績效考核流程培訓(xùn)

1、For China Hotels EXCOM, Dept. Heads, Supervisors, and Employees中國區(qū)酒店行政委員會(huì)、部門負(fù)責(zé)人、主管及員工績效管理指南The Year-End Performance Management Process年終績效管理程序Calibration Meeting 統(tǒng)籌會(huì)議統(tǒng)籌會(huì)議Performance Review 績效評(píng)估績效評(píng)估Performance Planning 績效計(jì)劃績效計(jì)劃Employee Self Assessment 員工自員工自我評(píng)估我評(píng)估Development and Career Planning 發(fā)展及職發(fā)

2、展及職業(yè)規(guī)劃業(yè)規(guī)劃Calibration Meeting 統(tǒng)籌會(huì)議統(tǒng)籌會(huì)議Performance Review 績效評(píng)估績效評(píng)估Performance Planning 績效計(jì)劃績效計(jì)劃Employee Self Assessment 員工自我評(píng)估員工自我評(píng)估Development and Career Planning 發(fā)展及職業(yè)規(guī)劃發(fā)展及職業(yè)規(guī)劃 As an employee the first thing you need to do is a self assessment. Use the annual performance review form to structure you

3、r thinking by completing an assessment of your competencies and your KPOs.作為一名員工，首先需要做的是自我評(píng)估。利用年度績效評(píng)估表組織思路，完成能力測(cè)評(píng)以及主要績效目標(biāo)。 Download the form from http:/www.i-connect.bz/portal/page?_pageid=53,82409&_dad=portal&_schema=PORTAL從此處下載表格從此處下載表格： http:/www.i-connect.bz/portal/page?_pageid=53,82409&_dad=por

4、tal&_schema=PORTALAbout Leadership Brand Competencies品牌領(lǐng)導(dǎo)力所需具備的能力品牌領(lǐng)導(dǎo)力所需具備的能力Competency Guides for all levels are available from http:/www.i-connect.bz/portal/page?_pageid=53,82409&_dad=portal&_schema=PORTAL從這里下載各級(jí)別的能力指導(dǎo)： http:/www.i-connect.bz/portal/page?_pageid=53,82409&_dad=portal&_schema=PORTAL

5、 More about ratingslThe key thing to remember about the ratings is that performance is measured against both what you do and how you do it. That is against the KPLs and the Leadership Competencies.有關(guān)評(píng)分要記住的一點(diǎn)是，績效評(píng)定的依據(jù)包括你的工作以及你的工作方式。評(píng)分根據(jù)主要績效目標(biāo)和領(lǐng)導(dǎo)力素質(zhì)進(jìn)行。lThe form guides you to give individual KPO and Le

6、adership Competency ratings.績效評(píng)估表會(huì)引導(dǎo)你進(jìn)行個(gè)人主要績效目標(biāo)和領(lǐng)導(dǎo)力素質(zhì)評(píng)分。lFor both KPOs and Leadership Competencies you will also need and overall rating. There is no mathematical calculation at this stage. It is not an average but an overall rating as a whole number that reflects the level of achievement/difficulty

7、 against KPOs and Leadership Competencies.對(duì)于主要績效目標(biāo)和領(lǐng)導(dǎo)力素質(zhì)，你都將需要做出一個(gè)總體的評(píng)分。在本階段不需要數(shù)學(xué)計(jì)算。這不是一個(gè)平均數(shù)，而是一個(gè)總體的評(píng)分，反映了針對(duì)主要績效目標(biāo)和領(lǐng)導(dǎo)力素質(zhì)的成果。There is a choice of 5 ratings which are continued in the Annual Performance Review form.以下是年度績效評(píng)估表中歸納的5個(gè)評(píng)分選項(xiàng)。 To get to the Overall Performance Rating add the KPO rating and t

8、he Leadership Competency rating and simply divide by 2. So a 2 raiting on KPOs and a 3 on Leadership Competencies is an Overall Performance Rating of 2.5. The Overall Performance Rating is the only time a decimal is used.將主要績效目標(biāo)評(píng)分加上領(lǐng)導(dǎo)力素質(zhì)評(píng)分，再除以2，即得到總績效評(píng)分。因此，如果主要績效目標(biāo)是2分，領(lǐng)導(dǎo)力素質(zhì)是3分，那么總績效評(píng)分為2.5分。只有總績效評(píng)分會(huì)出

