Notes of performance & remuneration Management

Some notes from today's readings are follows. I think it's quite useful sources for referencing and collecting.   

Best practices of performance management_绩效管理的"Best Practices"

n       Activelyinvolveemployees in identifying what, how and when to measure and in periodically reviewing the process.

      让员工参与确定绩效评估及定期回顾的程序

n       Communicateclearly the objectives, the methodology and the criteria. Alleviate concerns before implementing the system. Explain clearly how the appraisal process is linked to administrative decisions, such as pay rise, promotions, and incentives – Clear Line of Sight.

清楚的传达及沟通考核目标，方法及标准。解释清楚评估程序是如何和其它管理决定相挂勾。如调薪，升迁，及奖金

n       Standardisethe instrument and process to maintain consistency

操作程序的标准化以保持一致性

n       Reducesupervisorybiasesby training; asking raters to maintain records of employee performance and regularly communicating with the employee; and subjecting ratings to multiple reviews

通过培训来减少主管和经理的不公正。保留员工绩效记录并定期与员工沟通。

n       Allowself-appraisal

员工自我考核

n       Usemultiraters(360-degree feedback) but ensure that they all have a reasonable knowledge of the employee’s work performance

用360反馈考核方法，但保证考核人员都具备绩效管理知识

n       Ensure the appraisal process isfocused on the jobnot the person

确保评估程序针对工作而非针对人。

n       Do not surprise employees with bad news by ensuring that they are givencontinuous feedback(both positive and negative). Engage in continuous performance dialogue.

确保不突然地给员工坏的消息通过持续给员工反馈（好的及不好的）

n       Trainraters and ratees in giving and receiving feedback. Raters to know how to counsel, coach, resolve conflict & motivate. While giving feedback, allow employees toexpressthemselves (employee voice)

培训考核人员及员工关于如何给及接受绩效反馈。考核人员应该知道怎样指导，咨询及解决冲突及情绪在反馈过程当中。同时给予员工表达自己的机会。

n       Have a formal and effectiveappeal process

制定正式及有效的申诉程序

When I reflect the organisation that I used to work at, I find that we already have implemented  a performance management system in the company. Nonetheless, the performance management system is not good enough. Issues emerged are, such as  managers or superviors are lack of knowledge and skills in rating performance appraisal, lack fairness standard in the PM system, employees are more concern about result linked to the pay raise, promotion, bonus rather than focus on improvement of performance effectiveness. and feedback is not provided appropriately. These kind of issues would cause  performance management failure in an orginsation. Thus, for HR practitioners, we  always need to develop best practices to help organisation improving their performance effectiveness.

Influences on Modern Reward System影响现代报酬系统的因素

n       focus on core capabilities, particularly, intellectual capital

着重在核心能力，特别地比如说，智能资本

n       remove excess fat through rightsizing

组织结构从过度庞大转型到最佳化

n       supplement full time employment with part time and casual work, particularly, in service industries

       采用兼职及临时工作制来补充专职雇佣制，特别在服务业中

n       use information and communication technologies in redesigning work

利用高科技信息及沟通技术来重新设定工作

n       improve productivity through negotiations at the enterprise level rather than the industry or national level

      提高生产力通过商议在企业层面而不是在工业或是国家的层面上

n       adopt team based work methods

 采取团队工作方式

n       Empowering the workers with a participative approach to management.

       授权员工通过员工参与的管理方式