绩效管理与平衡计分卡充电会[精选].ppt

一年至少二次的评估 绩效贡献与薪酬制度的结合 留才策略 使组织的愿景、使命、与目标相结合 了解组织绩效考核的理念与实施的好处 绩效考核的具体办法 确定主管及部属的职责 每个人为自己的工作绩效负责 及时的、具体的并持续的辅导与回馈 强调以改善工作绩效及员工发展为目的 积极革新的心态 公司文化变革的推动者 热诚、坚持、决心、耐心、勇气、成熟与开放 持续的沟通以加强管理的技巧 有效的工具及流程的检讨与回馈 前瞻的发展 360评量的回馈的用途 绩效评估 接班人评估 组织重整 训练结果评估 TQM 客户服务 BSC 的特色 BSC的发展 参与者包含奇异(GE) 、惠普(HP) 、超微 (AMD) 、标准石油(American Standard)、 苹果计算机(Apple Computer)、贝尔(Bell) 、 康健人寿(CIGNA Insurance)、杜邦 (Dupont) 、壳牌石油(Shell oil)等知名企业 运用平衡计分卡之观念于派外作业 运用平衡计分卡之观念于派外作业 运用平衡计分卡之观念于派外作业 运用平衡计分卡之观念于派外作业 如何藉平衡计分卡有效落实策略与达成绩效 资源的配置 人员的沟通 无形资产的价值化 形成平衡计分卡的为主的企业文化 依据四个构面定期检讨策略绩效 依据整体策略计算绩效成果 适当的人员／部门激励制度 总 结 藉由平衡计分卡的实施能促使企业策略与员工工作目标紧密结合，使企业策略成为员工行动方针，共同为企业建立持久的竞争优势。 企业策略的开展需考虑财务、顾客、企业内部流程、成长与学习等层面，才能有效量测与达成企业之愿景。 平衡计分卡能整合组织资源创造综效，并结合辅助工具ex:ERP、六个标准差…等检视绩效。 成功的绩效管理组成要素 成功的绩效管理系将拼图组合完成 Strategy Developing a value-creating strategy is an art, not a science. Often, organizations thinkof strategy as detailed budgeting rather than competitive thinking. Rather than focusing on a “recipe” for strategy, organizations should concentrate on the “best practices” forstrategy development: Value Measurement Businesses have traditionally used earnings per share (EPS) as the capstonemeasure of corporate performance. EPS is often used to evaluate management and calculate bonuses. Unfortunately, EPS is subject to manipulation and focuses management on short-termpaper profits, rather than on long-term value creation.Economic Value Creation, or EVC, is a much more appropriate measure of value creation. Scorecard Design Scorecards should also be linked to one another and aligned toward the organization’s strategy for value creation: if SBU scorecards are aligned in one direction and the corporate scorecard in another, conflict and frustration will result. Incentive Alignment In order to create value, performance measures must motivate employees to dothe right things. As such, a critical step in performance management is aligningthe goals of employees with the goals of the company. In order to create th