Without measurement, there is no management.
Control and planning constitute a complete management cycle, and performance management is an important part of control. The main significance of performance management has the following two points:
Let managers take responsibility and make them willing to work harder;
Find and solve the real root of the problem and promote the continuous improvement of business activities.
Enterprise managers in performance management, prone to the following problems:
It is considered that the establishment and assessment of performance indicators is performance management, ignoring the development of improvement activities;
Setting one-sided performance indicators leads to employees' wrong work behavior;
Without understanding the enterprise strategy and management, blindly setting performance indicators, performance indicators lack relevance;
Only qualitative indicators can be set, but financial indicators can't be set, which leads to the performance management can't see the actual benefits.
By studying this course, students can get the following benefits:
Understand the correct thinking of performance management;
Develop logical thinking ability related to performance management;
Systematically master the performance management methods and techniques based on financial information;
Be able to combine the content of this course with the content of comprehensive budget practice.
Whether performance management should be evaluated in process.
Performance management is a goal-oriented procedure and method, which decomposes the strategic objectives to be achieved layer by layer, evaluates and analyzes employees' work performance and performance, improves employees' behavior in organizational work, gives full play to employees' potential and enthusiasm, and better realizes various objectives. Performance management is a circular process of planning, preparation, guidance and communication, which attaches importance to both results and behavior.
The performance management system mainly includes four stages: post classification, task index implementation and release, process inspection and supervision, result feedback and implementation. Only a performance management system with four indispensable links can really operate effectively and support development.
What are the performance appraisal methods of human resources courses? What is the specific content?
You can analyze the maturity of your company and position.
If the enterprise system is not perfect, then your work focus may include designing the system. The newly appointed personnel supervisor should keep active communication with the boss and make clear whether there is any intention in this regard. Because salary and performance appraisal are closely related to the company's strategy, if the boss really has the intention of designing a new system, then according to what my friends upstairs said, BSC strategy decomposition and KPI index management should be carried out. But this will never be an independent matter for HR executives, but a management change for the whole company. Only the boss can start this battle.
If your company has an old salary and performance appraisal system and the boss has no intention of changing it, then you can follow it. If you want to improve the efficiency of performance management, you can consider solving it through management software. I recommend kpi performance management software, which is the HR supervisor's grasp of the network diagram.
This data comes from the network diagram, and the final result is subject to the latest data of the network diagram.
Ⅳ Which company is the best to do the course of enterprise performance management?
When I attended the course, I made many comparisons. Finally, I chose Teacher Yao Qianjin's Scoring Management Course. This course is really good, and you can really gain a lot. I suggest you listen.
What is the content of 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.
ⅵ 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.
ⅶ Performance Management Training Courseware
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
ⅷ What are the outlines about excellent performance management?
Outline of excellent performance management course
course content
Module 1 Management Concepts and Challenges (Management Basis of Performance Management)
L enterprise software and hardware systems
L enterprise management 16 subsystem
L manager's self-management system
Eight most important intelligences of managers in the era of knowledge economy
Reference quality model of professional managers
L talent standards for enterprise management
L Customer-oriented company process operation system
Challenges of Enterprise Management in the 20th Century
L Key factors to improve the productivity of knowledge workers
L the frontier view of enterprise management
L the essence of management
L the basic functions and purposes of the enterprise
The relationship between marketing and sales
L big marketing thinking and the definition of marketing
L the essence and cornerstone of marketing
Module 2 Concepts of Human Resources and Performance
L the development trend of human resource management
L Performance management and human resource management system
L. Relationship between performance management and human resource management module
L reference model for talent selection and retention
L the adjustment of the role of managers
L manager's performance concept
L definition of performance and performance management
L performance management and two-way communication
Module 3 Performance Management Stage 1- Methods and Skills of Performance Objectives
L performance goal setting procedure
L Source of performance objectives: hierarchical decomposition of departmental objectives, customer demand objectives and post responsibility indicators.
L Contents of performance objectives: result objectives, implementation measures and teamwork.
L Performance Target Commitment PBC and Cases
Principles of performance target design: SMART principle, consistency principle, balance principle, obstacle principle and resource principle.
