人力資源咨詢公司績(jī)效管理(1)(編輯修改稿)
2025-02-25 01:13 本頁(yè)面
【文章內(nèi)容簡(jiǎn)介】 agree on what our objectives were and to understand what we are trying to do, then we could turn everybody loose and they would move along in a mon direction.‖ Dave Packard 15 01099271HAYG Lemaire Strategy Translation Process Checklist: ? Are all top team members unified and focused on the ―mustwin‖ battles of the anization? ? Are the interdependencies clear between the topteam members? ? Are the middle managers clear on the ―mustwin‖ battles? ? Do employees know what they need to do for the anization to be successful? ? Financial goals, operational goals, behaviors 16 01099271HAYG Lemaire Integrated Performance Processes A Definition: ―Leaders must see to it that the anization‘s ?social operating mechanisms‘—that is, the executive mittee meetings, budget and strategy reviews, and other situations through which people do business—have honest dialogue at their center. These mechanisms set the stage. Tightly linked and consistently practiced, they establish clear lines of accountability for making decisions and executing them.‖ Ram Charam, HBR 4/2023 17 01099271HAYG Lemaire Integrated Performance Processes Checklist: ? Do the goals of the anization reflect interdepartmental objectives? ? Are the financial, operational, and people processes integrated? ? Is the information from these processes used to make business decisions? ? Are the processes efficient and effective? 18 01099271HAYG Lemaire Culture of Dialogue A Definition: ―A leader should be constructing his appraisal all year long and giving his appraisal all year long. You have 20, 30, 60 opportunities a year to share your observations. If, at the end of the year, someone is truly surprised by what you have to say, that is a failure of leadership…By failing to provide honest feedback, leaders cheat their people by depriving them of the information that they need to improve….Critical feedback is the ―heavy lifting‖ of leadership‖ EDS’s Dick Brown 19 01099271HAYG Lemaire Typically a new employee’s productivity curve increases quickly, then levels off Without reinforcement and feedback the level stays the same or may fall off Sporadic, inappropriate, or general feedback without reinforcement has a distinctive effect on motivation and performance Consistent, specific feedback and dialogue build selfesteem and performance Feedback Feedback Feedback Feedback Culture of Dialogue Performance Coaching/Feedback Is Critical 20 01099271HAYG Lemaire Culture of Dialogue Checklist: ? Are managers (and employees) trained in and good at performance dialogue? ? Are managers selected and held accountable for performance coaching? ? Are coaching behaviors ―lived‖ by the leaders of the anization? ? Is the dialogue open, informal, and candid, and does it provide closure? 21 01099271HAYG Lemaire The better my performance, the better my total pensation will be Multiple and Differentiated Rewards 35%27%38%0%10%20%30%40%Agre e Ne utral Dis agre eWhen most employees, even the stars, get the same pay, it reduces clarity about what good performance looks like Source: Hay Group 22 01099271HAYG Lemaire Multiple and Differentiated Rewards Approaches: ? Increase dialogue ? Use multiple currencies ? Review use of ratings ? Use forced rankings
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