People Transformation Programme The New Performance Management Framework

Team Briefing 績效管理團隊簡報

What is performance management?什麼是績效管理？

It is clear, aligned and stretching objectives

它是清楚、一致且具張力的目標 With regular coaching and feedback

有持續性的指導與回饋 Based on quality discussions at the mid-year and year-end

performance review

期中與期末績效檢討時會進行有品質的面談 It is results driven, not activity based

它是結果導向，而非以活動為基礎 And differentiates individual performance based on evidence

並且以事證區別個人績效表現

Why are we changing our performance management approach?為何改變績效管理方法？

HSBC’s business strategy is to deliver superior growth and earnings over time

滙豐的經營策略是不斷地實現最佳的成長與營收 Shareholders and external analysts have told HSBC that improved business

performance is required

股東及外部分析師都建議滙豐需要改善經營績效 Our employees, via the Global People Survey, told us we need to improve

performance management, specifically in:

從全球員工意見調查中發現，我們的員工認為我們需要改進績效管理，特別是： differentiating individual performance and reward

區別個人績效和獎酬 addressing underperformance more robustly

更加重視績效不佳的情況 providing more career coaching / counseling

提供更多的職涯指導與諮詢

How will the new performance management approach work?新的績效管理辦法如何執行？

Group Management Board will approve a Group balanced scorecard with objectives aligned to our business strategy

集團管理委員會通過集團的平衡計分卡，將目標與我們的經營策略結合 Individual objectives will need to align and support the Group balanced

scorecard

個人的目標需要連結和支持集團的平衡計分卡 Resulting in the sum of all employee contributions ensuring that Group

objectives are achieved

所有員工目標的總合要能確保集團的目標可以被達成

What is expected of managers?主管被賦予的期望是什麼？

Actively manage team and take accountability for performance management approach

積極管理你的團隊，負責執行績效管理流程 Define clear performance expectations and agree individual objectives

定義清楚的績效期望並與部屬針對目標達成共識 Provide direction, feedback and support

提供方向、回饋和支援 Hold mid-year and year-end performance review discussions

進行年中和年底的績效檢討面談 Assess and differentiate performance

評量和區別績效

What is expected of employees?員工被賦予的期望是什麼？

Play an active role in agreeing your objectives

主動與你的主管在目標上達成共識 Monitor and manage your performance against your objectives

以目標和被期望的行為來監督並管理你的績效 Actively seek feedback and implement development actions

主動尋求回饋與執行發展計劃 Reflect, assess and improve performance

反映、評估與改進績效 Own and manage your career

承擔和管理你自己的職涯

What is the performance management cycle?什麼是績效管理週期？

The performance cycle runs from January to December and includes the following key dates:績效年度是從 1 月到 12 月，包含以下重要的日期：

- Setting Objectives (January to March)設定目標 (1-3 月 )

- Managing Performance (relevant throughout the year)管理績效 ( 全年的過程中 )

- Managing Under Performance (as required)管理績效不佳的情況 ( 如果必要時 )

- Mid-Year Review (June to August) 年中檢討 (6-8 月 )

- Year-End Review (November to January) 年底檢討 (11 月至次年 1 月 )

All supported by timely training for managers會提供主管及時的訓練

What are objectives?什麼是目標？

Objectives form the basis of all activities relating to performance throughout the year

目標是這一整年所有與績效有關的活動 Use SMART objectives

設定 (SMART) 聰明的目標 Setting effective objectives at the start of each performance year

provides the foundation for any successful performance management approach

在每個績效年度的開始設定有效的目標，是為成功的績效管理流程奠定基礎

Why do we use a balanced scorecard?為何我們使用平衡計分卡？

Because it is a useful business planning tool that drives both behaviour and performance因為它是一個有效的經營規劃工具，用來推動行為和績效

Scorecards can be used to generate improvement and business success

平衡計分卡可以用來創造業務的改善與經營的成功 Scorecards are made up of financial, customer, process and people

quadrants平衡計分卡由財務面、顧客面、流程面與人才面等四個象限所組成

Vision & Strategy願景與策略

People People (Learning & Growth)

人才 ( 學習與成長 )

ProcessProcess (Internal Business Systems & Processes)

流程 ( 內部流程與系統 )

FinancialFinancial財務

CustomerCustomer顧客

What is the new HSBC 5 point rating scale?什麼是滙豐新的 5 個績效評等？

Executes below their peers, displaying some undesirable behaviours, lacking some key skills and showing less professionalism.

Executes at or above their peers showing good standards of behaviour, skill and professionalism.

Executes well above peers showing a significantly higher levels of behaviour, skill and professionalism.

5 rated employees will be at the very bottom of the peer group. Their performance requires significant and immediate improvement.

Within employees with a 3 rating there will be significantly different levels of performance, but all of them will have met performance expectations and are on track.

1 rated employees are at the very top of the peer group and operating at a truly exceptional level – a role model for everyone else.

Demonstrates insufficient commitment to self-development and shows hesitance in learning new skills. Resists or does not support change.

