绩效管理的关键流程.pptVIP

绩效管理的关键流程;绩效管理是什么？;绩效管理的目标和原则;1.0业绩考核体系流程总图;1.1绩效管理流程的第一步是制定或修改关键绩效指标;关键业绩指标是推动公司价值创造的驱动因素;选择关键绩效指标有三大步骤;第一步：通过价值树的方式分解公司的价值体系;第二步：指标大类由公司当年的管理目标和经营方针共同确定－人力资源部举例;筛选指标并确定指标大类及最终指标的权重;人工成本按预算执行;Performance Evaluation Sample Form;;The purpose of this evaluation form is to provide a clear, fair, and transparent way to evaluate employee performance relative to pre-set expectations. Employees are evaluated on both results and behaviors. Results are defined as performance against KPIs, milestones, and goals, and behaviors (“how” the results are achieved) are performance against Sina’s competencies. For all Sina employees, the overall performance rating is based 2/3 on results and 1/3 on behaviors. Each employee’s individual incentive multiplier and annual merit increase are based on his/her overall rating. At the beginning of the year, each employee and supervisor set targets (base and stretch) for the employee’s KPIs, milestones, and goals, and discuss how the employee can “live” the Sina competencies. At mid-year and end-of-year, the employee’s performance is evaluated against the expectations established at the beginning of the year. Following the completion of the annual performance cycle, each employee will receive a final overall rating of A, B, or C. This process is summarized in the left-most box below. The absolute definitions of A, B, and C performance are outlined in the table below. These definitions provide general guidelines for preliminary ratings of A, B, and C performance, but the final overall rating is based on a relative rating system that compares each employee’s performance to that of his/her peers. ;Sample;Competencies to be refined and shortened;受约人姓名： __________________? 职位：????? __________________? 业务部门： __________________?;制定目标，起草经营业绩任务书 审批并签订关键岗位人员的任务书;公司在设置合理的目标时应综合考虑三方面因素;在上下质询过程中，要以事实和历史数据为依据;1.3绩效管理流程的第三步是进行定期的经营绩效审核;经营绩效??审会的实施流程;;针对个人的评估，必须结合业绩和个人能力的双重表现;在综合业绩表现和个人行为评估时，可以利用业绩/能力评估模型系统地评估现有人选;评估反馈是绩效管理中的重要环节;1.4 业绩考核流程的第四步是产生行动计划;总结