whose birthday fell that month. At these “transmitter opportunities,” he would ask attendees people tolist their top three goals, and their boss’ top three goals. Within months, everyone could answer the questions.When effective dialogue pushes strategic imperatives downward in an organization, extraordinary things happen. Skinner extended an open invitation to any employee who wanted to attend his weekly budget meeting with his supervisors. One day an assembler showed up and said a part design was forcing assemblers to work by hand with “dozensof tiny screws, lock washers and nuts.” Skinner had the assembler meet with process control engineers for a redesign. The result: a job that had taken 12 hours was cut to four. “The best ideas come from the people doing the job,” says Skinner. Once the “conversation” got started, it took on momentum. Soon, people were co ming into Skinner’s office without waiting for the weekly to discuss misalignment of strategy and behavior. Workers themselves were creating transmitter opportunities!It’s about behavior changeThe processes GDDS installed forced performance dialogue and ultimately changed behaviors. The message got through. But, like a tennis stroke, it didn’t happen quickly or automatically. It took coaching and practice.Sometimes you have to get it wrong, then make corrections through feedback and dialogue, before you get it right. One North American insurance company embarked on a new strategy to expand sales with existing customers. The president created nine core value statements and broadcast the ideas repeatedly organization-wide. Soon, every manager could recite them by heart. Employees even had cards with the core-value statements right at their desks.The message, however, wasn’t sinking in. An outside consultant saw one of the value statements on an underwriter’s desk that read “Never knowingly undersell a customer.” But the consultant listened to several of her calls and realized that she consistently failed to explore customer needs or try to up-sell. “The company had told her what to do, but didn’t follow through with the necessary rationale and appeals that would result in behavior change,” says the consultant. “As a result, her behavior was out of sync with the company strategy.”So the insurer put together a training session and coached its underwriters on ways to explore customer needs and broaden the sale. When the consultant visited the same underwriter a few months later, he noted that she was sending birthday cards to customers and calling during the year—not just at renewal time—to identify unfulfilledcustomer needs. “It was only aft er repeated dialogue, including feedback and coaching, that the underwriter’s behavior aligned with company goals,” explains the consultant. Figure 3: The coaching style on top teams[EDITOR’S NOTE: Vertical or “Y” axis needs to be labeled as “Percent indicating”Cutline: Teams that rely on a “coaching” managerial style get better performance— percentage of team members who observed the team leader using aCreating opportunities to transmit strategy downOrganizations committed to executing strategy devise innovative ways to make connections and circulate key messages. Alberto-Culver North America, the $600 million division of a $2.5 billion company whose profits tripled in 1994-2000, chose 70 “growth development leaders” (GDLs) from all levels of the company to create clarity about strategy.One strategic goal was to recruit better talent. The GDLs moved through the organization to see what people were actually doing to meet the recruitment objectives. They found serious disalignment between goals and behaviors, says Jim Chickarello, group vice president of worldwide operations and one of the GDLs. For example, when job candidates came in for interviews, nobody gave them a basic overview of the business, Sometimes candidates would be left standing around because hand-offs between various interviewers were poorly coordinated. And no one had consolidated interviewer evaluations, so there was no central location where Alberto-Culver managers seeking new people could get a snapshot of all candidates the company had interviewed. The top team and the GDLs devised a plan and created simple systems to carry it out. For example they created forms outlining an “agenda” for candidates that specified where hand-offs took place. No more waiting around. The GDLs developed take-home materials so that every candidate now gets a thorough company overview. Finally, the group created interviewer-report forms that must be sent to the manager who might ultimately work with the candidate. As a result, Chickarello says the company slashed its open-job rate in half, from 10 percent to 5 percent.“Hand’s-off” management means not being “on-message”For years experts have emphasized the importance of dialogue in performance management. But too many managers avoid it. One veteran says annual performance appraisals “are like delivering a newspaper to a house with a growling dog. You throw the paper on the porch and get away as fast as possible.”