年終表現(xiàn)評估指南

PerformanceManagement

績效管理

AnnualPerformanceReviewAnnualReviewProcess 年度績效評估流程RatingScaleDefinitions

評分等級說明ToolstosupportthePerformanceManagementjourney年度績效評估流程的輔助工具Keydates

重要日期

Agenda議程

管理用途

-薪酬、獎(jiǎng)金

-晉升、調(diào)動

-精簡機(jī)構(gòu)

-撤職、解雇PerformanceReviewPurpose績效評估用途開發(fā)用途

-識別員工的強(qiáng)項(xiàng)

-確定有待提高的領(lǐng)域

-制定員工發(fā)展計(jì)劃、職業(yè)生涯規(guī)劃

-開展有針對性的培訓(xùn)或在崗培訓(xùn)PerformanceManagement績效管理流程規(guī)劃年中評估年度評估績效管理流程圖獎(jiǎng)勵(lì)培養(yǎng)培養(yǎng)PerformanceManagement績效管理流程Planning規(guī)劃(aseachyearbegins每年年初）KeyPerformanceObjectives主要工作目標(biāo)（KPOs）KeyJobRequirements主要工作職責(zé)（KJR）PersonalDevelopmentPlan個(gè)人發(fā)展計(jì)劃（PDP)SMART規(guī)劃年中評估年度評估績效管理流程圖獎(jiǎng)勵(lì)培養(yǎng)培養(yǎng)SMART請記住KPO/KJR應(yīng)該是SMART（具體的、可衡量的、可實(shí)現(xiàn)的、相關(guān)的以及有時(shí)限的）。對于每個(gè)KPO/KJR，您應(yīng)該確保它們符合以上所有標(biāo)準(zhǔn)Specific具體的為了讓十家酒店今年更新他們的品牌，還需要以新的標(biāo)準(zhǔn)來培訓(xùn)他們的所有員工。Measurable可衡量的所有十家酒店均已獲提供各自的培訓(xùn)計(jì)劃。Achievable可實(shí)現(xiàn)的對于提供的培訓(xùn)計(jì)劃，需要投入一些努力并花費(fèi)些時(shí)間，因而不會過于輕松。Relevant相關(guān)的培訓(xùn)計(jì)劃就是StayReal計(jì)劃，而不是酒店員工不需要的其它計(jì)劃。TimeSpecific有時(shí)限的它們將全在十月末提供。PerformanceManagement績效管理流程Mid-yearReview(mid-year)年中評估（年中）ChecksprogressagainstKPOsandpersonaldevelopmentplan檢查有關(guān)KPO/KJR以及個(gè)人發(fā)展方向的進(jìn)展情況Allowsforprioritiestobeadjusted 根據(jù)業(yè)務(wù)變化調(diào)整優(yōu)先級規(guī)劃年中評估年度評估績效管理流程圖獎(jiǎng)勵(lì)培養(yǎng)培養(yǎng)PerformanceManagement績效管理流程AnnualReview(yearend)年度評估（年終）Overallperformancefortheyearisdiscussed,evaluated,andrated討論并評估全年的整體績效Progressagainstpersonaldevelopmentplan審閱個(gè)人發(fā)展計(jì)劃的進(jìn)展情況規(guī)劃年中評估年度評估績效管理流程圖獎(jiǎng)勵(lì)培養(yǎng)培養(yǎng)AnnualPerformanceReviewProcess年度績效評估流程

SelfAssessment自我評估CalibrationMeeting校準(zhǔn)會議PerformanceReviewConversation績效評估會談ManagerCompletesEmployee’sAssessment經(jīng)理完成對員工的初評LeadershipCompetenciesGuide領(lǐng)導(dǎo)力指南LeadershipCompetencies

