人力资源管理绩效管理培训教程[精品].pptxVIP

Performance Management;We Are Here To Learn We Are Here to ;What is Performance Management?;Performance Management is An agreement between employee and supervisor An on-going process Tied to the merit process ;Performance Management;Desired Outcomes of Performance Management;Enablers of Performance Management;;Performance=;Why Bother with Performance Appraisals?;Year End Performance Appraisal Meeting;Recommended Do’s for Performance Discussions;Recommended Don’ts for Performance Discussions;Questions to Encourage a Good Discussion;Questions to Encourage a Good Discussion;Performance Management Bell Curve;Performance Potential Grid;“Room” for Low Performers;从HR角度看绩效管理;绩效回顾与评估循环;绩效评估的目的;2007绩效评估时间与流程;=S=年度评估表格;自我评估表格;年度评估表格 - 主要部分;固定任务;相关联系人;本考核期间工作表现目标评估;本考核期间职业行为与态度评估;下一年/下一考核期间目标 ;下一年/下一考核期间职业行为与态度目标;职业发展 ;=S= 评级标准; 评估分数＝ （“工作表现目标状况评估”平均分 +　“职业行为/ 态度评估”平均分） －－－－－－－－－－－－－－－－－ ÷2 ÷4 ?５ －－－－－－－－－－－－－－－－－ ＝ 最后结论（必须为整数，小数点后舍入请参考正态分布，见下页）; 对评级有正态分布的要求 ;5 -达到全部要求并超越大部分要求 (优良、杰出的业绩);3 - 达到要求 (良好，达成他/她的目标) ;进行年终评估面谈时四条黄金定律;进行年终评估面谈时四条黄金定律;准备至关重要;收集事实与工作表现数据;策略选择 ;进行年终评估面谈时四条黄金定律; 面谈要点;面谈的技巧;提问技巧;聆听;重复引申;总结技巧;进行年终评估面谈时四条黄金定律;用激励制定发展计划; 评估面谈流程;;关键要点; 面谈要点;为什么？请他呈现事实;如果你不同意对方的评价…;如果你不同意对方的评价：选择事实;处理困难情况;;;绩效管理的总体概念;Business Goal-How;Business Goal-How;Business Goal-How;Business Goal-How;Business Goal-How;Common Problems with Business Goal; Specific to your role and what you are trying to achieve Measurable can easily determine if outcome achieved Aggressive challenging and require incremental (Attainable) improvement Realistic within your responsibility and control Time-bound milestones and dates;目标设定SMART原则;SMART GOAL? Specific, Measurable, Aggressive, Realistic and Time-bound;工作目标设定要点;Long-Term Career Success:What Matters Most?;;;跟踪;定期进行绩效回顾面谈与提供反馈 – 健康检查;Tracking Process;Receiving Feedback;总结;Discussion: How to create a high performance organization?;A Great Company;The High Performance OrganizationSource: Corporate Leade