汉普-绩效管理培训教材.ppt

* * * * * * * * * * * * * * * * * * * * * * * * * * * * * 不能反映资本净收益的状况和资本运营的增值效益 * * * * * * * * * * * * * * * * The entire framework for the Business Intelligence System is based in a simple process. Management by Objective, Management by Exception, and Management by Fact. We will walk through each of these to illustrate how senior managers would use this system. * First, management by objective. What you can抰 measure, you can抰 improve. This is a key quality management mantra. This is also the cornerstone of our system. You begin the process by setting performance objectives for each of hundreds of enterprise wide measures. Things such as margin percent, current ratio, customer satisfaction, production timeliness, production value per employee, on time shipment and many more An important capability of the system is to set performance targets at various levels in your organization. For example: by individual, by group, such as an operational group, management team, and even your business partners. Moreover, you can establish targets representing industry benchmarks to understand comparative performance. for corporate level, anual revenue 厖.. branch ?.. as for personal level; what/a region/one month; known a sales achievement, then do a benchmark for it. * Next, managers can view trends and relationships of other key indicators that are of current interest. [animation] Managers can drilldown into the detail of each graph simply by clicking on it. They can also personalize their home page to include as many graphs as they like. * * * * * * * * * * 标杆：惠普的绩效管理—组织绩效指标 员工指标：包括待遇适配度（OFI，OfferFitIndex）、满意度（SAT，Satisfactory）和重要性（IMT，Importance）并重的员工满意度分析方法。 此外，还有优才流失率和员工生产率等因素，这些因素看起来无法衡量，但却可以从平时的工作中作出记录 客户指标：包括市场份额、老客户挽留率、新客户拓展率、客户满意度和客户忠诚度等几个因素； 流程指标：流程指标包括响应周期、总缺陷率、成本改进率和产品开发周期四个因素； 财务指标：包括销售收入、经营利润和经济附加值三个因素。 标杆：惠普的绩效管理——客户指标 标杆：惠普绩效管理—员工业绩管理框架 设定业绩目标 制定考核标准 与员工交流沟通 建立广泛共识 业绩管理四步骤 积极奖励先进 果断处理后进 动态评估业绩 过程与结果并重 惠普业绩管理工具箱 授权 反馈 开发员工技能和知识 纠错方法 实施积极影响工具 教导员工