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1、成功经理人 http:/Effective Performance Management- A Case StudyRobertH.Xiao,PhDHRDirector,People&OrganizationDevelopmentPhilipsChinaCorpHRPPM 20032成功经理人 http:/Agenda-Why performance management?-What is the process?-How to make it work?-Value alignment / top down drive-Linking rewards and development-Aspe
2、cts of infrastructure-Communication/education-Part of the culture-Where to start?PPM 20033成功经理人 http:/Why performance management?Basic management cyclePlanning, organizing, staffing, leading, and controllingFundamental corporate infrastructureConsistency in measuring/rewardingSustainability in busin
3、ess and peoplePPM 20034成功经理人 http:/What is the process?Annual processPast review and next goal settingAppraisal process: rewardsIndividual development planningOn-going review and documentationGlobal alignedPPM 20035成功经理人 http:/Philips Way:People Performance Management (PPM) is a process which helps
4、to align personal and business objectivesdriven by the Philips way: one culture, one brand, one companyone global approach for People Performance Management supporting the improvement of business results for PhilipsPPM 20036成功经理人 http:/PPM: a cyclical processPPM 20037成功经理人 http:/How to make it work?
5、- value alignment & top down driveA performance oriented value systemCompany value as the core throughout organizationValue derived criteria in the organization structure and supporting system (HR)Determination shown from the topLeaders being driven by the same processPPM 20038成功经理人 http:/Our Values
6、Delight customersWe delight our customers by anticipating and exceeding expectations thereby creating sustainable market leadershipDeliver on commitmentsWe pursue business excellence, being rigorous in delivering on our commitmentsDevelop peopleWe inspire and enable each other to use our creativity
7、and entrepreneurial flair, and to maximize our potentialDepend on each otherWe work as “one Philips” in an environment of transparency and trust to mobilize our collective competence and that of our business partnersValuesPPM 20039成功经理人 http:/How to make it work?- linking rewards and developmentTigh
8、t linkage between performance outcome and rewardsEmbedded individual development processPPM 200310成功经理人 http:/Philips Way:Links between PPM and other HR areasSalary & Annual incentiveIndividualDevelopmentPPM 200311成功经理人 http:/How to make it work?- aspects of infrastructuresFull range of documentatio
9、nOn-line review systemPerformance distributionCalibration processPPM 200312成功经理人 http:/Philips Way:DocumentationJob description (JD)Business balanced score card (BBS)Personal contribution agreement (PCA)Individual development plan (IDP)On-line PPMPPM is an on-line systemGuided distribution10%, 20%,
10、50%, 15%, 5%Calibration processManagement team discussionPPM 200313成功经理人 http:/How to make it work?- communication/educationDefined roles and responsibilities in PPMFull coverage of communicationOn going updatesDeadlines and consequencesPPM 200314成功经理人 http:/Philips Way:Roles and responsibilitiesImp
11、lementation LeadersExperts/facilitators of PPM trainingTutors (Operational HR Managers)Regional AdministratorsPPM Project Team Corporate HRMPPM 200315成功经理人 http:/How to make it work?- part of the cultureBusiness achievement needs systematic drive in managing performancePerformance comes from employe
12、eManagement job is to enhance employee performancePPM 200316成功经理人 http:/Philips Way:An effective PPM process is about the dialogue between manager and employeeEmployeesManagersUnderstand how they contribute to business results Understand what is expected from them Understand to what extent they meet
13、 these expectationsDevelop themselvesDeploy and realize business goals Set clear objectives and evaluate performanceDevelop people so they can add more valuePPM 200317成功经理人 http:/Where to start?A performance minded leadership teamA competent HR organization and personnelAn effective infrastructureA drive on communication and educationA clear set of value and value oriented culture with criteria
