[人力资源管理]全面企业绩效管理国资委20090409.pptVIP

企业绩效管理的框架 企业绩效管理发展的阶段 企业绩效管理的发展历程 全面企业绩效管理的整体视图 企业经营监控（企业仪表盘 /计分卡） 企业差异分析（即席查询 / 报告） 经营预测（预测模型） 战略调整执行（业务活动监控） 企业绩效管理的三个层次需求 企业高层的决策门户 中层战略管控职能部门的应用 应用的管理视图 企业战略目标的整体规划 支持集团全面预算管理战略 全面规划管理流程 全面规划管理的层次 企业绩效管理规划的阶段 企业绩效管理规划的模版 治理、风险和控制的管理方式 企业风险监控 审计信息系统—事中事后相结合 报告的5类前端展现的工具 产品地域分析 SAP集团战略解决方案一览 Leading companies are integrating the various business intelligence applications and processes into something Gartner calls “Corporate Performance Management”. The first step in this process is for Sr. Management to formulate the organization’s strategy and to articulate specific strategic objectives supported by key financial and non-financial metrics. These metrics and targets feed the next step in the process: Planning and Budgeting and are eventually communicated to the front-line employees that will carry out the day-to-day activities. Targets and thresholds are loaded from the planning systems into a Business Activity Monitoring engine that will automatically notify responsible persons of potential problems in real-time. Regular status of the business is reviewed and re-forecast and if necessary, budget changes are made. If the business performance is significantly off plan, executives may need to re-evaluate the strategy as original assumptions may have changed. Optionally, activity-based-costing efforts can enhance the strategic planning process – deciding to outsource key activities for example. ABC can also facilitate improved budgeting and controls through Activity Based Budgeting which help coordinate operational and financial planning. Organizations that want to bridge the performance management gap need to strive for continuous performance improvements. To improve performance the sequential management process needs to be replaced by one that supports all aspects of the management process based upon a unified business performance management system. . A unified system combined with a collaborative approach to management will lead to success. By applying a