个人平衡计分卡开发(基础篇)分析报告.pptVIP

* 个人图、卡、考核表、执行计划表 图、卡、考核表统一称为 绩效责任书 * 战略规划 战略地图 平衡计分卡 企业价值 个人价值贡献 价值创造过程 客户 流程 学习成长 价值贡献多少 价值创造难度 × 个人绩效激励 ＝ 考核结果应用—价值共享的衡量 难度分值设置的依据 1、工作项目数量的多少； 2、项目业务量的大小; 3、客观环境的难度； * 考核结果应用—个人最终考核结果计算 岗位 组织绩效权重 个人绩效权重 经营单位（部门）一把手 60% 40% 经营单位（部门）副职 40% 60% 部门内主管 30% 70% 专业技术类员工 20% 80% 操作类员工 0 100% 日常月度或季度考核，员工最终得分由组织绩效考核分和个人绩效考核分加权计算而成 签订年度绩效责任书的员工，其年度绩效考评按照得分直接应用于价值分配，不需转换考核等级与系数； * 对应考核分数 100 97-99 93-96 90-92 87-89 83-86 80-82 76-79 70-75 70 考核等级 A+ A B C C- 考核系数 1.4 1.3 1.2 1.1 1 0.9 0.8 0.7 0.6 0 考核结果应用—个人考核等级确定 年度绩效考评按照得分直接应用于价值分配，不需转换考核等级与系数； 季度或月度考核等级参照下表执行 签订年度绩效责任书的员工 * 绩效考核与能力提升结果的应用 个人考核分直接与薪酬激励挂钩； 绩效考核结果应用于月度奖金（以前的浮动工资）、年终奖和年度调薪； 组织绩效成为每个员工绩效的组成部分； 月/季度考核与浮动工资挂钩，年度累计用于调薪； 年度考核与年奖/长期激励挂钩、能力提升的结果通过干部考察体现。以上两点结果共同用于晋职晋级； 激励体系包括：短期激励、中长期激励 物质激励、福利待遇 荣誉体系 外出学习能力提升的机会等。 * 谢谢！ * 08年的主要工作： 人力资源系统规划；制度梳理；推行个人图卡；人力素质模型的应用。 * Financial That the organization delivers. Customer Internal That the organization does. Learning Growth Module 1: Introduction to BSC Concepts and Process * * * Since the BSC was first introduced over ten years ago people just getting acquainted with the framework have often asked “Does it work?” By now, with thousands of organizations around the world relying on this method to manage their strategies, the question has turned to “How does the BSC really work? What are the best examples of how to use it so I can learn from others and accelerate my progress toward achieving the benefits of my strategy?” In response to these questions we have been embarked on a series of research efforts over the past few years to provide the details behind the most impressive success stories—thus, the BSC Hall of Fame. This research, while not surprising, provides a set of insights from which all BSC users can benefit. #1. Successful companies use the BSC as part of an overall approach to management (we refer to this as “Strategic Management.”) #2. There is a consistent set of best