領(lǐng)導(dǎo)力指南LeadershipCompetencies

LeadershipCompetencyClusterCompetencyDescriptionTeamFocusedFosterCollaborationLead&DevelopPeopleWirkingtogethereffectivelytomeetbusinessgoalsfaster.ActionOrientatedDriveforresultsTurnvisionintoactionDrivingtoachieveambltloustargetsinanefficientway.PassionateFocusonourguests,customerandmarketsChamploningchangeCaringpassionatelyaboutourguestsandbusinesspartners,andchangingtomeettheirneeds.SavvyThinkaheadUnderstandourbusinessKnowingwhatittakestobeatourcompetltors,bothnowandinthefuture.領(lǐng)導(dǎo)力指南領(lǐng)導(dǎo)能力分類能力描述關(guān)注團(tuán)隊(duì)全面協(xié)作領(lǐng)導(dǎo)和發(fā)展員工通過有效的協(xié)同合作，更迅速的實(shí)現(xiàn)企業(yè)目標(biāo)。行動導(dǎo)向成效驅(qū)動將愿景轉(zhuǎn)化為行動以高效的方式推動長遠(yuǎn)目標(biāo)的實(shí)現(xiàn)。工作熱情關(guān)注客戶與市場、主導(dǎo)變革關(guān)注客戶和商業(yè)伙伴的需求，積極作出變革。業(yè)務(wù)技能超前思考了解業(yè)務(wù)了解現(xiàn)在和將來要擊敗競爭對手所需要的條件。RatingScaleDefinitions

評分等級說明RatingScaleDefinitions

ExceptionalPerformanceTheemployeeconsistentlyexceedsalltheexpectationsforkeyperformanceObjectives,keyJobResponabilitiesandLeadershipCompetenclesandacknowledgedassuchbypeersandseniorleaders.ConsistentOverPerformanceTheemployeefrequentlyexceedsexpectationsforkeyPerformanceObjectives,KeyJobResponsilitiesandLeadershipCompetenclesagainstanalreadystretchingsetofstandards.VeryGodPerformanceTheemployeemeetsestabilishedexpectationsforKeyPerformanceObjectivies,keyJobResponsibiltiesandLeadshipCompetencles,aratingthatanypersonshouldfeeljustifiablyproud.MixedOutcomesTheemployeemeetssomeexpectationsforKeyPerformanceObjectives,KeyJobResbonsibilitiesandLeadshipCompetencies,Withfocus,thepotentialtoraiseperformanceexist.UnacceptablePerformanceTheemployeedoesnotmeetexpectationsforKeyPerformanceObjectives,KeyJobResponsbilitiesandLeadshipCompetencies,AperformanceImprovementplanneedstobeinplace.54321評分等級說明持續(xù)不斷的超越期望員工持續(xù)超過關(guān)于主要工作目標(biāo)（KPO）、主要工作職責(zé)（KJR）和領(lǐng)導(dǎo)能力的所有期望并且得到同事和高層領(lǐng)導(dǎo)的確認(rèn)。經(jīng)常超越期望參照已有的延伸系列標(biāo)準(zhǔn)，員工經(jīng)常超過關(guān)于KPO、KJR和領(lǐng)導(dǎo)能力的期望。表現(xiàn)優(yōu)異員工達(dá)到關(guān)于KPO、KJR和領(lǐng)導(dǎo)能力的既定期望，評分讓任何人都會無可非議地感到自豪?；具_(dá)到期望員工實(shí)現(xiàn)關(guān)于KPO、KJR和領(lǐng)導(dǎo)能力的期望。需要員工指定一個(gè)績效改進(jìn)計(jì)劃，因?yàn)槿绻麤]有發(fā)生明顯改進(jìn)，則無法繼續(xù)聘用該員工。未達(dá)到期望員工沒有實(shí)現(xiàn)關(guān)于KPO、KJR和領(lǐng)導(dǎo)能力的期望。需要員工制定一個(gè)績效改進(jìn)計(jì)劃，因?yàn)槿绻麤]有發(fā)生明顯改進(jìn)，則無法繼續(xù)聘用該員工。54321KPO/KJRRating主要工作目標(biāo)/主要工作職責(zé)評分例如：您有五個(gè)KPO/KJR并將其評定為：5；4；3；2；3.您將評分相加：5+4+3+2+3=17然后用總和除以您的KPO/KJR數(shù)量：17/5=3.40然后您可以將結(jié)果四舍五入成：3.40=3您的整體KPO/KJR評分為3在上面的實(shí)例中，您可以將整體評分從3.40升為整數(shù)4，這是因?yàn)楸辉u估成5分的KPO/KJR實(shí)際上比其它的KPO/KJR更大、更重要。LeadershipCompetence/WinningWaysRating領(lǐng)導(dǎo)力/致勝之道評分例如：您的領(lǐng)導(dǎo)力4個(gè)方面分別評定為：5；3；4；3您將評分相加：5+3+4+3=15然后用總和除以4：15/4=3.75然后您可以將結(jié)果四舍五入成：3.75=4您的領(lǐng)導(dǎo)力評分為：4OverallRating整體評分請記住OPR可以是半點(diǎn)，這樣可以更詳細(xì)地反映整體績效。實(shí)例如果您的KPO/KJR分?jǐn)?shù)是3，領(lǐng)導(dǎo)能力分?jǐn)?shù)為4（3+4=7除以2=3.5）您的整體評分為3.5ReviewPerformance評估績效

