人力資源管理-績(jī)效管理培訓(xùn)教程

1、Performance Management December 10, 2008We Are Here To LearnWe Are Here to Refresh Performance Management ProcessHelp employees and managers better understand Performance Management:Linkages, Phases and Timing Concept of SMART goals Feedback & CoachingPerformance AppraisalPerformance Improvement Pro

2、cessDiscussHow to use Performance Management to help create a great company How to use Performance Management to create High performance organization What is Performance Management?“Performance management is about improving business performance by improving team and individual performance, and ensur

3、ing that a companys strategy is executed and implemented.” Tom McMullen, Hay GroupPerformance Management can also be .“ a vehicle for increasing our capacity to get work done, and for achieving what is most important to us.” Nigel Bristow, Targeted LearningPerformance Management isAn agreement betwe

4、en employee and supervisorAn on-going process Tied to the merit processPerformance Management should not beA once-a-year eventAn punitive processA time to give surprisesPerformance ManagementAlign Goals with Business PrioritiesIndividual/team/department/SBU/corporate strategy Employees understand wh

5、at matters most about their jobBuild Individual and Organizational CapabilitySeek and receive performance feedbackFacilitate developing skills & capabilitiesGet work doneDifferentiate PerformanceDesired Outcomes of Performance ManagementA results-oriented cultureImproved employee engagement and rete

6、ntionReinforcement of company values Individual growth and developmentEnhanced employee and company performance Differentiation of recognition and rewardsEnablers of Performance ManagementEffective, on-going conversations Employee understanding of performance criteria Standardized processes, guideli

7、nes and tools Honesty and credibility Compensation aligned with performancePerformance Management ProcessPhase 1:Aligning GoalsPhase 2:Tracking ProgressPhase 3: Performance AppraisalFeedback & CoachingFeedback & CoachingFeedback & CoachingFeedback & CoachingDec.-Jan.Feb.-Oct.Nov.-Jan.i Set Business

8、Goals Set Dev. Goals CompleteAppropriate Sections of Performance FormReview Progress Against GoalsAdjust Goals if NecessaryRevise Performance Agreement if Necessary Review Results Against GoalsCalibrate Performance Against PeersAfter calibration meeting, finalize Performance RatingFinalize Performan

9、ce AgreementPerformance= What + HowWhy Bother with Performance Appraisals?Employees want to hear how they are doing! From manager!An opportunity for communication and motivationA setting to establish new goals - alignmentA chance to summarize past performanceA forum for career developmentA formal do

10、cumentation of employee performanceYear End Performance Appraisal MeetingSchedule a discussion time well in advanceA two-way obligation; both sides need time to prepare“Quality time” at least an hour 1.5 hours betterComfortable location and free of distractionsPrepare, prepare, prepare in writingPre

11、pare for questions and disagreementsWhat is the core message?Make sure to highlight what went well, not just problemsBe specific use significant events as examplesAvoid rationalization were the goals appropriate in the first place?Recommended Dos for Performance DiscussionsBe preparedAgree to amend

12、goals when appropriatePresent the positive first and be specificHelpful if you can present the views of other supervisors or peersKeep your criticism constructive! Never get personal!Even more important to have specific examplesCentre discussion on how manager and the employee can work together to s

13、olve any issuesRecommended Donts for Performance DiscussionsStereotyping“Since one thing is bad, therefore everything is bad”Mirroring just like meSalary discussions leave for a separate timeDo not promise what you can not deliverSaying “I think I can get you a promotion” is DANGEROUS!Questions to E

14、ncourage a Good DiscussionHow do you feel you have performed in the last year?What are the 3 most important achievements of the year for you?How have you developed personally over the year?What new competencies have you developed?What have you learned that can be applied in the future?What feedback

15、have you received from others about your performance/development?What are your career aspirations/desired next moves? What type of work do you like to do?What are you doing to achieve these goals? What can I do to help you achieve these goals?Questions to Encourage a Good DiscussionHow have I helped

16、 your performance during the last year?What else could I have done?What do you expect most and need most from me?How do you feel that our team is working? How is “team” working? Any suggestions for improvement?If you were in my job, what 1 or 2 key areas would you focus on in the next year?Performan

