珠宝行业PerformanceManagement35539.pptx

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1、Performance Management Organizational&Human Resource Development DivisionHong Kong Productivity CouncilSeminar ContentWhy is PM Important to Business Performance?What is PM?The PM CycleEffective PM SystemIdentification of Individual Performance MeasuresWhat is Balanced Scorecard?Barriers in Strategi

2、c Management of Organizational PerformanceHow does a Balanced Scorecard Translate Company Strategy into Action?Framework of a Balanced Scorecard Performance Measurement SystemAction Required for Implementation of an Effective PMWhy is Performance Management(工作表現管理工作表現管理制度制度)Important to Business Per

3、formance?改善工改善工作程序作程序員工態度改員工態度改變變接受變接受變革革External Pressures 外來壓力外來壓力修訂營修訂營運策略運策略提提高高生生產產力力宏觀環境宏觀環境:公司公司:個人個人:提出人提出人力管理力管理變革變革工作表現工作表現管理制度管理制度Why is Performance Management(工作表現管工作表現管理制度理制度)Important to Business Performance?Benefits to Individuals Better understanding on performance standards Better d

4、evelopment opportunities Motivated as it is a fairer system to measure employees performanceImproved relationship with supervisors Improved individual performanceWhy is Performance Management(工作表現管工作表現管理制度理制度)Important to Business Performance?Benefits to OrganisationEffective monitoring systemBetter

5、 understanding on performance standardsOrganisations expectations can be clearly communicatedLink individuals work output to organisational goalsBetter moraleShape organisations cultureWhy is Performance Management(工作表現管工作表現管理制度理制度)Important to Business Performance?Ultimate BenefitstoOrganizationBus

6、inessResultsDriveWhat is Performance Management(工作表現管理制度工作表現管理制度)?“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 ApproachesTraditionalIn

7、tegrated Performance ManagementCompetency-based Integrated PM ProcessPM as Core Process for ChangeAs driver for changeIntegratedFit with cultureSelf-managed individuals&teamsHarmony with rewardsMotivating work climateIntegrated with competency modelFocus on developing peopleLinked to succession plan

8、ningCovers 3 phases:planningmanaging/coachingreviewingOnce a year eventNot integratedLittle managing of performanceDegree of integration with other HR processesPerformance Management-Current Trends(當前趨勢當前趨勢)Performance management as a core processNew approaches:self-appraisal 自我評核peer appraisal 同級同事

9、評核upward appraisal 下屬對上司的評核360 degree appraisal 360 度評核Greater employee involvement/participationFrom measuring outputs measuring outputs+inputsGreater line-management ownershipFormal,once-a-year feedback more informal,on-going communication Performance Management-Core Principles(核心原則核心原則)Corporate&

10、individual performance are mutually dependentOn-going process providing the basis for continuous improvementRelies on consensusNot just top-downA 2-way communication processForward lookingConcentrate on positive attributesWorks best when applied to all staffThe Performance Management Cycle表現管理週期表現管理

11、週期Performance planning 表現的計劃表現的計劃Performance review表現的檢討表現的檢討Performance coaching表現的督導表現的督導Reward報酬報酬 Training 培訓培訓Succession planning 人才銜接計劃人才銜接計劃Discipline 紀律紀律Business strategy 商業策略商業策略People management strategy 人力資源管理策略人力資源管理策略The PM The PM CycleCycleHR Practices 人力資源措施人力資源措施Performance Manageme

12、nt-Interlinking Parts表現管理的互相緊扣的部份表現管理的互相緊扣的部份Measurement量度表現量度表現Learning&Development學習與發展學習與發展Goal Setting確立目標確立目標PerformanceManagement表現管理表現管理Appraisal(Review)評評 核核(檢討檢討)Towards an Effective PM System邁向有效的表現管理制度邁向有效的表現管理制度What to Measure評估什麼評估什麼?How to Measure如何評估如何評估?Work Outcomes工作成果工作成果Performan

