人力资源管理24.pptVIP

* PM Guidebook_Oct 2008 * PM Guidebook_Oct 2008 * 贡献型： 1、真诚、具体、有建设性的认可表现，了解典型行为，推广到其他员工；2、在充分了解公司激励政策和员工自身需求的前提下，关注员工个人发展；不轻易承诺。 安分型：老资格员工要肯定他为组织过去作出的贡献并亲切光怀；让其明白过去的成绩是不能被抹杀掉的，可也不能代表现在或将来的成就。 * Placeholder - presentation title | Date - 6 April, 2006 P3 is more than just a ‘twice a year’ process – it’s a continuous cycle that occurs throughout the year. For some of you, this is familiar but let’s review what Lenovo’s P3 cycle was meant to accomplish The process starts with Lenovo’s business strategy. Most of you recently attended a Kick-off meeting, and some of you have had a chance to participate in Roundtables to discuss our strategy and what specifically it means to the different businesses. Now that we’ve set the Business Strategy, each business and function will start identifying their Priorities and setting KPIs. Once those priorities and KPIs are set, your manager will provide ongoing feedback and coaching throughout the year – on both an informal basis, or during formal performance reviews. We are a global company – we need a common language and approach to how we plan for and measure performance. P3 ensures we have a consistent method of setting goals, developing people and assessing employees worldwide KPI Module_Final_041609 * * Placeholder - presentation title | Date - 6 April, 2006 绩效奖金：支付已达成的业绩，是对过去工作行为或成果的认可，更多的是短期； 长期激励计划：通常以公司股票期权形式来支付，是支付公司未来的业绩，是对未来的预期，影响个人持续有效的长期行为 福利：提供员工所关心的基本健康和安全保障，支持更合理的劳资关系 * Placeholder - presentation title | Date - 6 April, 2006 为了更好地吸引、保留和激励优秀人才，联想每年均参与由全球著名咨询公司进行的市场薪酬调研，以清楚的了解业界水平（比较对象主要是国际知名的外企、合资企业等），同时结合企业实际，制定出既有外部竞争力又有企业特色的薪酬激励体系。 联想实行的是以岗位为主，充分考虑胜任力和业绩等因素的定薪原则，具体薪酬水平会根据应届生的学历，能力和岗位的不同地域/不同类别进行综合评价后确定。对于特别优异的学生，会提供更高的薪酬范围。此外，我们还提供有竞争力的激励政策，除了正常的奖金外，还有各种形式的奖励。公司级奖励：主要包括年度评优表彰、各类项目表彰等；系统特别奖:各系统和业务群的VP特别奖；部门总经理特别奖等。 * Placeholder - presentation title | Date - 6 April, 2006 * Placeholder - presentation title | Date - 6 April, 2006 * 2008-09 1H P3 HR Briefing Deck | Date - 3 September, 2008 Sep07 P3 Mgr Briefing_