17、ce Management Bell CurveBest PerformersPoor PerformersReward/RetainDevelop on a Fast-trackReward/RetainMaintain/Improve PerformanceDevelopImprove PerformanceManage Out=60%=10%Performance & Potential GridPotentialCurrent PerformanceLowLowHighHighAccelerated DevelopmentReward/RetainMotivationJob Expan

18、sionPerformance ImprovementCoachingJob Fit AssessmentManage Out“Room” for Low PerformersApprovalPIPAdjustment of jobPass?Pass?TerminationYNYIdentify low performerNHighlightsObjective- Aim to motivate and improve the performance of the employee who has been identified as a low performer- Termination

19、is NOT the major purpose and result for PIPDefinition for low performer- yearly rating is =2- quarterly rating continues =2Although the manager always have right the make the termination accordingly to the process, but there are other options existing (PIP and Adjustment of Job) to give further oppo

20、rtunity to have employee improve within the Company. Joint decision by manager and BHR for PIP and AOJPIP is a kind of training programCoaching and feedback is very improvement through the whole process從HR角度看績(jī)效管理Job 職位Individual個(gè)人Organization機(jī)構(gòu)Performance Management績(jī)效管理Objective Setting制定目標(biāo)Performan

21、ce Appraisal Review 年終績(jī)效評(píng)估面談Development發(fā)展Compensation薪酬績(jī)效回顧與評(píng)估循環(huán)討論、回顧、理順及調(diào)整目標(biāo)與發(fā)展計(jì)劃Q4Q2Q1Q3討論、回顧、理順及調(diào)整目標(biāo)與發(fā)展計(jì)劃討論、回顧、理順及調(diào)整目標(biāo)與發(fā)展計(jì)劃年終績(jī)效反饋、回顧與評(píng)估制定目標(biāo)與發(fā)展計(jì)劃6月/7月10月4月12月/1月指導(dǎo)與反饋指導(dǎo)與反饋指導(dǎo)與反饋 指導(dǎo)與反饋績(jī)效評(píng)估的目的年度績(jī)效評(píng)估為經(jīng)理和員工提供機(jī)會(huì)表達(dá)他們對(duì)績(jī)效的看法并對(duì)來年目標(biāo)形成共識(shí)；增強(qiáng)員工的敬業(yè)度和動(dòng)力，發(fā)現(xiàn)、建立并提高人才發(fā)展意識(shí)，討論人才發(fā)展需求和來年發(fā)展計(jì)劃。 年度績(jī)效評(píng)估應(yīng)該：確保它是一次開誠布公的討論確保評(píng)估包括

22、兩點(diǎn)：“什么”（已達(dá)到的成果）和“如何”達(dá)到（體現(xiàn)公司價(jià)值的行為表現(xiàn)）確保達(dá)成共識(shí)的來年目標(biāo)符合SMART原則 具體的、可衡量的、可完成的、現(xiàn)實(shí)的及有時(shí)效的2007績(jī)效評(píng)估時(shí)間與流程經(jīng)理：收集反饋員工：自我評(píng)估經(jīng)理：進(jìn)行年終績(jī)效面談提交予HR HR & CMC 審核最終評(píng)估結(jié)果經(jīng)理，同事，下屬、顧客/相關(guān)人員積極聆聽提供反饋 (基于事實(shí))回顧年度目標(biāo)制定明年的目標(biāo)制定發(fā)展計(jì)劃確保公平及在部門與各部門間有一致的績(jī)效讓其他經(jīng)理提供績(jī)效的反饋微調(diào)評(píng)級(jí)，確保部門運(yùn)用一致的標(biāo)準(zhǔn)提升部門內(nèi)經(jīng)理對(duì)技巧的集體認(rèn)知提倡職業(yè)發(fā)展的討論與機(jī)會(huì)溝通最終評(píng)級(jí)與提供更多反饋及確定下一步發(fā)展計(jì)劃提交原件到HR，提供副本給員

23、工2008年1月25日2008年1月30日 2008年1月31日2008年1月31日2007年12月完成日期2008年1月28日N+2 審核并簽名是一個(gè)互動(dòng)的，雙向的反饋過程=S=年度評(píng)估表格自我評(píng)估表格下列的問題有助于您思考，并幫助您準(zhǔn)備自我評(píng)估部分。仔細(xì)考慮您個(gè)人的業(yè)績(jī)，所取得的進(jìn)步，同時(shí)制定未來的發(fā)展計(jì)劃。我認(rèn)為在我的工作要求中所應(yīng)具備的最重要的技能是什么？在我所承擔(dān)的工作當(dāng)中，哪些是我最喜歡的？哪些是不太喜歡的？在哪些方面我的主管可以幫助我將工作做得更好？在哪些方面我還需要更多的經(jīng)驗(yàn)及培訓(xùn)？在過去的一年中我最主要的成就有哪些？我完成了哪些個(gè)人及職業(yè)方面的發(fā)展？為使工作更有成效，我希望在

