绩效管理课件-2.pptxVIP

Historical Context Why manage performance Employer perspective Employee perspective Ways of appraising and measuring performance What this means for you;Performance Management How did we get here?;;Managing performance – many meanings;“A process which contributes to the effective management of individuals and teams in order to achieve high levels of organisational performance. It should be Strategic Integrated;“Benefits of Performance Management” (CIPD);Performance management - link to corporate strategy;Performance Management Cycle;US/Local roles changed to Global accountability No real ability to lead or direct international performance KPI’s irrelevant/demotivating/unachievable;Phases of Performance Management;Planning Performance;;Managing / Developing Performance phase;;Chris - graduate trainee High Intellect/strategic/ambitious Assistant Brand Manager Role – Collate data, data input, gather marketing assets and image collection, copywriting for catalogues and websites, event coordination Under-performing WHAT ARE THE ISSUES FROM A PERFORMANCE MANAGEMENT PERSPECTIVE?;ISSUES RAISED BY CHRIS;Reviewing Performance;Reviewing and Rating Performance – design choices for organisations;;Less fashionable as a process (but in 2012 up to 20% of Fortune 500 companies using it) 80/20 or pareto rules – need to “manage out” the lowest- achieving 10% of employees Recently abandoned by Microsoft Grades employees on a curve Certain number must be underperformers “encourages people to back-stab their co-workers” Create bad feelings, damage morale, destroy team work (team is competing against each other!);An Example Rating Scale;IBM Performance Areas for 2014 Placement students;Sales Directors from a UK B2B software company Experienced senior execs from large US multi-nationals, leading younger, less experienced team Good, high-performance product Overall team underperformance – why?;Gathers feedback on an individual from a number of sources 8-10 direct reports, colleagues, custom