360績效評估步驟詳細(xì)分析

1、360 Performance Evaluation Process 績 效 評 估 步 驟20021What is 360 Performance Evaluation (feedback)? 什 么 是 360度績 效評估 ( 反饋）？2360 feedback is an art, not a science 360評估不僅是科學(xué)，而且是一門藝術(shù)。3Downward上 級Upward 下 級 (anonymous) (不記名的)Self 自己Colleague 同 級360 Evaluation 360 度評估4Traditional Performance Evaluation App

2、roach 傳統(tǒng)績效評估方法Evaluator/Manager 評 估 人 員/經(jīng) 理Evaluatee/Direct Report 被 評 估 人 員/直 接 下 屬5How 360 feedback impacts individual performance?360評估如何反映個(gè)人績效?Evaluation 評估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 自己360 feedback and follow-up feedback with rater gr

3、oup 360反饋以及經(jīng)過交流的反饋Weaknesses identified 找出缺點(diǎn)Acceptance of feedback接受反饋Improvement Goal Setting 確定發(fā)展目標(biāo)Organizationalsupport systems組織支持系統(tǒng)Greater Self-Awareness更深入的自我認(rèn)識Improved Individual Outcomes(e.g., performance/attitude) 促進(jìn)個(gè)人的進(jìn)步6Performance Evaluation Process 績 效 評 估 步 驟7Identify Evaluation Direct

4、ors 確定評估督導(dǎo)Select Evaluators (ERF process) 選擇評估人Input 360 Evaluation Feedback輸入360度評估Complete Self Evaluation 完成自我評估Generate Year End Data Packet 生成年終評估數(shù)據(jù)包Firmwide Performance Evaluation Process全公司范圍內(nèi)的評估過程Evaluators 評估人Evaluatee 被評估人8Conduct Performance Review Discussion進(jìn)行績效討論Sign on the E&D Summary

5、簽署評估發(fā)展總結(jié)Return to PE Center 交還評估中心Write Evaluation and Development(E&D Summary)撰寫評估及發(fā)展總結(jié)Firmwide Performance Evaluation Process(Cont)全公司范圍內(nèi)的評估過程(續(xù)）9Election of Evaluation Director評估督導(dǎo)的選擇Normally he/she is the direct supervisor of the evaluatee 一般就是被評估人的直接上級10Selection of Evaluators評估人的選擇11表格類型自我評估表上

6、級對下級評估表下級對上級評估表同事間評估表12自我評估表商業(yè)目標(biāo)和成就專業(yè)發(fā)展簽名并注明日期13上級對下級和同事評估表核心能力之評估優(yōu)勢評估待提高之處評估14下級對上級評估表核心能力評估領(lǐng)導(dǎo)能力評估人員管理評估15如何書寫評估以相關(guān)績效準(zhǔn)則為依據(jù)考慮被評估人一年的業(yè)績基于可觀察的行為以具體事例為支持提出如何完善的建議16評估舉例優(yōu)勢評估行為：你的同事李莉是一位善于與她的聽眾交流的講演者不是很有幫助的評估很強(qiáng)的口交流能力。具有說服力，執(zhí)行交易。有幫助的評語交流流利：李莉善于使小組達(dá)成一致。她能夠很快了解組員的不同想法，并且通過自己的洞察力清晰了解組員的表現(xiàn)，她還能夠影響他人。作為一位表達(dá)清晰并具

7、有說服力交流者，她可以與不同類型的人協(xié)調(diào)關(guān)系。在X項(xiàng)目會上，她說服董事會同意財(cái)務(wù)總監(jiān)利用稅收優(yōu)惠來獲得有益的副產(chǎn)品，同時(shí)還提出了獨(dú)立動聲會成員對投資者反映的關(guān)心。為了恰當(dāng)?shù)陌l(fā)揮李莉在此方面的才能，我愿意看到她得到提升并指導(dǎo)部門里的其他人員。17Types of feedback反饋的不同類型Confirmatory positive feedback: The individual receives high ratings from others, which confirm the individuals high self-ratings.共同的積極反饋：員工的自我評估與他人評估都得到積

8、極評價(jià)。Disconfirmatory negative feedback: The individual receives ratings from others that are lower than his or her self-ratings.單方面的消極反饋：員工得到比自我評估低的評價(jià)。18Types of feedback （Cont)反饋的不同類型（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

9、饋：員工的自我評估與他人的評價(jià)一樣低。 Disconfirmatory positive feedback: The individuals self-ratings are lower than ratings received by others.單方面的積極反饋：員工自我評價(jià)低于他人評價(jià)。19書寫評估及發(fā)展總結(jié)基于以上反饋，評估主任為被評估人書寫評估及發(fā)展總結(jié)，作為績效評估討論的依據(jù)。反饋包含以下內(nèi)容：在過去一年里，被評估人在業(yè)務(wù)方面的成就在過去一年里，被評估人在個(gè)人發(fā)展方面的成就在未來一年里，被評估人在業(yè)務(wù)方面的目標(biāo)在未來一年里，被評估人在個(gè)人發(fā)展方面的目標(biāo)20人力資源部在評估中的地位

10、顧問地位：設(shè)計(jì)評估體系提供評估工具設(shè)計(jì)評估流程匯總評估數(shù)據(jù)協(xié)調(diào)評估程序法官地位？警察地位？21Keys 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員工的理解參與和培訓(xùn)Feedback be specific - provide specific e

11、xample based on observable behavior rather than vague comment(coach, not judge)反饋要明確 提供基于行為的反饋，提供具體的例子，而不是空洞的評價(jià)（是教練，而不是法官）22為什么沒有完成績效評估？“I am too busy to do it”“我太忙了,沒時(shí)間做”Mangers fear of confrontation 害怕沖突Reluctance of employee員工不情愿23“I am too busy to do it”“我太忙了,沒時(shí)間做”Question: I am just too busy ma

12、naging to be able to set aside the amount of time need to do performance management as you describe it. 問題: 我太忙了,沒有辦法安排出做績效管理的時(shí)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)理人員的工作就是保證其

13、下屬高效地完成工作。由此說來，績效管理幫助管理人員節(jié)約時(shí)間的工具。Suggestion: look 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(shí)間都花到哪里去了：是否管理太細(xì)了，卷入許多本該由你下屬完成的工作。24Fear of confrontation害怕沖突Question: Managers express concern about the difficulty

14、of bringing up performance problems, because they 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，因?yàn)樗麄儞?dān)心員工會爭辯，從而使得評估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 im

15、provement. A focus on those three things reduces confrontation 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，勝利和進(jìn)步的討論。注重這三項(xiàng)，將有助于避免矛盾，因?yàn)楣芾碚吆蛦T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)重之前沒有重視。早發(fā)現(xiàn)問題有注于防患于未燃。25Reluctance 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”開始這場談話Dont give pronouncements on performance不要以告知的方