24、哪些方面有所改變?目前的工作是否充分發(fā)揮了我的能力？如果不是，如何才能人盡其才？在個(gè)人發(fā)展方面，哪些事情是我明年必須做的？我目前的工作在哪些方面給了我成長(zhǎng)的機(jī)會(huì)，使我有能力去承擔(dān)將來更大的職責(zé)/任務(wù)？我的長(zhǎng)期發(fā)展計(jì)劃是什么？從現(xiàn)在開始的今后五年，我希望從事哪方面的工作，為達(dá)到該目標(biāo)，我該如何準(zhǔn)備？年度評(píng)估表格 - 主要部分個(gè)人資料考核期間的評(píng)估情況 (2008/1-2008/12)固定任務(wù)的評(píng)估相關(guān)聯(lián)系人(對(duì)受評(píng)估者提供反饋及意見)預(yù)期工作表現(xiàn)目標(biāo)狀況評(píng)估預(yù)期職業(yè)行為與態(tài)度評(píng)估下一年/下一考核期間目標(biāo) (2009/1 2009/12)工作表現(xiàn)目標(biāo)職業(yè)行為與態(tài)度目標(biāo)職業(yè)發(fā)展本考核期間的培訓(xùn) 下一

25、考核期間培訓(xùn)需求職業(yè)興趣 (通過職能領(lǐng)域劃分)可流動(dòng)性職業(yè)計(jì)劃評(píng)估結(jié)論員工本身對(duì)此評(píng)估報(bào)告意見二級(jí)主管意見固定任務(wù)固定任務(wù)是崗位存在的原因可以從崗位描述中提取固定任務(wù)不同于個(gè)人的預(yù)期工作目標(biāo)除非崗位的目的改變, 固定任務(wù)一般不會(huì)改變固定任務(wù)評(píng)級(jí)沒有完成任務(wù)完成部分任務(wù)完成任務(wù)完成并超越任務(wù)相關(guān)聯(lián)系人受評(píng)估者在期間有緊密工作關(guān)系的職能經(jīng)理/項(xiàng)目經(jīng)理，可以從他們獲得對(duì)工作表現(xiàn)的反饋填寫提供反饋經(jīng)理的名字與職位建議把反饋的文件作為評(píng)估表格的附件，以供未來參考注：如因?yàn)榻M織架構(gòu)調(diào)整或人事變更，在短時(shí)間前變換 直接主管的，其年度績(jī)效評(píng)估應(yīng)由新任直接主管給 予開展，原直接主管作為主要相關(guān)聯(lián)系人提供反饋本考

26、核期間工作表現(xiàn)目標(biāo)評(píng)估在考核期開始時(shí)訂立與同意的工作表現(xiàn)目標(biāo)為評(píng)估的依據(jù)不同于固定任務(wù)是本年度主要負(fù)責(zé)完成的目標(biāo)本欄是評(píng)估受評(píng)估者本考核期間工作表現(xiàn)的主要部分本考核期間職業(yè)行為與態(tài)度評(píng)估考核與職位工作相關(guān)的職業(yè)行為與態(tài)度目的是協(xié)助員工改進(jìn)工作上的行為在考核期開始時(shí)訂立與同意的職業(yè)行為與態(tài)度作為評(píng)估的依據(jù)如沒有在考核期開始時(shí)訂立及同意有關(guān)職業(yè)行為與態(tài)度的目標(biāo)，是不建議進(jìn)行評(píng)估。工作目標(biāo)、職業(yè)行為與態(tài)評(píng)級(jí):沒有達(dá)到預(yù)期目標(biāo)達(dá)到部分預(yù)期目標(biāo)達(dá)到預(yù)期目標(biāo)達(dá)到并超越預(yù)期目標(biāo)下一年/下一考核期間目標(biāo) 下一年度/考核期的工作表現(xiàn)目標(biāo)受評(píng)估者來年需要完成的目標(biāo)，需要符合SMART的原則一般不超過4至5項(xiàng)目標(biāo)工

