績(jī)效管理培訓(xùn)

1、上海電氣斯必克工程技術(shù)有限公司上海電氣斯必克工程技術(shù)有限公司SEC-SPX Engineering & Technologies Co., Ltd 12/23/20212目的 Purpose員工本人在績(jī)效管理中應(yīng)起主導(dǎo)作用員工本人在績(jī)效管理中應(yīng)起主導(dǎo)作用Employee Takes Lead in Performance Cycle 為你提供相應(yīng)的知識(shí)及工具知識(shí)及工具使你能更積極地參與績(jī)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(gè)人能夠主導(dǎo)主導(dǎo)你自己的績(jī)效管理體系中的計(jì)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(wù) Takes on the role of supporting employees as they complete the tasks.12/23/20213The Performance Management System績(jī)效管理系

3、統(tǒng)v關(guān)鍵業(yè)績(jī)結(jié)果v目標(biāo)v勝任力v發(fā)展計(jì)劃v達(dá)成一致v總結(jié)回顧v繼續(xù)改進(jìn)和發(fā)展v記錄、跟蹤業(yè)績(jī)v尋求反饋和輔導(dǎo)v中期回顧12/23/20214VisionCritical SuccessFactors(Strategic Initiatives)YourKey Result Areasand ObjectivesMissionValues/BeliefsBusinessPlanYourDimensions/Competencies(Behaviors)部部門(mén)門(mén)組織組織個(gè)人個(gè)人WhatsHows價(jià)值觀價(jià)值觀Value戰(zhàn)略重點(diǎn)戰(zhàn)略重點(diǎn)Strategy Priority愿景愿景Vision業(yè)業(yè)務(wù)務(wù)戰(zhàn)略

4、戰(zhàn)略Business Strategy關(guān)鍵業(yè)績(jī)關(guān)鍵業(yè)績(jī)結(jié)果結(jié)果/個(gè)人目標(biāo)個(gè)人目標(biāo)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(mén)目標(biāo)部門(mén)目標(biāo)Dept. Objective工作勝任力工作勝任力Competency績(jī)效管理系統(tǒng)績(jī)效管理系統(tǒng)Performance Management System12/23/20215The Performance Management System績(jī)效管理系統(tǒng)v關(guān)鍵業(yè)績(jī)結(jié)果關(guān)鍵業(yè)績(jī)結(jié)果v目標(biāo)v勝任力v發(fā)展計(jì)劃v達(dá)成一致v總結(jié)回顧v繼續(xù)改進(jìn)和發(fā)展v記錄、跟蹤業(yè)績(jī)v尋求反饋和輔導(dǎo)v中

5、期回顧12/23/20216關(guān)鍵業(yè)績(jī)結(jié)果 Key Result Area是為什么設(shè)置你的職位的原因 Are the reason your job was created.界定你應(yīng)該集中精力要實(shí)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(biāo)的歸類(lèi) Are categories for the objectives you will identify back on the job.12/23/20217

6、關(guān)鍵業(yè)績(jī)結(jié)果的標(biāo)準(zhǔn) KRA Criteria KRA應(yīng)該: 數(shù)量在3-7個(gè)之間 Number between three and seven. 應(yīng)用幾個(gè)詞描述，不必注明多少或什么時(shí)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(mén)目標(biāo) Support department/functional area goals. 相同的職位應(yīng)有相同的關(guān)鍵業(yè)績(jī)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(jī)效管理系統(tǒng)v關(guān)鍵業(yè)績(jī)結(jié)果v目標(biāo)目標(biāo)v勝任力v發(fā)展計(jì)劃v達(dá)成一致v總結(jié)回顧v繼續(xù)改進(jìn)和發(fā)展v記錄、跟蹤業(yè)績(jī)v尋求反饋和輔導(dǎo)v中期回顧12/23/20219設(shè)定目標(biāo)的SMART標(biāo)準(zhǔn) Specific 具體的 Measurable 可衡量的 Attainable 可實(shí)現(xiàn)的 Relevant 相關(guān)的 Time Bound 有時(shí)限的12/23/202110Writing Objectives T

8、ips 撰寫(xiě)目標(biāo)的技巧 以動(dòng)詞開(kāi)頭 Start with an ACTION VERB 設(shè)定具體的衡量標(biāo)準(zhǔn) Define specific measurement 謹(jǐn)慎使用“全部或沒(méi)有”字眼的目標(biāo) Avoid writing “all or nothing” objectives 不要把行為事件本身當(dāng)成目標(biāo) Dont mistake activities for objectives 通常 8-15 個(gè)目標(biāo)對(duì)于大部分職位就可以了 Usually 8-15 objectives are enough for most jobs 確保目標(biāo)是在你的工作職責(zé)掌控范圍里的 Make sure its w

