Li Jianming: Performance Management Internal Training Courseware
Performance management internal training course outline:
Introduction: Three Difficult Problems of Performance Management
Section 1 Enterprise Development and Performance Management
There is a difference in financial situation with or without it.
Performance and performance management
The purpose of performance management
The Significance of Implementing Performance Management
Why do people avoid performance management?
The difference between performance evaluation and performance management
Eight misunderstandings of existing performance management
Unit 2 Factors Affecting Performance
Factors affecting employee performance
Factor 1: company goal
Factor 2: Enterprise organization
Factor 3: Workflow
Factor 4: Job responsibilities
Factor 5: Ability to work
Factor 6: Work attitude
Factor 7: Enterprise core values
Unit 3 Performance Management System and Procedures
Design concept of performance management system
Successful performance management system model
Performance management process 1: target identification
Performance Management Process 2: Defining Personal Roles
Performance Management Process 3: Feedback and Guidance
Performance Management Process 4: Mid-year/Year-end Evaluation
Dynamic performance management process
Performance management cycle
Role assignment in performance management system
The key to the success of performance evaluation and management
Unit 4 Business Target Decomposition
Enterprise strategic management framework
Constructing balanced scorecard
Balanced Scorecard-Goals and Indicators
Financial aspects
On the customer side
Internal process aspect
Enterprise capability
Thinking path of balanced scorecard
Unit 5 Construction of Key Performance Indicator System
Indicators: the key to implementing strategies and returns
Basic principles of setting performance indicators
Types of key performance indicators
Establish the foundation of KPI
In-depth discussion on the formulation of post responsibility KPI
The operability of evaluation indicators.
Unit 6 Performance Standards and Indicator Weights
Differences between performance indicators and performance standards
yard measure
Measures-preventive measures
Basic standards-the most important
Excellent standard
Who will set the standards?
Weight-Why use weight?
Weight-what is the specific method?
Unit 7 Performance Plan
What is a performance plan?
Purpose of performance contract
The key of performance contract: performance goal
Performance goals at different levels
Correlation between quantitative objectives and qualitative objectives
How to set performance goals
Set "smart" goals
Exercise: What is a "smart" goal?
Performance goals and development goals
Why should we set development goals?
Procedures for setting development goals
Suggestions on development planning
Cosplay
Unit 8 Organization and Implementation
Evaluation method and frequency
Manager's work in the performance implementation stage
Key: Daily feedback and guidance.
Types of feedback
Methods of providing specific feedback
Listen actively
Five steps to guide the plan
Cosplay
Unit 9 Performance Evaluation and Feedback Interview
Set up evaluation institutions and determine examiners.
Objectivity of evaluation: qualitative and quantitative evaluation
Fairness: Distribution of Performance Evaluation Results
Tracking performance.
Performance rating
Matters needing attention in grading
Why are the scores inconsistent?
mistake
Common problems in the process of evaluation and scoring
The crowning touch of performance management: result feedback
Discuss feedback with employees.
Key points of communication with different types of employees
Unit 10 Application and Improvement of Performance Results
Comparative analysis of performance results
Three application modes of performance results
Significance of performance, ability and attitude in performance evaluation
Procedures for formulating performance improvement plans
Target Deviation Analysis —— Fishbone Stabbing Method
Determine the method of performance improvement
Performance improvement
"II" is a newly developed course, which aims to improve the stability of organizational strategic objectives through target management and performance management. Students are middle managers, seeking a good reputation.
"Performance achievement strategy!"
(3) What is the content of the performance management course?
The course of Performance Management mainly discusses goal setting, management process and the connection between performance management and salary design. Through the study of this course, students can understand what job analysis and management are, understand the relationship between modern performance management and job analysis and between modern performance management and job evaluation, master the objectives, process management and results evaluation of performance management and their relationships, and fully understand and apply them to management practice.
Where is the performance management training course?
I recommend long flight to you.
