愛立信薪酬體系

EricssonCompensation&Benefit

愛立信薪酬體系

EricssonCompensation&Benefit

愛立信薪酬體系

C&BvsCompanystrategy&HRmanagement 薪酬與公司管理和人力資源管理的關(guān)系

C&Bsystemestablishment,competitiveness,impactto companyfinance

薪酬體系的建立、競(jìng)爭(zhēng)力、對(duì)公司財(cái)務(wù)管理的影響力

WhatareEricsson’sbusinessmeasurements?

愛立信業(yè)務(wù)的衡量尺度？

(它隨著公司業(yè)務(wù)的轉(zhuǎn)變而變化，去年可能是凈銷售額、客戶滿意度、現(xiàn)金流，今年則是訂單數(shù)量和應(yīng)收帳款等)

Thebusinessmeasurementsdecide

thec&Bstrategy

業(yè)務(wù)的衡量尺度決定公司薪酬體系的戰(zhàn)略

(如獎(jiǎng)勵(lì)機(jī)制中目標(biāo)的制定直接與業(yè)務(wù)戰(zhàn)略相關(guān))

WhyHRneedtolookatmoney?

人力資源為什么向“錢”看？

allHRactivitiescanbeputinmoneyterm所有的人力資源管理活動(dòng)都可以用錢來衡量Nofinancialmind-set&analysis,HRisblind.沒有財(cái)務(wù)分析和頭腦，人力資源管理是盲目的。

Netsalesperemployee人均凈銷售額

Netsales凈銷售額totalno.ofemployees員工總數(shù)EmployeecostvsOPEX員工費(fèi)用/營(yíng)運(yùn)費(fèi)用OPEXrunrate/totalturnover營(yíng)運(yùn)費(fèi)用/總營(yíng)業(yè)額Employeecost/OPEXrunrate員工費(fèi)用/營(yíng)運(yùn)費(fèi)用HowtobuildHRmanagementintobusinessprocess?

如何把HRM建立到業(yè)務(wù)流程？

HRrewardsystemHR獎(jiǎng)勵(lì)機(jī)制Companyfinancialobjectives公司財(cái)務(wù)目標(biāo)Humancapitalindex人力資本指數(shù)Customersatisfaction客戶滿意度KeyelementsofHRoperation

人力資源運(yùn)作的關(guān)鍵要素

組織設(shè)置Organizationaldesign\M&A人員配置、人才招聘resourceplanning&staffing薪酬體系C&B設(shè)定目標(biāo)/指標(biāo)量化Settingobjectives&measurement培訓(xùn)和能力發(fā)展Training&competencedevelopment績(jī)效評(píng)估和反饋Performanceevaluation&feedbackMotivationcharacteristicsofSuccessfulCompanies成功企業(yè)激勵(lì)機(jī)制的特點(diǎn)

supportcompanystrategyanddevelopment 配合公司戰(zhàn)略和發(fā)展

fullyalignwithcompanygoals 不偏離公司目標(biāo)

eachmotivationactionhasitsspecificobjective 任何一個(gè)激勵(lì)機(jī)制都有它特定的目的

flexibility,fitintoindividual’sdesires 因人而異MOTIVATION激勵(lì)機(jī)制企業(yè)運(yùn)作環(huán)境Businessenvironment(industry,globalization,marketcompetitiveness)企業(yè)文化Companyculture品牌brand員工的價(jià)值Valueofstaff工作，機(jī)會(huì)，工資，獎(jiǎng)金，獎(jiǎng)勵(lì)，股票，國(guó)外工作機(jī)會(huì)，教育，培訓(xùn)，管理風(fēng)格，工作環(huán)境，組織結(jié)構(gòu)，工作效率Compensation&Benefit薪酬體系仁者見仁，，智者見智智的薪酬體體系人力資源管理的靈魂

直接影響公司財(cái)務(wù)運(yùn)作人力資源管理中技術(shù)/技巧難度最大的部分

管理的平臺(tái)

最直白的競(jìng)爭(zhēng)

