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1、AGuidetoConsultingJune2000 DiscussionObjectives ProvideanoverviewofcurrentthinkingandtrendsDiscusswhatPMconsultingisallaboutReview whatworksandwhatdoesn t ShareBestPracticesresearchReviewsomeofthebasicplanningandprojectsteps GroupDiscussion Answerthefollowingquestions 1 Whatisperformancemanagement W
2、hydocompanieshavethisprocess 2 Whydoesn titworksowell Whatmakesitsodifficult PerformanceManagement TranslatesbusinessvisionandstrategyinanactionablewaybycascadinggoalsthroughouttheorganizationMeasuresbothwhatisdoneandhowitisdoneAlignsDepartmentgoalswithstrategicbusinessobjectivesAlignsindividualswit
3、hthebroaderorganizational teamcontextEnsurestheclosest lineofsight possible Source WatsonWyattBestPracticesinPerformanceManagement PerformanceConsulting 1 TotalOrganizationCascadingandAlignmentStakeholderMetrics2 EmployeeReviewProcessEngagementandAccountabilityGrowthandAchievements Twodimensions Per
4、formanceConsulting TotalOrganizationPerformanceCascadingandAlignmentStakeholderMetrics TheKeyQuestionsofBusinessPlanning Whydoesthecompanyexist Whereisitgoing Size SalesMarkets LocationsProducts CompetitiveChallengesSBULinkagesHowwillitgetdone ValuesandOperatingPrinciplesTechnology ResourcesWhatmust
5、thecompanybeverygoodatdoing Howwillprogressandsuccessbemeasured ExpectationsofStakeholdersCompanyPerformance Mission BusinessPlansareDevelopedbytheBusinessUnits ComponentsofaBalancedScorecard withsamplemetrics FINANCIALRESULTS CUSTOMERSATISFACTION BUSINESSPROCESSES LEARNING GROWTH AFYPROI ROASurplus
6、Growth Newsales newcustomersAdditionalpolicies currentcustomersMarketshare CollectingpremiumsCalculatingsellingprice newproductNewlicensing Region Corporate EstablishingtheBusinessCasefornewventures newlocationsProductDevelopment innovations CompetencygrowthAdditionalcountriesCorecapabilitiesgrowth
7、CascadingStrategic OperatingPlanGoals CORPORATEORGANIZATIONMETRICS Finance Finance Customer Customer BusinessProcess BusinessProcess Learning Growth Learning Growth BUSINESSUNIT TEAMS INDIVIDUALS DEPARTMENT BalancedScorecardscanprovideorganizationalignmentandaccountability 5to7GOALS SMART parameters
8、Directlyaligned TypicalProjectTimeline Milestones 8weekselapsedtimefromplanningsession 2Days ClarifyCompanyStrategyanddeterminegoals ImplementationTrainingandRolloutbegins ImplementationPlanningWorkshop FormalAdvisoryGroupReviewSession Follow up 1wk 2wks 1wk 1wk 1wk 1wk 1wk ProjectPlanning Orientati
9、onandKick off 1Day 1Day InterviewFindingsDevelopMeasureRecommendations 1Day WorkshoponTargetsFinalizeTargetRecommendations ImplementationPlanReviewReviewPlanforImplementationReviewTransitionStrategy 2Days FormalAdvisoryTeamReview 1Day 1Day 1wk 1Day ExecutivePlanningSession s PerformanceConsulting To
10、talOrganizationPerformanceClients CEO COO sometimestheVPHRFees typicalprojectis 180 250KTimeframe 4months PerformanceConsulting EmployeeReviewProcessEngagementandAccountabilityClearPerformanceExpectationsGrowthandAchievements PerformanceManagementIs theongoingprocessofsettingperformanceexpectations
11、providingfeedbackandcoachingtoreachthoseexpectations andreviewingandrecognizingperformanceresults TiePMtotheBusinessCycle ReviewandPlanning Planning Feedback Coaching Feedback Coaching Mid YearReview NewYearPlanning Year EndReview Badtiming Idon twanttoruinyourdayHerman buttomorrowmorningyou resched
12、uledtobeinmyofficeforyourannualperformancereview RememberTheKeyQuestions Whydoesthecompanyexist Whereisitgoing Size SalesMarkets LocationsProducts CompetitiveChallengesSBULinkagesHowwillitgetdone ValuesandOperatingPrinciplesTechnology ResourcesWhatmustthecompanybeverygoodatdoing Howwillprogressandsu
13、ccessbemeasured ExpectationsofStakeholdersCompanyPerformance Mission OrganizationAlignmentleadstoEmployeeEngagement COMPANYMISSIONVISION StrategicObjectives CoreCapabilities CompetenciesLeadershipFunctional DepartmentScorecard SuccessProfiles EmployeePerformanceProcess BusinessUnitScorecard Cascadin
14、g CriticalMetricsandCompetencies ChangerequiresabalancedValueExchange EmployeeGivesEmployerGives Energy Effort Commitment ValueAdd Learning Time ThePerformanceProcesscanprovidethekeystodevelopment BasePay Promotion Training Careerdevelopment Successionplanning 89 77 56 51 32 Reductioninforce 26 Vari
15、ablepay 34 CurrentUseofPerformanceManagementData Source WatsonWyattBestPracticesinPerformanceManagement PerformanceManagementEvolution Traditional Recent Emerging Measures Traits Outcomes Behaviors Outcomes Time Quality Value Evaluator Boss Self Peers Customers Outcomes MeritPay Development Organiza
16、tionSuccess Implementation DistributeForms TrainandCommunicate OngoingEducationandinvolvement Ownership HRD Management Employees Compliance Voluntary Mandatory Motivation FactorsThatInfluenceProcesseffectiveness Organization Supervisor PM Culture Skills Process TheOrganization ValuesthatSupport PM TheCapabilityto MeasureandDiscuss Performance TheInteractionBetween theEmployeeandthe Supervisor People Factors Technical Factors Performance Measures Rewards Delivery PM Forms MeasuresthatSupport theO