13、ceFactors工作表現要素工作表現要素Appraisal Form Design評核表格評核表格的設計的設計UserTraining評核人的評核人的培訓培訓 The Appraisal 評核階段及評核面談評核階段及評核面談 The Process評核程序評核程序Measuring Outcomes(Results)如何評核工作成果如何評核工作成果(效果效果)Accountabilities(負責範圍負責範圍)PerformanceStandards(表現標準表現標準)Objectives(目標目標)What are the focus areas?(主要工作範圍主要工作範圍)How wil

14、l the results be measured(量度量度)?Within each area,what are the objectives(目標目標)?(Sales managementTo generate sales cost-effectively To increase sales by 10%in 1998 Measuring Outcomes(Results)如何評核工作成果如何評核工作成果(效果效果)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

15、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Measuring Outcomes(Results)如何評核工作成果如何評核工作成果(效果效果)SalesNew business developmentSales managementLead generationAccount developmentMarketingAdvertisingPromotion strategyPricingMarket researchMedia

16、relationsSetting Objectives 建立目標建立目標Stephen Covey:set your goals within your role(介定角色、確立目標)An objective is a statement of results to be achievedCharacteristics:FocusedWrittenStated forcefullySignificantPrioritized and weightedNot too manyCommunicated“SMART”,“SMARTER”Defining Performance Standards制訂

17、表現標準制訂表現標準Measurable factors from a performance factor4 direct measures of output:QualityQuantityCostTime May be“hard”/“soft”numbers,problems to overcomeCost effectiveAgreeing on Action Plan共同協議行動計劃共同協議行動計劃WhatWhenWhereWhoWrittenCommunicatedAssessing Performance Factors(表現原素表現原素)/Competencies(稱職原素稱職

18、原素)Examples:Coca-ColaMobilPerformanceCompetenciesFactorsCommunicationTeamworkJob knowledgeTechnical knowledgeProblem solvingSetting high standardsWork relationshipsConcern for accuracyLeadershipConcern for effectivenessPlanning,organisingFlexibilityPersonal Drive(主動性主動性)Identify own strengths and we

19、aknessesLearn from own mistakes and those of othersChange behaviours as a result feedbackKeep update on own field of specialisationTry influence rather than passively accept an eventContinuously looking for innovative means to achieve resultsShow enthusiasm and drive to get things doneBe persistent

20、towards the achievement of plans or initiativesRemain committed in spite of problemsActively learning主動學習主動學習Demonstrating Commitment表現投入感表現投入感Taking initiative採取主動採取主動 Determine Performance FactorsDetermine Dimensions(量度方向量度方向)Determine Behaviour Indicators(行為指標行為指標)Determining Performance Factors

21、(Competencies)-An ExampleDesigning the Process 設計評估階段設計評估階段Determine the purposes 確立目標Develop the procedures 程序應包括:No.of forms 表格數目What to be assessed 評核甚麼Who should appraise 誰來評該 Appraisal period 評核期Frequency of meetings 評核面談的頻率Linkage with pay 與薪酬的聯繫Designing the Appraisal Form 設計評核表格設計評核表格What to

22、 include 應包括甚麼?Work outcomes or objectives 工作成果(目標)Performance factors 表現要素Jobholder personal data 員工個人資料Major achievement 主要成就Development needs and plans 培訓需要及計劃Approvals 審批機制Employee comments 員工意見Promote abilityRating scheme 表現評級標準How many levels 多少級別?What will we call each level 級別名稱?Performance

23、Review 表現評核表現評核Strategy&system for performance managementContinuous process of Review 檢討表現Feedback 回應不理想的表現 Reinforcement 強化好的表現Documentation of the on-going processObjectives of Performance Appraisal表現評核的目的表現評核的目的Motivate/reinforce good performanceIdentify areas for improvementIdentify training&dev

