360度績效評估-版ppt課件

1、360 Performance Evaluation Process 績 效 評 估 步 驟2002What is 360 Performance Evaluation (feedback)? 什 么 是 360度績 效評價 ( 反響？360 feedback is an art, not a science 360評價不僅是科學(xué)，而且是一門藝術(shù)。Upward上 級Downward下 級 (anonymous) (不記名的)Self 本人Colleague 同 級360 Evaluation 360 度評價Traditional Performance Evaluation Approach

2、傳統(tǒng)績效評價方法Evaluator/Manager 評 估 人 員/經(jīng) 理Evaluatee/Direct Report 被 評 估 人 員/直 接 下 屬How 360 feedback impacts individual performance?360評價如何反映個人績效?Evaluation 評價Anonymous peer 匿名的同事Anonymous subordinate 匿名的部屬Anonymous customer 匿名的客戶Supervisor 上級Self 本人360 feedback and follow-up feedback with rater group 360

3、反響以及經(jīng)過交流的反響Weaknesses identified 找出缺陷Acceptance of feedback接受反響Improvement Goal Setting 確定開展目的Organizationalsupport systems組織支持系統(tǒng)Greater Self-Awareness更深化的自我認(rèn)識Improved Individual Outcomes(e.g., performance/attitude) 促進(jìn)個人的提高Performance Evaluation Process 績 效 評 估 步 驟Identify Evaluation Directors 確定評價督

4、導(dǎo)Select Evaluators (ERF process) 選擇評價人Input 360 Evaluation Feedback輸入360度評價Complete Self Evaluation 完成自我評價Generate Year End Data Packet 生成年終評價數(shù)據(jù)包Firmwide Performance Evaluation Process全公司范圍內(nèi)的評價過程Evaluators 評價人Evaluatee 被評價人Conduct Performance Review Discussion進(jìn)展績效討論Sign on the E&D Summary 簽署評價開展總結(jié)Re

5、turn to PE Center 交還評價中心Write Evaluation and Development(E&D Summary)撰寫評價及開展總結(jié)Firmwide Performance Evaluation Process(Cont)全公司范圍內(nèi)的評價過程(續(xù)Election of Evaluation Director評價督導(dǎo)的選擇Normally he/she is the direct supervisor of the evaluatee 普通就是被評價人的直接上級Selection of Evaluators評價人的選擇表格類型自我評價表上級對下級評價表下級對上級評價表同

6、事間評價表自我評價表商業(yè)目的和成就專業(yè)開展簽名并注明日期上級對下級和同事評價表中心才干之評價優(yōu)勢評價待提高之處評價下級對上級評價表中心才干評價指點才干評價人員管理評價如何書寫評價以相關(guān)績效準(zhǔn)那么為根據(jù)思索被評價人一年的業(yè)績基于可察看的行為以詳細(xì)事例為支持提出如何完善的建議評價舉例優(yōu)勢評價行為：他的同事李莉是一位擅長與她的聽眾交流的講演者不是很有協(xié)助的評價很強的口交流才干。具有壓服力，執(zhí)行買賣。有協(xié)助的評語交流流利：李莉擅長使小組達(dá)成一致。她可以很快了解組員的不同想法，并且經(jīng)過本人的洞察力明晰了解組員的表現(xiàn)，她還可以影響他人。作為一位表達(dá)明晰并具有壓服力交流者，她可以與不同類型的人協(xié)調(diào)關(guān)系。在X

7、工程會上，她壓服董事會贊同財務(wù)總監(jiān)利用稅收優(yōu)惠來獲得有益的副產(chǎn)品，同時還提出了獨立動聲會成員對投資者反映的關(guān)懷。為了恰當(dāng)?shù)陌l(fā)揚李莉在此方面的才干，我情愿看到她得到提升并指點部門里的其他人員。Types of feedback反響的不同類型Confirmatory positive feedback: The individual receives high ratings from others, which confirm the individuals high self-ratings.共同的積極反響：員工的自我評價與他人評價都得到積極評價。Disconfirmatory negativ

