埃森哲中国移动人力资源项目过程管理（E).pptVIP

China Mobile Project MeetingPM Part Acenture咨询有限公司 二零零一年七月 Agenda Discussion on 第一部分：薪资架构 第二部分：PM system 第三部分：Linkage between PM and salary structure China Mobile PM Current Situation On the meeting of June 1st, we have discussed the following PM problem: Inconsistency in applying corporate measures throughout 13 provinces Complex process for assigning weights, points , coefficients, rankings Monthly review process is cumbersome and doesn’t motivate or incent employees for top performance Process not seen as transparent and fair Question whether process is reinforcing overall business objectives Perception is process doesn’t link individuals rewards with performance Lack of line-of-sight for different levels in the organization New system Design In the new system, following are the our major concern： Standardize the PM system among the 13 province Simplify the process and form Pay more attention to performance coaching, reduce the performance evaluation frequency Leverage both KPI and GS as the performance measures Increase the transparency and equity of the system by sufficient communication Emphasize the different effect on company performance of different levels Considering both individual performance and company performance, set the relevant bonus percentage China mobile PM system- Overview 绩效管理是一种系统方法 要求经理们对战略达成共识 帮助经理们在组织中沟通战略 进行业务规划,使公司经营管理目标层层得到落实 将员工的行为与公司战略目标相联系 绩效管理的目的和意义 使各层级员工明确公司对其业绩期望，从而有效引导员工行为 跟踪绩效达标情况，提高员工绩效 提高员工士气和动力，去增强竞争优势 通过对经营管理人员考核提升人力资本 通过与国际接轨的人力资源管理来参与国际竞争 China mobile PM system- Overview 绩效管理的基本原则 突出业绩，量化评价原则 分层分类，逐级考核 从实际出发，公正，公平 突出重点，便于操作 考核结果与奖惩、使用相结合 China mobile PM system- Overview Driving force 调动全员积极性,发挥各岗位优势,提高公司业绩,实现/创造股东价值 Carrier KPI Goal Setting Competency development plan Steps: 制定业绩计划及衡量标准 定期进行业绩指导和强化 年终评估,考核并确定回报措施 I.KPI即用来衡量评估对象工作业绩表现的具体量化指标,是对工作效果最直接的衡量方式 II.Goal Setting是由主管领导与员工在绩效计划时共同商议确定,员工在考核期内应完成的主要工作及其效果,考核期结束由主管领导根据所设定的目标打分的方式。是对工作职责范围内的一些相对长期性,过程性,辅助性,难以量化的关键工作任务完成情况的考核方法 III.Competency Development P