优秀企业的员工业绩评估和员工发展体系(PPT 18页).ppt

Effective Performance Management-A Case Study商博士 资料下载|管理文摘|行业研究PPM 20032Agenda-Why performance management?-What is the process?-How to make it work?-Value alignment/top down drive-Linking rewards and development-Aspects of infrastructure-Communication/education-Part of the culture-Where to start?商博士 资料下载|管理文摘|行业研究PPM 20033Why performance management?Basic management cyclePlanning,organizing,staffing,leading,and controllingFundamental corporate infrastructureConsistency in measuring/rewardingSustainability in business and people商博士 资料下载|管理文摘|行业研究PPM 20034What is the process?Annual processPast review and next goal settingAppraisal process:rewardsIndividual development planningOn-going review and documentationGlobal aligned商博士 资料下载|管理文摘|行业研究PPM 20035Philips Way:People Performance Management(PPM)is a process which helps 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 Philips商博士 资料下载|管理文摘|行业研究PPM 20036PPM:a cyclical process商博士 资料下载|管理文摘|行业研究PPM 20037How to make it work?-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 process商博士 资料下载|管理文摘|行业研究PPM 20038Our ValuesDelight 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 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 partnersValues商博士 资料下载|管理文摘|行业研究PPM 20039How to make it work?-linking rewards and developmentTight linkage between performance outcome and rewardsEmbedded individual development process商博士 资料下载|管理文摘|行业研究PPM 200310Philips Way:Links between PPM and other HR areasSalary&Annual incentiveIndividualDevelopment商博士 资料下载|管理文摘|行业研究PPM 200311How to make it work?-aspects of infrastructuresFull range of documentationOn-line review systemPerformance distributionCalibration process商博士 资料下载|管理文摘|行业研究PPM 200312Philips 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%,50%,15%,5%Calibration processManagement team discussion商博士 资料下载|管理文摘|行业研究PPM 200313How to make it work?-communication/educationDefined roles and responsibilities in PPMFull coverage of communicationOn going updatesDeadlines and consequences商博士 资料下载|管理文摘|行业研究PPM 200314Philips Way:Roles and responsibilitiesImplementation LeadersExperts/facilitators of PPM trainingTutors(Operational HR Managers)Regional AdministratorsPPM Project Team Corporate HRM商博士 资料下载|管理文摘|行业研究PPM 200315How to make it work?-part of the cultureBusiness achievement needs systematic drive in managing performancePerformance comes from employeeManagement job is to enhance employee performance商博士 资料下载|管理文摘|行业研究PPM 200316Philips 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 these expectationsDevelop themselvesDeploy and realize business goals Set clear objectives and evaluate performanceDevelop people so they can add more value商博士 资料下载|管理文摘|行业研究PPM 200317Where 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商博士 资料下载|管理文摘|行业研究商博士 资料下载|管理文摘|行业研究