Practical training of excellent performance management
course content
Concept and challenge of modular management (management basis of performance management)
Software and hardware system of n enterprise
N enterprise management 16 subsystem
Manager's self-management system
Eight most important intelligences of managers in the era of knowledge economy
Reference quality model of professional managers
Talent standard of enterprise management
Customer-oriented company process operation system
Challenges of Enterprise Management in the 20th Century
Key factors to improve the productivity of knowledge workers
The Frontier Viewpoint of Enterprise Management
Essence of nitrogen fertilizer management
Basic functions and existing purposes of enterprises
The relationship between marketing and sales
Marketing thinking and definition of marketing
The essence and cornerstone of n marketing
Module 2 Concepts of Human Resources and Performance
The development trend of human resource management
Performance management and human resource management system
Relationship between performance management and human resource management module
Reference model of talent selection and retention
Adjustment of manager's role
The concept of manager's performance
Definition of performance and performance management
Performance management and two-way communication
Module 3 Performance Management Stage 1- Methods and Skills of Performance Objectives
Performance goal setting procedure
The source of performance objectives: the hierarchical decomposition of departmental objectives, customer demand objectives and post responsibility indicators.
Contents of performance objectives: result objectives, implementation measures and teamwork.
Performance Target Commitment PBC and Case Study
N principles of performance goal design: SMART principle, consistency principle, balance principle, obstacle principle and resource principle.
Misunderstanding and avoidance in performance target design (including cases)
Module 4 Performance Management Stage 2-Methods and Skills of Performance Consultation
N Purpose and types of performance coaching
Preparation of performance coaching
N steps of performance coaching
A Preparation Tool for Performance Counseling —— Performance Diagnosis Box
Practical practice of employee performance diagnosis
Methods of performance coaching: formal and informal methods.
Practical behavior skills of performance coaching (including exercises)
Practical training of employee performance consultation
Misunderstanding and Avoidance of Performance Consulting (including cases)
Module 5 The Third Stage of Performance Management-Methods and Skills of Performance Evaluation
N steps of performance evaluation
Communication of performance goal commitment
Definition of performance grade standard
The vitality curve of pueraria lobata-differentiation (case)
Proportional control and performance evaluation case
Misunderstanding and Avoidance of Performance Evaluation (including cases)
N how to evaluate employees with poor performance
Module 6 Performance Management Stage 4- Methods and Skills of Performance Feedback
Procedures for performance feedback
Work preparation and psychological preparation for performance feedback
Communication principles and methods of performance feedback
Effective implementation atmosphere of performance feedback
N effective communication steps of performance feedback
Effective communication skills of performance feedback
Differences and Treatment of Domain Conflicts in Performance Feedback
Confirmation of interview records and performance feedback
Performance feedback interview conclusion processing
Misunderstanding and Avoidance of Performance Feedback
Practical practice of employee performance feedback
Application of performance evaluation results
Module 7 Performance Management Process (Case Table)
★ The concept of employee performance management in the company
Guiding principles of performance management of company employees
U company employees' performance appraisal relationship
Operation process of employee performance management in Company A
Changhang personal profile
Master of Science, Northwestern Polytechnical University, Doctor of Management, USA.
Now he is a senior partner and chief human resource expert of Beijing Tianxia Cutting Management Consulting Co., Ltd..
The former Huawei Company has nearly 10 years of management career in corporate universities, engineering departments, R&D departments and marketing departments, and has won many titles such as gold medal employees and excellent managers, and has experience in multinational project operation and multinational team management in Germany, the Netherlands, Austria and Africa.
And fields.
Introduce modern basic management theory.
Taylor's scientific management theory
Hawthorne experiment, interpersonal relationship theory
Incentive Theory —— Maslow's Hierarchy of Needs Theory
N-excitation theory-Aldfiger theory
McLelland's Theory of Achievement Needs
Herzberg's two-factor theory and McGregor's X-Y theory
Adams' Theory of Fairness
Federer's leadership contingency model
Strategic management theory (strategic alliance, strategic bidding)
Enterprise reengineering theory
The fifth generation management theory
School of analytical management
management process school
School of decision theory,
Management experience school
Manage emergency schools
Current hot management theory
Nitrogen-oriented management
Tissue reconstruction
learning organization
Thomas peters theory
Michael porter's theory
Tian's personal profile, graduate degree from Graduate School of Chinese Academy of Social Sciences. Has 20 years of practical management experience and 30 years of enterprise management research experience. In IT, finance, investment, education, machinery, automobile, medical treatment, real estate, trade, national defense, military industry, human resources research, cultural communication and other industries (including Fortune 500 enterprises, group companies, listed companies), I served as middle and senior management personnel (department manager, director, assistant to the president, vice president, president, director, chairman, etc.). ).