“Managers don’t want to deal with confrontation,” says Charlotte Merrell, senior vice president for Boston-based Jack Morton Company, a leader in event marketing. “Even when employees are not doing the right things, they’re usually working hard. Managers are concerned they might demoralize the employee or cause them to leave.”In fact, the exact opposite is true. Employees get demoralized when they don’t get candid performance feedback. When it comes to annual performance reviews, the issue is not what goes unsaid on the day of the review, but what goes unsaid the other 259 working days of the year. Ironically, with the right kind of performance-based dialogue, managers could eliminate the onerous annual performance review altogether. In a true culture of dialogue, feedback is given candidly and consistently in small doses—like an IV—and the annual review becomes a non-event.Don’t overlook the people factorIn sum, strong execution occurs when top management creates performance management systems and process (“transmitter opportunities”) and ensures that line managers are trained to use them. Companies often do a good job with the former, but underestimate the importance of the latter. Many managers got where they are through intellectual and technical abilities—not through their people skills—and need help to become effective performance managers. In particular, they need the skills to help make those tough performance review sessions go more smoothly. But the good news, according to Linda Johnston, vice president for human resources at Berkshire Bank in Massachusetts, is that “performance coaching is not rocket science. With practice, most managers can become quite adept at it.” (See sidebar on page xx for advice on what managers need to do to deliver performance messages effectively.)3. Making rewards countStrategy and execution signals get distorted when top teams lack clarity and when managers lack—or don’t use correctly—systems and processes to force performance dialogue. Wrong-headed reward policies complete the triple-whammy that cripples strategy execution.Aligning Rewards With StrategyIt sounds obvious that rewards have to be aligned with strategy. In fact the idea that a company would reward behavior that’s “out of sync” with the company strategy seems ludicrous. But it happens all the time. The reason is that creating reward systems is complex, and the critical importance of reward, which is just one piece of the strategic equation, is often overlooked.A health care insurance company, for instance, wanted to improve customer service, so it invested heavily in a program to train customer service representatives. The reps learned better voice technique, interviewing skills to ferret out customer needs, and upselling skills. But the company kept the same reward system as before, basing incentive pay on the number of calls completed. When management got its first set of customer satisfaction surveys, they were bleak reading. Customer widely agreed that although the staff was courteous, it was remarkably unhelpful in resolving problems. Why? Because, as one reps put it, “If we spend more than four minutes on a call we would never get our bonus.” The strategy required that reps engage in longer, more in-depth conversations with customers. But, as the rep pointed out, the dysfunctional reward system punished reps for doing so.Before AeroMexico had clarified its strategy, it had a reward scheme that unintentionally rewarded the wrong behavior. Pilots got merit pay based on on-time arrival records. This incentive helped give AeroMexico the best on-time record of any airline in North America. But this good outcome came with unintended consequences. Pilots sometimes left the gate before scheduled departure times to ensure their bonuses, leaving passengers stranded and angry. AeroMexico later changed the key goal to overall customer satisfaction, with on-time arrival as just one component. Continual dialogue prevents such missteps.Differentiating rewardsStandard management theory says high-performing workers should get higher rewards than average or below-average workers. But at many companies it rarely works that way. Figure 4 shows the narrow difference separating the merit pay of high-performers—stars—from the average in a Hay survey of 75 U.S. companies.Figure 4: Average Merit Increases: 20015(Cutline: Despite all the talk about the importance of differentitation in recent years, organizations still do not differente salary increases very muchA Hay Employee Attitude survey shows the tragic consequences of failing to differentiate rewards. In surveys conducted at 335 companies worldwide, only 35% of employees said they believed they’d earn mo re if they improved their performance.5Source: Hay Compensation Report, involving some 75 companies in the U.S.。
hr4p知识讲解
