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ventures, new locations • Product Development: # innovations
LEARNING & GROWTH
• Competency growth • Additional countries • Core capabilities growth
Cascading Strategic & Operating Plan Goals
– Cascading and Alignment – Stakeholder Metrics
2. Employee Review Process
– Engagement and Accountability – Growth and Achievements
Performance Consulting
Remeons ?
Mission
= Why does the company exist?
Vision of Future
Strategic Organizational Goals
= Where is it going?
• Size
• Sales
• Markets
• Locations
• Products • Competitive Challenges
• SBU Linkages
= How will it get done? • Values and Operating Principles • Technology • Resources
Core Organizational Capabilities
expectations, and reviewing and recognizing performance results.
Tie PM to the Business Cycle
Year-End Review
New Year Planning
Review and
Planning Planning
Performance Consulting
Total Organization Performance
Clients: CEO, COO, sometimes the VPHR
Fees: typical project is $180 - 250K
Timeframe: +/- 4 months
Performance Consulting
Business Plans are Developed by the Business Units
Strategy of the Corporation
Objectives of the corporation
Top-down-approach: Derivation of objectives from corporate strategy
Core Organizational Capabilities
= What must the company be very good at doing?
Balanced Scorecard
= How will progress and success
be measured?
• Expectations of Stakeholders • Company Performance
• 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
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
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
SATISFACTION
• AFYP • ROI/ROA • Surplus Growth
• New sales: new customers • Additional policies: current
customers • Market share
BUSINESS PROCESSES
• Collecting premiums • Calculating selling price: new product • New licensing (Region & Corporate) • Establishing the Business Case for new
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”
= What must the company be very good at doing?
Balanced Scorecard
= How will progress and success
be measured?
• Expectations of Stakeholders • Company Performance
CORPORATE ORGANIZATION
METRICS
BUSINESS UNIT
Finance
Customer
Business Process
Learning & Growth
DEPARTMENT
Finance
Customer
Business Learning Process & Growth
Balanced Scorecards can provide organization alignment and accountability
Feedback &
Coaching
Feedback & Coaching
Mid-Year Review
Bad timing...
“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...”
Organization Alignment
leads to
Employee
Engagement
COMPANY MISSION
Employee Performance
Process
Strategic Objectives
Business Unit Scorecard
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
Vision of Future
Strategic Organizational Goals
= Where is it going?
• Size
• Sales
• Markets
• Locations
• Products • Competitive Challenges
• SBU Linkages
= How will it get done? • Values and Operating Principles • Technology • Resources
Employee Review Process
– Engagement and Accountability – Clear Performance Expectations – Growth and Achievements
Performance Management Is...
...the ongoing process of setting performance expectations, providing feedback and coaching to reach those
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)
Objectives of the region
Asia
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.
Resource Requirements
• People • Facilities
• Technology • Equipment and Machinery
Components of a Balanced
Scorecard
(with sample
FINANCIAL RESULTS
metrics) CUSTOMER
Total Organization Performance
– Cascading and Alignment – Stakeholder Metrics
The Key Questions of
Business Planning
Mission
= Why does the company exist?
2. Why doesn’t it work so well? makes it so difficult?
What
Performance Management
• Translates business vision and strategy in an actionable way by cascading goals throughout the organization
– 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?
• Ensures the closest “line Source: Watson Wyatt Best Practices in Performance Management of sight” possible
Performance Consulting
Two dimensions:
1. Total Organization
LEARNING & GROWTH
• Competency growth • Additional countries • Core capabilities growth
Cascading Strategic & Operating Plan Goals
– Cascading and Alignment – Stakeholder Metrics
2. Employee Review Process
– Engagement and Accountability – Growth and Achievements
Performance Consulting
Remeons ?
Mission
= Why does the company exist?
Vision of Future
Strategic Organizational Goals
= Where is it going?
• Size
• Sales
• Markets
• Locations
• Products • Competitive Challenges
• SBU Linkages
= How will it get done? • Values and Operating Principles • Technology • Resources
Core Organizational Capabilities
expectations, and reviewing and recognizing performance results.
Tie PM to the Business Cycle
Year-End Review
New Year Planning
Review and
Planning Planning
Performance Consulting
Total Organization Performance
Clients: CEO, COO, sometimes the VPHR
Fees: typical project is $180 - 250K
Timeframe: +/- 4 months
Performance Consulting
Business Plans are Developed by the Business Units
Strategy of the Corporation
Objectives of the corporation
Top-down-approach: Derivation of objectives from corporate strategy
Core Organizational Capabilities
= What must the company be very good at doing?
Balanced Scorecard
= How will progress and success
be measured?
• Expectations of Stakeholders • Company Performance
• 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
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
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
SATISFACTION
• AFYP • ROI/ROA • Surplus Growth
• New sales: new customers • Additional policies: current
customers • Market share
BUSINESS PROCESSES
• Collecting premiums • Calculating selling price: new product • New licensing (Region & Corporate) • Establishing the Business Case for new
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”
= What must the company be very good at doing?
Balanced Scorecard
= How will progress and success
be measured?
• Expectations of Stakeholders • Company Performance
CORPORATE ORGANIZATION
METRICS
BUSINESS UNIT
Finance
Customer
Business Process
Learning & Growth
DEPARTMENT
Finance
Customer
Business Learning Process & Growth
Balanced Scorecards can provide organization alignment and accountability
Feedback &
Coaching
Feedback & Coaching
Mid-Year Review
Bad timing...
“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...”
Organization Alignment
leads to
Employee
Engagement
COMPANY MISSION
Employee Performance
Process
Strategic Objectives
Business Unit Scorecard
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
Vision of Future
Strategic Organizational Goals
= Where is it going?
• Size
• Sales
• Markets
• Locations
• Products • Competitive Challenges
• SBU Linkages
= How will it get done? • Values and Operating Principles • Technology • Resources
Employee Review Process
– Engagement and Accountability – Clear Performance Expectations – Growth and Achievements
Performance Management Is...
...the ongoing process of setting performance expectations, providing feedback and coaching to reach those
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)
Objectives of the region
Asia
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.
Resource Requirements
• People • Facilities
• Technology • Equipment and Machinery
Components of a Balanced
Scorecard
(with sample
FINANCIAL RESULTS
metrics) CUSTOMER
Total Organization Performance
– Cascading and Alignment – Stakeholder Metrics
The Key Questions of
Business Planning
Mission
= Why does the company exist?
2. Why doesn’t it work so well? makes it so difficult?
What
Performance Management
• Translates business vision and strategy in an actionable way by cascading goals throughout the organization
– 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?
• Ensures the closest “line Source: Watson Wyatt Best Practices in Performance Management of sight” possible
Performance Consulting
Two dimensions:
1. Total Organization