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1、结合MBO内容的经理绩效管理方案 Performance evaluation in combination with MBO,人力资源总监,绩效管理定义,所谓绩效管理，是指各级管理者和员工为了达到组织目标共同参与的绩效计划制定、绩效辅导沟通、绩效考核评价、绩效结果应用、绩效目标提升的持续循环过程，绩效管理的目的是持续提升个人、部门和组织的绩效。,目标管理,目标管理（Management By Objectives，简称为MBO）是把管理者的工作由控制下属变成与下属一起设定客观标准和目标，让他们靠自己的积极性去完成。目标管理对人性的假设是向进的、是愿意贡献自己价值的。目标管理的理论基础Y理论。
2、,目标管理,“目标管理”的概念是管理专家彼得德鲁克（Peter Drucker）1954年在其名著管理实践 中最先提出的，其后他又提出“目标管理和自我控制”的主张。MBO系将组织整体目标藉由参与管理，逐层转化为各阶层与各单位的子目标，形成一目标体系，同时以订定的目标做为激励员工的工具，定期回馈上级共同讨论进行绩效评估，是一种完整的规划与控制程序。,绩效管理的内容,有形绩效,无形绩效,任务管理,个人能力提高,行为模式,绩效,？什么是绩效管理,流程管理,人力资源管理,员工组织,员工发展,员工激励,Contents of Performance Management,Tangible Perf.,I
3、ntangible Perf.,Task Management,Individual Ability Improvement,Behavior Mode,Performance,Whats the Performance Management?,Process Management,HR Management,Employee organization,Employee development,Employee Motivation,绩效计划,绩效辅导,绩效评估和反馈,绩效激励和提升,沟,通,沟,通,沟,通,通,沟,绩效管理的流程,Process of Performance Manageme
4、nt,Performance Plan,Performance Coaching,Performance Evaluation&Feedback,Performance Motivation&Improvement,Communication,Communication,Communication,Communication,上海大众目前的绩效现状,任务管理,能力提高,行为模式,流程管理,人力资源管理,项目,现状,后果,一直强调干部的任务管理，形成较强能力,未强调干部流程管理，形成能力相对薄弱,未强调干部资源管理，形成能力明显薄弱，,循序渐进的干部培养方式使基本能力得到保证，有提高空间,没有系
5、统的倡导和培养，导致高效统一的行为模式缺乏,原绩效考核方案专注于“任务管理”，使得干部在此方面已经形成较强能力。而其他方面，特别是“资源管理”水平薄弱和缺乏高效和统一的“行为模式”。造成如下后果：1.资源浪费2.劳动生产率不高3.合作不畅 4.员工积极性不高 等,Current Performance Situation in SVW,Task Management,Ability Improvement,Behavior Mode,Process Management,HR Management,Projects,Current Situation,Results,Emphasize cad
6、res Task Management,and formed powerful abilities,not emphasize cadres Process Man.,and formed weakness abilities,Not emphasize cadres Resource Man.,and formed weakness abilities,Basic abilities assured with step by step，can be improved more,Without systematic advocating and result in the shortage o
7、f high efficient behavior mode,Original performance assessment focused on task management,therefore,more powerful abilities had been formed.As about the other aspects,abilities are more weakness on resource management and lack high efficient and universal behavior mode.The following results will be
8、made：1.waste resources2.Lower productivity3.can not co-operation very well,4.Lower enthusiasm,etc,绩效考核内容,任务管理,能力提高,行为模式,流程管理,人力资源管理,绩效管理和考评内容,1,2,3,4,5,Task Man.,Ability Improvement,Behavior Mode,Process Man.,HR Man.,Contents of Performance Management and Evaluation,1,2,3,4,5,Contents of Performance
9、 Evaluation,干部年终考核科目,基于对现状的分析，将针对干部劣势项目【3、4】，重点培育和考核,星级代表培育和考核的重要程度,Aspects of cadres annual evaluation,Process Man.,2,HR Man.,3,Behavior Mode,4,Ability Improvement,5,Based on current situation analysis,item 3 and 4 will be emphasized and evaluated for cadres weakness aspects.,Stars represent the im
