績效管理培訓

1、上海電氣斯必克工程技術有限公司上海電氣斯必克工程技術有限公司SEC-SPX Engineering & Technologies Co., Ltd 12/23/20212目的 Purpose員工本人在績效管理中應起主導作用員工本人在績效管理中應起主導作用Employee Takes Lead in Performance Cycle 為你提供相應的知識及工具知識及工具使你能更積極地參與績效管理系統(tǒng) Provides you the knowledge, skills, and tools to enable you an active participant in our Maximizing

2、 performance management system; 確保每個人能夠主導主導你自己的績效管理體系中的計劃、跟蹤及回顧環(huán)節(jié) Ensures each of you to take the lead in planning, tracking and reviewing your own performance; 支持你的員工支持你的員工以完成他們的任務 Takes on the role of supporting employees as they complete the tasks.12/23/20213The Performance Management System績效管理系

3、統(tǒng)v關鍵業(yè)績結(jié)果v目標v勝任力v發(fā)展計劃v達成一致v總結(jié)回顧v繼續(xù)改進和發(fā)展v記錄、跟蹤業(yè)績v尋求反饋和輔導v中期回顧12/23/20214VisionCritical SuccessFactors(Strategic Initiatives)YourKey Result Areasand ObjectivesMissionValues/BeliefsBusinessPlanYourDimensions/Competencies(Behaviors)部部門門組織組織個人個人WhatsHows價值觀價值觀Value戰(zhàn)略重點戰(zhàn)略重點Strategy Priority愿景愿景Vision業(yè)業(yè)務務戰(zhàn)略

4、戰(zhàn)略Business Strategy關鍵業(yè)績關鍵業(yè)績結(jié)果結(jié)果/個人目標個人目標Key Result Area/Objective文化戰(zhàn)略文化戰(zhàn)略Culture Strategy行為表現(xiàn)行為表現(xiàn)Behavior部門目標部門目標Dept. Objective工作勝任力工作勝任力Competency績效管理系統(tǒng)績效管理系統(tǒng)Performance Management System12/23/20215The Performance Management System績效管理系統(tǒng)v關鍵業(yè)績結(jié)果關鍵業(yè)績結(jié)果v目標v勝任力v發(fā)展計劃v達成一致v總結(jié)回顧v繼續(xù)改進和發(fā)展v記錄、跟蹤業(yè)績v尋求反饋和輔導v中

5、期回顧12/23/20216關鍵業(yè)績結(jié)果 Key Result Area是為什么設置你的職位的原因 Are the reason your job was created.界定你應該集中精力要實現(xiàn)的最重要的結(jié)果 Define the areas in which you are expected to focus your efforts and important results you must achieve.是你工作目標的歸類 Are categories for the objectives you will identify back on the job.12/23/20217

6、關鍵業(yè)績結(jié)果的標準 KRA Criteria KRA應該: 數(shù)量在3-7個之間 Number between three and seven. 應用幾個詞描述，不必注明多少或什么時間 Be described in a few words that dont indicate how much or by when. 在你的影響范圍內(nèi)Be within your influence. 支持你的部門目標 Support department/functional area goals. 相同的職位應有相同的關鍵業(yè)績結(jié)果 Be similar for jobs that are similar t

7、o yours. 除非你的工作變換，否則不需要改變 Not change unless your job changes.12/23/20218The Performance Management System績效管理系統(tǒng)v關鍵業(yè)績結(jié)果v目標目標v勝任力v發(fā)展計劃v達成一致v總結(jié)回顧v繼續(xù)改進和發(fā)展v記錄、跟蹤業(yè)績v尋求反饋和輔導v中期回顧12/23/20219設定目標的SMART標準 Specific 具體的 Measurable 可衡量的 Attainable 可實現(xiàn)的 Relevant 相關的 Time Bound 有時限的12/23/202110Writing Objectives T

8、ips 撰寫目標的技巧 以動詞開頭 Start with an ACTION VERB 設定具體的衡量標準 Define specific measurement 謹慎使用“全部或沒有”字眼的目標 Avoid writing “all or nothing” objectives 不要把行為事件本身當成目標 Dont mistake activities for objectives 通常 8-15 個目標對于大部分職位就可以了 Usually 8-15 objectives are enough for most jobs 確保目標是在你的工作職責掌控范圍里的 Make sure its w

9、ithin your influence 思考我所設定的個人目標是否有利于公司和部門？Does this objective benefit me, my group and my organization?12/23/202111撰寫目標樣式示例動詞動詞Action Verb可衡量的結(jié)果可衡量的結(jié)果Measureable Results時限時限By When以動詞開頭，例如：以動詞開頭，例如：包含可衡量標準，例如：包含可衡量標準，例如：包含時間限制，例如：包含時間限制，例如：增加 Increase多少 How Much第一季度末Phase 1 by end of second quarter