9、ithin your influence 思考我所設(shè)定的個(gè)人目標(biāo)是否有利于公司和部門(mén)？Does this objective benefit me, my group and my organization?12/23/202111撰寫(xiě)目標(biāo)樣式示例動(dòng)詞動(dòng)詞Action Verb可衡量的結(jié)果可衡量的結(jié)果Measureable Results時(shí)限時(shí)限By When以動(dòng)詞開(kāi)頭，例如：以動(dòng)詞開(kāi)頭，例如：包含可衡量標(biāo)準(zhǔn)，例如：包含可衡量標(biāo)準(zhǔn)，例如：包含時(shí)間限制，例如：包含時(shí)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(shí)施 Conduct改善多少 How much better每日 Daily實(shí)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(jì)劃 As scheduled12/23/202112The Performance Management System績(jī)效管理系統(tǒng)v關(guān)鍵業(yè)績(jī)結(jié)果v目標(biāo)v勝任勝任力力v發(fā)展計(jì)劃v達(dá)成一致v總結(jié)回顧v繼續(xù)改進(jìn)和發(fā)展v記錄、跟蹤業(yè)績(jī)v尋求反饋和輔導(dǎo)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(shí) Knowledge技能 Skill是實(shí)現(xiàn)目標(biāo)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(biāo)是目的地,那么勝任力就是到達(dá)那里的路徑 If objectives are the, competencies are the taken to get there12/23/202114The Performance Ma

12、nagement System績(jī)效管理系統(tǒng)v關(guān)鍵業(yè)績(jī)結(jié)果v目標(biāo)v勝任力v發(fā)展發(fā)展計(jì)劃計(jì)劃v達(dá)成一致v總結(jié)回顧v繼續(xù)改進(jìn)和發(fā)展v記錄、跟蹤業(yè)績(jī)v尋求反饋和輔導(dǎo)v中期回顧12/23/202115發(fā)展計(jì)劃非常重要 Development planning is essential 當(dāng)新承擔(dān)一個(gè)工作有很多東西要學(xué)習(xí)時(shí) New to the job and have a lot to learn; 能勝任所有工作但希望進(jìn)一步提升績(jī)效 Competent in all aspects of your job but want to enhance your performance; 對(duì)完成工作所必需的某一

13、勝任力上有問(wèn)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(jì)劃 Why Need Development Plan 12/23/202116發(fā)展活動(dòng) Developmental Activities: 自我學(xué)習(xí) Self-Directed 與他人合作 Par

14、tnerships 參與的項(xiàng)目 Projects 指定的任務(wù) Targeted Assignments發(fā)展資源 Developmental Resources: 培訓(xùn)班 Workshops 其他補(bǔ)充的學(xué)習(xí)資源 Additional Learning Resources 閱讀 Readings 網(wǎng)上在線學(xué)習(xí)資源 E-learning12/23/202117The Performance Management System績(jī)效管理系統(tǒng)v關(guān)鍵業(yè)績(jī)結(jié)果v目標(biāo)v勝任力v發(fā)展計(jì)劃v達(dá)成一致達(dá)成一致v總結(jié)回顧v繼續(xù)改進(jìn)和發(fā)展v記錄、跟蹤業(yè)績(jī)v尋求反饋和輔導(dǎo)v中期回顧12/23/202118 通過(guò)設(shè)定你的目標(biāo)

15、和完成工作必需的勝任力來(lái)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(duì)性地發(fā)展你的勝任力將會(huì)使組織和你個(gè)人都會(huì)受益 Focus your development on competencies that will benefit you and the organi

16、zation most 為新的機(jī)會(huì)做準(zhǔn)備 Prepare you for new/future opportunities 能夠讓你的領(lǐng)導(dǎo)指導(dǎo)你的工作以便你能更好地支持部門(mén)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(yīng)該準(zhǔn)備并主導(dǎo)討論你應(yīng)該準(zhǔn)備并主導(dǎo)討論 You Prepare for and Lead the discussion達(dá)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(zhǔn)備一份領(lǐng)導(dǎo)的目標(biāo)計(jì)劃，部門(mén)的目標(biāo)以及公司的戰(zhàn)略重點(diǎn) Gets copies of the leaders objectives, departmental goals & the organizations strategic priorities.o起草自己的績(jī)效目標(biāo)計(jì)劃并提前發(fā)送給領(lǐng)導(dǎo) Prepares a draft performance plan and sends a copy to your leader in advance.o準(zhǔn)備問(wèn)題清單 Prepares a list of questions and c

18、oncerns.o安排會(huì)議時(shí)間并主導(dǎo)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(biāo)，部門(mén)目標(biāo)及公司的戰(zhàn)略重點(diǎn) Shares his or her objectives, departmental goals & organizations strategic priorities.o詢問(wèn)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(biāo)計(jì)劃用以討論 Reviews the d