Takes advantage of opportunities to build skills and knowledge. Supports change.

Builds their own capability and performance. Advocates and supports change. Contributes to the success and development of their peers.

Lets operating and delivery standards slip below the level expected for their grade and role and fails to consistently meet their performance objectives.

Consistently operating and delivering at or above the level expected for their grade and role and has met their performance objectives.

Consistently operating and delivering considerably above what is expected for their grade and role. Has met or exceeded demanding objectives.

Failing to contribute adequately to HSBC’s success. Delivers low quality results that fall below what is expected for their grade and role.

Contributes to HSBC’s success and delivers results that are in line with or above what is expected for their grade and role.

Makes a significant contribution to HSBC’s success and delivers results well beyond what is expected for their grade and role –defining ‘what success looks like’.

Neglects some responsibilities or fails to take ownership for the responsibilities of their role and their team.

Assumes full ownership and responsibilities of their role. Good team player and takes on some team responsibilities.

Proactively seeks out and owns additional responsibilities above and beyond their role and level. Key part of the team.

Not meeting behavioural and

performance expectations and

significantly below their peers and the competitive market.

Inconsistently meeting behavioural or performance

expectations and/or below their peers and

the competitive market.

Consistently achieving or above behavioural and performance expectations against peers

and the competitive market.

Consistently well above behavioural and performance

expectations and at the top against peers and the competitive

market.

Significantly above behavioural and

performance expectations and at the very top against

peers and the competitive market.

5 – Poor4 – Inconsistent3 – Strong2 – Outstanding1 – Exceptional

Executes below their peers, displaying some undesirable behaviours, lacking some key skills and showing less professionalism.

Executes at or above their peers showing good standards of behaviour, skill and professionalism.

Executes well above peers showing a significantly higher levels of behaviour, skill and professionalism.

5 rated employees will be at the very bottom of the peer group. Their performance requires significant and immediate improvement.

Within employees with a 3 rating there will be significantly different levels of performance, but all of them will have met performance expectations and are on track.

1 rated employees are at the very top of the peer group and operating at a truly exceptional level – a role model for everyone else.

Demonstrates insufficient commitment to self-development and shows hesitance in learning new skills. Resists or does not support change.

Takes advantage of opportunities to build skills and knowledge. Supports change.

Builds their own capability and performance. Advocates and supports change. Contributes to the success and development of their peers.

Lets operating and delivery standards slip below the level expected for their grade and role and fails to consistently meet their performance objectives.

Consistently operating and delivering at or above the level expected for their grade and role and has met their performance objectives.

Consistently operating and delivering considerably above what is expected for their grade and role. Has met or exceeded demanding objectives.

Failing to contribute adequately to HSBC’s success. Delivers low quality results that fall below what is expected for their grade and role.

Contributes to HSBC’s success and delivers results that are in line with or above what is expected for their grade and role.

Makes a significant contribution to HSBC’s success and delivers results well beyond what is expected for their grade and role –defining ‘what success looks like’.

Neglects some responsibilities or fails to take ownership for the responsibilities of their role and their team.

Assumes full ownership and responsibilities of their role. Good team player and takes on some team responsibilities.

Proactively seeks out and owns additional responsibilities above and beyond their role and level. Key part of the team.

Not meeting behavioural and

performance expectations and

significantly below their peers and the competitive market.

Inconsistently meeting behavioural or performance

expectations and/or below their peers and

the competitive market.

Consistently achieving or above behavioural and performance expectations against peers

and the competitive market.

Consistently well above behavioural and performance

expectations and at the top against peers and the competitive

market.

Significantly above behavioural and

performance expectations and at the very top against

peers and the competitive market.