10、portance level of assessment and cultivation,流称管理,2,人力资源管理,3,任务管理,1,行为模式,4,能力提高,5,评价中心,业绩考核,MBO,6原则考核,360度,干部年终考核科目及其考核办法,主要领导力考核手段,考核科目,业绩考核,360度,业绩考核,360度,360度,Process Man.,2,HR Man.,3,Task Man.,1,Behavior Mode,4,Individual ability improvement,5,AC,Achievement evaluation,MBO,6 Principles evaluatio
11、n,360 Degrees,Aspects and Evaluation Method for Cadres Annual Evaluation,Leadership Evaluations method,Evaluation Aspects,Achievement evaluation,360 Degrees,Achievement evaluation,360 Degrees,360 Degrees,干部年终奖结构及其考核办法,公司奖,个人奖,团队奖,根据公司经营情况决定,MBO360度考评表领导综合评分多眼原则逐级平衡,考核办法,对个别成绩特别优秀的团队给予的特殊奖励鼓励跨部门合作,年终
12、奖,Year Bonus and evaluation of leadership,Firm Bonus,Personal Bonus,Team Bonus,In accordance with the company business situation,Task Man.,Ability Improvement,Behavior mode,Process Man.,Resource Man.,MBO360 degreesEvaluation ListGeneral evaluation of leadershipMore Eyes PrincipleBalance between each
13、 level,Evaluation Methods,Team Bonus for the team with excellent performanceEncourage Cooperation between different apartments,Year Bonus,干部年终奖考核和评定流程,公司奖,个人奖,团队奖,根据公司经营情况决定,任务管理,行为模式,流程管理,人力资源管理,优秀的团队特殊奖励;鼓励跨部门合作,年终奖,MBO,业绩考核,360度,业绩考核,360度,6原则考核,360度,40%,60%,业绩考核,x%,A%MO/MC/MH,B%直属领导/MH,C%直属领导/MH,
14、D%360度人员,E%直属领导/MH,F%360度人员,G%MH,H%直属领导/MH,I%360度人员,100%EXCOM/MH,100%EXCOM/MH,比例 评定方,a%,b%,c%,d%,e%,f%,g%,h%,P%,Q%,R%,S%,Evaluation and appraisal process for cadres annual bonus,Company bonus,Individual Bonus,Team Bonus,Based on SVW operation situation,Task Man.,Behavior Mode,Process Man.,HR Man.,Sp
15、ecial Awards given to excellent team,encourage multi-divisions co-operation,Annual Bonus,MBO,Achievements evaluation,360 Degrees,Achievements evaluation,360Degreees,6 Principles,360 Degrees,40%,60%,Achievements evaluation,x%,A%MO/MC/MH,B%Direct Leader/MH,C%Direct Leader/MH,D%360 Degrees Personnel,E%
16、Direct Leader/MH,F%360 Degrees Personnel,G%MH,H%Direct Leader/MH,I%360 Degrees Personnel,100%EXCOM/MH,100%EXCOM/MH,Proportion Assessor,a%,b%,c%,d%,e%,f%,g%,h%,P%,Q%,R%,S%,干部年终奖考核.比例的确定,A%、B%、C%、D%、E%、F%、G%、H%、,P%、Q%、R%、S%,x%,确定比例时间：实施干部年终奖考核前一个月 原因：1.新的任务、目标及任务会随着发展和形势的变化而产生和变化 2.部门之间任务的相对重要性平时很难确定,
17、g%+h%=100,c%+d%=100,e%+f%=100,a%+b%=100,p%+q%+r%+s%=100,确定内容：,1.各考核子项权重,2.各考核项权重,3.团队奖分配,其中：,其中：,注意逐级平衡原则,Determining the proportion of cadres annual evaluation,A%、B%、C%、D%、E%、F%、G%、H%,P%、Q%、R%、S%,x%,Time determined in:one month before cadre evaluation implementation Reason:1)New tasks,and current o
18、bjectives and tasks will be adapted on the basis of variant situation.2)It is very difficult to determine that relative importance of task existing among multi-divisions.Proportion determined by:be raised by MH，need to be approved by EXCOM,g%+h%=100,c%+d%=100,e%+f%=100,a%+b%=100,p%+q%+r%+s%=100,Contents：,1.Sub-items proportion,2.Items proportion,3.Team Distribution,thereof:,thereof:,Balanced by levels gradually,欢迎交流！Thank you!,