Teaching viewpoint
1. exhibition platform: explore your potential through shaping management mode, show your strength through management case analysis, and show your charm through on-site interactive communication. Classroom is not only a platform for lecturers to teach, but also a platform for students and listeners to show themselves.
2. Teaching tools: In the vast desert, a drop of water can relieve hunger and thirst, and a mirror can help. Instructors should not give students a drop of water, but give them a mirror and tell them how to use it. Solve doubts for a while and deconstruct the long term. 3.A * * *: In the classroom, the lecturer is the server and the students are the leaders. A lecturer should provide a platform for students. First of all, we should try our best to meet the individualized needs of students in the classroom. Secondly, we should meet the customized needs of customers. The former is a question of ability, while the latter is a question of attitude. The same content is repeatedly explained in front of different occasions and objects without any change. Such a teacher is not welcome.
4. Teachers and students * * * win: students are water, lecturers are boats, the main body is oars, and the goal is shore.
Analysis on Performance Target Management of "Wu" Company
⑴ Self-monitoring is a meta-cognitive state with high consciousness.
Fravel et al (Flave &; Wellman) believes that the essence of metacognitive monitoring is people's self-awareness, self-evaluation and self-regulation of their cognitive activities. Learning self-monitoring is an important embodiment of self-awareness.
Nelson (Neson &; Narens) believes that human cognitive process should be divided into two distinct and interrelated levels, namely, meta-level and object level. For learning, the object level is the process of acquiring knowledge or skills, and the meta-level is similar to the self-management monitoring of learning.
Some domestic scholars (Dong Qi et al., 1996) divide the results of self-monitoring into cognitive orientation and non-cognitive orientation, which are divided into eight dimensions: planning, preparation, consciousness, strategy, implementation, feedback, remedy and summary.
⑵ Self-monitoring is a cognitive structural feature of spontaneous state.
According to jean piaget, the founder of genetic epistemology, function comes from structure. The individual's strategic behavior is always based on the cognitive structure that the subject already has or is forming. "No behavior constitutes an absolute beginning. It was grafted on the previous format. " Learning self-monitoring is a spontaneous cognitive structure. It needs enlightenment, teaching intervention to awaken it, and then transition to the level of consciousness. In this sense, it is necessary and feasible to implement teaching intervention on students' self-monitoring in learning.
Theoretical basis of land performance target management
According to Vygotsky's speech self-guidance theory, the individual's regulation of behavior is a speech process to some extent, from social speech to internal speech. Individual behavior is initially regulated by other people's speech, then by learners' own self-directed speech, and finally forms self-directed speech. From this point of view, self-management monitoring is essentially a process in which learners constantly internalize their cognitive activities, and there is reason to believe that this is the theoretical basis for implementing teaching intervention; At the same time, it also provides an effective model for the specific operation of teaching intervention.
Management 123 According to the principle of human resource management, combined with the present situation at home and abroad, the performance target management system was developed on the basis of human resource management information system, which provided users with a relatively perfect information solution for performance target management and solved these problems. The system has four characteristics:
1. Simple operation. The system interface is concise and the operation is smooth. The design concept of "the more complex the function, the simpler the operation" is followed everywhere, and the operation is barrier-free and intelligent. Users can use the software without professional training.
2. The system is rich in functions, which can not only realize online scoring and online evaluation of performance target management; It also provides a variety of assessment results analysis tools to provide a basis for decision-making, and links the assessment results with salary and benefits, job promotion, etc. To realize scientific and effective human resource management. In addition, the system also provides functions such as information feedback, performance complaint, performance interview and communication, assessment and error correction, which fully embodies the fairness, justice and rationality of the assessment work.
3. The system has strong practicability and provides two evaluation modes: simple mode and general mode. Simple mode is suitable for the early stage of performance target management, with simple operation and strong practicability. The general model is suitable for * * * institutions with complex performance target management, and can realize the assessment from different angles such as 360 degrees, 270 degrees, 180 degrees, and realize multi-angle assessment through the main table and the auxiliary table.
4. The flexible and open system can customize assessment points, indicators and weights. , select different types of appraisers, and different appraisers will form multiple appraisal forms for the same appraiser. By modifying evaluation points, evaluation templates, etc. , can realize different types of evaluation of enterprises and institutions of different nature and scale.
