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【正文】 Performance Management Appraisal, Evaluation, Communication, Coaching, Counseling, Mentoring Coaching amp。 Counseling Month 1 Performance Planning Month 12 Performance Appraisal Month 211 ? ? Beating a Dead Horse Most Common Desperate Performance Improvement methods 1. Send for more Training 2. Enforce more Incentives (positive/negative) Mager and Pipe ? Analyzing Performance Discrepancies Alignment: 4Wheels Model Philosophies Corporate Objective Performance Objectives Structure Resources Leadership Person 4. Performance Evaluation Formal Review, Incentives, Compensation, Reward, Differentiation Performance Evaluation Session: Key Ingredients Self Review Evaluator?s Review Next Steps Support/ Resources Improvement Methods PASSE Praise and encourage Ask questions allow the person to Save Face use SMART goals Encourage small improvements Performance Evaluation Session: Communication Incentive Problems Problem with Incentives in managing performance: ? Most people are confused or unsure about pensation tools ? Some people misuse pensation tools What to Pay? ? Pay for Service ? Pay for Job ? Pay for Performance ? Pay for Competency Performance and Incentives 1. Internal Equity 1. Internal Job Rates 2. Performance differentials 2. External Competitiveness 1. External Job Rates Benchmarking 2. Demand amp。 Supply What?s the Difference? ? Increment ? Bonus ? Promotion Compa Ratio Table Use this if your pany: ? Pays for Performance, and ? Pays for Job rates Def: MidPoint = Mid Point of Pay Grade Grade E2 Min RM2,000 MID RM2,500 Max RM3,000 Compa Ratio Table ≥ ≤ ≥ ≤ 5 4 3 2 1 Compa Ratio Table ≥ ≤ ≥ ≤ 5 4 3 5% 2 1 Compa Ratio Table ≥ ≤ ≥ ≤ 5 9 4 7 3 9 7 5% 4 3 2 2 1 0 Compa Ratio Table ≥ ≤ ≥ ≤ 5 15 12 9 8 7 4 12 9 7 5 3 3 9 7 5% 4 3 2 6 4 2 1 0 1 4 2 0 0 0 Dangers of Direct Incentives 1. lessen internal motivation, 2. switch to mercenary mode, 3. do something and do not do something else, 4. bribe and fraud culture, 5. easier for petitors to recruit, 6. lessen teamwork amp。 helpful culture, 7. less and less impact for same value, 8. mockery of base salary and employment contract, 9. rebellion from nonincentivised staff, up incentivising everyone for everything?, Other Performance Review processes 1. Result Planning schedule inc. BSC, Budget 2. Quarterly Performance Appraisals 3. EMC – sales performance 4. QMS – nonsales performance 5. Divisional meetings 6. Annual Appraisals 7. Specialized KPI mittees 8. CAR, PAR, SCAR KPI improvements 9. Internal Audit amp。 MSD – process problems 10. HRM amp。 TND – people problems 11. Supervisor Induction – PM training 12. Talent Management Employee Distinctions through Relative Performance Employee Distinction? ≥ ≤ ≥ ≤ 5 9 8 7 6 5 4 8 7 6 5 4 3 7 6 5% 4 3 2 6 5 4 3 2 1 5 4 3 2 1 Employee Distinction? ≥ ≤ ≥ ≤ 5 20 15 12 8 5 4 18 12 9 5 3 3 9 7 5% 4 3 2 1 1 1 0 0 1 0 0 0 0 0 Employee Distinction Average Rating Rating Multiply Factor Example Rating Example Increment 5 2 % – 4 % – 3 % – 2 % ≤ 1 0 0% Employee Distinction Group I (Talent Pool) Group II (? Potential) Group III (? Performance) Group IV (Counseling) 2 3 4 5 2 3 4 5 PERFORMANCE POTENTIAL ? Identify Curse of the Bell Curve ?A? Staff ?B? Staff ?D? Staff ?E? Staff ?C? Staff Managing People performance: A Summary More Problems…. 1. cost of evaluation vs. gains of evaluation 2. defer achievements of a good year to next 3. barely achieve so that next target is not high 4. spread improvements over several years 5. value reducing actions to increase performance 6. most ratings are 4 or 5, new people are 3 Before I fet… ? Retrain Appraisers ? Train new Appraisers Alignment: 4Wheels Model Philosophies Corporate Objective Performance Objectives Structure Resources Leadership Person Thank You. soft copy of slides: .
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