24、elopment needsClarify job expectationsStrengthen staff-supervisor relationshipElements of a Good Appraisal好的表現評核好的表現評核1.Document performance2.Performance diagnosis3.Seek bilateral participation4.Focus on goals6.Minimal criticism7.Single purposeAppraisal Errors 表現評核常見錯誤表現評核常見錯誤Halo error 以偏概全Contrast

25、 error 對比誤差First impression error 先入為主Regency error 近入為主Leniency error 寬容誤差Severity error 嚴厲誤差Central tendency error 中庸誤差Optimising Your Existing System改善你公司現行的制度改善你公司現行的制度 What we can do to improve?Review your existing system and identify:ImbalancesAmbiguitiesNon-alignment with strategic objectives

26、Inappropriate simplicity/complexity,etc.Possible changes might be:Change the event an ongoing processStart with the form start with planningFocus on traitson behaviors (what he is)(what he does)Provide appraiser trainingCultural Issues 文化因素文化因素Culture is a common excuse fornot setting up a performan

27、ce management system(PMS)not optimizing the existing systemPMS needs to be compatible with existing organizational cultureWhat is often overlooked is:PMS can help to drive change,which will lead to a new organizational cultureCheck your organization for readinessCriteria for an Effective Appraisal S

28、ystem好的表現管理制度好的表現管理制度-標準標準Relevance 關聯性Sensitivity 敏感性Reliability 可靠性Acceptability 認受性Practicability 可行性Critical Success Factors 成功要訣成功要訣Open,honest management style-high degree of trustLine managers feel sense of ownershipSupportive HR/personnel functionSenior management support Business plan-linke

29、d with organisational goalsIdentification of Individual Work Outcomes(工作成果工作成果)and Performance Measures(量度標準量度標準)Based on the Balanced Scorecard System 均衡績分表系統What is a Balanced-Scorecard均衡績分表均衡績分表?It is a new framework(Kaplan&Norton)integrating performance measures derived directly from business st

30、rategy,which allows a company to:-translate its strategy into action;-turn measures into a performance management process.Barriers in Strategic Management(策略管理策略管理)of Organizational Performance(組織表現組織表現)The Management System:Vision are not actionable Strategy not linked to departmental and individua

31、l goals Strategy not linked to resource allocation Feedback is tactical,not strategicBarriers in Strategic Management of Organizational Performance The Traditional Financial Measurement System:(傳統的財務管理)Retrospective Fail to predict future performance Plays down on strategic determinants for long-ter

32、m success Unable to measure and manage such determinantsWhat is a Balanced-Scorecard?How do customers see us?(customer perspective 客戶觀點)What must we excel at?(internal perspective 內部財務)How can we continue to improve and create value?(innovation&growth perspective 創新及不斷學習)The principal framework of t

33、he balanced scorecard allows managers to look at the business from four important perspectives:How do we look to shareholders?(financial perspective 財務方面)What is a Balanced-Scorecard?These four critical-success factors:Customer Satisfaction,Internal Business Process,Innovation&Learning of the Organi

34、zation,plus Financial Perspective,are regarded as the drivers of future financial achievement for their significant impact on organizational performance.What is a Balanced-Scorecard?Customer Satisfaction 滿足客戶-to stay competitive,we need to satisfy our customers requirements.In a broad sense,customer

35、s are mainly concerned about time,quality,service&cost;However,we must be sensitive to other value-added attributes,e.g.customers loyalty.The balanced-scorecard tends to focus on entirely new internal business processes generating most customer satisfaction and achieving the companys financial objec

36、tives,e.g.core competencies,critical technologies needed to stay ahead of competitors.What is a Balanced-Scorecard?Internal Processes 內部業務:Once customer-based measures are formulated,companies must then identify what internalprocesses to excel in,in order to fulfill customers needs.What is a Balance

37、d-Scorecard?Innovation&Learning 創新與不斷學習:The companys ability to learn and improve continuously are crucial to its long-term success in the face of immense competition&fast changing customers requirements.The balanced-scorecard articulates and measures companys growth by bridging the organizational c

