文档介绍：Performance Management
A Guide to Consulting
June 2000
Discussion Objectives
Provide an overview of current thinking and trends
Discuss what PM consulting is all about
Review “what works and what doesn’t”
Share Best Practices research
Review some of the basic planning and project steps
Group Discussion
Answer the following questions:
1. What is performance management? Why panies have this process?
2. Why doesn’t it work so well? What makes it so difficult?
Performance Management
Translates business vision and strategy in an actionable way by cascading goals throughout anization
Measures both what is done and how it is done
Aligns
Department goals with strategic business objectives
Aligns individuals with the anizational/ team context
Ensures the closest “line of sight” possible
Source: Watson Wyatt Best Practices in Performance Management
Performance Consulting
1. anization
Cascading and Alignment
Stakeholder Metrics
2. Employee Review Process
Engagement and Accountability
Growth and Achievements
Two dimensions:
Performance Consulting
anization Performance
Cascading and Alignment
Stakeholder Metrics
The Key Questions of Business Planning
Why does pany exist?
Where is it going?
Size Sales
Markets Locations
Products Competitive Challenges
SBU Linkages
How will it get done?
Values and Operating Principles
Technology Resources
What must pany be very good at doing?
How will progress and ess be measured?
Expectations of pany Performance
Mission
Vision of Future
anizational Goals
anizational
Capabilities
Balanced Scorecard
Business Plans are Developed by the
Business Units
Resource Requirements
Industry
Latin
America
Asia
(Europe)
Objectives of
the business unit
Objectives of
the region
Bottom-up-approach:
Derivation of segment
and corporate strategic
plans and operating
objectives from business unit
goals.
Top-down-approach:
Derivation of objectives
from corporate strategy
Objectives of departments
and individuals
Strat