500强人力资源管理-绩效管理培训教程(中英文实战版汇编
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世界500强人力资源管理-绩效管理培训教程(中英文实战版(精)
2
What is Performance Management?
“Performance management is about improving business performance by improving team and individual performance, and ensuring that a company’s strategy is executed and implemented...” Tom McMullen, Hay Group Performance Management can also be …. “… a vehicle for increasing our capacity to get work done, and for achieving what is most important to us.” Nigel Bristow, Targeted Learning
A once-a-year event An punitive process A time to give surprises
4
Performance Management
● Align Goals with Business Priorities Individual/team/department/SBU/corporate strategy Employees understand what matters most about their job ● Build Individual and Organizational Capability Seek and receive performance feedback Facilitate developing skills & capabilities Get work done ● Differentiate Performance
_绩效管理培训教程(中英文实战版部门经理培训稿)
Nigel Bristow, Targeted Learning
3
系 统 独 具 特 色的电 子笔录 功能， 开始审 讯后， 办案人 员可通 过审讯 终端直 接进行 笔录录 入，全 电子化 的办公 ，可实 现无纸 化作业
Performance Management is
▪ An agreement between employee and supervisor
Recommended Don’ts for Performance Discussions
● Stereotyping ● “Since one thing is bad, therefore everything is bad”
● Mirroring – just like me ● Salary discussions – leave for a separate time ● Do not promise what you can not deliver
● Prepare, prepare, prepare – in writing ● Prepare for questions and disagreements ● What is the core message?
● Make sure to highlight what went well, not just problems ● Be specific – use significant events as examples ● Avoid rationalization – were the goals appropriate in the first place?
● Saying “I think I can get you a promotion” is DANGEROUS!
3
系 统 独 具 特 色的电 子笔录 功能， 开始审 讯后， 办案人 员可通 过审讯 终端直 接进行 笔录录 入，全 电子化 的办公 ，可实 现无纸 化作业
Performance Management is
▪ An agreement between employee and supervisor
Recommended Don’ts for Performance Discussions
● Stereotyping ● “Since one thing is bad, therefore everything is bad”
● Mirroring – just like me ● Salary discussions – leave for a separate time ● Do not promise what you can not deliver
● Prepare, prepare, prepare – in writing ● Prepare for questions and disagreements ● What is the core message?
● Make sure to highlight what went well, not just problems ● Be specific – use significant events as examples ● Avoid rationalization – were the goals appropriate in the first place?
● Saying “I think I can get you a promotion” is DANGEROUS!
世界500强人力资源管理 - 打造高绩效管理培训教程(中英文实战版：部门经理88页文档
44、人类受制于法律，法律受制于情 理。— —托·富 勒
45、法律的制定是为了保证每一个人 自由发 挥自己 的才能 ，而不 是为了 束缚他 的才能 。—— 罗伯斯 庇尔
46、我们若已接受最坏的，就再没有什么损失。——卡耐基 47、书到用时方恨少、事非经过不知难。——陆游 48、书籍把我们引入最美好的社会，使我们认识各个时代的伟大智者。——史美尔斯 49、熟读唐诗三百首，不会作诗也会吟。——孙洙 50、谁和我一样用功，谁就会和我一样成功。——莫扎特
世界500强人力资源管Байду номын сангаас - 打 造高绩效管理培训教程(中英
文实战版：部门经理
41、实际上，我们想要的不是针对犯 罪的法 律，而 是针对 疯狂的 法律。 ——马 克·吐温
42、法律的力量应当跟随着公民，就 像影子 跟随着 身体一 样。— —贝卡 利亚
43、法律和制度必须跟上人类思想进 步。— —杰弗 逊
45、法律的制定是为了保证每一个人 自由发 挥自己 的才能 ，而不 是为了 束缚他 的才能 。—— 罗伯斯 庇尔
46、我们若已接受最坏的，就再没有什么损失。——卡耐基 47、书到用时方恨少、事非经过不知难。——陆游 48、书籍把我们引入最美好的社会，使我们认识各个时代的伟大智者。——史美尔斯 49、熟读唐诗三百首，不会作诗也会吟。——孙洙 50、谁和我一样用功，谁就会和我一样成功。——莫扎特
世界500强人力资源管Байду номын сангаас - 打 造高绩效管理培训教程(中英
文实战版：部门经理
41、实际上，我们想要的不是针对犯 罪的法 律，而 是针对 疯狂的 法律。 ——马 克·吐温
42、法律的力量应当跟随着公民，就 像影子 跟随着 身体一 样。— —贝卡 利亚
43、法律和制度必须跟上人类思想进 步。— —杰弗 逊
世界500强人力资源管理 - 绩效管理培训教程(中英文实战88页PPT
世界500强人力资源管理 - 绩效管理培 训教程(中英文实战
51、没有哪个社会可以制订一部永远 适用的 宪法， 甚至一 条永远 适用的 法律。 ——杰 斐逊 52、法律源于人的自卫本能。——英 格索尔
53、人们通常会发现，法律就是这样 一种的 网，触 犯法律 的人， 小的可 以穿网 而过， 大的可 以破网 而出， 只有中 等的才 会坠入 网中。 ——申 斯通 54、法律就是法律它是一座雄伟的大 夏，庇 护着我 们大家 ；它的 每一块 砖石都 垒在另 一块砖 石上。 ——高 尔斯华 绥 55、今天的法律未必明天仍是法律。 ——罗·伯顿