27、作表現(xiàn)目標(biāo)可以是量化的（銷量，財(cái)務(wù)相關(guān)的與技術(shù)的）質(zhì)化的（內(nèi)/外部的客戶滿意度、總體目標(biāo)、團(tuán)隊(duì)項(xiàng)目的參與度等等。）例子：財(cái)務(wù)指標(biāo)在2008年6月1日前減少部門固定開支XX%下一年/下一考核期間職業(yè)行為與態(tài)度目標(biāo)在某一情況下的反應(yīng)、處事方法與行動(dòng)等是年底評(píng)估職業(yè)行為與態(tài)度的依據(jù)需要符合SMART的原則及與未來12個(gè)月的工作相關(guān)一般不超過2-3項(xiàng)職業(yè)行為與態(tài)度目標(biāo)職業(yè)發(fā)展 本考核期間的培訓(xùn) 由公司安排或支付費(fèi)用的培訓(xùn)。培訓(xùn)的目的是協(xié)助員工提升技巧以達(dá)到工作要求，一般在上一個(gè)考核期開始時(shí)認(rèn)定。下一考核期間培訓(xùn)需求與達(dá)成年度工作目標(biāo)相關(guān)、協(xié)助提高工作技能的的短期培訓(xùn)。職業(yè)興趣包括員工具備或希望發(fā)展的、

28、與個(gè)人興趣或更廣泛的崗位職能相關(guān)之其他技巧與才能。一般不超過3項(xiàng)。=S= 評(píng)級(jí)標(biāo)準(zhǔn)固定任務(wù)評(píng)級(jí):沒有完成任務(wù)完成部分任務(wù)完成任務(wù)完成并超越任務(wù)工作目標(biāo)、職業(yè)行為評(píng)級(jí):沒有達(dá)到預(yù)期目標(biāo)達(dá)到部分預(yù)期目標(biāo)達(dá)到預(yù)期目標(biāo)達(dá)到并超越預(yù)期目標(biāo)評(píng)估結(jié)論評(píng)級(jí)：沒有達(dá)到要求達(dá)到部分要求達(dá)到要求達(dá)到全部要求并超越部分要求達(dá)到全部要求并超越大部分要求（只做參考，不作為最后結(jié)論的考核內(nèi)容）評(píng)估分?jǐn)?shù) （“工作表現(xiàn)目標(biāo)狀況評(píng)估”平均分 +“職業(yè)行為/ 態(tài)度評(píng)估”平均分）2 4 最后結(jié)論（必須為整數(shù)，小數(shù)點(diǎn)后舍入請(qǐng)參考正態(tài)分布，見下頁）員工績(jī)效評(píng)估結(jié)論的計(jì)算方法例：?jiǎn)T工A 工作表現(xiàn)目標(biāo)狀況評(píng)估4項(xiàng)分別為3、3、2、2，其平均

29、分則為2.5 職業(yè)行為/ 態(tài)度評(píng)估4項(xiàng)分別為2、4、3、4，其平均分則為3.3評(píng)估分?jǐn)?shù)：(2.5+3.3)/2/4*5 = 3.6最后結(jié)論：3對(duì)評(píng)級(jí)有正態(tài)分布的要求員工績(jī)效評(píng)估結(jié)論的分布5 -達(dá)到全部要求并超越大部分要求 (優(yōu)良、杰出的業(yè)績(jī))“極少數(shù)的情況”在現(xiàn)崗位業(yè)績(jī)卓越迅速抓住主要問題在其工作領(lǐng)域中被視為專家?guī)缀醪恍枰O(jiān)督指導(dǎo)總能找到最佳的做事方法在現(xiàn)在位置很難找出員工能做的更好的地方4 -達(dá)到全部要求并超越部分要求 (表現(xiàn)很好，超越了他/她的目標(biāo))“少數(shù)情況”很少需要監(jiān)督恪守最后期限，能夠預(yù)見問題對(duì)整體情況有良好的把握3 - 達(dá)到要求 (良好，達(dá)成他/她的目標(biāo))“標(biāo)準(zhǔn)情況”是公司對(duì)每一位