人力资源4P模型人力资源管理4P模型的内容1．素质管理(personality management)2．岗位管理(position management)3．绩效管理(performance management)4．薪酬管理(payment management)人力资源管理的4P模型，是以组织战略为基础，以“人”、“岗”匹配为目标而建立起来的人力资源管理系统。
其核心内容包括：素质管理(Personality Management)、岗位管理(Position Management)、绩效管理(Performance Management)和薪酬管理(Payment Management)。
4P模型的优点是易于操作，因为它是建立在操作层面的系统。
而4P模型则不仅能够指导操作，更为重要的是，它将这个系统与企业的组织战略紧密地联系起来了。
也就是说，从4P模型为依据的企业人力资源管理操作，都是从企业战略为最终目标的。
素质管理、岗位管理、绩效管理和薪酬管理所形成的，不仅仅是一个内在有机联系的系统，更是一个对外开放的系统。
从操作层面到战略层面，4P系统是如何实现这种转化的.。
对此，业界有一个精炼的描述，叫做“一个中心两个基本点，实现四大匹配”。
一个中心指的就是组织战略，它是企业发展的目标和方向。
“人”和“岗”就是所谓的基本点，人力资源管理的实质，就是对这两个基本点的管理，以最终实现人与人、人与岗位、岗位与岗位以及人与企业的“四大匹配”。
由此可见，这两个基本点，也就是实现人力资源管理和组织战略统一的介质。
人力资源管理4P模型的内容人力资源管理4P模型内容包括:素质管理、岗位管理、绩效管理和薪酬管理，如右图: 人力资源管理4P模型1．素质管理(personality management)素质管理是指在素质测评的基础上，通过构建基于企业战略、组织结构和工作岗位的素质模型，对员工进行素质增进的过程。
我们认为，员工素质必须在测评的基础上进行管理，素质管理对企业的实际管理具有非常重要的意义，对于员工来说，就是要通过素质管理从而不断提高员工的工作胜任力和终身就业能力，实现从“终身雇用”(1ifetime employment)向“终身可以雇用”(lifelong employability)的转变；对于企业来说，就是要形成适宜的员工素质组合，从而保证一方面建立起具有多项技能的员工队伍，满足企业战略的实现，另一方面能有效地控制人工成本，增强企业的竞争力。
Performance Management绩效管理PPT课件
• Enable Performance To Be Tracked & Action Taken
– Data Should Be Simple To Understand And Compile
• Quick Feedback To Make Action Meaningful
– Connection Between Action Needed & The Resulting Improvement
8
In Other Words, A Goal Should Affect Change
A Goal Is Meaningless Without True Performance
Measures
10
True Performance Measurements
• Driven By Customer Requirements
6
Setting SMART Goals
• Simple
• Measurable
• Attainable
• Results Oriented
• Time Bound
7
பைடு நூலகம்
Getting Started:
Goals Should Provide True Measurable Value To:
– Our Customers – Our Company – Our Plant – The Employee
– Establish Direction By Helping To Set Priorities
• Have Regular Formal & Informal Feedback Sessions
人力资源英语词汇大全掌握人力资源管理的重要英语词汇
人力资源英语词汇大全掌握人力资源管理的重要英语词汇在人力资源管理领域中，掌握相关的英语词汇对于提升沟通能力和工作效率至关重要。
下面是一份人力资源英语词汇大全，帮助您更好地了解和运用这些词汇。
一、招聘与招聘流程（Recruitment and Hiring Process）1. Job posting –招聘职位发布2. Recruitment strategy –招聘策略3. Candidate sourcing –候选人筛选4. Application review –简历筛选5. Interview process –面试流程6. Reference check –背景调查7. Job offer –职位提供8. Onboarding –岗前培训9. Talent acquisition –人才招聘10. Headhunter –猎头二、员工发展与培训（Employee Development and Training）1. Performance appraisal –绩效评估2. Career development –职业发展3. Training needs analysis –培训需求分析4. Skill gap –技能缺口5. Continuous learning –持续学习6. Training program –培训计划7. Mentoring –导师制度8. Succession planning –岗位继任计划9. Leadership development –领导力发展10. Cross-training –跨部门培训三、员工关系与劳动法（Employee Relations and Labor Law）1. Employee engagement –员工参与度2. Labor union –工会3. Grievance procedure –投诉处理程序4. Discrimination –歧视5. Harassment –骚扰6. Workplace safety –工作场所安全7. Employment contract –雇佣合同8. Termination of employment –职工解雇9. Collective bargaining –集体谈判10. Employee rights –员工权益四、绩效管理（Performance Management）1. Key performance indicator (KPI) –关键绩效指标2. Performance review –绩效评估3. SMART goals –明确、可衡量、可达成、相关和具有时效性的目标4. Performance improvement plan –绩效改进计划5. 360-degree feedback – 360度反馈6. Performance appraisal form –绩效评估表7. Performance rating –绩效评分8. Performance bonus –绩效奖金9. Performance benchmark –绩效基准10. Employee recognition –员工表彰五、福利与员工关怀（Benefits and Employee Well-being）1. Health insurance –健康保险2. Retirement plan –退休计划3. Employee assistance program –员工援助计划4. Flexible working hours –弹性工作时间5. Paid time off –带薪休假6. Family leave –家庭假期7. Wellness program –健康管理计划8. Work-life balance –工作与生活平衡9. Employee engagement survey –员工参与度调查10. Workforce diversity –劳动力多样性六、离职与人事记录（Offboarding and Personnel Records）1. Exit interview –离职面谈2. Separation agreement –离职协议3. Employee turnover –员工流失率4. HRIS (Human Resources Information System) –人力资源信息系统5. Employee file –员工档案6. Confidentiality –保密性7. Record retention –记录保存8. Employee data privacy –员工数据隐私9. Compliance with regulations –遵守法规10. Data security –数据安全这些人力资源英语词汇涵盖了招聘、员工发展与培训、员工关系与劳动法、绩效管理、福利与员工关怀以及离职与人事记录等方面。
绩效管理外文翻译--绩效管理——如何考评员工表现
绩效管理外文翻译--绩效管理——如何考评员工表现中文3018字外文文献原稿和译文原稿Performance management - how to appraise employee performance AbstractPerformance appraisal is an important content of human resource management in modern enterprises. According to the problems existing at the present stage Chinese enterprise performance evaluation, put forward the improvement measures to improve the performance appraisal. Performance management is the responsibility between managers and employees and improve the communication performance of the ongoing. The partners should understand why they become partners, thereby supporting the work. Performance evaluation is a part of performance management, do not confuse the two IntroductionChallenges of performance managementReasons to avoid performance management: Manager: reports and program has no meaning; no time; afraid of conflict; feedback and observation. (performance management, prevent problems in investment in time, ensure the managers have the time to do the thing you should do staff: bad experience; what was about to happen no bottom; do not understand the significance of performance management; don't