1、1Performance Management Effective Workshop绩效突破的人才管理绩效突破的人才管理 主讲人主讲人-简仁杰助理院长简仁杰助理院长2Workshop Objectives课程目标课程目标 Understand the Roles and Responsibilities of People Manager to Enhance the Quality of Management 了解直线主管应扮演的角色及责任，提升管理质量了解直线主管应扮演的角色及责任，提升管理质量 Understand and Apply Performance Oriented HR Sy
2、stems to Increase the Value and Performance of People 学习并应用绩效导向的人资系统与工具，提升员工的价值学习并应用绩效导向的人资系统与工具，提升员工的价值 Understand the Management Tools and Skills,&,Apply to daily work 熟习人才管理的工具和技巧及其应用熟习人才管理的工具和技巧及其应用3Overall Workshop Plan整体训练计划整体训练计划 9:00-13:0014:00-18:00 -17:00 (day2)19:00-21:00DAY 1 Module 1:单元
3、一单元一 Achieving through people 以人为本的管理以人为本的管理 Change leadership 变革领导变革领导 Module 2:单元二单元二 Setting direction 目标目标/方向设定方向设定Introducing PerformanceManagement system绩效管理制度介绍绩效管理制度介绍DAY 2 Module 3:单元三单元三 Empowerment/Enabling 赋能授权赋能授权 Communication&Coaching 沟通辅导沟通辅导 Module 4:单元四单元四 Consequence management 赏罚
4、分明赏罚分明4Overall Workshop Objectives整体课程目标整体课程目标THINK.思考思考 Inward:What kind of manager I am?What are my strengths and weaknesses as a manager?内省内省:我是那一种主管我是那一种主管?我有那些强处和弱点我有那些强处和弱点?Forward:What can I do to be more successful in the future?往前想往前想:我可以做些什么将来会更成功我可以做些什么将来会更成功?PRACTICE.练习练习 New tools and s
5、kills in people management 人才管理的新工具和技巧人才管理的新工具和技巧PLAN 计划计划 How to apply back in work setting?如何将所学应用到工作场合如何将所学应用到工作场合?HAVE FUN.5Learning Process学习流程学习流程AWARENESS 察觉察觉Key concepts/tools and felt need for development 主要概念主要概念/工具及觉得有发展的需要工具及觉得有发展的需要TOOL/PROCESS工具工具/流程流程PRACTICE 练习练习APPLICATION 应用应用Simp
6、le tool/process to enhancemanagement effectiveness简单的工具简单的工具/流程以加强有效管理流程以加强有效管理Practice how to use of the tool/process effectively练习如何有效利用工具练习如何有效利用工具/流程流程Develop action items 发展行动方案发展行动方案6Module 1 Objectives:Achieving Through People单元一单元一 目标目标:以人为本的管理以人为本的管理 Understand the importance of people mana
7、gement skills in achieving business results 了解要达到企业经营成果人才管理的重要性了解要达到企业经营成果人才管理的重要性 Understand the roles and skills of change leadership 了解变革领导的角色和技巧了解变革领导的角色和技巧 Personal reflection on your required people management competencies 对自己人才管理能力的反思对自己人才管理能力的反思7Competencies of Effective Managers高绩效主管的核心能力高绩
8、效主管的核心能力ChangeLeadership变革领导变革领导SettingDirection目标目标/方向设定方向设定Empowerment&Enabling赋能授权赋能授权Communication&Coaching沟通辅导沟通辅导ConsequenceManagement赏罚分明赏罚分明8Understand how to set KPI and“SMART”goals and clear expectations of performance 了解如何设定了解如何设定KPI 及及“SMART”的目标和对绩效清楚的期望的目标和对绩效清楚的期望Understand how to comm
9、unicate performance plan and get commitment of achieving goals 了解如何沟通绩效计划，并得到达成目标的承诺了解如何沟通绩效计划，并得到达成目标的承诺Through case study to learn the right approaches and skills of cascading goals 经由个案研讨，学习正确的方法和技巧传递目标经由个案研讨，学习正确的方法和技巧传递目标 Module II Objectives:Setting Direction单元二单元二 目标目标:目标目标/方向设定方向设定9Objective
10、 Setting目标设定目标设定Vision,Mission(Long term goal)愿景愿景,使命使命(长期目标长期目标)Key Expected Achievement(Yearly objective-Biz.KPI)主要期待的成果主要期待的成果(年度目标年度目标,主要绩效指标主要绩效指标)Common Dept.KPI 一般部门的一般部门的KPICross-FunctionalKPI 跨功能的跨功能的KPIAgreed Objectives 双方同意目标双方同意目标(Immediate Manager&the Individual)(直属主管直属主管&个人个人)Periodica
11、l Review 定期检讨定期检讨Execution执行执行Performance Evaluation绩效评估绩效评估OrganizationDepartmentIndividual10Principles of Objective Setting 目标设定的原则目标设定的原则S.M.A.R.T.Specific 明确的明确的 Measurable 可测量的可测量的 Achievable 可达到的可达到的 Relevant 相关的相关的Time-Bound 有期限的有期限的11WRAP-UP Setting Performance Expectation-Reminder总结设定绩效期望总结
12、设定绩效期望-提醒重点提醒重点1).Make sure Corporate KPI links up with individual Performance Objectives 确定公司确定公司 KPI 和个人绩效目标链接和个人绩效目标链接2).Make sure to raise up the Job“Ownership”and“Accountability”of each individual 确定提高个人工作确定提高个人工作“拥有感拥有感”和和“责任感责任感”3).Make sure to have the 2-way communication,use“GROOM”process 确