30、員工的基本要求在一般的監(jiān)督指導(dǎo)之下能夠完成她/他職位上的所有工作在規(guī)定時(shí)間內(nèi)完成工作能夠達(dá)到該職位的大部分要求 2 -達(dá)到部分要求 (需要改善)“需要迅速實(shí)施行動(dòng)計(jì)劃”沒有達(dá)到該崗位的大部分主要目標(biāo)需要獲得更多的專業(yè)知識(shí)；投入更大的熱情需要定期的監(jiān)督指導(dǎo)具有必要的發(fā)展?jié)摿π枰杆俨扇〈胧└纳片F(xiàn)狀來達(dá)到評(píng)級(jí)標(biāo)準(zhǔn)31 -沒有達(dá)到要求 (難以令人滿意的)“需要立即制訂行動(dòng)計(jì)劃”工作結(jié)果體現(xiàn)出明顯失誤不具備必要素質(zhì)開展工作需要嚴(yán)密監(jiān)督指導(dǎo), 有重復(fù)失誤的趨勢(shì)缺乏基本的培訓(xùn)和工作經(jīng)驗(yàn)應(yīng)該被調(diào)轉(zhuǎn)到能力要求更低的崗位；或離開公司進(jìn)行年終評(píng)估面談時(shí)四條黃金定律實(shí)事求是準(zhǔn)備至關(guān)重要運(yùn)用技巧-開放式提問，積極聆聽

31、，重述用激勵(lì)制定發(fā)展計(jì)劃進(jìn)行年終評(píng)估面談時(shí)四條黃金定律實(shí)事求是準(zhǔn)備至關(guān)重要運(yùn)用技巧-開放式提問，積極聆聽，重述用激勵(lì)制定發(fā)展計(jì)劃準(zhǔn)備至關(guān)重要需要準(zhǔn)備什么？收集事實(shí)與工作表現(xiàn)數(shù)據(jù)你的面談策略收集事實(shí)與工作表現(xiàn)數(shù)據(jù)一項(xiàng)全年的工作主要由員工負(fù)責(zé)，管理者需要有自己的數(shù)據(jù)來源包括結(jié)果與行為考慮包括第三方的反饋全年的績(jī)效面談?dòng)懻撚涗浽诿嬲勄盎仡櫯c澄清資料策略選擇 按照評(píng)估表格的順序進(jìn)行討論從重要的目標(biāo)開始，然后談比較不重要的從清晰的要求開始，然后談復(fù)雜的從表現(xiàn)出色的開始，建立正面與合作的氣氛從表現(xiàn)欠佳的地方開始，管理員工的期望從復(fù)雜的開始，當(dāng)雙方精力充沛時(shí)先處理沒有對(duì)或錯(cuò)，你最了解你的員工！進(jìn)行年終評(píng)估面

32、談時(shí)四條黃金定律實(shí)事求是準(zhǔn)備至關(guān)重要運(yùn)用技巧-開放式提問，積極聆聽，重述用激勵(lì)制定發(fā)展計(jì)劃 面談要點(diǎn)營造一種寬松的氛圍重點(diǎn)在于表揚(yáng)和鼓勵(lì) 詢問和傾聽讓被評(píng)估人有充裕的時(shí)間去暢談 面談的技巧溝通技巧：提問、聆聽、重述、總結(jié)鼓勵(lì)員工多說管理討論提問技巧配合運(yùn)用開放式與封閉式提問用開放式提問鼓勵(lì)員工多說，收集信息：例子：你能講一下這段時(shí)間你的主要成績(jī)嗎？你在這項(xiàng)目負(fù)責(zé)什么？用封閉式提問確認(rèn)或澄清資料。例子：你是否完成了目標(biāo)？是你自己完成還是由別人協(xié)助？建立配合運(yùn)用兩類問題的題庫聆聽聆聽，安靜，不打斷運(yùn)用適當(dāng)?shù)纳眢w語言他的意思是什么？考慮對(duì)方想表達(dá)什么？留意不明顯的信息。重述表示理解用：“然后”重復(fù)、

