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1、Performance Management,Organizational & Human Resource Development Division Hong Kong Productivity Council,Seminar Content,Why is PM Important to Business Performance? What is PM? The PM Cycle Effective PM System Identification of Individual Performance Measures What is Balanced Scorecard? Barriers
2、in Strategic Management of Organizational Performance How does a Balanced Scorecard Translate Company Strategy into Action? Framework of a Balanced Scorecard Performance Measurement System Action Required for Implementation of an Effective PM,Why is Performance Management (工作表現管理制度) Important to Bus
3、iness Performance?,改善工作程序,員工態度改變,接受變革,External Pressures 外來壓力,修訂營運策略,提 高 生 產 力,宏觀環境 :,公司 :,個人 :,提出人力管理變革,工作表現 管理制度,Why is Performance Management (工作表現管理制度) Important to Business Performance?,Benefits to Individuals Better understanding on performance standards Better development opportunities Motiva
4、ted as it is a fairer system to measure employees performance Improved relationship with supervisors Improved individual performance,Why is Performance Management (工作表現管理制度) Important to Business Performance?,Benefits to Organisation Effective monitoring system Better understanding on performance st
5、andards Organisations expectations can be clearly communicated Link individuals work output to organisational goals Better morale Shape organisations culture,Why is Performance Management (工作表現管理制度) Important to Business Performance?,Business Results,Drive,What is Performance Management (工作表現管理制度) ?
6、,“A process for establishing a shared understanding about what is to be achieved, and how it is to be achieved; an approach to managing people which increases the chance of achieving job-related success.”,Different Approaches,Traditional,Integrated Performance Management,Competency-based Integrated
7、PM Process,PM as Core Process for Change,As driver for change Integrated Fit with culture Self-managed individuals & teams Harmony with rewards Motivating work climate,Integrated with competency model Focus on developing people Linked to succession planning,Covers 3 phases: planning managing/ coachi
8、ng reviewing,“Once a year event“ Not integrated Little “managing“ of performance,Degree of integration with other HR processes,Performance Management - Current Trends (當前趨勢),Performance management as a core process New approaches: self-appraisal 自我評核 peer appraisal 同級同事評核 upward appraisal 下屬對上司的評核 3
9、60 degree appraisal 360 度評核 Greater employee involvement / participation From measuring outputs measuring outputs + inputs Greater line-management ownership Formal, once-a-year feedback more informal, on-going communication,Performance Management - Core Principles (核心原則),Corporate & individual perfo
10、rmance are mutually dependent On-going process providing the basis for continuous improvement Relies on consensus Not just top-down A 2-way communication process Forward looking Concentrate on positive attributes Works best when applied to all staff,The Performance Management Cycle 表現管理週期,Performanc
11、e planning 表現的計劃,Performance review 表現的檢討,Performance coaching 表現的督導,Reward 報酬,Training 培訓,Succession planning 人才銜接計劃,Discipline 紀律,Business strategy 商業策略,People management strategy 人力資源管理策略,The PM Cycle,HR Practices 人力資源措施,Performance Management - Interlinking Parts 表現管理的互相緊扣的部份,Measurement 量度表現,Le
12、arning & Development 學習與發展,Goal Setting 確立目標,Performance Management 表現管理,Appraisal (Review) 評 核(檢討),Towards an Effective PM System 邁向有效的表現管理制度,What to Measure 評估什麼?,How to Measure 如何評估?,Work Outcomes 工作成果,Performance Factors 工作表現要素,Appraisal Form Design 評核表格 的設計,User Training 評核人的 培訓,The Appraisal 評
13、核階段及評核面談,The Process 評核程序,Measuring Outcomes (Results) 如何評核工作成果 (效果),Accountabilities (負責範圍),Performance Standards (表現標準),Objectives (目標),What are the focus areas? (主要工作範圍),How will the results be measured(量度)?,Within each area, what are the objectives(目標)? (,Sales management,To generate sales cost-
14、effectively,To increase sales by 10% in 1998,Measuring Outcomes (Results) 如何評核工作成果 (效果),Accountabilities, examples (負責範圍的典型例子) : Human Resources 人力資源 Staffing 聘用人才 Staff relations 勞資關係 Compensation planning 薪酬策劃 Benefits administration 褔利行政 Executive development 管理層培養 Policy development 政策制定,Measuri
15、ng Outcomes (Results) 如何評核工作成果 (效果),Sales New business development Sales management Lead generation Account development Marketing Advertising Promotion strategy Pricing Market research Media relations,Setting Objectives 建立目標,Stephen Covey: set your goals within your role (介定角色、確立目標) An objective is
16、a statement of results to be achieved Characteristics: Focused Written Stated forcefully Significant Prioritized and weighted Not too many Communicated “SMART”, “SMARTER”,Defining Performance Standards 制訂表現標準,Measurable factors from a performance factor 4 direct measures of output: Quality Quantity Cost Time May be “hard”/ “soft” numbers, problems to overcome Cost effective,Agreeing on Action Plan 共同協議行動計劃,What When Where Who Written Communicated,Assess
