绩效管理与高绩效团队（清华物流）.ppt

三、人力资源部 1、理解绩效管理目的、原则与要求 2、制定、发展绩效管理体系 3、制定绩效管理年度活动并督导执行 4、为考核者、被考核者提供如何推进绩效管理咨询 5、工具开发以促进绩效管理实践 6、汇总、总结、报告结果，提出绩效发展建议方案 组织绩效管理的责任体系 四、直线管理者--主要考核者 1、把握组织目标与战略优先要求，阐述绩效期望 2、与员工讨论讨论目标计划，确定绩效指标、目标与评标准 3、记录绩效信息，确认员工绩效状态，提供员工交流机会，及时诊断、 反馈与辅导，如有必要适时调整目标 4、评估绩效完成、确认员工成就 五、员工--被考核者 1、理解组织的绩效期望，明确自己的绩效目标与责任 2、与主管讨论并制定/实践行动计划 3、适时回馈绩效进度信息，领会上司的反馈、辅导意见 4、绩效结果总结并发展建议 组织绩效管理的责任体系 有效绩效管理的推进步骤 氛围营造阶段 规范化导入阶段 机制形成阶段 树立责任意识，提升组织与员工的执行力 强调指标设计的合理性，提升组织与员工的胜任能力 纳入人力资源体系，发挥协同作用，内生机制 * * * * * Balanced Scorecard Perspectives The Balanced Scorecard converts strategy into an integrated system defined across four business perspectives: Financial That the organization delivers. Customer Internal That the organization does. Learning & Growth Module 1: Introduction to BSC Concepts and Process * Module 3: Strategy Mapping * * * Purpose of Initiatives Objectives, measures, targets, and initiatives all work together to achieve the strategic destination: Objectives articulate the components of the strategy. Measures and targets track progress toward achieving and communicating the intent of the objective against expected performance levels. Initiatives help close the gap between current and desired performance. Initiatives are generally organisationally sponsored projects that address some business performance gap or challenge. Module 7: Inventory, Map, and Prioritise Initiatives * Identification, Prioritisation, and Alignment of Initiatives The real benefit from the Initiative Mapping process come from allocating resources to initiatives that most directly affect its ability to achieve the strategy. Without prioritisation, all initiatives continue as usual, with no alignment to strategy. The task here is to create a “screen” to be able to determine strategic initiatives from nonstrategic initiatives. Module 7: Inventory, Map, and Prioritise Initiatives * 受约人姓名： 职位： 总经理 业务部门： 营