13、定有双向沟通确定有双向沟通,利用利用“GROOM”流程流程4).Practice makes Perfect!熟能生巧熟能生巧!Make sure practice and application of learning happen!确定做练习和学以致用确定做练习和学以致用 12Module Objectives:Communication and Coaching单元三单元三 目标：沟通辅导课程目标：沟通辅导课程 Understand the factors of Communication 了解沟通要了解沟通要素素 Understand the importance of being a
14、 Coach for a people manager 了解做为一个人员管理者的辅导员的重要性了解做为一个人员管理者的辅导员的重要性 Work on the coaching process-The“GROW”model 工作教导流程做做看工作教导流程做做看-“GROW”模式模式 Understand and Practice the Coaching skills 辅导技巧的了解和练习辅导技巧的了解和练习13Empowerment:A Paradigm Shift授权授权:一种思维转换一种思维转换Achieving by Self靠自己达成靠自己达成Achieving through Oth
15、ers藉由他人达成藉由他人达成PerformanceManagement LevelLowHigh14Module IV Objectives:Consequence Management单元四单元四 目标目标:赏罚分明赏罚分明 Understand the Philosophy and Principle of Reward Management 了解薪酬管理的理念和原则了解薪酬管理的理念和原则 Work on the Individual Development or Improvement Plan 着手进行员工个人发展或改善计划着手进行员工个人发展或改善计划 Understand ho
16、w to handle poor performer 了解如何处理绩效不佳的员工了解如何处理绩效不佳的员工15What We Want PRD to Achieve?v Corporate Vision/Objectives/Strategy be Translated into Clearly Defined Individual Goalsv Employees Full Participation Fair/Equitable Process v Timely Feedback,Coaching and Corrective Actionv People Accountable for
17、Their Resultsv Reward for Performancev Focus on Improvement&Future Development Regain Competitiveness !16PRD Process1st Level MGR2nd Level MGRDot-line MGRHR GuidelinesEmployeeKPI DeploymentPromotion,Demotion&Separation DecisionAppraisalExecution Goal-settingIncentive/Re-wardsSuccession PlanDevelopme
18、nt PlansMerit IncreaseInternal TransferP.R.D.Process17PRD Process and Schedule Appraisal ExecutionGoal-SettingHR Decisions&ActionKPI DeploymentJan-Feb.Jan-Dec.Time2nd MGR1st MGREmployeeHR DivisionClear Company&Dept.KPI Deploy mentPre-review PRD quality&balance rating distribution Provide necessary g
19、uidanceSolve disagreement btw Ind&1mm Mgr if anyReview self evaluationDiscuss with employeeSign agreementRecommendation to employee for future improvementOngoing face to face review,coaching&counselingPP adjustment,if necessary Implementation confirmed by line mgr in Mar/SepPresent resultsHighlight
20、difficulty&seek assistance from mgr or HRSelf evaluationProvide relevant evidenceElaborate career aspiration and development plansFacilitating&TrackingJune&Dec.Ind/team goal identified&aligned w/KPIIndividualS.M.A.R.T.GoalEmployees involvement&inputA copy to mgrs concerned&HR for tracking18Performan
21、ce Management Cycle绩效管理循绩效管理循环环Setting Performance Expectation(At the beginning of the period)设定绩效期望设定绩效期望(期初期初)Follow Up(During the period)追踪追踪(期中期中)Performance Evaluation(At the end of the period)绩效评估绩效评估(期末期末)Objective Setting 目标设定目标设定 Expected outcome 期待结果期待结果 Expected standard 期待标准期待标准 Performa
22、nce plan 绩效计划绩效计划 Empowering/Enabling Coaching -Motivating -Counseling -Correcting -Documentation App.Interview Reward/Recognition Improvement Plan Training&Development The CORE:Communication Feedback Giving Consensus&Commitment19Performance Management Process 绩效管理流程绩效管理流程Performance Plan绩效计划绩效计划(At
23、 the beginning of the year)根据根据:工作描述Business Focus:接下来6-12个月的业务重点 -KPI课/部门目标目标设定目标设定:SMART 原则需经双方讨论且同意Periodic Review定期考核定期考核(During the period)主管主管:授权 咨商辅导Preparation for Appraisal Interview(Before the Appraisal)评鉴面谈准备评鉴面谈准备个人准备个人准备:了解如何填写评估表(员工先完成 自我评估部份)准备concerns/议题在评鉴会议中讨论主管准备主管准备:Review 员工的自我评
24、估咨询上一层主管的建议 行政行政:规划 Agenda 预约时间/会议室,不受干扰 Appraisal InterviewDiscussion 评鉴面谈讨论评鉴面谈讨论(During the Appraisal)Agreed Outcome 双方同意的结果双方同意的结果Future Improvement/Development Plan风格风格:开放诚实过去为本展望未来专注在专注在:实际的事实/达成的证据沟通/相互的了解如何改进未来发展主要的同意结果主要的同意结果:评量&评比回馈给个人个人改善计划训练&发展计划行政行政:个人&主管正副本签字正本交HR存档 安排下次跟催会议个人个人:执行适当提出考虑点和问题