25、学习是劳动，是充满思想的劳动。——乌申斯基
谢谢！Leabharlann 21、要知道对好事的称颂过于夸大，也会招来人们的反感轻蔑和嫉妒。——培根 22、业精于勤，荒于嬉；行成于思，毁于随。——韩愈
23、一切节省，归根到底都归结为时间的节省。——马克思 24、意志命运往往背道而驰，决心到最后会全部推倒。——莎士比亚
51、没有哪个社会可以制订一部永远 适用的 宪法， 甚至一 条永远 适用的 法律。 ——杰 斐逊 52、法律源于人的自卫本能。——英 格索尔
53、人们通常会发现，法律就是这样 一种的 网，触 犯法律 的人， 小的可 以穿网 而过， 大的可 以破网 而出， 只有中 等的才 会坠入 网中。 ——申 斯通 54、法律就是法律它是一座雄伟的大 夏，庇 护着我 们大家 ；它的 每一块 砖石都 垒在另 一块砖 石上。 ——高 尔斯华 绥 55、今天的法律未必明天仍是法律。 ——罗·伯顿
25、学习是劳动，是充满思想的劳动。——乌申斯基
谢谢！Leabharlann 21、要知道对好事的称颂过于夸大，也会招来人们的反感轻蔑和嫉妒。——培根 22、业精于勤，荒于嬉；行成于思，毁于随。——韩愈
23、一切节省，归根到底都归结为时间的节省。——马克思 24、意志命运往往背道而驰，决心到最后会全部推倒。——莎士比亚
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performance/development? ● What are your career aspirations/desired next moves?
● What type of work do you like to do? ● What are you doing to achieve these goals? ● What can I do to help you achieve these goals?
6
Enablers of Performance Management
● Effective, on-going conversations ● Employee understanding of performance criteria ● Standardized processes, guidelines and tools ● Honesty and credibility ● Compensation aligned with performance
● Saying “I think I can get you a promotion” is DANGEROUS!
13
Questions to Encourage a Good Discussion
● How do you feel you have performed in the last year? ●ant achievements of the year for you?
● How is “team” working? ● Any suggestions for improvement? ● If you were in my job, what 1 or 2 key areas would you focus on in the next year?
14
Questions to Encourage a Good Discussion
● How have I helped your performance during the last year? ● What else could I have done?
● What do you expect most and need most from me? ● How do you feel that our team is working?
● Prepare, prepare, prepare – in writing ● Prepare for questions and disagreements ● What is the core message?
● Make sure to highlight what went well, not just problems ● Be specific – use significant events as examples ● Avoid rationalization – were the goals appropriate in the first place?
7
Performance Management Process
Dec.-Jan.
Phase 1: Aligning Goals
Feb.-Oct.
Phase 2: Tracking Progress
Nov.-Jan.
Phase 3: Performance Appraisal
Set Business Goals Set Dev. Goals Complete Appropriate Sections of Performance Form
Performance Management should not be
A once-a-year event An punitive process A time to give surprises
4
Performance Management
● Align Goals with Business Priorities Individual/team/department/SBU/corporate strategy Employees understand what matters most about their job
performance, and ensuring that a company’s strategy is
executed and implemented...” Tom McMullen, Hay Group
Performance Management can also be ….
“… a vehicle for increasing our capacity to get work done, and for achieving what is most important to us.”
5
Desired Outcomes of Performance Management
●A results-oriented culture ●Improved employee engagement and retention ●Reinforcement of company values ●Individual growth and development ●Enhanced employee and company performance ●Differentiation of recognition and rewards
10
Year End Performance Appraisal Meeting
● Schedule a discussion time well in advance ● A two-way obligation; both sides need time to prepare ● “Quality time” – at least an hour – 1.5 hours better ● Comfortable location and free of distractions
● Even more important to have specific examples ● Centre discussion on how manager and the employee can work
together to solve any issues
12
Recommended Don’ts for Performance Discussions
Feedback & Coaching
Feedback & Coaching
Feedback & Coaching
Feedback & Coaching
i
8
Performance= What + How
9
Why Bother with Performance Appraisals?