9、現(xiàn)小數(shù)點(diǎn)。5Consistently Exceeds Expectations: The Employee consistently exceeds all the expectations for key responsibilities, key performance objectives and leadership competencies.持續(xù)不斷地超越期望：持續(xù)不斷地超越期望：員工在主要工作職責(zé)、主要工作目標(biāo)和工作能力等方面持續(xù)不斷地超越期望。This means: Exceptional performance acknowledged as such by peers and

10、 senior leaders.這這是指：同事是指：同事與與高高層領(lǐng)導(dǎo)層領(lǐng)導(dǎo)公公認(rèn)認(rèn)地特地特別別出色地出色地績績效表效表現(xiàn)現(xiàn)4 Frequently Exceeds Expectations: The employee achieves and frequently exceeds expectations for key responsibilities, key performance objectives and competencies.經(jīng)常超越期望：經(jīng)常超越期望： 員工在主要工作職責(zé)、主要工作目標(biāo)和工作能力等各方面經(jīng)常超越期望。This means: Consistent over

11、performance against an already stretching set of standards.這這是指：是指：績績效表效表現(xiàn)現(xiàn)始始終終超出已超出已經(jīng)擴(kuò)經(jīng)擴(kuò)展地展地設(shè)設(shè)定定標(biāo)標(biāo)準(zhǔn)。準(zhǔn)。3Meets Expectations: The employee meets established expectations for key responsibilities & key performance objectives and eompetencies.達(dá)達(dá)到期望：到期望： 員工在主要工作職責(zé)、主要工作目標(biāo)和工作能力等各方面總體上達(dá)到期望。This means: Good

12、performance. A rating that any person should feel justifiably proud of.這這是指：是指：績績效表效表現(xiàn)現(xiàn)良好。任何人得到良好。任何人得到這個(gè)評(píng)這個(gè)評(píng)分都有理由感到自豪。分都有理由感到自豪。2Almost Attains Expectations: The employee achieves most expectations for key responsibilities, key performance objectives or competencies.基本基本達(dá)達(dá)到期望：到期望： 員工在主要工作職責(zé)、主要工作目標(biāo)或

13、工作能力等各方面不是總能達(dá)到期望。This means: Disappointing but still an acceptable performance. With focus, the potential to raise standards exists.這這是指：是指：盡盡管令人失望，但仍管令人失望，但仍屬屬于可以接受范于可以接受范圍圍的的績績效表效表現(xiàn)現(xiàn)。需要強(qiáng)。需要強(qiáng)調(diào)調(diào)，存在提高存在提高標(biāo)標(biāo)準(zhǔn)的可能。準(zhǔn)的可能。1Below Expectation: The employee does not meet expectations for key responsibilities,

14、 key performance objectives or competencies.未未達(dá)達(dá)到期望：到期望： 員工在主要工作職責(zé)、主要工作目標(biāo)或工作能力等各方面未達(dá)到期望。This means Performance improvement plan needs to be in place. Without significant improvement within the next three months placement in an alternative role or exit from the business needs to occur.這這是指：需要是指：需要實(shí)實(shí)施

15、施績績效提高效提高計(jì)劃計(jì)劃。如果未。如果未來來三三個(gè)個(gè)月無明月無明顯顯改改進(jìn)進(jìn)，則則需要更需要更換換工作角色或退出公司。工作角色或退出公司。Calibration Meeting 統(tǒng)籌會(huì)議統(tǒng)籌會(huì)議Performance Review 績效評(píng)估績效評(píng)估Performance Planning 績效計(jì)劃績效計(jì)劃Employee Self Assessment 員工自我評(píng)估員工自我評(píng)估Development and Career Planning 發(fā)展及職業(yè)規(guī)劃發(fā)展及職業(yè)規(guī)劃The calibration meeting process is where Managers come together

16、 to: Have quality conversations around the collective of the team/function Ensure ratings across the business have integrity統(tǒng)籌會(huì)議的程序是經(jīng)理們聚到一起：圍繞團(tuán)隊(duì)凝聚力進(jìn)行高質(zhì)量的討論確保評(píng)分真實(shí)可信In preparing for the calibration meeting managers need to: Begin by collecting employees self assessments Compare and contrast these with

17、 your views Consolidate individual employee rating into a single document統(tǒng)籌會(huì)議的準(zhǔn)備需要：首先收集員工的自我測(cè)評(píng)將員工自我測(cè)評(píng)與你自己的觀點(diǎn)相比較將每個(gè)員工的評(píng)分合并到一起During the calibration meeting the focus will be on: A general review of ratings for each individual Provide evidence and discussions to support rating統(tǒng)籌會(huì)議的要點(diǎn)：對(duì)每個(gè)員工的總體績效評(píng)分提供證據(jù)及

