中铝 建立优秀的绩效管理机制.pptVIP

建立优秀的绩效管理机制 绩效管理在日常生活中并不少见 … … 也被优秀企业广泛用作激励和鞭策员工进步的基石 关于绩效管理，人们往往存在很多误解 什么是绩效管理？ 一个持续改进中的公司的领导人需要具有强烈的绩效观念 健康的绩效可以在企业的各个方面持久地发挥作用 提升可以从五个方面进行展开，就目前的主要实践进行针对性的对应 设计关键业务指标(KPI)通常有三个步骤 “SMART”方法帮助我们仔细设计关键绩效指标，并限制其数量 将关键绩效指标沿着组织结构层层分解 每个关键绩效指标都需要有绩效目标以突出改善机会 针对每一个关键绩效指标，我们可以用三种方法为它们确定业务目标 上层的业务目标也需要层层分解，落实到企业内部的各个岗位上 绩效跟踪需要从一线操作开始 电解厂某分区业绩沟通看板实例 一线绩效跟踪和评估只是各级绩效评估会议开始的第一步（某电解厂实例） … 使用计划(P) – 执行(D) – 检查(C) – 实施(A)循环 学会在绩效评估会上询问适当的问题来质询绩效欠佳的表现 对策的规划和执行 ... 以某炭素厂的分厂早会问题看板为例，任务被清晰的指派给了相应的负责人，并明确了目标时限和进度跟踪情况 明确根本原因 – 5个为什么(5WHY) 分组练习 – KPI分解 绩效管理总结 绩效管理是保障组织正在使用正确的措施以实现其战略目标，并且传递价值给社会的最重要途径 好的绩效管理流程由四部组成一个闭环式管理系统 设计关键绩效指标 设定目标 跟踪和绩效对话 后果管理 好的绩效管理需要 公司所有员工的参与 好的绩效评估会议和绩效对话系统 发现和解决根源问题 适当的激励体制 BEI-AAA123 * VGI-AU1710RSAM-X1-V1 * TVM-AAA123 Although performance management is always a critical part of an operations transformation, it is often difficult to convince clients that this is something worth doing because they believe that they already do it. There have been so many management fads in this area that most companies at some point in time have introduced a system of management information. This does not, however, mean that they are good at performance management. The challenge for us is to get the senior clients to understand the weaknesses in their existing system and what can be achieved by doing it better. When approaching performance management at a corporate level, it is important to think in the longer term than immediate performance improvement against operating indicators. What needs to be done to guarantee the long term health of the organisation? The answer depends on the type of business – in a people intensive organisation, such as a call centre or an assembly plant, the focus needs to be on minimising staff turnover through a “healthy” workforce. However, in an equipment intensive environment, such as a process plant, the longer term health of the organisation is addressed by maintaining the “health” of the plant through good