基于战略的绩效管理实务-王宏志-2007.ppt

* * * * * * * * * * * * * * * * * * * * 激励机制的四个组成部份，除了基本工资以外，都由各种要素组合而成，而每一种要素都有其不同的意义。 * * * * * * * * * * * * * * * * * If we have a business plan, but we don’t deploy the plan, then we end up with a mess. These problems will occur: duplication, different direction, no ownership, conflicting goals, etc. Activity Say stand up. Close your eyes. Now turn around once. Keep your eyes closed and point to where you think the East is. Keep pointing and open your eyes. (Everyone will be pointing in different directions) Say Now close your eyes and point towards my voice. (Walk to one side of the room) Keep pointing and open your eyes. (Everyone will be pointing in the same direction) Say This is what we want from Business Plan Deployment. Everyone pointing in the same direction! * This is the goal of BPD. That we are all aiming in the same direction, and achieving common goals. That we have clear direction with efficient deployment of resources. Everything we do as an organization must be in support of our Mission. * * * * * * 5 Speaker’s Notes Say: The elimination of waste directly improves safety, quality, productivity and cost. Ask: This is the meaning of improvement, but we are saying that the principle is continuous improvement. What does that mean? Responsiveness + People = Productivity So it does improve people and responsiveness( the PR of SPQRC) * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * 变革的导入过程 五、如何进行绩效会谈 管理者的绩效投入 绩效管理操作的指导原则 绩效交流（会谈）的结构 绩效会谈的准备 绩效会谈的内容 绩效会谈的技能 管理者的绩效投入 首先思考为提升绩效，你有什么计划？（管理者必须非常清醒地看到是什么因素影响绩效目标的实现） 你为下属提供什么支持、创造什么条件？ 你将如何发现下属能力和绩效的进步，并如何激励下属？ 你将如何检查下属能力和绩效的退步或停滞不前，并如何鼓励他们，在必要的时候如何惩诫下属？ 绩效管理操作的指导原则 如果部门主管对它没有热情，那么不要进行 被明确陈述的工作目标或任务应该进行常规回顾与修正 明确陈述绩效标准 应有对工作行为的反馈 需要的是评论而不是评分，绩效需要的不是“管理”，需要的是鼓励、提高、支持 需明确发展需要 需要有一个达成共识的培训计划 应该通过一个双向过程达成协议 它应作为一种日常管理工具而使用 绩效考核拒绝神秘化 期终的考核它应该与报酬无关。 某公司员工对评分体系的评论 “对我来说，我是为分数而工作。评分制度使我的工作目标被改变了，我感觉工作本身的意义越来越微不足道。” “从小到大读书是这样，工作了还这样，我厌恶这种事情。” “为什么某人得到那个分数，而我却得到这个