● Employees want to hear how they are doing! From manager! ● An opportunity for communication and motivation ● A setting to establish new goals - alignment ● A chance to summarize past performance ● A forum for career development ● A formal documentation of employee performance
Performance Management
December 10, 2008
We Are Here To Learn
We Are Here to
•Refresh Performance Management Process •Help employees and managers better understand Performance Management:
● Build Individual and Organizational Capability Seek and receive performance feedback Facilitate developing skills & capabilities Get work done
● Differentiate Performance
•Linkages, Phases and Timing •Concept of SMART goals •Feedback & Coaching •Performance Appraisal •Performance Improvement Process
•Discuss
How to use Performance Management to help create a great company
How to use Performance Management to create High performance organization
2
What is Performance Management?
“Performance management is about improving business performance by improving team and individual
Nigel Bristow, Targeted Learning
3
Performance Management is
An agreement between employee and supervisor
An on-going process Tied to the merit process
● What type of work do you like to do? ● What are you doing to achieve these goals? ● What can I do to help you achieve these goals?
6
Enablers of Performance Management
● Effective, on-going conversations ● Employee understanding of performance criteria ● Standardized processes, guidelines and tools ● Honesty and credibility ● Compensation aligned with performance
● Saying “I think I can get you a promotion” is DANGEROUS!
13
Questions to Encourage a Good Discussion
● How do you feel you have performed in the last year? ●ant achievements of the year for you?
● How is “team” working? ● Any suggestions for improvement? ● If you were in my job, what 1 or 2 key areas would you focus on in the next year?
14
Questions to Encourage a Good Discussion
● How have I helped your performance during the last year? ● What else could I have done?
● What do you expect most and need most from me? ● How do you feel that our team is working?
● Prepare, prepare, prepare – in writing ● Prepare for questions and disagreements ● What is the core message?
● Make sure to highlight what went well, not just problems ● Be specific – use significant events as examples ● Avoid rationalization – were the goals appropriate in the first place?
7
Performance Management Process
Dec.-Jan.
Phase 1: Aligning Goals
Feb.-Oct.
Phase 2: Tracking Progress
Nov.-Jan.
Phase 3: Performance Appraisal
Set Business Goals Set Dev. Goals Complete Appropriate Sections of Performance Form
Performance Management should not be
A once-a-year event An punitive process A time to give surprises
4
Performance Management
● Align Goals with Business Priorities Individual/team/department/SBU/corporate strategy Employees understand what matters most about their job
performance, and ensuring that a company’s strategy is
executed and implemented...” Tom McMullen, Hay Group
Performance Management can also be ….
“… a vehicle for increasing our capacity to get work done, and for achieving what is most important to us.”
5
Desired Outcomes of Performance Management
●A results-oriented culture ●Improved employee engagement and retention ●Reinforcement of company values ●Individual growth and development ●Enhanced employee and company performance ●Differentiation of recognition and rewards
10
Year End Performance Appraisal Meeting
● Schedule a discussion time well in advance ● A two-way obligation; both sides need time to prepare ● “Quality time” – at least an hour – 1.5 hours better ● Comfortable location and free of distractions
● Even more important to have specific examples ● Centre discussion on how manager and the employee can work
together to solve any issues
12
Recommended Don’ts for Performance Discussions
Feedback & Coaching
Feedback & Coaching
Feedback & Coaching
Feedback & Coaching
i
8
Performance= What + How
9
Why Bother with Performance Appraisals?
● Employees want to hear how they are doing! From manager! ● An opportunity for communication and motivation ● A setting to establish new goals - alignment ● A chance to summarize past performance ● A forum for career development ● A formal documentation of employee performance
Performance Management
December 10, 2008
We Are Here To Learn
We Are Here to
•Refresh Performance Management Process •Help employees and managers better understand Performance Management:
● Build Individual and Organizational Capability Seek and receive performance feedback Facilitate developing skills & capabilities Get work done
● Differentiate Performance
•Linkages, Phases and Timing •Concept of SMART goals •Feedback & Coaching •Performance Appraisal •Performance Improvement Process
•Discuss
How to use Performance Management to help create a great company
How to use Performance Management to create High performance organization
2
What is Performance Management?
“Performance management is about improving business performance by improving team and individual
Nigel Bristow, Targeted Learning
3
Performance Management is
An agreement between employee and supervisor
An on-going process Tied to the merit process