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1、Performance Performance ManagementManagementA Guide to Consulting June 2000阿里巧巧 Discussion Objectives Provide an overview of current thinking and trends Discuss what PM consulting is all about Review “what works and what doesnt” Share Best Practices research Review some of the basic planning and pro
2、ject steps 阿里巧巧 Group DiscussionAnswer the following questions:1. What is performance management? Why do companies have this process?2. Why doesnt it work so well? What makes it so difficult? 阿里巧巧 Performance Management Translates business vision and strategy in an actionable way by cascading goals
3、throughout the organization 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 Ensures the closest “line of sight” possibleSource: Watson Wyatt Best Practices in Performance Managem
4、ent阿里巧巧 Performance Consulting1. Total Organization Cascading and Alignment Stakeholder Metrics2. Employee Review Process Engagement and Accountability Growth and AchievementsTwo dimensions:阿里巧巧 Performance ConsultingTotal Organization Performance Cascading and Alignment Stakeholder Metrics阿里巧巧 The
5、Key Questions of Business Planning = 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 PrinciplesTechnology Resources= What must the company be very good at doing?= How will progress
6、and success be measured? Expectations of Stakeholders Company PerformanceMissionVision of FutureStrategic Organizational GoalsCore Organizational CapabilitiesBalanced Scorecard阿里巧巧 Business Plans are Developed by the Business UnitsResource RequirementsIndustryLatinAmericaAsia(Europe)Objectives of th
7、e business unitObjectives of the regionBottom-up-approach: Derivation of segmentand corporate strategic plans and operating objectives from business unit goals.Top-down-approach: Derivation of objectives from corporate strategy Objectives of departments and individualsStrategy of the CorporationObje
8、ctives of the corporation People Facilities Technology Equipment and Machinery 阿里巧巧 Components of a Balanced Scorecard (with sample metrics)FINANCIAL RESULTSCUSTOMER SATISFACTIONBUSINESS PROCESSESLEARNING& GROWTH AFYP ROI/ROA Surplus Growth New sales: new customers Additional policies: current custo
9、mers Market share Collecting premiums Calculating selling price: new product New licensing (Region & Corporate) Establishing the Business Case for new ventures, new locations Product Development: # innovations Competency growth Additional countries Core capabilities growth阿里巧巧 Cascading Strategic &
10、Operating Plan GoalsCORPORATE ORGANIZATION METRICSFinanceFinanceCustomerCustomerBusinessProcessBusinessProcessLearning& GrowthLearning& GrowthBUSINESS UNITTEAMS/INDIVIDUALSDEPARTMENTBalanced Scorecards can provide organization alignment and accountability 5 to 7 GOALS “SMART” parameters Directly ali
11、gned阿里巧巧 Typical Project Timeline & Milestones* 8 weeks elapsed time from planning session2 DaysClarify Company Strategy and determine goalsImplementation Training and Roll out beginsImplementationPlanning WorkshopFormal Advisory Group Review Session & Follow-up1 wk2 wks1 wk1 wk1 wk1 wk1 wkProject P
12、lanning, Orientation and Kick-off1 Day1 DayInterview Findings+Develop MeasureRecommendations1 DayWorkshop on TargetsFinalize Target RecommendationsImplementation Plan ReviewReview Plan for Implementation Review Transition Strategy2 DaysFormal Advisory Team Review1 Day1 Day1 wk1 DayExecutive Planning
13、 Session(s)阿里巧巧 Performance ConsultingTotal Organization PerformanceClients: CEO, COO, sometimes the VPHRFees: typical project is $180 - 250KTimeframe: +/- 4 months 阿里巧巧 Performance ConsultingEmployee Review Process Engagement and Accountability Clear Performance Expectations Growth and Achievements
14、阿里巧巧 Performance Management Is.the ongoing process of setting performance expectations, providing feedback and coaching to reach those expectations, and reviewing and recognizing performance results.阿里巧巧 Tie PM to the Business CycleReview and PlanningPlanningFeedback & CoachingFeedback & CoachingMid
15、-Year ReviewNew Year PlanningYear-End Review阿里巧巧 Bad timing.“I dont want to ruin your day Herman, but tomorrow morning youre scheduled to be in my office for your annual performance review.”阿里巧巧 Remember The Key Questions ? = Why does the company exist?= Where is it going? Size Sales Markets Locations Products Competitive Challenges SBU Linka