10、完成 Complete多少 How Many年末 At the end of the year實施 Conduct改善多少 How much better每日 Daily實現(xiàn) Attain提高多少 How much faster每周 Weekly取得 Achieve成本降低多少 Costing how much less按照計劃 As scheduled12/23/202112The Performance Management System績效管理系統(tǒng)v關鍵業(yè)績結(jié)果v目標v勝任勝任力力v發(fā)展計劃v達成一致v總結(jié)回顧v繼續(xù)改進和發(fā)展v記錄、跟蹤業(yè)績v尋求反饋和輔導v中期回顧12/23/2021

11、13勝任力 Competency什么是勝任力? Whats Are Competencies?行為 Behavior看法和態(tài)度 Perception & Attitude知識 Knowledge技能 Skill是實現(xiàn)目標所需要具備的行為和技能 Are the behaviors and skills needed to achieve the objectives 如果目標是目的地,那么勝任力就是到達那里的路徑 If objectives are the, competencies are the taken to get there12/23/202114The Performance Ma

12、nagement System績效管理系統(tǒng)v關鍵業(yè)績結(jié)果v目標v勝任力v發(fā)展發(fā)展計劃計劃v達成一致v總結(jié)回顧v繼續(xù)改進和發(fā)展v記錄、跟蹤業(yè)績v尋求反饋和輔導v中期回顧12/23/202115發(fā)展計劃非常重要 Development planning is essential 當新承擔一個工作有很多東西要學習時 New to the job and have a lot to learn; 能勝任所有工作但希望進一步提升績效 Competent in all aspects of your job but want to enhance your performance; 對完成工作所必需的某一

13、勝任力上有問題 Having problems in a competency that you need to succeed in your job; 轉(zhuǎn)到新的工作崗位或角色變換需要發(fā)展新的能力 Moving into a new role or will soon need to develop in new competencies as your role changes 為什么需要發(fā)展計劃 Why Need Development Plan 12/23/202116發(fā)展活動 Developmental Activities: 自我學習 Self-Directed 與他人合作 Par

14、tnerships 參與的項目 Projects 指定的任務 Targeted Assignments發(fā)展資源 Developmental Resources: 培訓班 Workshops 其他補充的學習資源 Additional Learning Resources 閱讀 Readings 網(wǎng)上在線學習資源 E-learning12/23/202117The Performance Management System績效管理系統(tǒng)v關鍵業(yè)績結(jié)果v目標v勝任力v發(fā)展計劃v達成一致達成一致v總結(jié)回顧v繼續(xù)改進和發(fā)展v記錄、跟蹤業(yè)績v尋求反饋和輔導v中期回顧12/23/202118 通過設定你的目標

15、和完成工作必需的勝任力來界定你的工作Define your job by setting your objectives and describing important competencies you will displaying in your job. 影響你需要做什么和如何去做 Influence what you do in your job and how you do it. 有針對性地發(fā)展你的勝任力將會使組織和你個人都會受益 Focus your development on competencies that will benefit you and the organi

16、zation most 為新的機會做準備 Prepare you for new/future opportunities 能夠讓你的領導指導你的工作以便你能更好地支持部門和公司的發(fā)展 Have your leader to guide your performance and ensure your work supports the goals of department/organization你應該準備并主導討論你應該準備并主導討論 You Prepare for and Lead the discussion達成一致的重要性 Importance of Reaching Agreem

17、ent12/23/202119你的工作你的工作 Your Job:o準備一份領導的目標計劃，部門的目標以及公司的戰(zhàn)略重點 Gets copies of the leaders objectives, departmental goals & the organizations strategic priorities.o起草自己的績效目標計劃并提前發(fā)送給領導 Prepares a draft performance plan and sends a copy to your leader in advance.o準備問題清單 Prepares a list of questions and c

18、oncerns.o安排會議時間并主導討論 Schedules the meeting and lead the discussion.主主管管的工作的工作 Leaders Job:o跟你分享他/她的目標，部門目標及公司的戰(zhàn)略重點 Shares his or her objectives, departmental goals & organizations strategic priorities.o詢問你是否需要其他信息或幫助 Asks if you need information or help in drafting a plan.o審閱你的目標計劃用以討論 Reviews the d

19、raft plan and takes it to the discussion.為達成一致做準備工作 Prepare for the Reaching Agreement Discussion12/23/202120 你和你的主管不會總是能就評估分數(shù)達成一致 You and your leader wont always agree on the ratings 你你應該應該: 請主管解釋他/她的想法 Ask your leader to explain his or her thoughts; 傾聽，澄清問題并對他/她的看法表示理解 Listen; ask clarifying quest