38、apabilities,such as people,system,and procedures,with what is required to achieve breakthrough performance.What is a Balanced-Scorecard?Financial Performance 財務方面:The balanced-scorecard also retains a financial dimension to measure and indicate whether or not the companys strategy,implementation and

39、 execution are contributing to bottom line improvement.The balanced-scorecard allows the company to weigh short-term gains against long-term business development,and re-examine business strategy to achieve the right balance between bottom line and operational improvements.How Does a Balanced-Scoreca

40、rd Translate Company Strategy into Action 均衡績分表如何實踐公司策略均衡績分表如何實踐公司策略By translating the vision and strategy so that it is understoodand can be acted upon.To be the best integrated refiner/marketer in the United States by efficiently delivering unprecedentedvalue to our customers.We achieve this missi

41、on by six strategic themes:An integrated business Reduce our cost structure Weed out under performing assets New sources of income Advance the focus of TQM Profitably increase scalePioneers Mission(使命)How Does a Balanced-Scorecard Translate Company Strategy into Action均衡績分表如何實踐公司策略均衡績分表如何實踐公司策略Pione

42、ers Balanced Scorecard Strategic Objectives Strategic Measures 策略目標策略目標 量度標準量度標準FinCustInternal I&LFinancially strong.Return on Capital Employed.Delight the customer.Mystery shopper ratingWin-win relationship.Dealer/Pioneer Gross Profit Split.Safe&Relaible Mfg reliability indexCompetitive supplier D

43、ays away from work placeQuality Quality IndexMotivated&prepared Strategic competency availability How Does a Balanced-Scorecard Translate Company Strategy into ActionThe Revenue Growth Strategy“Improve stability by broadening the sources of revenue from current customers”The Productivity Strategy“Im

44、prove operating efficiency by shifting customers to more cost-effectivedistribution channels”Improve ReturnsBroadenRevenueMixImprove operatingefficiencyIncrease cust.confidence in our fin.advice Increase cust.Satisfaction thru sup executionUnderstand customersegmentsDevelop newproductCross-sell thep

45、roduct lineShift to appropriatechannel Minimize problemsProvide rapidresponse Increase employeeproductivityAccess to strategicinformationDevelop strategicskillsAlign personalgoalsFinancial CustomerInternalI&LHow Does a Balanced-Scorecard Turn Measurement into Performance ManagementStrategic Objectiv

46、e Strategic Measurements (Lag Indicators)(Lead Indicators)Fin.Customer Internal Learning Improve Returns Broaden Revenue Mix Reduce Cost Structure Return on Investment Revenue Growth Deposit Ser.Cost Change Revenue Mix Increase Customer Satisfac-tion With Our Product And People Increase Satisfaction

47、“After The Sale”Share of Segment Customer Retention Depth of Relation Satisfaction Survey Understand Our customers Create Innovative Products Cross-Sell Products Shift Customers to Cost-Effective Channels Minimize Opt Problems Responsive Service New Product Revenue Cross-Sell Ratio Channel Mix Chang

48、e Service Error Rate Request Fulfillment Time Product Development Cycle Hours with Customers Develop Strategic Skills Provide Strategic Info Align Personal Goals Employee Satisfaction Revenue per Employee Stgic Job Coverage Ratio Stgic Info Availability Rto Personal Goals Alignment (%)The measuremen

49、t system is the organizing framework for the mgt system.How does a Balanced Scorecard Translate Company Strategy into Action均衡績分表如何實踐公司策略均衡績分表如何實踐公司策略Example:an Electronics CompanyVision “To diversify our customer base and become a competitive and reliable supplier to ANY potential customers”Transla

50、tion of Vision into Strategic Objectives“a competitive and reliable supplier”would meancost effectivebetter product developmentgood customer serviceTranslation of Strategic Objectives into Organizational Goals 組織目標組織目標&Measures 量度標準量度標準Strategic Perspective Organizational MeasuresObjectives GoalsCus