SelfAssessment自我評估CalibrationMeeting校準(zhǔn)會議

PerformanceReviewConversation績效評估會談ManagerCompletesEmployee’sAssessment經(jīng)理完成對員工的評估LeadershipCompetenciesGuide領(lǐng)導(dǎo)力指南CalibrationMeeting校準(zhǔn)會議Priortothemeeting:會議前：Identifyafacilitatortomanagetheprocess(ideallythefacilitatorshouldbeyourHRrepresentative)確保會議有主持人管理會議的過程（理想的主持人應(yīng)該是您的人力資源代表）Confirmmeetingdate,timing,audience,andpreparationwithHRrespective確認(rèn)校準(zhǔn)會議的日期、時(shí)間、聽眾以及您的人力資源代表的準(zhǔn)備工作AllmanagersshouldprepareOverallPerformanceRatingsfortheirdirectreports.經(jīng)理應(yīng)該準(zhǔn)備您的所有直接報(bào)告的最終評估Shouldgatherlastyear’sperformanceratingsasadditionalinformation應(yīng)收集去年的績效評分作為額外的會議資料Allmanagersshouldthinkabouttheotheremployeesbeingdiscussedatthemeeting(thedirectreportsofyourpeers)經(jīng)理應(yīng)考慮在校準(zhǔn)會議上討論的其他員工（您同事的直接報(bào)告）CalibrationMeeting校準(zhǔn)會議Duringthemeeting:會議中：EachmanagershouldpresenttheOPR,KPOandLeadershipCompetencyratingsforeachdirectreportandprovideevidence每位經(jīng)理應(yīng)該提供每個(gè)直接報(bào)告的整體績效評分、KPO和領(lǐng)導(dǎo)能力評分，并提供支持評分的論據(jù)Debatearound:employeewithextremeratings討論范圍：員工評分異常Ensureallmembersofthegroupparticipateasevenlyaspossible確保所有的成員都能盡可能平等地參與ConsensusshouldbeachievedontheOverallPerformanceRatingforeachemployee對于每位員工的整體績效評分都應(yīng)達(dá)成一致意見Ensureconsistencyintheratingsregardlessofperson無論對象是誰，確保評分的一致性Managethetimingofthemeetingtoensureallemployeesareadequatelydiscussed控制會議的時(shí)間以確保充分討論到所有的員工ReviewPerformance評估績效

SelfAssessment自我評估CalibrationMeeting校準(zhǔn)會議PerformanceReviewConversation績效評估會談ManagerCompletesEmployee’sAssessment經(jīng)理完成對員工的評估LeadershipCompetenciesGuide領(lǐng)導(dǎo)力指南PerformanceReviewConversation績效評估會談1Treattheemployeeasa‘guest’,putthematease把員工當(dāng)客人,讓他們放松：Haveareviewscheduleandinformstaffinadvance準(zhǔn)備評估時(shí)間表，并提前告知員工Donotleavetheemployeewaiting別讓員工等待Don’tcancelthemeetingatthelastminute不要在最后時(shí)刻取消會議Welcomethemwarmly,showwecare熱情歡迎他們,體現(xiàn)關(guān)愛Offerthemabeverage提供飲料Removebarriers（Place、Phone）去除障礙（地點(diǎn)、電話）Ensuretheyunderstandthepurposeofthereviewisfortheirbenefit

