360績(jī)效評(píng)估步驟詳細(xì)分析

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

2、roach 傳統(tǒng)績(jī)效評(píng)估方法Evaluator/Manager 評(píng) 估 人 員/經(jīng) 理Evaluatee/Direct Report 被 評(píng) 估 人 員/直 接 下 屬5How 360 feedback impacts individual performance?360評(píng)估如何反映個(gè)人績(jī)效?Evaluation 評(píng)估Anonymous peer 匿名的同事Anonymous subordinate 匿名的部屬Anonymous customer 匿名的客戶(hù)Supervisor 上級(jí)Self 自己360 feedback and follow-up feedback with rater gr

3、oup 360反饋以及經(jīng)過(guò)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(shí)Improved Individual Outcomes(e.g., performance/attitude) 促進(jìn)個(gè)人的進(jìn)步6Performance Evaluation Process 績(jī) 效 評(píng) 估 步 驟7Identify Evaluation Direct

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

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

6、級(jí)對(duì)下級(jí)評(píng)估表下級(jí)對(duì)上級(jí)評(píng)估表同事間評(píng)估表12自我評(píng)估表商業(yè)目標(biāo)和成就專(zhuān)業(yè)發(fā)展簽名并注明日期13上級(jí)對(duì)下級(jí)和同事評(píng)估表核心能力之評(píng)估優(yōu)勢(shì)評(píng)估待提高之處評(píng)估14下級(jí)對(duì)上級(jí)評(píng)估表核心能力評(píng)估領(lǐng)導(dǎo)能力評(píng)估人員管理評(píng)估15如何書(shū)寫(xiě)評(píng)估以相關(guān)績(jī)效準(zhǔn)則為依據(jù)考慮被評(píng)估人一年的業(yè)績(jī)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(píng)估舉例優(yōu)勢(shì)評(píng)估行為：你的同事李莉是一位善于與她的聽(tīng)眾交流的講演者不是很有幫助的評(píng)估很強(qiáng)的口交流能力。具有說(shuō)服力，執(zhí)行交易。有幫助的評(píng)語(yǔ)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(guò)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(shuō)服力交流者，她可以與不同類(lèi)型的人協(xié)調(diào)關(guān)系。在X項(xiàng)目會(huì)上，她說(shuō)服董事會(huì)同意財(cái)務(wù)總監(jiān)利用稅收優(yōu)惠來(lái)獲得有益的副產(chǎn)品，同時(shí)還提出了獨(dú)立動(dòng)聲會(huì)成員對(duì)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(mén)里的其他人員。17Types of feedback反饋的不同類(lèi)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：?jiǎn)T工的自我評(píng)估與他人評(píng)估都得到積

8、極評(píng)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：?jiǎn)T工得到比自我評(píng)估低的評(píng)價(jià)。18Types of feedback （Cont)反饋的不同類(lèi)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：?jiǎn)T工的自我評(píng)估與他人的評(píng)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：?jiǎn)T工自我評(píng)價(jià)低于他人評(píng)價(jià)。19書(shū)寫(xiě)評(píng)估及發(fā)展總結(jié)基于以上反饋，評(píng)估主任為被評(píng)估人書(shū)寫(xiě)評(píng)估及發(fā)展總結(jié)，作為績(jī)效評(píng)估討論的依據(jù)。反饋包含以下內(nèi)容：在過(guò)去一年里，被評(píng)估人在業(yè)務(wù)方面的成就在過(guò)去一年里，被評(píng)估人在個(gè)人發(fā)展方面的成就在未來(lái)一年里，被評(píng)估人在業(yè)務(wù)方面的目標(biāo)在未來(lái)一年里，被評(píng)估人在個(gè)人發(fā)展方面的目標(biāo)20人力資源部在評(píng)估中的地位

10、顧問(wèn)地位：設(shè)計(jì)評(píng)估體系提供評(píng)估工具設(shè)計(jì)評(píng)估流程匯總評(píng)估數(shù)據(jù)協(xié)調(diào)評(píng)估程序法官地位？警察地位？21Keys for effective Performance Evaluations 有效的績(jī)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(píng)價(jià)（是教練，而不是法官）22為什么沒(méi)有完成績(jī)效評(píng)估？“I am too busy to do it”“我太忙了,沒(méi)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(méi)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(wèn)題: 我太忙了,沒(méi)有辦法安排出做績(jī)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(shuō)來(lái)，績(jī)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(wèn)題:管理人員不愿提出績(jī)效問(wèn)題，因?yàn)樗麄儞?dān)心員工會(huì)爭(zhēng)辯，從而使得評(píng)估過(guò)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(jī)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(wèn)題變得嚴(yán)重之前沒(méi)有重視。早發(fā)現(xiàn)問(wèn)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(kāi)始這場(chǎng)談話Dont give pronouncements on performance不要以告知的方