新任主管管理能力发展课程--绩效管理课程(PPT 48页)

©COPYRIGHTI-LEAD1绩效管理课程PerformanceManagementInstituteforLeadershipExcellenceandAcceleratedDevelopment上海浦东发展银行信用卡中心ClicktoeditMastertextstylesSecondlevelThirdlevelFourthlevelFifthlevel2课程目标1.发现绩效管理盲点2.订定绩效标准，掌握绩效状况，采取管理对策3.面对绩效问题，采取绩效改善方案4.进行绩效反馈，透过绩效面谈，激励与提升绩效水平ClicktoeditMastertextstylesSecondlevelThirdlevelFourthlevelFifthlevel3课程表上午绩效管理盲点员工绩效表现与管理对策下午面对与解决绩效问题绩效反馈与辅导©COPYRIGHTI-LEAD4绩效管理个案研究ClicktoeditMastertextstylesSecondlevelThirdlevelFourthlevelFifthlevel5影响员工绩效因素个人管理环境ClicktoeditMastertextstylesSecondlevelThirdlevelFourthlevelFifthlevel6绩效管理三个层次团队绩效员工绩效员工成功组织绩效组织辉煌团队成就整合再整合辐射再辐射绩效管理，胡君辰.宋源着，复旦大学组织。四川人民出版社，2008来自中国最大的资料库下载©COPYRIGHTI-LEAD7绩效管理状况自我评估©COPYRIGHTI-LEAD8绩效管理常见盲点©COPYRIGHTI-LEAD9常见管理偏差行为©COPYRIGHTI-LEAD10绩效标准、表现与管理对策ClicktoeditMastertextstylesSecondlevelThirdlevelFourthlevelFifthlevel11绩效管理与绩效水平绩效衡量指标绩效管理期间目前绩效水平期待绩效水平实际绩效确保Ensure改善Improve促进FacilitateClicktoeditMastertextstylesSecondlevelThirdlevelFourthlevelFifthlevel12绩效衡量两大范畴行为结果GOALBSKPIs客户财务作业学习ClicktoeditMastertextstylesSecondlevelThirdlevelFourthlevelFifthlevel13探讨问题行为和结果之间有什么关联?只重视结果，而忽略行为，会产生甚么现象?如何决定部属应该展现哪些行为?如何描述并向部属传达你所期待的行为?甚么情况下要量化行为指标?如何量化?ClicktoeditMastertextstylesSecondlevelThirdlevelFourthlevelFifthlevel14行为与结果__________________________________________________________________________________________________________________________________________________________________________ClicktoeditMastertextstylesSecondlevelThirdlevelFourthlevelFifthlevel15绩效衡量两大范畴行为结果GOALBSKPIs客户财务作业学习胜任力质化行为指标量化行为指标ClicktoeditMastertextstylesSecondlevelThirdlevelFourthlevelFifthlevel16描述期待的行为–练习•________________________________•________________________________•________________________________•________________________________•________________________________工作内容胜任能力杰出表现管理经验ClicktoeditMastertextstylesSecondlevelThirdlevelFourthlevelFifthlevel17行为描述到行为量化–练习行为描述行为量化ClicktoeditMastertextstylesSecondlevelThirdlevelFourthlevelFifthlevel18传达你期待的行为SCoREetTheBusinessContextonsiderTheEmployee’sIdeasfferYourInputselateYourExpectationsesureMutualUnderstanding说明利害关系考量员工想法提出您的意见传达您的期待取得双方共识©COPYRIGHTI-LEAD19绩效表现与管理对策来自中国最大的资料库下载ClicktoeditMastertextstylesSecondlevelThirdlevelFourthlevelFifthlevel20绩效表现状态OUTSTANDINGVERYGOODAVERAGEMARGINALUNSATISFACTORYExceedExpectations,Good,Superior…MeetExpectations,Adequate,Acceptable…FarExceedExpectation,Excellent…PartlyMeetExpectations,JustAcceptable…DoNotMeetExpectations,Poor…ClicktoeditMastertextstylesSecondlevelThirdlevelFourthlevelFifthlevel21工作岗位与绩效表现岗位内容目标与胜任力项目ClicktoeditMastertextstylesSecondlevelThirdlevelFourthlevelFifthlevel22ClicktoeditMastertextstylesSecondlevelThirdlevelFourthlevelFifthlevel23ClicktoeditMastertextstylesSecondlevelThirdlevelFourthlevelFifthlevel24或ClicktoeditMastertextstylesSecondlevelThirdlevelFourthlevelFifthlevel25ORClicktoeditMastertextstylesSecondlevelThirdlevelFourthlevelFifthlevel26ClicktoeditMastertextstylesSecondlevelThirdlevelFourthlevelFifthlevel27有效激励的五大原则1.不要认为_____是激励的唯一手段或最好方式。2.物质奖励是用在_____的肯定，而非变相的讨好。3.激励总是________—人们需要被激励。4.给予______与______对激励能产生重大影响。5.增加____、____有助于提升激励。©COPYRIGHTI-LEAD28非金钱激励与发展员工的方法©COPYRIGHTI-LEAD29面对与解决绩效问题来自中国最大的资料库下载©COPYRIGHTI-LEAD30有哪些绩效问题?©COPYRIGHTI-LEAD31如何解决绩效问题?ClicktoeditMastertextstylesSecondlevelThirdlevelFourthlevelFifthlevel32解决绩效问题的两种做法绩效问题预防(PreventiveMeasures)绩效问题治疗(CuringMeasures)ClicktoeditMastertextstylesSecondlevelThirdlevelFourthlevelFifthlevel33表面现象与根本原因表面现象原因根本原因SymptomsCausesRootCauses©COPYRIGHTI-LEAD34绩效问题的原因有哪些?-分组讨论-ClicktoeditMastertextstylesSecondlevelThirdlevelFourthlevelFifthlevel35绩效改善的八个步骤掌握现状辨认落差真正原因拟定与实施改善计划评估改善计划执行结果选择改善方法评估落差重要性辨认落差厘清期望状况©COPYRIGHTI-LEAD36绩效改善规划表©COPYRIGHTI-LEAD37绩效问题大会诊©COPYRIGHTI-LEAD38绩效反馈与辅导来自中国最大的资料库下载ClicktoeditMastertextstylesSecondlevelThirdlevelFourthlevelFifthlevel39不反馈的借口•_____________________________________•_____________________________________•_____________________________________•_____________________________________•_____________________________________•_____________________________________ClicktoeditMastertextstylesSecondlevelThirdlevelFourthlevelFifthlevel40反馈的好处__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________©COPYRIGHTI-LEAD41如何进行反馈?©COPYRIGHTI-LEAD42有哪些行为应该辅导?ClicktoeditMastertextstylesSecondlevelThirdlevelFourthlevelFifthlevel43针对错误行为反馈的三种方式负面反馈(NegativeFeedback)中性反馈(NeutralizedFeedback)建设性反馈(ConstructiveFeedback)ClicktoeditMastertextstylesSecondlevelThirdlevelFourthlevelFifthlevel44建设性反馈的七个要素1.战略性–有计划、兼顾现况与未来2.维护对方尊严3.发生在恰当环境中4.以进步为导向5.互动及参与6.灵活-不同对象、情况采取不同方式7.让部属感受到关怀、帮助、信心、有益ClicktoeditMastertextstylesSecondlevelThirdlevelFourthlevelFifthlevel45防御行为寻找借口沉默不语乘机反击自我解嘲威胁摊牌渲染问题转移焦