33、引申提問澄清重復(fù)引申用不同的語句重復(fù)對(duì)方的話表示理解確認(rèn)你已經(jīng)明白鼓勵(lì)對(duì)方繼續(xù)發(fā)言只是重復(fù)，你不需要表示你的觀點(diǎn)用這些話開始:你的意思是我想確認(rèn)有沒有理解你的意思這代表總結(jié)技巧確認(rèn)明了澄清行動(dòng)控制討論結(jié)束討論合適時(shí)，鼓勵(lì)員工自己做總結(jié)進(jìn)行年終評(píng)估面談時(shí)四條黃金定律實(shí)事求是準(zhǔn)備至關(guān)重要運(yùn)用技巧-開放式提問，積極聆聽，重述用激勵(lì)制定發(fā)展計(jì)劃用激勵(lì)制定發(fā)展計(jì)劃認(rèn)定需要處理的問題考慮對(duì)員工合適的激勵(lì)支點(diǎn)利用激勵(lì)支點(diǎn)制定發(fā)展計(jì)劃，員工會(huì)更愿意實(shí)踐制定明確的目標(biāo) 評(píng)估面談流程準(zhǔn)備議程討論工作表現(xiàn)目標(biāo), 職業(yè)行為與態(tài)度 “我們討論這一部分”成果與行為 “描述做了什么?”根據(jù)績(jī)效要求討論與同意評(píng)估 與要求比較

34、 “你會(huì)怎樣評(píng)價(jià)你的工作表現(xiàn)？”為表現(xiàn)評(píng)級(jí)討論在固定任務(wù)方面是否達(dá)到要求?討論發(fā)展計(jì)劃成果與行為績(jī)效要求評(píng)估評(píng)級(jí)下屬匯報(bào)對(duì)表現(xiàn)的評(píng)估確認(rèn)結(jié)論并感謝對(duì)方對(duì)方接受促進(jìn)結(jié)論YYN逐一選擇要評(píng)估的方面 N你和他評(píng)估相同嗎?面談步驟為什么？請(qǐng)他呈現(xiàn)事實(shí)為什么？請(qǐng)他呈現(xiàn)事實(shí)你補(bǔ)充正面事實(shí)為什么重要？說明意義達(dá)成一 致選擇并呈現(xiàn)事實(shí)鼓勵(lì)下屬討論事實(shí)回顧期望陳述目的和會(huì)議進(jìn)程 關(guān)鍵要點(diǎn)從贊揚(yáng)開始從事實(shí)入手讓對(duì)方做出結(jié)論 面談要點(diǎn)平時(shí)及時(shí)指出員工的問題并且記錄引導(dǎo)員工自我評(píng)估自己的工作，避免刺激對(duì)方，通過事實(shí)讓對(duì)方自己得出結(jié)論針對(duì)業(yè)績(jī)而不是性格避免自我防衛(wèi)使用積極的語氣用表揚(yáng)改善對(duì)方的心理感受 讓對(duì)方提出改進(jìn)建

35、議制定具體目標(biāo)和計(jì)劃并獲得對(duì)方認(rèn)可只討論工作表現(xiàn)，不討論公司與上級(jí)為什么？請(qǐng)他呈現(xiàn)事實(shí)你補(bǔ)充正面事實(shí)為什么重要？說明意義確認(rèn)評(píng)級(jí)如果你同意對(duì)方的評(píng)估即使你同意對(duì)方的評(píng)估，也必須深入評(píng)討論:不同的原因也可能得出相同的評(píng)級(jí)，分?jǐn)?shù)不是目的；在分析具體事實(shí)過程中，員工了解了道理才能夠得到成長(zhǎng)；了解和補(bǔ)充事實(shí)能夠讓表揚(yáng)更加真實(shí)、讓批評(píng)更有建設(shè)性你可以這么說：“為什么選這個(gè)評(píng)級(jí)？能給我一些具體事例嗎？”“除了這些事情之外，我還想到了一（幾）件事情，比如”“這些事情說明”“所以，我同意你的評(píng)級(jí)?！比绻悴煌鈱?duì)方的評(píng)價(jià)你可以這么說：“為什么有這個(gè)評(píng)價(jià)？能給我一些具體事例嗎？”“我理解了。我們看看當(dāng)時(shí)確定的目

