Course Background:
Many enterprises implement the confusion of performance: "Some enterprises have implemented performance appraisal, either in a formality, or in a hurry, but not over, how to implement the performance management system of excellent enterprises, through the performance management system to achieve talent incentives, improve the company's operation and management conditions." We know that performance management is a great management tool, but why doesn't it work when it comes to us?”。Only at the level of corporate strategy and operation, the content of performance management, and the essence of performance management, can we comprehensively improve organizational performance, support the realization of strategic goals, and ensure the long-term and healthy development of enterprises.
Course Benefits:
Performance management is the difficulty of enterprise management, the performance management of enterprises is often disconnected from the strategy and operation management of enterprises, this course adopts consulting teaching, through the combination of enterprise strategy, operation and performance management, so that students can obtain the core skills of performance management, master the use of various performance tools, and implement performance management correctly and effectively in the enterprise.
Course Duration:2 days, 6 hours a day.
Course Target:Corporate executives, heads of departments, and human resources managers.
Course Method:50% of the course is taught, 30% is case analysis, and 20% is on-site practice plus teacher comments.
Course Highlights:
Investigate the difficulties and doubts of the performance management of the trainees before the course, conduct practical exercises throughout the whole process in combination with the situation of the trainees, and Xi the establishment of enterprise-level, department-level and post-level performance indicators in the course. Combined with the lecturer's more than 20 years of valuable consulting experience, the course cases are all operated by the lecturer, which is real and can be learnedTargeted design of practical cases with the background of the students' enterprises, digest the course knowledge, so that the students can make mistakes in the classroom and bring back the correct methods;Group discussions, classroom exercises, interactive exchanges, and joint improvement make learning Xi an interesting process.
Course outline
Lecture 1: Performance Management Cognition
1. Talent is the first resource
1.The battle for talent is raging.
2.How to attract the best talent.
Second, the status quo of performance management of some enterprises
1.Performance appraisal is a mere formality.
2.Performance appraisals are difficult to implement.
3.Employees are resistant to performance appraisals.
4.Performance appraisals don't help much in the real world.
5.A good performance culture is not being formed.
3. Performance management cycle
1.Goal setting.
2.Duty Fulfillment.
3.Performance appraisal.
4.Application of results.
Fourth, why all departments should pay attention to performance management
1.Performance is a number one project.
2.Performance is the helper of all departments to improve work efficiency.
3.Managing people well is the premise of managing business well.
5. How to motivate talents through performance management
1.Management is goal-oriented, instead of feeling.
2.Management process, instead of chaos.
3.Management informatization, instead of artificial.
4.Digitalization of management, instead of blindness.
5.Management performance, instead of emotion.
Lecture 2: Design and Decomposition of Enterprise Goals
1. Drucker's question: first have a goal or a work task
1.Goals and tasks come first.
2.The relationship between goals and work tasks.
2. Introduction to target management
1. kpi
2. bsc
3. okr
4. pbc
Third, the nature of the objective
1.Qualitative vs. quantitative goals.
2.Work objectives and assessment objectives.
3.Process Objectives vs. Outcome Objectives.
4.The use of SMART in goal setting.
Fourth, the establishment of enterprise-level goals
1.Consider establishing business goals from eight aspects.
2.How to quantify the design of business goals as much as possible.
3.Introduction to common goals and calculation methods used by enterprises.
Classroom Exercises and Comments:According to the teacher's explanation, design the enterprise goal.
Fifth, the decomposition and transmission of enterprise goals
1.How to break down business goals into departments.
2.How to break down departmental goals into positions.
3.How the target value tree is decomposed.
Classroom Case:A case study of goal decomposition for a technology company.
Sixth, the establishment of the company's index database
1.Why you need to build a database of company metrics.
2.How to build a database of company metrics.
7. Five methods for determining target values
1.Historical Comparative Law.
2.Industry benchmarking method.
3.Strategy analysis.
4.Resource Change Method.
5.Competitive Bidding Decision Method.
Lecture 3: Performance appraisal methods
First, the idea of performance appraisal
1.What to ask for, what to test.
2.What to test and what to do.
Second, the seven-step method of performance appraisal quantification
The first step is to clarify the direction of the assessment.
The second step is to sort out the assessment items.
The third step is to determine the project goals.
The fourth step is to assign assessment weights.
The fifth step is to formulate scoring rules.
The sixth step is to define the assessment cycle.
The seventh step is to establish the data**.
3. How to design a performance appraisal form
1.How performance appraisal metrics are defined.
2.How to ensure fairness in performance appraisal.
3.How to avoid the influence of human factors on the assessment results.
4.Mistakes to avoid in the definition of assessment indicators.
Fourth, how to determine the weight of performance appraisal indicators and scoring standards
1.Key points for setting performance appraisal indicators.
2.How many indicators should be set for a position.
3.How to determine the weight of performance appraisal indicators.
Case Study:Design of assessment methods for various positions.
Case Study:Behavioral Performance Appraisal Form.
5. How to ensure the horizontal fairness of performance appraisal
1.Consider the responsibilities of each department and position and the level of difficulty of the work.
2.Consider the job value of each department and position.
3.Consider historical data on the responsibilities of each department and position.
4.Consider the developments and future challenges of the responsibilities of each department and position.
Classroom Exercises and Comments:Formulate the performance appraisal method for a position.
6. Ways to collect performance data
1.Ways and pains to manage data collection.
2.How to construct a statistical approach to the collection of company performance data.
Lecture 4: Performance Interview and Improvement
1. Performance coaching
1.The key to good performance is coaching.
2.Employee coaching model.
2. Eight-step performance interview
1.Good vibes to start.
2.Describe the performance process.
3.Inform the results of the assessment.
4.Listen to your subordinates.
5.Discuss ways to improve.
6.Review of the interview.
7.Interview records are organized.
Classroom Walkthrough:Conduct performance interviews and coaching for subordinates.
3. Individualized performance interview methods
1.New colleagues.
2.Old colleagues.
3.Good grades.
4.The grades are average.
5.Personality is distinctive.
6.Knowledge-based.
Fourth, the content of performance improvement
1.Improvement at the source.
2.Management system improvements.
3.Manager Improvement.
4.Employee improvement.
5.Bottleneck improvements.
Lecture 5: The use of performance results
First, the way of incentive
1.What is an incentive.
2.Material incentives versus spiritual incentives.
3.The role and modalities of incentives.
4.Use performance results to motivate.
Second, the method of linking performance wages
1.How to calculate the individual performance factor.
2.How to design the ratio of performance-based pay for various positions.
3. How to link the year-end bonus with performance
1.How to combine the annual performance appraisal with the usual appraisal.
2.How the performance appraisal results are linked to the year-end bonus.
Fourth, performance and employee career development
1.Accurate evaluation through performance.
2.Employee development finds direction.