20、ions and show understanding for his/her perspective; 分享你的觀點 Share your point of view;討論你實現(xiàn)新的目標所需要的支持 Discuss the support you need to achieve the new objective 主管主管應該應該: 鼓勵員工分享他/她的想法 Encourage employee to share his/her thoughts, 傾聽，澄清問題并對他/她的看法表示理解 Listen and ask clarifying questions and show underst

21、anding;討論員工所需要得到的支持 Discuss the support employee may need.不能達成一致如何處理 Handle Disagreements12/23/202121The Performance Management System績效管理系統(tǒng)v關鍵業(yè)績結(jié)果v目標v勝任力v發(fā)展計劃v達成一致v總結(jié)回顧v繼續(xù)改進和發(fā)展v記錄、跟蹤業(yè)績記錄、跟蹤業(yè)績v尋求尋求反反饋和輔導饋和輔導v中期中期回顧回顧12/23/202122跟蹤的來源 Tracking Resources管理層報告 Management Report調(diào)查 Survey客戶滿意度調(diào)查 Customer

22、 Satisfaction Survey客戶投訴報告Customer Complaints Survey評估表 Evaluation Form審計報告 Audit Report 追蹤的頻率 Tracking Frequency每周 Weekly每月 Monthly 每季度 Quarterly半年度 Half-Yearly當發(fā)生時 When occur 12/23/202123 他人的反饋 Feedback from others 自我評估 Self-evaluation跟蹤勝任力的來源 Tracking Sources for Competencies12/23/202124 及時的 第一時間

23、反饋 Timely As soon as possible 平衡的 正面的和需要改進的反饋 Balanced Positive and improvement 具體的 Specific (STAR/AR)有效的反饋標準 Efficient Feedback Criteria12/23/202125 當接收反饋時 When receiving feedback:當成學習的機會詢問具體的信息客觀看待，不感情用事立刻行動 當給予反饋時 When giving feedback:及時的，平衡的，具體的 Timely, Balanced, Specific用數(shù)據(jù)或事例說話 Support it with

24、 data or examples看是否能提供支持或資源 Identify any resources or support may need反饋的技巧 Feedback Tips Take it as a learning opportunity Ask for specific information Be objective, separate facts from feelings Act immediately12/23/202126需要得到輔導的時機 Timing to seek coaching:當要做一個艱難的決定之前 Before having a tough discuss

25、ion當需要承擔一些新的工作之前 When learning something new in job當你完成一項重要的任務希望得知哪些地方做得好，哪些地方需要改進時 After you have handled an important task and wants to know what did well and what to improve next time 需要提供輔導的時機 Timing to provide coaching:當下屬需要學習新的東西時 When monitoring someone learning a new job當注意到其他人正在糾結(jié)于一項任務 When

26、 notice someone struggling with a task, or situation當他人尋求幫助時 When someone ask you for help 輔導 Coaching12/23/202127 定期收集關于目標結(jié)果的數(shù)據(jù)，并記錄在績效計劃表 Regularly collect data on your results of objective; note it in your performance plan 定期收集關于勝任力的STAR/AR Regularly collect STAR/AR within your competencies (3-5 S

27、TARTs to represent a competency) 尋求反饋及輔導 Seek feedback and coaching routinely 主動安排中期回顧 Proactively schedule and conduct an interim review of your performance 執(zhí)行階段的重要行動 Important Actions during Performing PhaseDont Wait for Leader to Schedule Them!12/23/202128The Performance Management System績效管理系統(tǒng)v關

28、鍵業(yè)績結(jié)果v目標v勝任力v發(fā)展計劃v達成一致v總總結(jié)回顧結(jié)回顧v繼繼續(xù)改進和發(fā)展續(xù)改進和發(fā)展v記錄、跟蹤業(yè)績v尋求反饋和輔導v中期回顧12/23/202129 討論你的績效結(jié)果并就目標考核和勝任力的評分達成一致 Discuss your final results and agree on rating for your objective and competencies 確保你完成了發(fā)展計劃中的目標并討論你是否需要進一步的發(fā)展 Confirm that you completed the objective in your development plan and discuss whet

29、her you need more development in any of your competencies 找出你的強項和需要改進的地方并討論如何提升你的績效 Identify your strength and areas for improvement and discuss ways to enhance your performance in the future 討論哪些要包含在回顧總結(jié)里并由主管填寫你的成果、主要優(yōu)勢及改善空間 Discuss what shall be included in the summary statement to describe your a

30、ccomplishments, contributions, key strengths, and areas for improvement (leader)Agree on ratings for your objectives and competencies based on performance data throughout the cycle回顧階段 Reviewing Phases12/23/202130為績效評估做準備 Preparation for Performance Review你需要做的準備出你需要做的準備出 Your Preparation:收集關于績效的數(shù)據(jù)材料 Gather last-minute data on your performance完成績效管理計劃表中的結(jié)果和行動部分 Complete Results and Actions (STARs) portions of your performance worksheet為目標完成和勝任力