绩效管理幻灯片演示(英文)

High-performance companies define Performance Management in its broadest sense: it is critical to executing and implementing strategy
Performance Management is now widely recognized as delivering more returns and delivering more competitive advantages than other HR investments
A process for ensuring that decisive and constructive dialogue occurs
A process of managing self and others so that people do achieve
A process for ensuring that people are doing the right things in the most effective ways, to the best of their
Highly Successful Companies are defined as having—
5-year sales growth = 17.5% per year 5-year profit growth = 10.8% per year Annual equity growth = 16.7% per year 5-year dividend growth = 13.4% per year
A process that ensures that people execute the strategy of the organization
A process for establishing a shared understanding of what is to be achieved and how
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ability
Performance Management Stages
Design Parameter Function
Role of Employee
Focus
Emphases
Ownership
Performance Appraisal
Report card (retrospective)
Harness and direct the 10–60 minutes a day of discretionary effort that every one of your employees has
Rationalize and focus the number of goals that anyone in your organization has
Source: Mavrinac & Siesfield, Measuring Intangible Investment 0109-9271-HAYG Lemaire
Compensation: Do compensation policies support the
Human Capital Systems Increase Shareholder Value
86%
30%
Clear Employee Goals
80%
26%
Participative Style
70%
4%
Attention to Development
67%
27%
Encourage Creativity
62%
10%
Source: D. Karvetz, The Human Resources Revolution
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?
绩效管理幻灯片演示(英 文)
2024年2月8日星期四
The Current Challenge of Performance Management
The HR process—
Is completely unrelated to other key business processes
Is dreaded by managers and employees alike Does not result in any meaningful feedback Does not differentiate performance or pay Is a focus for only one or two days—or
Strategy Execution: Can management make tough decisions and seize opportunities quickly?
Management Credibility: Does the company keep its commitments?
Improve the decisive dialogue that occurs in your organization
Reward performance in a way that it is motivating and engages people
Differentiate performance in ways that make line managers feel good about their decisions
Source: Huselid and Baker, 1995
35% improvement i–20% gain in shareholder value
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Improving Performance Management Improves Business Results
hours—per year
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The Promise of Performance Management
Imagine a system that could—
Increase the likelihood that your strategy is effectively executed
Thirty-five percent of an institutional investor’s valuation of a company is attributable to nonfinancial information that gauges the ability of the management team to deliver results:
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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
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?
capability have higher revenue, profits, and
market valuations
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Performance Management
Performance Management is about improving business performance by improving team and individual performance, and ensuring that the company’s strategy is executed and implemented. It is—
High-performing companies are better at managing, motivating, and rewarding employees
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Strategy Execution Matters to Shareholders
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Improving Performance Management Improves Business Results
Highly Successful Less Successful
Companies
Companies
Performance-Based Rewards
Shared accountability for results
Manage the tails of bell curve
Raise performance of organization
Performance Management is the key to “raising the bar” in an organization, for all levels of performance
Organizations with a high-performance
orientation and strong management
Passive
Manage poor performers
Performance Management
Performance Ownership
Barometer of progress (periodic)
Dialogue (continual)
Joint ownership for goal-setting/review
Market Value per Employee (000)
“Human Capital” Enhancements 390
370
350
330
310
290 0
20
40
60
80
100
Quintile Improvements in Strategic Alignment and Integration of HR System
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Human Resource Management Practices Drive Profitability and Productivity
40%
30%
HRM
19%
18%
20%
Strategy Quality
Technology
10%
6% 2%
1% 1%
8%
3% 1% 1%
R&D
0% Profitability
Productivity
Source: Sheffield Effectiveness Programme
Percentage of variation in change in company performance accounted for by managerial practices