19、raft plan and takes it to the discussion.為達(dá)成一致做準(zhǔn)備工作 Prepare for the Reaching Agreement Discussion12/23/202120 你和你的主管不會(huì)總是能就評(píng)估分?jǐn)?shù)達(dá)成一致 You and your leader wont always agree on the ratings 你你應(yīng)該應(yīng)該: 請(qǐng)主管解釋他/她的想法 Ask your leader to explain his or her thoughts; 傾聽(tīng)，澄清問(wèn)題并對(duì)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(diǎn) Share your point of view;討論你實(shí)現(xiàn)新的目標(biāo)所需要的支持 Discuss the support you need to achieve the new objective 主管主管應(yīng)該應(yīng)該: 鼓勵(lì)員工分享他/她的想法 Encourage employee to share his/her thoughts, 傾聽(tīng)，澄清問(wèn)題并對(duì)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(dá)成一致如何處理 Handle Disagreements12/23/202121The Performance Management System績(jī)效管理系統(tǒng)v關(guān)鍵業(yè)績(jī)結(jié)果v目標(biāo)v勝任力v發(fā)展計(jì)劃v達(dá)成一致v總結(jié)回顧v繼續(xù)改進(jìn)和發(fā)展v記錄、跟蹤業(yè)績(jī)記錄、跟蹤業(yè)績(jī)v尋求尋求反反饋和輔導(dǎo)饋和輔導(dǎo)v中期中期回顧回顧12/23/202122跟蹤的來(lái)源 Tracking Resources管理層報(bào)告 Management Report調(diào)查 Survey客戶滿意度調(diào)查 Customer

22、 Satisfaction Survey客戶投訴報(bào)告Customer Complaints Survey評(píng)估表 Evaluation Form審計(jì)報(bào)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(dāng)發(fā)生時(shí) When occur 12/23/202123 他人的反饋 Feedback from others 自我評(píng)估 Self-evaluation跟蹤勝任力的來(lái)源 Tracking Sources for Competencies12/23/202124 及時(shí)的 第一時(shí)間

23、反饋 Timely As soon as possible 平衡的 正面的和需要改進(jìn)的反饋 Balanced Positive and improvement 具體的 Specific (STAR/AR)有效的反饋標(biāo)準(zhǔn) Efficient Feedback Criteria12/23/202125 當(dāng)接收反饋時(shí) When receiving feedback:當(dāng)成學(xué)習(xí)的機(jī)會(huì)詢問(wèn)具體的信息客觀看待，不感情用事立刻行動(dòng) 當(dāng)給予反饋時(shí) When giving feedback:及時(shí)的，平衡的，具體的 Timely, Balanced, Specific用數(shù)據(jù)或事例說(shuō)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(dǎo)的時(shí)機(jī) Timing to seek coaching:當(dāng)要做一個(gè)艱難的決定之前 Before having a tough discuss

25、ion當(dāng)需要承擔(dān)一些新的工作之前 When learning something new in job當(dāng)你完成一項(xiàng)重要的任務(wù)希望得知哪些地方做得好，哪些地方需要改進(jìn)時(shí) 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(dǎo)的時(shí)機(jī) Timing to provide coaching:當(dāng)下屬需要學(xué)習(xí)新的東西時(shí) When monitoring someone learning a new job當(dāng)注意到其他人正在糾結(jié)于一項(xiàng)任務(wù) When

26、 notice someone struggling with a task, or situation當(dāng)他人尋求幫助時(shí) When someone ask you for help 輔導(dǎo) Coaching12/23/202127 定期收集關(guān)于目標(biāo)結(jié)果的數(shù)據(jù)，并記錄在績(jī)效計(jì)劃表 Regularly collect data on your results of objective; note it in your performance plan 定期收集關(guān)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(dǎo) Seek feedback and coaching routinely 主動(dòng)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(dòng) Important Actions during Performing PhaseDont Wait for Leader to Schedule Them!12/23/202128The Performance Management System績(jī)效管理系統(tǒng)v關(guān)

28、鍵業(yè)績(jī)結(jié)果v目標(biāo)v勝任力v發(fā)展計(jì)劃v達(dá)成一致v總總結(jié)回顧結(jié)回顧v繼繼續(xù)改進(jìn)和發(fā)展續(xù)改進(jìn)和發(fā)展v記錄、跟蹤業(yè)績(jī)v尋求反饋和輔導(dǎo)v中期回顧12/23/202129 討論你的績(jī)效結(jié)果并就目標(biāo)考核和勝任力的評(píng)分達(dá)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(jì)劃中的目標(biāo)并討論你是否需要進(jìn)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(qiáng)項(xiàng)和需要改進(jìn)的地方并討論如何提升你的績(jī)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(xiě)你的成果、主要優(yōu)勢(shì)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(jī)效評(píng)估做準(zhǔn)備 Preparation for Performance Review你需要做的準(zhǔn)備出你需要做的準(zhǔn)備出 Your Preparation:收集關(guān)于績(jī)效的數(shù)據(jù)材料 Gather last-minute data on your performance完成績(jī)效管理計(jì)劃表中的結(jié)果和行動(dòng)部分 Complete Results and Actions (STARs) portions of your performance worksheet為目標(biāo)完成和勝任力