最新课件飞利浦-优秀企业的员工业绩评估和员工发展体系翻译副本
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案例分享优秀企业的员工业绩评估和员工发展体系
- Value alignment / top down drive - Linking rewards and development - Aspects of infrastructure - Communication/education - Part of the culture
- Where to start?
PPM 2003
2
Why performance management?
• Basic management cycle
– Planning, organizing, staffing, leading, and controlling
• Fundamental corporate infrastructure • Consistency in measuring/rewarding • Sustainability in business and people
• On-line PPM
– PPM is an on-line system
• Guided distribution
– 10%, 20%, 50%, 15%, 5%
• Calibration process
– Management team discussion
PPM 2003
12
How to make it work? - communication/education
• Defined roles and responsibilities in PPM • Full coverage of communication • On going updates • Deadlines and consequences
PPM 2003
- Where to start?
PPM 2003
2
Why performance management?
• Basic management cycle
– Planning, organizing, staffing, leading, and controlling
• Fundamental corporate infrastructure • Consistency in measuring/rewarding • Sustainability in business and people
• On-line PPM
– PPM is an on-line system
• Guided distribution
– 10%, 20%, 50%, 15%, 5%
• Calibration process
– Management team discussion
PPM 2003
12
How to make it work? - communication/education
• Defined roles and responsibilities in PPM • Full coverage of communication • On going updates • Deadlines and consequences
PPM 2003
【课件】飞利浦-优秀企业的员工业绩评估和员工发展体系
PPM 2003
11
Philips Way:
• Documentation
– Job description (JD) – Business balanced score card (BBS) – Personal contribution agreement (PCA) – Individual development plan (IDP)
We work as “one Philips” in an environment of transparency and trust to mobilize our collect of our business partners
8
How to make it work? - linking rewards and development
• Tight linkage between performance outcome and rewards
• Embedded individual development process
PPM 2003
9
Philips Way:
Links between PPM and other HR areas
Effective Performance Management - A Case Study
Robert H. Xiao, Ph D HR Director, People & Organization Development Philips China Corp HR
Agenda
- Why performance management? - What is the process? - How to make it work?
优秀企业的员工业绩评估与发展体系讲义(英文版)
❖ Company value as the core throughoutia in the organization structure and supporting system (HR)
❖ Determination shown from the top
What is the process?
❖ Annual process
Past review and next goal setting Appraisal process: rewards Individual development planning On-going review and documentation
We pursue business excellence, being rigorous in delivering on our commitments
We inspire and enable each other to use our creativity and entrepreneurial flair, and to maximize our potential
❖ Global aligned
Philips Way:
People Performance Management (PPM) is…
…a process which helps to align personal and business objectives
…driven by ‘the Philips way’: one culture, one brand, one company one global approach for People Performance Management
development
❖ Determination shown from the top
What is the process?
❖ Annual process
Past review and next goal setting Appraisal process: rewards Individual development planning On-going review and documentation
We pursue business excellence, being rigorous in delivering on our commitments
We inspire and enable each other to use our creativity and entrepreneurial flair, and to maximize our potential
❖ Global aligned
Philips Way:
People Performance Management (PPM) is…
…a process which helps to align personal and business objectives
…driven by ‘the Philips way’: one culture, one brand, one company one global approach for People Performance Management
development
发展战略-菲利普——优秀企业的员工业绩评估和员工发
How to make it work? - value alignment & top down drive
• A performance oriented value system • Company value as the core throughout
organization • Value derived criteria in the organization
structure and supporting system (HR) • Determination shown from the top • Leaders being driven by the same process
Values
Our Values
Delight customers Deliver on commitments Develop people Depend on each other
Why performance management?
• Basic management cycle
– Planning, organizing, staffing, leading, and controlling
• Fundamental corporate infrastructure • Consistency in measuring/rewarding • Sustainability in business and people
Philips Way:
• Documentation
– Job description (JD) – Business balanced score card (BBS) – Personal contribution agreement (PCA) – Individual development plan (IDP)
优秀企业的员工业绩评估和员工发展体系
- Value alignment / top down drive - Linking rewards and development - Aspects of infrastructure - Communication/education - Part of the culture
- Where to start?
PPM 2003
3
What is the process?
• Annual process
– Past review and next goal setting – Appraisal process: rewards – Individual development planning – On-going review and documentation
PPM 2003
2
Why performance management?
• Basic management cycle
– Planning, organizing, staffing, leading, and controlling
• Fundamental corporate infrastructure • Consistency in measuring/rewarding • Sustainability in business and people
organization • Value derived criteria in the organization
structure and supporting system (HR) • Determination shown from the top • Leaders being driven by the same process
- Where to start?
PPM 2003
3
What is the process?
• Annual process
– Past review and next goal setting – Appraisal process: rewards – Individual development planning – On-going review and documentation
PPM 2003
2
Why performance management?