like received criticism. Criterion two, performance management, organizational success: 1 Factors: coordination among units means, towards a common goal; problem, find the problems, find problems or prevent problems; obey the law, be protected by the law; makemajor decisions, a way of getting information; improve the quality of staff, to make the organization more competitive., performance management of organization,must be useful to managers, the only reason of performance management is to help employees to success. to understand better how to design and what made him act. , the performance management challenge is how to find practical,meaningful ways to finish it, which need thought and wisdom. Performance management is a systemThe performance plan -- starting point of performance management:employees and managers to work together, as employees do what, do what degree of problem identification, understanding.Continuous performance communication: both tracking progress, find the obstacles that affect performance and process so that the two sides success required information. Communication methods: (1) around were observed; (2)employees;(3) allow employees to work review;Performance diagnosis: to identify individuals, departments and organizational performance by the real reason for the problem of communication and problem solving process.Performance management is a small system in the large system. If you want to get the maximum profit, must complete the performance management process,and not a part of.Performance management and strategic planning, budget, staff ,employee salary incentive system, improve the quality of plans are related. Do the performance management process to do the preparation of 1, there are two key points: with the staff to collect meaningful, to establish the information needed to measurable goals; to do some basic work, so that in the whole process of performance management and employee can fully cooperation. In part, access to information and data of performance management effect is it can help organizations, units and employees towards a direction some "target"information each employee's job description; (2) employee last performance review data and related documents.The performance plan three steps: preparation, meeting, finalize plans. your job, you should do what, how to measure your success, sets threat mosphere and seize the key; to review the relevant information, ask more,talk less; the job duties and specific goal; determine the success criteria; discuss what are the difficulties and need what help; discuss the importance level and authorized to ask problem; 4, note: in the performance management process, should pay attention to communication with staff thought is the action guide, to carry out effective performance communication, we must pay attention to in the thought. All aspects of the performance communication throughout the performance cycle, plays an important role in any one link in the chain, leaving the performance communication, any unilateral decisions managers will affect the enthusiasm of the staff, performance management. No performance communication there is no performance management. In order to make the performance management on the right track, truly play its role,enterprises must put the supervisor and employee performance communication as a priority among priorities to research and development, through the system specification, performance management become competent habit, the habit of employees, to solve the performance problem employees work for dialogue and exchanges, the performance management into effect.Three methods of performance evaluation: Predicament 1, individual performance evaluation --: the best opera actor and amateur orchestra concert.The opera actors play the extreme, but the effect is very bad. No one is isolated,only focus on the individual, can not solve the problem. We call on an individual basis on employee performance evaluation, but if we emphasize individual performance but not the antecedents and consequences and conditions of performance, we do not progress, because we did not find the real reason -- may be because employees can not control things and punish employees, may also be because of the wrong reason 2, regardless of the what way to assess performance, avoid two traps are important: 1) don't do performance problems or"always the fault of employees" this hypothesis; 2) without any assessment can give the "why" and "what is happening in the picture". Evaluation is just thebeginning, is a further discussion as well as the starting point of diagnosis. Three methods of performance evaluation: 3, 1) rating method:: features, to and behavior project; identify each project performance level gauge and other ways. Advantages: easy to finish the work of assessment. Disadvantages:forget why do this work; too vague, in the performance plan, prevention,protection and development staff and so did not what role in improving methods:with employees regularly write brief conversation; evaluation; interpretation and evaluation project meaning; together with the staff rating 2) ranking method:forcing staff to compete with each other, have stimulation can be short term, long term may cause internal malicious competition. 