绩效管理团队简报

PeopleTransformationProgrammeTheNewPerformanceManagementFrameworkTeamBriefing績效管理團隊簡報Whatisperformancemanagement?什麼是績效管理？Itisclear,alignedandstretchingobjectives它是清楚、一致且具張力的目標Withregularcoachingandfeedback有持續性的指導與回饋Basedonqualitydiscussionsatthemid-yearandyear-endperformancereview期中與期末績效檢討時會進行有品質的面談Itisresultsdriven,notactivitybased它是結果導向，而非以活動為基礎Anddifferentiatesindividualperformancebasedonevidence並且以事證區別個人績效表現Whyarewechangingourperformancemanagementapproach?為何改變績效管理方法？HSBC’sbusinessstrategyistodeliversuperiorgrowthandearningsovertime滙豐的經營策略是不斷地實現最佳的成長與營收ShareholdersandexternalanalystshavetoldHSBCthatimprovedbusinessperformanceisrequired股東及外部分析師都建議滙豐需要改善經營績效Ouremployees,viatheGlobalPeopleSurvey,toldusweneedtoimproveperformancemanagement,specificallyin:從全球員工意見調查中發現，我們的員工認為我們需要改進績效管理，特別是：differentiatingindividualperformanceandreward區別個人績效和獎酬addressingunderperformancemorerobustly更加重視績效不佳的情況providingmorecareercoaching/counseling提供更多的職涯指導與諮詢Howwillthenewperformancemanagementapproachwork?新的績效管理辦法如何執行？GroupManagementBoardwillapproveaGroupbalancedscorecardwithobjectivesalignedtoourbusinessstrategy集團管理委員會通過集團的平衡計分卡，將目標與我們的經營策略結合IndividualobjectiveswillneedtoalignandsupporttheGroupbalancedscorecard個人的目標需要連結和支持集團的平衡計分卡ResultinginthesumofallemployeecontributionsensuringthatGroupobjectivesareachieved所有員工目標的總合要能確保集團的目標可以被達成Whatisexpectedofmanagers?主管被賦予的期望是什麼？Activelymanageteamandtakeaccountabilityforperformancemanagementapproach積極管理你的團隊，負責執行績效管理流程Defineclearperformanceexpectationsandagreeindividualobjectives定義清楚的績效期望並與部屬針對目標達成共識Providedirection,feedbackandsupport提供方向、回饋和支援Holdmid-yearandyear-endperformancereviewdiscussions進行年中和年底的績效檢討面談Assessanddifferentiateperformance評量和區別績效Whatisexpectedofemployees?員工被賦予的期望是什麼？Playanactiveroleinagreeingyourobjectives主動與你的主管在目標上達成共識Monitorandmanageyourperformanceagainstyourobjectives以目標和被期望的行為來監督並管理你的績效Activelyseekfeedbackandimplementdevelopmentactions主動尋求回饋與執行發展計劃Reflect,assessandimproveperformance反映、評估與改進績效Ownandmanageyourcareer承擔和管理你自己的職涯Whatistheperformancemanagementcycle?什麼是績效管理週期？TheperformancecyclerunsfromJanuarytoDecemberandincludesthefollowingkeydates:績效年度是從1月到12月，包含以下重要的日期：-SettingObjectives(JanuarytoMarch)設定目標(1-3月)-ManagingPerformance(relevantthroughouttheyear)管理績效(全年的過程中)-ManagingUnderPerformance(asrequired)管理績效不佳的情況(如果必要時)-Mid-YearReview(JunetoAugust)年中檢討(6-8月)-Year-EndReview(NovembertoJanuary)年底檢討(11月至次年1月)Allsupportedbytimelytrainingformanagers會提供主管及時的訓練Whatareobjectives?什麼是目標？Objectivesformthebasisofallactivitiesrelatingtoperformancethroughouttheyear目標是這一整年所有與績效有關的活動UseSMARTobjectives設定(SMART)聰明的目標Settingeffectiveobjectivesatthestartofeachperformanceyearprovidesthefoundationforanysuccessfulperformancemanagementapproach在每個績效年度的開始設定有效的目標，是為成功的績效管理流程奠定基礎Whydoweuseabalancedscorecard?為何我們使用平衡計分卡？Becauseitisausefulbusinessplanningtoolthatdrivesbothbehaviourandperformance因為它是一個有效的經營規劃工具，用來推動行為和績效Scorecardscanbeusedtogenerateimprovementandbusinesssuccess平衡計分卡可以用來創造業務的改善與經營的成功Scorecardsaremadeupoffinancial,customer,processandpeoplequadrants平衡計分卡由財務面、顧客面、流程面與人才面等四個象限所組成Vision&Strategy願景與策略People(Learning&Growth)人才(學習與成長)Process(InternalBusinessSystems&Processes)流程(內部流程與系統)Financial財務Customer顧客WhatisthenewHSBC5pointratingscale?什麼是滙豐新的5個績效評等？Executesbelowtheirpeers,displayingsomeundesirablebehaviours,lackingsomekeyskillsandshowinglessprofessionalism.Executesatorabovetheirpeersshowinggoodstandardsofbehaviour,skillandprofessionalism.Executeswellabovepeersshowingasignificantlyhigherlevelsofbehaviour,skillandprofessionalism.5ratedemployeeswillbeattheverybottomofthepeergroup.Theirperformancerequiressignificantandimmediateimprovement.Withinemployeeswitha3ratingtherewillbesignificantlydifferentlevelsofperformance,butallofthemwillhavemetperformanceexpectationsandareontrack.1ratedemployeesareattheverytopofthepeergroupandoperatingatatrulyexceptionallevel–arolemodelforeveryoneelse.Demonstratesinsufficientcommitmenttoself-developmentandshowshesitanceinlearningnewskills.Resistsordoesnotsupportchange.Takesadvantageofopportunitiestobuildskillsandknowledge.Supportschange.Buildstheirowncapabilityandperformance.Advocatesandsupportschange.Contributestothesuccessanddevelopmentoftheirpeers.Letsoperatinganddeliverystandardsslipbelowthelevelexpectedfortheirgradeandroleandfailstoconsistentlymeettheirperformanceobjectives.Consistentlyoperatinganddeliveringatorabovethelevelexpectedfortheirgradeandroleandhasmettheirperformanceobjectives.Consistentlyoperatinganddeliveringconsiderablyabovewhatisexpectedfortheirgradeandrole.Hasmetorexceededdemandingobjectives.FailingtocontributeadequatelytoHSBC’ssuccess.Deliverslowqualityresultsthatfallbelowwhatisexpectedfortheirgradeandrole.ContributestoHSBC’ssuccessanddeliversresultsthatareinlinewithorabovewhatisexpectedfortheirgradeandrole.MakesasignificantcontributiontoHSBC’ssuccessanddeliversresultswellbeyondwhatisexpectedfortheirgradeandrole–defining‘whatsuccesslookslike’.Neglectssomeresponsibilitiesorfailstotakeownershipfo