L Misunderstandings and Avoidances in Performance Target Design (including cases)
Module 4 Performance Management Stage 2-Methods and Skills of Performance Consultation
L Purpose and type of performance coach
L prepare for performance coaching
L steps of performance guidance
L Preparation tool for performance coaching-performance diagnosis box
L Practical practice of employee performance diagnosis
L methods of performance coaching: formal and informal methods
L Practical behavior skills of performance coaching (including exercises)
L Practical training of employee performance coaching
L misunderstanding and avoidance of performance coaching (including cases)
Module 5 The Third Stage of Performance Management-Methods and Skills of Performance Evaluation
Steps of performance evaluation
L communicate performance goals and commitments
L definition of performance grade standard
L vitality curve of pueraria lobata-differentiation (case)
L Proportional control and performance evaluation case
L Misunderstanding and Avoidance of Performance Evaluation (including cases)
L how to evaluate employees with poor performance
Module 6 Performance Management Stage 4- Methods and Skills of Performance Feedback
L performance feedback procedure
L Work preparation and psychological preparation for performance feedback
L communication principles and methods of performance feedback
L Effective implementation atmosphere of performance feedback
L Effective communication steps of performance feedback
L Effective communication skills for performance feedback
L Difference and Treatment of Field Conflicts in Performance Feedback
L interview record and performance feedback confirmation
L performance feedback interview conclusion processing
L misunderstanding and avoidance of performance feedback
L Practical training of employee performance feedback
L application of performance evaluation results
Module 7 Performance Management Process (Case Table)
The concept of employee performance management in L company
L guiding principles of employee performance management in the company
L the performance appraisal relationship of employees in the company
L company employee performance management operation process
L responsibilities of company performance management and evaluation
Chang Hang (human resource management expert, senior management lecturer of Huawei University)
Master of Science, Northwestern Polytechnical University, Doctor of Management, USA.
Now he is a senior partner and chief human resource expert of Tianxia Cutting Consulting Company.
Huawei has nearly 65,438+00 years of management career in Huawei University, Huawei Human Resource Management, Marketing Department, Engineering Department and R&D Department, and has won the title of gold medal employee and excellent manager for many times, with multinational (Germany, Netherlands, Austria, Africa, etc.) experience in project operation and multinational team management.
Life mission:
Help enterprises to develop sustainably.
Help individuals grow continuously.
Introduction to Performance Flywheel Course
Performance Flywheel —— A Systematic Tool for Enterprises to Improve Profits
Executive summary:
First, performance management is the profit management of enterprises.
Second, the role of performance management in enterprises
Third, what is a performance flywheel?
1, Performance Flywheel is a simple and practical performance management system tool.
2. The performance flywheel is an easy-to-understand profit management system.
Four. Specific steps and methods of performance flywheel
Performance Flywheel Step 1: Start the Flywheel-Set clear goals.
1. Five principles to achieve the goal: whether it is clear, whether it can be quantitatively evaluated, whether it is reasonable, whether it is challenging and whether there is a time limit.
2. Four keys to setting goals: responsible person, digital quantification, decomposition and refinement, and time limit.
4. The contents covered by goal setting: financial indicators, customer indicators, management and process indicators, and product indicators.
Performance Flywheel Step 2: Push Flywheel-Methods and Measures
1, three new and two changes in measures to improve performance:
1) Develop new products, new customers and new fields.
2) Improve old products and old customers.
Performance Flywheel Step 3: Maintenance-Evaluation and Review
1, employees only do what you check, and employees will not do what you expect.
2. Five principles of inspection: fixed time, fixed point, fixed person, fixed quantity and fixed responsibility.
3. Two temperaments: morning and evening.
4, three comparisons: everyone, every day, everything; Control objectives, control processes and control results
5. Important tool: Action Success Log
Performance Flywheel Step 4: Refueling and Feeding-Incentive and Punishment
1, incentive measures: the prize will be proud.
1) Low basic salary+high performance, and performance is linked to gross profit, which is the reward mechanism of Fengchi Company.
2. Punishment measures: Punishment should be the punishment of trembling.
3, the enterprise is the organization of survival of the fittest, and all performance-oriented figures speak.
Performance Flywheel-Summary
1. Performance Flywheel Features:1+1=10, dynamic acceleration, people-centered and cyclic.
2. The simpler the performance management, the more effective it is.
3, the performance flywheel can be strong by repeated persistence.
Verb (abbreviation of verb) Frequently asked questions about performance flywheel.
1. What is the best way to manage performance now?
2. The reasons for the failure of performance management implementation
3, the difference between performance management and performance appraisal
4. Is performance management done by experts or by yourself?
5. Concerns about the link between performance appraisal and gross profit
6. How do multi-variety and multi-project trading companies do performance management?
7. How to collect and evaluate the information of each branch in time?
8. Is performance management a human resources department?
9. Why do you feel that the workload has increased after introducing performance management?
10, why do some enterprises' performance management become a mere formality?
1 1. Can you copy the performance management documents of successful enterprises?
12, where to implement performance management and how to see the effect as soon as possible.
Six, the actual question and answer of enterprise performance
1. What about the performance of designers or creative people?
2. What if the branch or joint venture company has any objection to the performance indicators?
3. What should I do if there is a reward error in performance appraisal?
4. How to evaluate the performance of projects with long accounting cycle?
5. How to formulate employee compensation and reward mechanism?
6. How to check the performance of business people all over the country?
7. How to assess the external liaison departments and posts?
8. How to set up the power grid in performance appraisal?
9. What is the ratio between basic salary and performance salary?
10, what if employees don't want to be rewarded or punished?