目标+绩效管理.pptVIP

企业管理核心流程: 战略流程 营运流程 人员流程 如何才能实现百事的战略? 人员流程是重要保障. 我们要实现百事公司持续稳定地增长的战略目标,就必须对我们的员工进行深入而准确的评估,以确认他们所完成的工作业绩及能力发展潜力,为培养新的领导成员提供指导性的框架,以充分调动他们的积极性在组织范围内更好地实施战略. 个人能力结构: 个人能力坐标: The Competency Ladder 能力阶梯 PBI PMP: Objectives百事饮料国际集团的绩效管理程序：目标 Reviewing the PMP PMP Workshop Key Principles绩效管理程序的关键原则 Commitment from both Employee and Manager during PMP在绩效管理程序中来自员工和经理的承诺 Employee: Take charge ! Ownership! Open communication! People skill ! 员工：自己掌舵! 拥有感! 开放的沟通! 人际技巧! Manager : Constructive feedback ! Coaching ! People skill !有建设性的反馈! 指导! 人际技巧! PMP Workshop Objectives 绩效管理程序工作室目标 Today you will learn how to use the new PMP to: Write accurate and meaningful performance reviews 撰写准确的和有意义的绩效回顾 Reinforce the importance of how one achieves results versus just achieving results 强调重点是如何取得评估结果，而不仅仅是取得结果 Calibrate performance ratings appropriately 准确地校对评估结果 Objective Setting 目标的制定 Writing Objectives 撰写目标 Best Practices for Writing Objectives撰写目标的最佳实践 Best Practices for Writing Objectives撰写目标的最佳实践 Best Practices for Writing Objectives – Example撰写目标的最佳实践案例 Continue to improve my 360o feedback priorities 继续提高我的360度反馈中的优先项目 Target item: 目标项目Builds capable teams; improve score from 2.8 – 3.8 建立有能力的团队；把分数从2.8提高到3.8 Conduct weekly team meetings to discuss objectives for the week, special projects and roles主持每周一次的员工会议，讨论一周的目标、具体项目和职责。 Designate routine times during the week to be available to team members指定一周中的固定时间与员工在一起。 Provide routine feedback and coaching to improve team and individual performance 提供定期反馈和指导，提高团队和个人的绩效 Plan and conduct one team building event per quarter 每个季度计划和主持一次团队建设活动。 Manager’s Role 经理的职责 Manager sits down face to face to review self-assessment with the direct report. 经理和下属面对面坐下回顾员工的自我评估。 How to Write Quality PDR 如何撰写高质量的绩效与发展回顾 Writing Accurate and Meaningful PDR撰写