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BSC 하에서의 개인성과 평가방안 : 선진국과 국내자치단체의 사례를 중심으로. 2008.7. 이 석 환 국민대학교 행정학과. 바람직한 조직의 모습 ( 성과평가의 궁극적 목적 ). - 효과성 : 옳은 일을 하는 것 (Doing the right things) - 효율성 : 일을 옳게 하는 것 (Doing the job right) - 옳은 일을 옳게 하는 것 (Doing the right job right). 평가의 의미. - BSC 하에서의 평가의 궁극적 대상 ? 업무 Vs. 전략 - PowerPoint PPT Presentation
Citation preview
BSC : 2008.7.
( )
- : (Doing the right things)
- : (Doing the job right)
- (Doing the right job right)
- BSC ? Vs.
- =
-
- ,
VFO (Value Focused Organization)
-
- Happy Worker
-
-
UOFO (Unreasonable Objectives-Focused Organization)
-
-
- (Organizational Alignment)
- ,
- ()
-
CKPI ( )
-
- (CKPI: Comprehensive Key Performance Index)
CKPI= + + CSF +
BSC
BSC
PRD (Performance Review & Development)
PRD ( + )
BSC PRD Process
Performance Review and Development
(Guiding Principles) ()- , , ,
PRD Process
Feedback-//
- Shared Responsibility-
(Performance Plan)-
-
(Repetitive Objectives) - results obtained from data/records
(Project Oriented Objectives) - results based on success of a mutually agreed upon action plan
-
6
Midyear Appraisal Feedback Sessions (1) ,
: Exceptional Performance consistently exceeded job requirements/produced superior and unique results.
Exceeded Expectations Frequently exceeded job requirements.
Achieved Expectations Met and occasionally exceeded job requirements.
Marginal Performance Did not consistently meet or only met minimum job requirements; performance needs improvement.
Unacceptable Performance Rarely met or did not meet job requirements; placed on Performance Probation.
comment
:
: , ,
: , ,
/
- Principle of No Surprise
- ,
Market Rate Information : - Market Rate - (- Exceeding- 1.5%, Outstanding- 3.5%)
-
-
- :
-
-
-
-
(Employee Development Plans)
, - ,
( ) BSC
KBU () , )
- ( ) BSC PRD
Guiding Principle
BSC - CKPI ( )- : CSF / - UOFO ( )- (DBSC ) BSC , 6 PRD - guiding principle (, , )
DBSC (Double Balanced Scorecard)
,, , , (,) / , ,
CKPI ()
//// ( : )- (Outcome) (Objectives) (Goals) , (Value)Feedback ()
() 1( )( + ) 2( ) () 1( , ) 2( ) , ,
Feedback - (Outcome)
: , - ()
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x122091105.831.6605144667
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w322061105.441.7331627232
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Sheet2
Sheet3
1 : 2 : 3 : 4 : 5 : 6 : 7 : 8 : 9 : 10 : -
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Sheet1
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12082153.460.9132402469
22118153.410.9170502043
31911153.350.8919103777
42005153.560.9631843556
52089153.380.9313934455
62106153.241.0030426537
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2006 5.32 2007 6.32
- 2006 3.35 2007 3.64 - 2006 3.21 2007 3.52 - 2006 3.15 2007 3.55 -
.
-()-
9
- Cross Functional Organization/UOFO
()
2007
- BSC : (%) ( , )12
(65)(50)(10)(5)(5)(5) (3)(2)
SA+AB+BC61~6556~6059~5554~5049~454410%20%30%20%20%10%(9)-(0.9)2(1.8)3(2.7)2(1.8)2(1.8)-(0.9)
THE END
palee@kookmin.ac.kr
Employees should be involved in developing their targets/objectivesEmployees and supervisors need ongoing communication on status of targets and achievementsEmployees need to work on feedback from supervisorsEmployees and supervisors share responsibility for ensuring appraisals are completed on time
Supervisors are encouraged to hold frequent feedback sessions with employees as neededAt least a brief mid-year session with employee is necessary to ensure employee is on tract with achievement of targets; to revise targets if needed; to counsel with employees to improve performance
responsible for ensuring: employees are treated fairly and consistentlyassisting supervisor in resolving problemssupervisors complete appraisals on timereviewing final appraisals and ratings prior to supervisors discussion with employeereviewing employee comments on appraisals and taking action as needed
In order to maximize the effectiveness of the discussion on the employees performance evaluation, it is recommended that supervisors:separate the discussion on the merit increase amount from the discussion on performancedo not enter the merit increase amount on the PRD until after the performance discussion.inform employees of the merit increase at a later date
Performance Probation PeriodEmployee performance Needs Improvement,Unacceptable PerformanceCan result in termination
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