3) target and standard evaluation method: Standard: according to the prior and employees a series of established criteria to measure the performance of employees. Advantages: the personal goals and work together to reduce the possibility of target; both sides disagree;defect: need more time; text work more; more energy.Communication method and communication technologyWay of thinking: the process of performance management is the process of communication.Relationship with the staff is not only reflected in the behavior on performance management, but also should reflect the daily and how successful way of thinking: A, the process of performance management is a complete process together with the staff, not a for staff B, except for some unilateral disciplinary action, performance plan, communication and assessment should adopt a cooperative mode; C, most of the staff, once you understand what they are asked to do things, will try the method can meet the requirements D,performance management is not the purpose of staring past mistakes, clear posibility, but in the problem solving problems and possible e, performance deficit to be clear, the cause of the deficit, whether for personal reasons or the system reason; F, in most cases, if the manager will support staff as their work,so that each employee 2, must set some skills communication skills: Manager here guide employees to participate in the discussion process and understand the process of responsibility. Purpose: don't most probably it did not actually happen. Be prepared to establish a common responsibility and each stage allcontribute to the relationship, the target. Clear the common responsibility: to improve the performance is not only the responsibility of the staff. Clear procedures: prevent conflict resolution skills: clear individual responsibility, invites employees to take advice. For the people of the criticism and comments: avoid if you don't listen, you don't know what you talking about,could you be quiet for a while, you read the report in the past did not remarks:avoid such as how many years, you always can't finish the job on time, we have ried that, there is no with the need need making guide guilty intent: to avoid if you really care about the team, you should work harder; I guess you don't care about this project not appropriate advice and sure: avoid as I know the project is late, but I'm sure you'll catch up; you will do well. You will understand the need,need to unsolicited advice and sure: avoid you must do it; this is the only way; to finish this today, and put it on my desk. A provocative question: Why did you say those who avoid. What you think; is the need to need; what is you get this conclusion? Don't trust to avoid language: are you sure you can finish on time?I've heard you need to exaggerate these need: avoid you never finish the work on time; you always try to reject my proposal. The cooling technique of fierce debate.The performance of a, discuss the process of dispute, we should pay attention to two goals: must make suggestions on conflict; avoid damage relations, cause new problems in the future performance. B, give employees a vent frustration and anger for feeling, not very fast counter attack. C, remember the people when they do appear conflict. D, the way of handling conflicts: conflicts through persuasion, won the right to try to understand the means; staff positions, find a solution. E, conflict is the most effective treatment technology is active listening.F, and be confused in mind or angry employees dealing, the basic principle is the first concern of his emotional. G, disputes arise, request the dispute settle ment measures, but never from the subject. H, too excited, communication should be suspended.The performance of communication is the core of performance management, is refers to between the employers and employees performance evaluation reflects the problems and evaluation mechanism itself to conduct substantiveinterviews,and tries to seek countermeasures, a management method for service in the later stage of enterprise and employee performance, improve and enhance the.A process of performance management is on the lower level on the performance target setting and implementation and ongoing two-way communication.译文绩效管理——如何考评员工表现摘要绩效考核是现代企业人力资源管理的重要内容。
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• % retention per annum of A/B+ rated people • Average score on employee satisfaction survey questions
• Number of contributions accepted to KnowledgeSpace • Revenue from new solutions • ROI for major investments (new products, acquisitions)
Actionable Simple Credible Integrated organization? Measurable ?