In a word, it is an urgent problem to adopt modern technology, choose a reasonable evaluation system and improve the evaluation quality. The GT-eHR performance target management system developed by Qin Ke Science and Technology has passed different examiners (supervisors, colleagues, subordinates, customers, etc. ) From different angles, comprehensively and accurately evaluate employees' job performance, help all * * institutions achieve scientific and effective human resource performance target management, improve work efficiency and business efficiency, and better achieve organizational goals.
"Qi" What is performance target management, performance?
Performance is the descriptive work behavior and measurable work results of individuals (groups) in an organization in a specific time. The organization combines the qualities and abilities of individuals (groups) in the past work to guide their improvement and perfection, so as to predict the sum of the work results that individuals (groups) can achieve in a specific time in the future.
Performance refers to the excellent degree of an organization, a team or an individual in completing tasks under certain resources, conditions and environments, and it is a measure and feedback of the degree and efficiency of achieving goals;
The role of performance evaluation:
1. Achieve the goal
Performance appraisal is essentially a process management, not just an assessment of results. It is a process of decomposing medium and long-term goals into annual, quarterly and monthly indicators, and constantly urging employees to achieve and complete them. Effective performance appraisal can help enterprises achieve their goals.
Dig up problems
Performance appraisal is a PDCA cycle process of continuous planning, implementation and revision. The whole performance management link includes the cycle of setting performance goals, meeting performance requirements, revising performance implementation, performance interview, performance improvement and resetting goals, which is also a process of constantly discovering and improving problems.
Distribute benefits
Nothing in the assessment has nothing to do with interests. The salary of ordinary employees will be divided into two parts: fixed salary and performance salary. The distribution of performance pay is closely related to employees' performance appraisal scores, so when it comes to appraisal, employees' first reaction is often the payment of performance pay.
Promote growth
The ultimate goal of performance appraisal is not to simply distribute benefits, but to promote the growth of enterprises and employees. Through assessment, we can find problems, improve problems, find gaps, promote progress and finally achieve a win-win situation.
The main contents of performance target management in the "Big Eight"
1, self-check and analysis
Only by regular self-inspection and analysis in the implementation of the target can we grasp the state of the target in time, find the problems in the implementation, analyze the causes of the problems, and take measures to solve them. Contents of self-inspection and analysis, including progress, quality and implementation of cooperation objectives.
The first is the progress, to see if it is carried out according to the original progress. Only by controlling the progress of target implementation and making the progress of each target generally adapt can the balanced development of targets be guaranteed;
It is also very important to control the quality of implementation. If the quality can't reach the required goal, it has no practical significance and will inevitably affect the overall goal;
The overall goal is to decompose layer by layer, and the finer the decomposition, the more cooperation is needed.
2, take the initiative to correct deviation
If problems and deviations are found through self-examination and analysis, we must actively take measures to correct the deviations, ensure the normal implementation of our own goals, and complete them as planned and required. The person in charge of the goal should have a high sense of responsibility for the goal he undertakes, and should take the initiative to solve the deviations and problems in the process of implementing the goal, rather than relying on thoughts and waiting emotions. Anyone who falls within their own authority should dare to take responsibility and take bold and decisive measures; If it is necessary to cooperate with the collaboration department, it should take the initiative to contact the collaboration department to negotiate a solution and obtain the support of the collaboration department; Belong to the level can not be solved or beyond the scope of authority, to take the initiative to report to the superior, in order to obtain the support and help of the superior.
3, timely feedback information
Self-control is an important form of control in target management, but it is not the only one. The guidance and control of superiors is essential. In order to make the superior leaders know and master the implementation of the target in time, it is necessary to establish an information feedback system and stipulate the content, time and form of feedback information. The most important thing here is to establish a reporting system, which can provide necessary information at all stages of target management activities, become the basis for planning and control, and promote the in-depth development of target management activities.
The contents of the report should meet the needs of control, usually including the progress and quality of target implementation, difficulties and problems encountered, measures taken by oneself, necessary cooperation and help provided by superiors. Reports can be written, oral, statistical tables, charts, etc. , the specific form should be adapted to the content of the report. Reporting system, as a superior, is a means to grasp the situation of subordinates, and as a subordinate, it is a way to report to superiors and get support. Therefore, the superior should unify the reporting system, and the subordinate should take the initiative to report to the superior, and communicate the contact between the superior and the subordinate with information feedback.