36、標(biāo)”“我記得這幾件事情”“你對(duì)這些事情怎么看，是什么原因造成的問題？”“所以，你覺得在這方面你完成目標(biāo)情況應(yīng)該怎么評(píng)價(jià)？”促進(jìn)結(jié)論為什么？請(qǐng)他呈現(xiàn)事實(shí)選擇并呈現(xiàn)事實(shí)鼓勵(lì)下屬討論事實(shí)回顧期望如果你不同意對(duì)方的評(píng)價(jià)：選擇事實(shí)選擇事實(shí)的標(biāo)準(zhǔn)：具體事實(shí)能夠說明問題盡量分離客觀原因、突出下屬的人為因素促進(jìn)結(jié)論為什么？請(qǐng)他呈現(xiàn)事實(shí)選擇并呈現(xiàn)事實(shí)鼓勵(lì)下屬討論事實(shí)回顧期望鼓勵(lì)下屬討論事實(shí)：這個(gè)事情你怎么看？你覺得客戶會(huì)怎么看？你當(dāng)時(shí)是怎么想的？為什么會(huì)出現(xiàn)這樣的情況呢？處理困難情況過高評(píng)估自己利用事實(shí)數(shù)據(jù)，邀請(qǐng)員工對(duì)其角色和職責(zé)的要求進(jìn)行自我評(píng)價(jià)太保守，低估自己的成績(jī)肯定優(yōu)秀表現(xiàn)，鼓勵(lì)承擔(dān)挑戰(zhàn)。要求漲薪另行安

37、排會(huì)議時(shí)間不參與分享講話時(shí)間，從簡(jiǎn)單事實(shí)的提問開始，鼓勵(lì)多說解釋與不斷提出借口提問澄清與確認(rèn)，總結(jié)結(jié)束討論，控制面談。例子：我們已經(jīng)談過了，現(xiàn)在要評(píng)級(jí)了拒絕簽字重申工作職責(zé)，呈現(xiàn)事實(shí)；如仍不能達(dá)成協(xié)議，另行安排時(shí)間，并盡早咨詢?nèi)肆Y源部和上級(jí)主管Performance Management ProcessPhase 1:Aligning GoalsPhase 2:Tracking ProgressPhase 3: Performance AppraisalFeedback & CoachingFeedback & CoachingFeedback & CoachingFeedback & Co

38、achingDec.-Jan.Feb.-Oct.Nov.-Jan.i Set Business Goals Set Dev. Goals CompleteAppropriate Sections of Performance FormReview Progress Against GoalsAdjust Goals if NecessaryRevise Performance Agreement if Necessary Review Results Against GoalsCalibrate Performance Against PeersAfter calibration meetin

39、g, finalize Performance RatingFinalize Performance AgreementBoard of DirectorsCompany/ AreaSection ManagersEmployeesVisionGroup GoalsPower/AutomationGoalsSection GoalsSection GoalsIndividualGoalsIndividualGoalsBU & Department Managers ODV-C /AOC-C GoalsODV-C /AOC-C GoalsBusiness Goal-WhatAlignmentJo

40、b AnalysisSet 3 to 5 business goals that answer the questions- What matters most?“- How do I make a significant contribution?績(jī)效管理的總體概念績(jī)效回顧流程經(jīng)理員工共同的職責(zé)與責(zé)任反饋 輔導(dǎo)與反饋=S= 愿景, 使命與目標(biāo)=S=中國的使命與目標(biāo)個(gè)人目標(biāo)部門目標(biāo)個(gè)人績(jī)效與發(fā)展能力指標(biāo)職業(yè)計(jì)劃績(jī)效表現(xiàn)Business Goal-HowStraightforward 直接Passionate 熱情Open 開放Effective 高效Business Goal-HowPassi

41、onate 熱情 Seek to delight customersDevelop your people through fair and demanding career managementDe-average rewardAddress poor performanceBuild diverse career paths: operational vs. transversal positions, mature vs. new economiesBusiness Goal-HowOpen 開放Drive towards One Schneider Electric identity

42、Consider long-term vision and the interest of the company rather than short-term optimizations of local perimeter Team up to build the best solutions for the company Take risks to explore new paths Exchange talents across boundaries Encourage diversity in teamsBusiness Goal-HowStraightforward 直接 Mak

43、e sure all your people know Develop a culture of accountability the role they have to play and the objectives they are responsible forDo not tolerate exception creationChallenge proposals but once decided, apply themBusiness Goal-HowEffective 高效 Review tasks, organization, interactions and make the

44、changes neededValue cost reduction as well as top line growth Lead by making things simple Limit reporting requestsCommon Problems with Business GoalAre set too low. Are too ambitious, or completion dates are too optimistic. Dont reflect the employees job responsibilities or areas under his/her cont