確保員工明白會談目的和對其的好處Buildrapportwiththeemployee和員工建立良好關(guān)系Explaintheformatofthereview解釋會談的架構(gòu)PerformanceReviewConversation績效評估會談2Reviewtheemployee’saccomplishments回顧員工的成就Lettheemployeestartbyhighlightingtheirsuccesseswhichallowsyoutoseehowtheyviewtheirperformance讓員工從自己的表現(xiàn)說起,使你有時(shí)間聆聽其自我評價(jià)Usetheperformancereviewformasaguideforyourconversationdiscussingratingforeachcomponentoftheform使用績效評估表來指導(dǎo)會談并針對每項(xiàng)打分Givespecificfeedbackusingbehavioralexamples用具體行為來給予反饋Don’tspendallyourtimeonthepast不要花全部時(shí)間在過去的表現(xiàn):50%ofreviewonthepast50%在過去表現(xiàn)20%onthepresent20%在現(xiàn)在30%onthefuture30%在未來

PerformanceReviewConversation績效評估會談3Ensureemployeeunderstandsanyperformanceareasfordevelopment

確保員工明白自己可提高的地方：

-Askquestions提問:Openendedquestionstogettheemployeetalking(whataboutthe**projectstandsoutasanaccomplishment,Iseeyounoteditinyourselfassessment?)開放式問題使員工開口(關(guān)于某某項(xiàng)目,我發(fā)現(xiàn)你在自我評估中有提及,你為什么認(rèn)為你這是你的一個(gè)業(yè)績?)Probingquestionstogainclarificationorfinddetails(whowasontheteam,whatdidyoudo,whatdidyousay?)探索式問題,發(fā)掘細(xì)節(jié).(你的團(tuán)隊(duì)還有誰?你后來說了什么?你又是怎么做的呢?)Funnelquestionstogetspecificinformation(tellmeaboutit,whathappenedexactly?)漏斗式提問,得到具體信息.(告訴我到底發(fā)生了些什么?)Closedquestionsonlytogetcommitmentorapproval(Doyouagreeweneedtoworkonteamfocusedbehavior?)封閉式問題得到確認(rèn)(你同意自己需要在團(tuán)隊(duì)合作上更加注意嗎?)PerformanceReviewConversation績效評估會談4AgreePersonalDevelopmentPlananddiscusscareergoals

就個(gè)人發(fā)展計(jì)劃達(dá)成一致并討論職業(yè)目標(biāo)Focusonthefuture關(guān)注未來ThisconversationcanoccurwiththePerformancerevieworasaseparatemeeting可以將本部分和績效評估會和在一起或者單獨(dú)開另一次會議AllPersonalDevelopmentPlansareduebyApril30

個(gè)人發(fā)展計(jì)劃應(yīng)該在4月30日前完成DiscussKPO’sfornextyear討論明年的主要績效目標(biāo)

PerformanceReviewConversation

績效評估會談5Closethereview會談結(jié)束

Summarizethediscussion,recapthemainpoints總結(jié),重述主要觀點(diǎn)Advisetheemployeethatthereviewformwillbecompletedandtheywillbeaskedtoreview,signandgivecomments告訴員工評估即將結(jié)束,他們可以閱讀評估表,并在最后簽名和寫下自己意見.AsktheemployeetothinkabouttheirobjectivesorKPOsforupcomingyear

讓員工考慮來年的KPOSettime/datetofinalizeKPOandPDP,ifnotdone如果沒有完成,確定KPO和PDP的完成時(shí)間Askemployeeiftheyhaveanyquestions詢問員工是否有其他問題Thankthemfortheircontributions謝謝他們做出的貢獻(xiàn)ManagementTechniquestoremember

績效評估小技巧Respectandsupportanindividual’smoral尊重員工并關(guān)注員工士氣Focusonperformanceissues,nottheperson關(guān)注績效表現(xiàn)而不是個(gè)人Listen,checkunderstandingandrespondappropriately聆聽,確保理解并正確回應(yīng)Makesureallgoalsandcommitmentsaremutuallyagreeable確保所有目標(biāo)和承諾得到雙方認(rèn)可

FAQ

常見問題Newstaffunderprobation試用期內(nèi)的新員工Probationappraisalinsteadofannualreview.只需做試用期評估、無需做年終評估。Newtransferredstaff新調(diào)動員工

Referpreviousdept.heads’comments.參考員工前任經(jīng)理的評估意見。NewManagerjoinedafterOct.1st十月一日后入職的新經(jīng)理

Use360°methodtoreviewyourstaff.使用360°方法綜合評估你的下屬。AnEmployeehasbeenonlong-termsick