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绩效管理课件-2
Historical Context
Why manage performance
Employer perspective
Employee perspective
Ways of appraising and measuring
performance
What this means for you;Performance Management
How did we get here?;;Managing performance –
many meanings;“A process which contributes to the effective management of individuals and teams in order to achieve high levels of organisational performance. It should be
Strategic
Integrated;“Benefits of Performance
Management” (CIPD);Performance management
- link to corporate strategy;Performance Management Cycle;US/Local roles changed to Global accountability
No real ability to lead or direct
international performance
KPI’s irrelevant/demotivating/unachievable;Phases of Performance Management;Planning Performance;;Managing / Developing Performance phase;;Chris - graduate trainee
High Intellect/strategic/ambitious
Assistant Brand Manager Role
– Collate data, data input, gather marketing assets and image collection, copywriting for catalogues and websites, event coordination
Under-performing
WHAT ARE THE ISSUES FROM A PERFORMANCE
MANAGEMENT PERSPECTIVE?;ISSUES RAISED BY CHRIS;Reviewing Performance;Reviewing and Rating Performance –
design choices for organisations;;Less fashionable as a process (but in 2012 up to 20% of
Fortune 500 companies using it)
80/20 or pareto rules – need to “manage out” the lowest- achieving 10% of employees
Recently abandoned by Microsoft
Grades employees on a curve
Certain number must be underperformers
“encourages people to back-stab their co-workers”
Create bad feelings, damage morale, destroy team work
(team is competing against each other!);An Example Rating Scale;IBM Performance Areas for 2014
Placement students;Sales Directors from a UK B2B software
company
Experienced senior execs from large US multi-nationals, leading younger, less experienced team
Good, high-performance product
Overall team underperformance – why?;Gathers feedback on an individual from a
number of sources
8-10 direct reports, colleagues, custom
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