45、rol. Focus only on what will be done and neglect how it will be achieved. Reflect assumptions about what is wanted instead of discussed, clear, and shared expectations. Are not revised or deleted as they become unfeasible or irrelevant. Specific to your role and what you are trying toachieveMeasurab

46、le can easily determine if outcome achievedAggressive challenging and require incremental (Attainable) improvementRealistic within your responsibility and controlTime-bound milestones and datesBusiness Goal -SMART目標(biāo)設(shè)定SMART原則S具體性：量化指標(biāo)，如：銷售額、客戶滿意度百分比。M能衡量：數(shù)字化、視覺化，可檢查、可修正。如：?jiǎn)T工流動(dòng)率由65減至25%A能達(dá)到：目標(biāo)要合理、拼命抓剛

47、抓到的目標(biāo)，是設(shè)定適中的目標(biāo)。R切合實(shí)際的：目標(biāo)要有挑戰(zhàn)性，但須符合實(shí)際情況，不能空想狂想。如：2008年個(gè)人達(dá)到1個(gè)億銷售額T時(shí)限性：給主要目標(biāo)加上最后期限。 如：在六個(gè)月內(nèi)將部門員工流動(dòng)率由65減至25 SMART GOAL? Specific, Measurable, Aggressive, Realistic and Time-boundDevelop technical expertise in automation to become the department trainer.Participate in a workshop on training in December 2

48、008.Add new clients by June 30, 2008 that generate income for the division.Ensure improves accuracy of customer data in the system by 3rd Qtr to increase our efficiency.Utilize proven listening techniques with co-workers and manager to improve listening skills, and measure level of improvement using

49、 360 degree feedback in Jan and again at year end.When? (Time-bound)Which workshop? (Specific/Aggressive?)How many/much? (Measurable?)Within your control? (Realistic?)SMART GoalIs it SMART Goal?工作目標(biāo)設(shè)定要點(diǎn)參照部門策略，目標(biāo)及公司戰(zhàn)略計(jì)劃只選擇對(duì)公司價(jià)值有貢獻(xiàn)的關(guān)鍵工作區(qū)域，而非所有工作內(nèi)容選擇的目標(biāo)不宜過多，一般不超過5個(gè)不同的工作目標(biāo)應(yīng)針對(duì)不同工作方面，不應(yīng)重復(fù)。Long-Term Career

50、 Success:What Matters Most?Self-AwarenessIntelligence QuotientOrganizational SavvyHandling ConflictSpeaking SkillsGrades at UniversityExtracurricular Activities at UniversityLearning from ExperienceWhich of these has the greatest predictive value for long-term career success?ExposureExperienceEducat

51、ionEducationInstructor led CoursesE-Learning ProgramsReadings / self studyExperienceLearn by doing (real time)On-the-job tasks & special projects / assignments-Day to day developmentExposureMentoring / CoachingFeedbackAttend other business unit meetingsDevelopment Approach 3EsPerformance Management

52、ProcessPhase 1:Aligning GoalsPhase 2:Tracking ProgressPhase 3: Performance AppraisalFeedback & CoachingFeedback & CoachingFeedback & CoachingFeedback & CoachingDec.-Jan.Feb.-Oct.Nov.-Jan.i Set Business Goals Set Dev. Goals CompleteAppropriate Sections of Performance FormReview Progress Against Goals

53、Adjust Goals if NecessaryRevise Performance Agreement if Necessary Review Results Against GoalsCalibrate Performance Against PeersAfter calibration meeting, finalize Performance RatingFinalize Performance Agreement跟蹤需要跟蹤什么?數(shù)據(jù)來源誰負(fù)責(zé)收集數(shù)據(jù)?回顧數(shù)據(jù)的安排報(bào)告客戶檔案/回顧記錄調(diào)查非正式的面談資料評(píng)估質(zhì)量說明時(shí)間記錄投訴記錄主管的觀察審計(jì)結(jié)果階段工作總結(jié)定期進(jìn)行績(jī)效回顧面談與提供反饋 健康檢查讓員工知道他的工作表現(xiàn)跟目標(biāo)的對(duì)比就行為表現(xiàn)提供反饋透過認(rèn)可成就與行為，激勵(lì)員工為表現(xiàn)欠佳的員工制定發(fā)展計(jì)劃提供指導(dǎo)透過討論階段性的表現(xiàn)，管理對(duì)年終評(píng)估的期望鼓勵(lì)自我管理與自