18、討論來支持評(píng)分Calibration Meeting 統(tǒng)籌會(huì)議統(tǒng)籌會(huì)議Performance Review 績效評(píng)估績效評(píng)估Performance Planning 績效計(jì)劃績效計(jì)劃Employee Self Assessment員工自我評(píng)估員工自我評(píng)估Development and Career Planning 發(fā)展及職業(yè)規(guī)劃發(fā)展及職業(yè)規(guī)劃 Allow enough time to cover everything and not feel rushed during the discussion.談話有充足的時(shí)間來討論到所有想要談的問題，避免倉促。 If you prefer break

19、 the conversation down in to 2 parts. The first focusing on the performance review itself, with the second part focusing on the development and career planning along with KPO setting for the forthcoming year.根據(jù)你的意愿，談話可以分為兩部分進(jìn)行。第一部分著重于績效評(píng)估本事，第二部分著重于根據(jù)來年主要工作目標(biāo)而設(shè)定的發(fā)展及職業(yè)規(guī)劃。 Make sure both manager and em

20、ployee are able to give specific examples to help explain performance against either a KPO or a competency.確保員工及經(jīng)理都可以給出具體的例子來說明員工的表現(xiàn)。 Make sure the conversation takes place in the right sort of environment one which is free from interruptions.確保談話在合適的場合進(jìn)行，避免被打擾。 Be honest and open with one another.互

21、相坦誠。 Listen to one another carefully.仔細(xì)聆聽對(duì)方的發(fā)言。Calibration Meeting 統(tǒng)籌會(huì)議統(tǒng)籌會(huì)議Performance Review 績效評(píng)估績效評(píng)估Performance Planning 績效計(jì)劃績效計(jì)劃Employee Self Assessment員工自我評(píng)估員工自我評(píng)估Development and Career Planning 發(fā)展及職業(yè)規(guī)劃發(fā)展及職業(yè)規(guī)劃The purpose of the Performance Planning meeting which can take place at the same time a

22、s thePerformance Review conversation or separately ifnecessary is to: Set KPOs for the year ahead Discuss next steps for career development Agree a development plan that works for bothmanager and employee as useful for the yearAhead績效計(jì)劃會(huì)議可以與績效評(píng)估同時(shí)進(jìn)行，如果必要，也可以分開進(jìn)行。它的主要目的是：設(shè)定明年的主要工作目標(biāo)討論職業(yè)發(fā)展的下個(gè)步驟達(dá)成經(jīng)理和員工

23、一致認(rèn)可的下一年實(shí)用的發(fā)展計(jì)劃Setting KPOs for the year aheadThe most important thing about KPOs is to linkpriorities, if not to the business strategy at the highlevel, then to the departmental or team level goals.What will you be doing that will help to add valueto IHG?Equally important is that you KPOs are writt

24、en in away which makes it clear What needs to be done How it will be done When it will be done What success looks like設(shè)定下一年度主要工作目標(biāo)主要工作目標(biāo)的最重要事宜是要與優(yōu)先事項(xiàng)相連， 如果不是與高標(biāo)準(zhǔn)的經(jīng)營戰(zhàn)略相聯(lián)系，就是與部門或者團(tuán)隊(duì)標(biāo)準(zhǔn)的目標(biāo)相聯(lián)系。為提高洲際酒店集團(tuán)的價(jià)值，你將會(huì)怎樣呢？同樣重要的是，你的主要工作目標(biāo)必須明確說明一下幾點(diǎn)：需要做什么怎么做什么時(shí)候做你認(rèn)為怎么樣才是成功Calibration Meeting 統(tǒng)籌會(huì)議統(tǒng)籌會(huì)議Performance Review 績效評(píng)估績效評(píng)估Performance Planning 績效計(jì)劃績效計(jì)劃Employee Self Assessment員工自我評(píng)估員工自我評(píng)估Development and Career Planning 發(fā)展及職業(yè)規(guī)劃發(fā)展及職業(yè)規(guī)劃Assessing performance only really becomes useful when it is taken to the next stage that is taking steps to develop and improve it.對(duì)績效進(jìn)行評(píng)估只有在進(jìn)展到下一階段時(shí)才真正變得有用，即設(shè)法進(jìn)行個(gè)人發(fā)展和績效提高。De