8、e feedback: The individual receives ratings from others that are lower than his or her self-ratings.一方面的消極反響：員工得到比自我評價低的評價。Types of feedback Cont)反響的不同類型續(xù)Confirmatory negative feedback: The ratings received from others are low, and the self-ratings also are low.共同的消極反響：員工的自我評價與他人的評價一樣低。 Disconfirmat

9、ory positive feedback: The individuals self-ratings are lower than ratings received by others.一方面的積極反響：員工自我評價低于他人評價。書寫評價及開展總結(jié)基于以上反響，評價主任為被評價人書寫評價及開展總結(jié)，作為績效評價討論的根據(jù)。反響包含以下內(nèi)容：在過去一年里，被評價人在業(yè)務(wù)方面的成就在過去一年里，被評價人在個人開展方面的成就在未來一年里，被評價人在業(yè)務(wù)方面的目的在未來一年里，被評價人在個人開展方面的目的人力資源部在評價中的位置顧問位置：設(shè)計評價體系提供評價工具設(shè)計評價流程匯總評價數(shù)據(jù)協(xié)調(diào)評價程序法

10、官位置？警察位置？Keys for effective Performance Evaluations 有效的績效管理的關(guān)鍵Support from Management- view it as a tool to enhance overall efficiency of the Firm管理層的支持看作提高公司整體效率的工具Buy in of the staff - involvement and training員工的了解參與和培訓(xùn)Feedback be specific - provide specific example based on observable behavior ra

11、ther than vague comment(coach, not judge)反響要明確 提供基于行為的反響，提供詳細(xì)的例子，而不是空洞的評價是教練，而不是法官為什么沒有完成果效評價？“I am too busy to do it“我太忙了,沒時間做Mangers fear of confrontation 害怕沖突Reluctance of employee員工不情愿“I am too busy to do it“我太忙了,沒時間做Question: I am just too busy managing to be able to set aside the amount of tim

12、e need to do performance management as you describe it. 問題: 我太忙了,沒有方法安排出做績效管理的時間Answer: The managers job to to make sure that the staff can do their jobs productively. By this token, Performance Evaluation a tool to save management time.回答:經(jīng)理人員的任務(wù)就是保證其下屬高效地完成任務(wù)。由此說來，績效管理協(xié)助管理人員節(jié)約時間的工具。Suggestion: loo

13、k at where the time is gone: micromanage, getting involved in all the little things that should be handled by your subordinates.建議：查看一下時間都花到哪里去了：能否管理太細(xì)了，卷入許多本該由他下屬完成的任務(wù)。Fear of confrontation害怕沖突Question: Managers express concern about the difficulty of bringing up performance problems, because they

14、feel that employees are going to fight back, and the process might turn ugly. 問題:管理人員不愿提出績效問題，由于他們擔(dān)憂員工會爭辯，從而使得評價過程變得令人不愉快。Answer:Performance interview is not about discussing poor performance. Its about talking about accomplishment, successes, and improvement. A focus on those three things reduces c

15、onfrontation because manager and employee are on the same side. 回答：績效討論不是討論不好的表現(xiàn)，而是關(guān)于成就，勝利和提高的討論。注重這三項，將有助于防止矛盾，由于管理者和員工站在同一邊。When confrontation occurs or becomes ugly, its often because managers have avoided dealing with a problem until its severe. Early identification of problems helps in the resolution process 當(dāng)沖突產(chǎn)生或是變得不愉快，通常是由于管理者在問題變得嚴(yán)重之前沒有注重。早發(fā)現(xiàn)問題有注于防患于未燃。Reluctance of employee員工不情愿Suggested approaches建議采取的方式Approach the process as a “We exercise以“我們開場這場說話Dont give pronouncements on performance不要以告