关键业绩指标设立与绩效管理专题培训.pptVIP

Employees need to understand where value is generated in the organisation and the industry. This means pinpointing which levers drive what results and outcomes.… and connecting these factors to your performance management - -and ultimately, your reward - programs Effective performance measurement is a balancing act, beginning with the two types of measures: Process measures (which monitor the activities of a process and motivate people within processes); and output measures (which report the results of a process and are used to control resources). A company can achieve its goals only if it has the right balance of both. Most companies have only output performance measures. The problem is that processes can be corrupted in order to achieve the desired results for output measures. Ill have a lot more to say about these types of measures a little later. You use performance measures for a lot of different reasons. Here are four: Focus efforts Monitor progress Benchmark yourself against others Catalyze change Performance measures help organizations engineer change. They help companies, not only through the change process, but helps them design and make the change happen. Here are the characteristics of good performance measures. Theye simple to understand and to use, close to operations, aligned with corporate strategies and help promote continuous improvement. These are what we look for when we evaluate performance measurement systems. There probably are other criteria out there but when we take plant tours, we look for these criteria. 绩效应用 - 换岗、淘汰 对员工的换岗、淘汰应谨慎对待，针对不同原因采取不同的方式 如是业务技能原因造成的业绩低下，可以考虑换岗，将该员工调整至合适的岗位上，但前提在于其他岗位对人员存在需求。同时考虑对员工进行培训，建立和培养该员工为完成本岗位的要求所需要的技能。 如是工作态度原因造成的业绩低下，建议考察员工本人自身原因和所处环境两方面因素，如是“与工作氛围不协调”或“个人职业兴趣使然”造成，可以考虑换岗，将该员工调整至合适的岗位上，但前提在于其他岗位对人员存在需求。 对员工的待岗和淘汰应非常谨慎。如是工作态度原因导致业绩水平低下，通过一段时间的沟通和换岗、培训等方式仍然不能使业绩得到改善，可以考虑淘汰；如是业务技能原因导致业绩水平低下，首先考虑培训，其次为换岗；在其他岗位没有人员需求的情况下，考虑待岗的处理方式。 第一百二十七页，共一百三十七页。 绩效应用 第一百二十八页，共一百三十七页。 绩效管理的目标不是 考核 评定等级 涨工