5 – Poor4 – Inconsistent3 – Strong2 – Outstanding1 – Exceptional

What is the new HSBC 5 point rating scale?什麼是滙豐新的 5 個績效評等？

1 – 卓越 2 – 優異 3 – 良好 4 – 不穩定 5 – 不佳

行為與績效顯著超越期望。 表現在同儕

和市場中為頂尖者。

行為與績效時常超越期望，表現優於

同儕和市場。

行為與績效時常達到或超越期望，與同儕和競爭市場表現旗

鼓相當。

行為或績效有時未能達到期望，表現低於

同儕與競爭市場。

行為和績效完全未達期望，大幅落後同儕與競爭市場。

經常大幅超越他們被期望做到的水準和角色，達到或超越高要求 / 高目標。

經常超越他們被期望做到的水準和角色，也達到他們的績效目標。

低於他們被期望做到的水準和角色，也常常達不到他們的績效目標。　

對 HSBC 的成功作出巨大的貢獻，其成果大幅超越他們被期望做到的水準和角色。

對 HSBC 的成功有所貢獻，其成果符合或超越他們被期望做到的水準和角色。

未能對 HSBC 的成功作出足夠貢獻。其成果低於他們被期望做到的水準和角色，需要進一步的幫助與督導。　

主動爭取並負責額外的責任，超越他們原有的水準與角色。是團隊的關鍵人物。

承擔他們職位上完全的責任與擔當。是好的團隊合作者，並會分擔部份的團隊責任。

忽視部分責任或未把他們職責所屬的責任或團隊的責任做好。 對團隊的績效有可能造成減分作用。

加強他們自己的能力、技能與表現。推動並採取行動支持改變。會幫助其他夥伴一起成長。

抓住機會學習技能和知識。在需要支持改變的時候會採取行動。

對自我成長未能展現足夠的承諾，對學習新技能有所猶豫，抵抗或不支持改變。

執行力超越同儕，其行為、技能和專業表現大幅超越他們現在的水準和角色。

執行力等同或超越同儕，其行為、技能和專業表現良好，與他們目前的水準和角色相符。

執行力低於同儕，有些不當的行為，缺乏部分重要技能，專業表現不足。

評等 1 的同仁在同儕團體中為頂尖人物，工作表現卓越。他們是其他人的典範，也就是成功的表率。

評等 2 的同仁明顯在任何時候或各種情況都超越期望。 他們在同儕團體中為表現優異者，但還不是最頂尖的。

評等 3 的同仁是人數最多的一群，而他們的績效水準也不太一樣。但至少所有被評為 3 的同仁都達到期望之績效與行為，和所設定之目標。

評等 4 的同仁至少有幾次未達標準或期望值。他們的表現仍需努力，以趕上可接受的水平。

評等 5 的同仁在其同儕團體中殿後，並遠遠落後期望。 他們的表現需要顯著和立即的改進。

What is a target distribution?什麼是指標性績效評等分佈？

It is a robust distribution that is the outcome of good performance management

它是一個在良好績效管理方法下所展現之健全的績效分佈 At the heart of this is fairness. This means recognising people

that outperform and being honest with those who are not performing so well

它的核心就是公平。它意旨要對表現優秀的員工給予肯定，同時對於表現不理想的同仁給予誠實的建議

A consequence of doing this effectively is that performance is more differentiated resulting in a normal distribution curve

有效執行的結果將更可以區分績效，進而產生常態分佈曲線

What is relative ranking?什麼是相對排名？

This is a process of ordering actual performance ratings against commercial outcomes and internal peer comparison.

這是一個將實際績效評等，按業務成果並與內部同儕排列比較的過程 Relative ranking helps ensure objectivity and differentiation

of individual performance. After assessing performance on an individual basis it is then compared to others and ultimately the market to ensure the assessment is objective, commercial and meritocratic.

相對排名可確保個別員工的績效表現獲得客觀評估，同時適當區分不同員工的表現。每位員工被評等後，他 /她的評等會再與其他同事比較，亦會最終與市場情況作比較，確保整個評核程序客觀，並符合商業和論功行賞原則。

What next?下一步？

Become familiar with performance management and your role and responsibilities

熟悉績效管理以及你的角色與責任 Brief your team

向你的團隊簡報 Access available training, information sessions, bulletins to stay up

to date and well informed

參與訓練、簡報及注意相關公告，了解及時的資訊 Between June and August 2008 all employees need to have a mid-

year review with their manager

2008 年 6-8 月之間所有員工都需和主管進行年中績效檢討

TPM Form & e-TPM system績效管理表格與系統

e-TPM system will be ready in NJB after 3Q 2008

2008 3Q 之後原中華商銀分行的 e-TPM系統才可使用 Word document in both English & Chinese will be provided

無法使用 e-TPM系統的同仁可先用中英文版本的TPM表格填寫

New Join Branch

原中華商銀分行Non - NJB

滙豐銀行各分行及辦公室

Band 6 & above

Word Document(Executive)

紙本表格 - 經理級以上

e –TPM system(Executive)

e-TPM 系統 - 經理級以上

Band 7Word Document

(Supervisor)紙本表格 -副理級

e –TM system(Supervisor)

e-TPM 系統 -副理級

Band 8 & PFS Sales

Word Document(Clerical)

紙本表格 -專員及 PFS Sales

Word Document(Clerical)

紙本表格 -專員及 PFS Sales

HR Support人力資源處的支援

TPM Forms & FAQ in English & Chinese can be downloaded from Intranet “Learning on-line”

中英文績效管理表格及相關問答集可從內部教育訓練網站下載 If you require HR support when delivering your team briefing,

please inform Dorothy or Melody.

若您需要 HR協助您進行新績效管理方法的團隊簡報，請通知 Dorothy 或Melody.

HR will provide timely communication and training in line with ASP practice.

HR 會及時提供與亞太區一致的溝通與訓練。

2008 TPM Schedule2008 績效管理時程

May Jun Jul Aug Sep Oct Nov Dec Jan

New Approach Communication (Team Briefing)績效管理方法溝通 ( 團隊簡報 )

Mid-year Review年中檢討

Year-end Review年底檢討

Goal Setting目標設定

(Training) Transition to be an HSBC manager( 訓練 ) 滙豐主管的第一堂課

Year-end Review年底檢討

•A TPM pocket handbook will be provided to all NJS新加入的同仁將收到一本績效管理小錦囊

BAUBAU

NJSNJS

FAQs問與答