Can the measure be quantified and is it cost-effective to collect
3
Performance Management Overview
Employee training
Employee benefit initiatives New hire recruiting
Develop research articles Develop new methodologies
Annual review process Risk smart Brand development
Monitor and Evaluate
4
Performance Management Framework Components
The team will use the following template to facБайду номын сангаасlitate the performance management process.
2
Performance Management Overview
KPI’s are measures of performance developed to monitor the progress towards the achievement of strategy and the ultimate creation of value. In order to be effective, key drivers and performance measures should be balanced across cost, quality and time components and have the following characteristics:
Partner sales strategies New lead initiation
Core Processes
New client development
Measures
• Average score on client satisfaction survey • Revenue from strategic clients as a % of total revenue • % of strategic targets that are current clients • Revenue growth
• Earnings per unit • Adjusted proforma earnings as a % of revenue • % of repeat client revenue as a % of total
6
“Who are we?”
Vision
Mission
Values
To be the premier technology solutions provider to the financial services industry
Characteristics Linked to objectives Controllable
Key Questions Can the measure be aligned with an objective? Can the results be controlled or significantly influenced under a span of responsibility? Can action be taken to improve performance? Can the measure be easily explained ? Is the measure resistant to manipulation? Can the measure be linked both down and across the
•cash •receivables •debt •investments •equity
•brand •innovation •systems •process
New Economy
•employees •suppliers •partners
Financial
Employees
1
Performance Management Overview
7
“How do we set direction?”
Key Questions: What are the key actions that will enable us to accomplish our vision, mission and values? How do these actions relate to both traditional and new economy assets?
Critical Levers Core Processes
“How much progress are we making?” “What needs to be in place to enable the measures?”
Performance Measures Tools
5
“How will we get there?” - Example
Panel Three: Organizational Design Analysis
Performance Management Performance Management Best Practice Research
Performance Management Overview
Organizations transitioning into a New Economy player must develop measures that expand beyond traditional financial statement assets (i.e., physical and financial) to non-financial, intangible assets (i.e., organization, customers and employees) to truly understand the value and success of the company.
Strategic Drivers Clients People Knowledge and Sharing One Firm Financial
Organizational Measures
Critical Levers
Perform quality work Develop sales strategies Provide employee benefits Actively seek top recruits Focus on new process dev. Investment in PD initiatives Facilitate Cross selling opp. Consistent perf. framework Sales efficiency Chargability Internal cost
“What do we want to achieve?”
•Process outcome
Reward and Coach
“How much progress are we making?”
•Trends •Exception reporting •Top management attention
Set Measures and Targets
To help our customers in the financial services industry achieve competitive advantages in their markets
•Continuous improvement •Innovation •Customer first •Investment in employees •Other...
Vision “Who are we?” Mission Values
“How do we set direction?” “What do we want to achieve?”
Strategic Drivers Organization Measures
“How will we get there ?”
• Output score on the Global Consistency Index (compliance with global policies, execution of global strategy, etc.) • Teaming (cross-service category fees) • Brand Index score
Objective
“Are we encouraging the right behavior?”
•Integration into career development •Focus desired behaviors •Incentive compensation •Success Factor-based appraisal