某著名hr咨询公司的绩效管理方法论

COMPANY MISSION
Strategic Objectives
Business Unit Scorecard
Department Scorecard
Employee Performance
2. Why doesn’t it work so well? What makes it so difficult?
Performance Management
Translates business vision and strategy in an actionable way by cascading goals throughout the organization
Strategy of the Corporation
Objectives of the corporation
Top-down-approach: Derivation of objectives from corporate strategy
Objectives of the region
Asia
= What must the company be very good at doing?
= How will progress and success be measured?
• Expectations of Stakeholders • Company Performance
Business Plans are Developed by the Business Units
= What must the company be very good at doing?
= How will progress and success be measured?
• Expectations of Stakeholders • Company Performance
Organization Alignment leads to Employee Engagement
Share Best Practices research
Review some of the basic planning and project steps
Group Discussion
Answer the following questions:
1. What is performance management? Why do companies have this process?
Mission Vision of Future
Strategic Organizational Goals
Core Organizational Capabilities
Balanced Scorecard
= Why does the company exist?
= Where is it going?
Latin America
(Europe)
Industry
Objectives of the business unit
Objectives of departments and individuals
Bottom-up-approach: Derivation of segment and corporate strategic plans and operating objectives from business unit goals.
METRICS
BUSINESS UNIT
Finance
Customer
Business Process
Learning & Growth
DEPARTMENT
Finance
Customer
Business Learning Process & Growth
Balanced Scorecards can provide organization alignment and accountability
LEARNING & GROWTH
• Competency growth • Additional countries • Core capabilities growth
Cascading Strategic & Operating Plan Goals
CORPORATE ORGANIZATION
Ensures the closest “line of sight” possible
Source: Watson Wyatt Best Practices in Performance Management
Performance Consulting
Two dimensions:
1. Total Organization
Performance Consulting
Employee Review Process
Engagement and Accountability Clear Performance Expectations Growth and Achievements
Performance Management Is...
Resource Requirements
• People • Facilities
• Technology • Equipment and Machinery
Components of a Balanced Scorecard
(with sample metrics)
FINANCIAL RESULTS
Finalize Target Recommendations
1 wk
1 Day
2 Days
1 Day
1 Day
Implementation 1 wk Formal
Training and
Advisory
Roll out begins
Team Review
Implementation 1 wk Plan Review
Cascading and Alignment Stakeholder Metrics
2. Employee Review Process
Engagement and Accountability Growth and Achievements
Performance Consulting
Total Organization Performance
Project Planning, 1 wk
Orientation
and Kick-off
Clarify Company
Strategy and determine goals
2 wks
Interview Findings Develop Measure Recommendations
1 wk Workshop on Targets
• Collecting premiums • Calculating selling price: new product • New licensing (Region & Corporate) • Establishing the Business Case for new
ventures, new locations • Product Development: # innovations
...the ongoing process of setting performance expectations, providing feedback and coaching to reach those
expectations, and reviewing and recognizing performance results.
• AFYP • ROI/ROA • Surplus Growth
CUSTOMER SATISFACTION
• New sales: new customers • Additional policies: current
customers • Market share
BUSINESS PROCESSES
• Size
• Sales
• Markets
• Locations
• Products
• Competitive Challenges
• SBU Linkages
= How will it get done? • Values and Operating Principles • Technology • Resources
Performance Management
A Guide to Consulting
June 2000
Discussion Objectives
Provide an overview of current thinking and trends
Discuss what PM consulting is all about Review “what works and what doesn’t”
TEAMS/INDIVIDUALS • 5 to 7 GOALS • “SMART” parameters • Directly aligned
Typical Project Timeline & Milestones*
2 Days
1 Day
1 Day
1 Day
Executive Planning Session(s)
Review Plan for Implementation
Review Transition Strategy
1 wk Implementation Planning Workshop
Formal 1 wk Advisory
Group Review Session &
Follow-up
* 8 weeks elapsed time from planning session
Cascading and Alignment Stakeholder Metrics
The Key Questions of Business Planning
Mission Vision of Future
Strategic Organizational Goals
Core Organizational Capabilities
Tie PM to the Business Cycle
Year-End Review
New Year Plaห้องสมุดไป่ตู้ning
Review and
Planning Planning
Feedback &
Coaching
Feedback & Coaching
Mid-Year Review
Bad timing...
Measures both what is done and how it is done
Aligns
Department goals with strategic business objectives
Aligns individuals with the broader organizational/ team context
Performance Consulting
Total Organization Performance Clients: CEO, COO, sometimes the VPHR Fees: typical project is $180 - 250K Timeframe: +/- 4 months
“I don’t want to ruin your day Herman, but tomorrow morning you’re scheduled to be in my office for your annual performance review...”
Remember The Key Questions ?
Balanced Scorecard
= Why does the company exist?
= Where is it going?
• Size
• Sales
• Markets
• Locations
• Products
• Competitive Challenges
• SBU Linkages
= How will it get done? • Values and Operating Principles • Technology • Resources