• Basic management cycle
– Planning, organizing, staffing, leading, and controlling
• Fundamental corporate infrastructure • Consistency in measuring/rewarding • Sustainability in business and people
organization • Value derived criteria in the organization
structure and supporting system (HR) • Determination shown from the top • Leaders being driven by the same process
飞利浦-优秀企业的员工业绩评估和员工发展体系翻译副本幻灯片PPT
Deliver on commitments按承诺交 付
Develop people 培养人
We pursue business excellence, being rigorous in delivering on our commitments 我们追求业务的卓越，严格按照承诺交付
We inspire and enable each other to use our creativity and entrepreneurial flair, and to maximize our potential 我们互相启发用我们的创造力和企业家的天分，最大化 我们的潜能
and supporting system (HR) 价值源于组织结构和支持系统（HR）中的标准 • Determination shown from the top 高层表现的决心 • Leaders being driven by the same process 领导人被同样的程序驱动
PPM 2003
帮助个人目标与业务目标协调一致的过程
…driven by ‘the Philips way’: 被飞利浦的方式驱动
one culture, one brand, one company
一个文化，一个品牌，一个公司
one global approach for People Performance Management
计划 – On-going review and documentation 不断
地检讨和文件备案
• Global aligned 全球的一致性
PPM 2003
Philips Way:飞利浦的方式
People Performance Management (PPM) is…
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PPM 2003
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How to make it work?怎样使其运作? - communication/education 沟通/教育
• Defined roles and responsibilities in PPM PPM系统里定义的角色和责任 • Full coverage of communication 全覆盖的通信 • On going updates不断的更新 • Deadlines and consequences期限及后果
PPM 2003
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Hale Waihona Puke PPM 20033
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PPM 2003
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PPM 2003
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How to make it work?如何使其运作？ - linking rewards and development联系激励
和发展
• Tight linkage between performance outcome and rewards 紧密联系绩效产出和激励
课件飞利浦-优秀企业 的员工业绩评估和员工
发展体系翻译副本
Agenda目录
- Why performance management?为什么要管理绩效？ - What is the process? 管理流程是什么？ - How to make it work? 如何使得绩效管理起作用？
- Value alignment / top down drive 价值认同/自上而下地驱动 - Linking rewards and development 联系激励和发展 - Aspects of infrastructure 基础设施 - Communication/education 沟通/教育 - Part of the culture 文化的一部分 - Where to start? 从哪开始？
PPM 2003
13
Philips Way:飞利浦的方式 Roles and responsibilities 角色和责任
• Implementation Leaders 执行领导人 • Experts/facilitators of PPM training PPM培训
的专家/推动者 • Tutors (Operational HR Managers)导师（业务
• On-line PPM 在线的人的绩效管理
– PPM is an on-line system PPM是个在线系统
• Guided distribution 引导的分销
– 10%, 20%, 50%, 15%, 5%
• Calibration process 校准程序
– Management team discussion 管理团队的讨论
• Business achievement needs systematic drive in managing performance
业务的成就需要系统地对绩效的管理
• Performance comes from employee 绩效源于雇员
• Management job is to enhance employee performance
PPM 2003
11
Philips Way:飞利浦的方式
• Documentation文件
– Job description (JD) 工作描述 – Business balanced score card (BBS)业务平衡计分卡 – Personal contribution agreement (PCA) 个人贡献协议 – Individual development plan (IDP) 个人发展计划
• Embedded individual development process 包含个人发展进程
PPM 2003
9
Philips Way:飞利浦的方式
Links between PPM and other HR areas 人的绩效管理 和HR其他领域的联系
Salary &
Annual incentive 薪酬和年终奖
• Understand how they contribute to business results
理解怎样对业务成果作出贡献 • Understand what is
expected from them 理解他们被期望做出什么
• Understand to what extent they meet these expectations
管理工作就是提高员工的个人绩效
PPM 2003
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Philips Way:飞利浦的方式
An effective PPM process is about the dialogue between manager and employee…一个有效的PPM 的过程是经理与雇员之间的对话
Employees雇员
理解他们在什么程度上符合期望
• Develop themselves 发展他们自己
PPM 2003
Managers经理
• Deploy and realize business goals 部署与实现企业目标
• Set clear objectives and evaluate performance
的HR经理） • Regional Administrators 区域管理者
• PPM Project Team Corporate HRM PPM项目团队企业的人力资源经理
PPM 2003
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How to make it work? 如何使其运作？ - part of the culture 文化的一部分
Individual Development个
人发展
PPM 2003
10
How to make it work?如何使其运作？ - aspects of infrastructures基础设施
• Full range of documentation全范围的文档 • On-line review system在线审查制度 • Performance distribution绩效分配 • Calibration process校准过程