[Introduction]
When it comes to performance management, most people think of KPI first. However, due to various reasons, most people's perception of KPI is negative. In recent years, many companies are trying to find an alternative tool for KPI, so OKR begins to get attention. As a performance management tool, OKR has been widely used in Intel, Google and other companies as early as the 1990s, and has produced good results in these companies. But why has OKR not been paid more attention and considered as an alternative to KPI until these years? In addition, recently, it has been rumored that Google will replace OKR with a new performance management method called GRAD, which is more focused on tracking employee growth, learning and progress. Why?
People's negative cognition of KPI mainly comes from two aspects: one is most people only pay attention to some points of KPI in application, which makes the performance management system behind KPI fail to play its due effect; another is with the improvement of people's knowledge level and enterprises' dependence on talents, some factors of performance management system are also changing. The most important point is to pay more attention to the growth of talents, but most people's understanding of performance management is still stuck in a dozen or even decades ago.
Based on years of research and consulting practice, combined with the traditional idea of performance management and the transformation of the current enterprise environment, we put forward the C-PDCA-S model of high order performance management. From awareness and cognition, to operation mechanism, and then to the connection with talent development, performance management shows a new panorama that attaches more importance to talent development and puts people first. We believe that as long as all points in this panorama are combined to exert the overall effect, performance management system can play the maximum value.
【课程简介】
谈到绩效管理，大多数人首先想到的是 KPI，但是因为种种原因大多数人对 KPI 的认知是负面的，近几年很多公司都在尝试寻找 KPI 的替代工具，于是 OKR 开始受到关注，其实，OKR 作为一种绩效管理的工具早在上世纪九十年代已经在英特尔、谷歌等公司获得广泛的应用，并在这些公司产生了不错的效果，但是为什么直到这几年 OKR 才被更多的关注并被认为可以替代 KPI 呢？另一方面，近期，谷歌内部传出要用被称为 GRAD 这个更专注于跟进员工的成长、学习和进步的新绩效管理方式替代 OKR，这又是为什么呢？
人们对 KPI 的负面认知主要来自两个方面：一是多数人在实际运用中只是注重 KPI 的某些点，而使得 KPI 背后的绩效管理体系没有发挥出应有的效果；二是随着人们知识水平的提高，以及企业对人才依赖，绩效管理体系的一些因素也正在发生变化，这里面最重要的点是更关注人才的成长，但是多数人对绩效管理的认识还停留在十几甚至几十年前。
在多年的研究和咨询实践基础上，结合传统绩效管理的思想以及当前企业环境的转变，我们提出了高阶绩效管理——绩效赋能体系的 C-PDCA-S 模型，从实施绩效管理应具备的意识和认知，到绩效管理的运行机制，再到同人才发展的对接展示了一张更重视人才发展、以人为本的新绩效管理全景图，我们相信，只要这张全景图中的所有点结合在一起发挥整体效应，绩效管理体系就能发挥最大价值。
【适用对象】
HRD、HRM、OD、HRBP、绩效管理人员
【课程目标/收益】
- 了解绩效管理的逻辑及绩效管理的趋势
- 了解如何搭建系统化的绩效管理（赋能）体系
- 掌握绩效管理体系搭建过程中常见问题的处理技巧
【课程目标】
- 【课程大纲】谷歌有绩效考核吗？谷歌为什么弃 OKR 而改用 GRAD？
- 绩效管理的发展阶段与趋势
- 绩效赋能的 C-PDCA-S 模型及设计要点：
C——贯穿始终的绩效文化与绩效意识
P——承接战略的指标设定与计划制定
D——完成目标大于考核目标的计划执行与跟踪辅导
C——评估而不是考核的结果评估与结果分析
A——牵引员工完成目标的结果应用与反馈沟通
S——刻意培养下的员工发展
【推荐语】
绩效赋能的 C-PDCA-S 模型：给你一张不一样的高阶绩效管理体系设计全景图。