既靈活又抽象，為我所用C&BProgramManagementCycle薪酬體系管管理流程Organization’’sStrategy組織戰(zhàn)略HumanResourcesStrategy人力資源戰(zhàn)戰(zhàn)略C&BStrategy薪酬戰(zhàn)略ProgramEvaluation體系評(píng)估Administration&Implementation操作執(zhí)行ProgramDesign體系設(shè)計(jì)Communication&Training溝通與培訓(xùn)訓(xùn)FactorstobeconsideredinC&BStrategy薪酬戰(zhàn)略的的考慮因素素CustomerValue客戶價(jià)值Price價(jià)格Quality質(zhì)量Service服務(wù)OrganizationValue組織價(jià)值FinancialResult財(cái)務(wù)結(jié)果Org.Performance組織結(jié)果EmployeeValue員工價(jià)值C&B薪酬Otherreturns其他回報(bào)C&BStrategy薪酬戰(zhàn)略C&BObjectives薪酬目標(biāo)Attract吸引Retain保留Motivate激勵(lì)Employees員工Company公司AchieveObjectives達(dá)到公司目目標(biāo)KeyElementsofC&B薪酬福利的的關(guān)鍵要素素IPE(InternationalPositionEvaluation)System國(guó)際職位評(píng)評(píng)估系統(tǒng)C&BPackage薪酬內(nèi)容PerformanceManagement績(jī)效管理IPE-InternationalPositionEvaluationIPE-國(guó)際職位評(píng)評(píng)估系統(tǒng)-AHumanResourcetoolwhichmeasurestheimpactandcontributionofeachposition一種人力資資源的工具具，用來衡衡量每個(gè)職職位的影響響和貢獻(xiàn)Salarysurveytobenchmarkcompetitiveness用于于工資調(diào)查查以衡量競(jìng)競(jìng)爭(zhēng)力Establishsalarylevelandstructure用用于建立立工資水平平及結(jié)構(gòu)Facilitaterecruitment用于于招聘Facilitatecareerplanning用于于職業(yè)發(fā)展展的計(jì)劃Promotionandjobrotation用于于升職和工工作變動(dòng)時(shí)時(shí)的職位評(píng)評(píng)估Organizationdevelopment用用于組組織發(fā)展時(shí)時(shí)的職位評(píng)評(píng)估TheFourIPEFactorsIPE的四個(gè)要素素Factor1:Impact影響力Factor2:Communication溝通Factor3:Innovation創(chuàng)新精神Factor4:Knowledge知識(shí)技能Factor1:Impact影響力Contribution貢獻(xiàn)Impact影響力Organization組織大小Sizeoforganization組織大小Influenceonit’sareaofresponsibility/operation對(duì)于職責(zé)范范圍內(nèi)的影影響Factor2:Communication溝通Position’’sresponsibilityforcommunicationsbothwithinandoutsidetheorganization職位要求的的對(duì)內(nèi)部及及外部的溝溝通Frame架構(gòu)(內(nèi)部部或外部)Communications溝通Factor3:Innovation創(chuàng)新精神Identify,developandmakeimprovementtonewideas,techniques,procedures,services,orproducts發(fā)現(xiàn)、發(fā)展展、改進(jìn)新新的想法、、技術(shù)、程序、服務(wù)務(wù)或產(chǎn)品Complexity復(fù)雜性Innovation創(chuàng)新Factor4:Knowledge知識(shí)技能Teams團(tuán)隊(duì)Breadth寬度Knowledge知識(shí)技能Knowledgerequiredinjobtoaccomplishobjectiveandcreatevalue完成工作并并增加價(jià)值值所需的知知識(shí)技能StepstosetIPESystem設(shè)定IPE的步驟Step1Establishworkingcommittee建立工作組Managementteamreviewandapprove管理層審核并批準(zhǔn)Step6CalculateIPEscoreandsecondinterviewlinemanager算出IPE分?jǐn)?shù)并與經(jīng)理第二輪面談Step5Firstinterviewlinemanager與經(jīng)理第一輪面談Step4Reviewjobdescriptionanddesignchecklistquestions回顧工作描述并設(shè)計(jì)相關(guān)問卷Step3UnderstandIPEsystemanddefineroleofeachparty了解IPE系統(tǒng)并規(guī)定每一方的職責(zé)Step2C&BPackage薪酬內(nèi)容competitiveinthemarkettoattract,retainandmotivate保持市場(chǎng)競(jìng)競(jìng)爭(zhēng)力從而而吸引、保保留、激勵(lì)勵(lì)員工Compensation薪酬FixedSalary固定工資VariablePay浮動(dòng)工資ShortTermincentive短期激勵(lì)獎(jiǎng)獎(jiǎng)金SalesIncentive銷售獎(jiǎng)金Performancebonus績(jī)效獎(jiǎng)金B(yǎng)enefits福利SocialInsurance社會(huì)保險(xiǎn)HousingFund住房公積金金Supl.HousingFund補(bǔ)充住房基基金Sportsallowance運(yùn)動(dòng)補(bǔ)貼Leave&holiday休假Life&MedicalInsurance人壽和醫(yī)療療保險(xiǎn)OverseasTravelInsurance境外旅行保保險(xiǎn)Transportation交通Mealallowance飯補(bǔ)Others-welfare,rewarding其他...BaseSalary基本工資13MonthsSalary年底雙薪OvertimePayment加班工資TravelAllowance出差補(bǔ)貼StockOption股票期權(quán)C&BPackageDesigningPrinciples薪酬設(shè)計(jì)原原則Externallycompetitive外部競(jìng)爭(zhēng)力力Internallyequitable內(nèi)部公平性性CostAffordable&Appropriate成本承受力力及合理性性Understandable員工及公司司的認(rèn)同性性Efficienttoadminister便于操作ExternallyCompetitive外部競(jìng)爭(zhēng)力力Selectcompetitors.選定競(jìng)爭(zhēng)對(duì)對(duì)手Selecttheappropriatetypeofsurvey選擇適當(dāng)?shù)牡氖袌?chǎng)調(diào)查查Determinecurrentmarketposition了解目前在在市場(chǎng)上的的位置SettargetonMarketpositioning設(shè)定市場(chǎng)定定位目標(biāo)(e.g.25P,50P,75Por90P)AdjustC&Bpoliciesaccordingly相關(guān)薪酬政策調(diào)調(diào)整Whoareourreference?我們和誰(shuí)比較？？XX的薪酬參照物？？OverallVariance總述2002Aprilfixedsalaryis3%and2%higherthan2001Apriland2001Octoberrespectively.2002年4月市場(chǎng)工資資比2001年年4月和10月月分別增長(zhǎng)了3%和2%。AtIPE60Level2002Aprilis15%higherthan2001Apriland5%morethan2001October.IPE60的員工，2002年4月市場(chǎng)場(chǎng)工資比2001年4月和10月分別增長(zhǎng)長(zhǎng)了15%和5%。Example1：MarketSurveyDataAnalysis舉例1：市場(chǎng)調(diào)調(diào)查數(shù)據(jù)分析-MarketMovement市場(chǎng)移動(dòng)0500001000001500002000002500003000004243444546474849505152535455565758596090P75P50P25PIPEAnnualTotalCash-OneCompany’spositioninthemarket公司在市場(chǎng)上的的位置Example2：MarketSurveyDataAnalysis舉例2：市場(chǎng)調(diào)調(diào)查數(shù)據(jù)分析InternallyEquitable內(nèi)部公平性BasePay-SystematicSalaryStructure基本工資--系統(tǒng)的工資資結(jié)構(gòu)VariablePay-basedonCo.’sachievement.浮動(dòng)獎(jiǎng)金--與公司業(yè)績(jī)績(jī)掛鉤Benefits-secureprogramforeveryemployee福利計(jì)劃-為為每位員工提提供保障StockOptions-toretain&motivatekeycontributors股票期權(quán)--保留和激勵(lì)勵(lì)關(guān)鍵員工PerformanceManagement-Standardmeasurements績(jī)效管理--統(tǒng)一的衡量量標(biāo)準(zhǔn)Internalequityisreflectedinthefollowingareas:內(nèi)部公平性反映映在以下方面：：CostAffordable&Appropriate成本承受力及合合理性-FinancialAnalysis費(fèi)用的管理C&BCostForecast-decidesifit’saffordable薪酬費(fèi)用預(yù)算--決定公公司是否有能力力支付OPEXForecast-decidesifit’sappropriateandacceptablebyManagement營(yíng)運(yùn)成本與凈銷銷售額的比值(OPEX)的預(yù)算--決決定薪酬是否否合理，并能為管理層所接受受Understandable員工及公司的認(rèn)認(rèn)同性Win-WinPrinciple雙贏原則EmployeescreatevalueforCompany員工為公司創(chuàng)造造價(jià)值Companyprovidesemployeescompetitivecompensationandhelpsemployeestoachieveindividualobjectives.公司為員工提供供有競(jìng)爭(zhēng)性的薪薪酬并幫助員工工實(shí)現(xiàn)個(gè)人目標(biāo)標(biāo)。EfficientCommunication有效的溝通Efficienttoadminister便于操作NegativeExample:負(fù)面例子：BaseSalarySetting基本工資設(shè)定SalaryStructureSetting工資結(jié)構(gòu)的設(shè)定定Salaryrevision調(diào)薪實(shí)例1：SalaryStructureSetting工資結(jié)構(gòu)的設(shè)定定a b c=Mid-PointProgression中值變化a1-a2 =RangeSpread幅度范圍s1-s2 =RangeOverlap范圍重疊050001000015000200002500030000350004000045000IPEGradesa1a2abcdeSalaryPolicyLine工資線cs1s2SalaryPolicyLine工資線marketdata¤tsalariesarereference;以市場(chǎng)數(shù)據(jù)和現(xiàn)現(xiàn)行工資為參考考Useregressedtrendline;用回歸曲線ConsistentwiththeC&Bstrategyoftheorganization與公司薪酬戰(zhàn)略略保持一致Midpoint-to-midpointDifferential中值之間的差別別5-10%betweengradesforAdm.staff;(IPE43-49)行政人員-每個(gè)個(gè)級(jí)別差約5-10%；8-15%betweengradesforprofessionalandmanagement(IPE50-57)專業(yè)技術(shù)或管理理人員-每個(gè)級(jí)級(jí)別差約8-15%；30-35%betweengradesforexecutivelevels(IPE58+)高級(jí)管理人員-每個(gè)級(jí)別差約約30-35%；RangeSpread幅度范圍Narrowrange(30-50%)foradm.staff;窄幅(30-50%)適用于于行政人員；Widerrange(40-60%)forprofessionalstaff;稍寬幅度適用于于專業(yè)技術(shù)人員員；Widestrange(60%-300%)formanagerial&executivestaff.最寬幅度適用于于管理人員RangeOverlap范圍重疊Afunctionofmidpointdifferentialsandrangespreads;由中值差別與幅幅度范圍決定Overlapoffivegradesiscommon.五個(gè)級(jí)別內(nèi)的重重疊為正常Broadbandingmayproducesubstantialoverlap.“寬級(jí)”會(huì)造成成很大的范圍重重疊。FactorsInfluenceSalaryRevision影響個(gè)人工資調(diào)調(diào)整的因素PerformanceRating表現(xiàn)評(píng)估得分IndividualPayPositiontoSalaryStructure相比工資結(jié)構(gòu)，，個(gè)人的工資水水平salaryexceedingthemaximum:lumpsum工資超過最高值值，付一筆金額額，無工資增長(zhǎng)長(zhǎng)salarybeneaththeminimum:specialadjust工資低于最低值值，特殊調(diào)整CompetenceandMarketValue能力與市場(chǎng)價(jià)值值CostofLiving物價(jià)水平IncentiveSetting獎(jiǎng)金設(shè)定IncentivevsGuaranteedPay獎(jiǎng)金與固定薪酬酬的比重Incentiveobjectivessetting獎(jiǎng)金目標(biāo)的設(shè)定定實(shí)例2：IncentivevsGuaranteedPay獎(jiǎng)金與固定薪酬酬的比重-MarketMovement(example)市場(chǎng)移動(dòng)(舉例例)100%100%100%100%100%100%10%10%15%23%30%28%0%20%40%60%80%100%120%140%SalesMgr.SalesProf.SalesgeneralstaffMgr.&Prof.GeneralstaffAdmin/Sec.GuaranteedCashVariablePaymentIncentiveObjectivesSetting獎(jiǎng)金目標(biāo)的設(shè)定定-SalesIncentive銷售獎(jiǎng)金TurnOver(orderbooking,netsales)營(yíng)業(yè)額(定單，，凈銷售額)MarketShare市場(chǎng)份額CashFlow現(xiàn)金流ProductMix產(chǎn)品組合1999TurnOver(orderbooking,netsales)營(yíng)業(yè)額(定單，，凈銷售額)MarketShare市場(chǎng)份額CashFlow現(xiàn)金流ProductMix產(chǎn)品組合20002001MUChinaNetSales(compulsory)中國(guó)市場(chǎng)凈銷售售額(必須)MUChinaCashFlow(compulsory)中國(guó)市場(chǎng)現(xiàn)金流流(必須)CustomerSatisfaction客戶滿意度...(half-yearevaluation&payment)(半年評(píng)估一次)2002Max.4Objectives:最多4個(gè)目標(biāo)OrdersBooked(compulsory)定單量(必須)NetSales(compulsory)凈銷售額(必須須)MarketContribution(formanagers)市場(chǎng)損益(針對(duì)對(duì)經(jīng)理)ProductMix(strategicproducts&services)產(chǎn)品組合CustomerSatisfaction客戶滿意度AccountReceivable應(yīng)收帳款I(lǐng)ncentiveObjectivesSetting獎(jiǎng)金目標(biāo)的設(shè)定定-SalesIncentive銷售獎(jiǎng)金B(yǎng)asedon5businessperspectivesoffinancial,customer,employee,innovation,internalefficiency,Y2K基于財(cái)務(wù)、客戶戶、員工、創(chuàng)新新、效率等5個(gè)個(gè)方面，以及Y2K。25%offinancialobjectives,75%ofKPIswithfinancial&non-financial須至少有25%為財(cái)務(wù)指標(biāo)Norestrictionsonnumberofobjectives對(duì)目標(biāo)的設(shè)定無無數(shù)量限制。1999Maximum4objectives最多4個(gè)目標(biāo)Atleast1objectiveisfinancial至少一個(gè)是財(cái)務(wù)目標(biāo)1objectivefromtheunitinwhichtheemployeeworks有一個(gè)員工所在在部門的目標(biāo)1objectivefromtheunitoflinemanagerworks有一個(gè)員工經(jīng)理理所在部門的目目標(biāo)Eachorganizationdecideobjectiveweight各組織自己決定定各項(xiàng)目標(biāo)的權(quán)權(quán)重“Grandfather””principlereinforcesobjectivealignment兩層經(jīng)理批準(zhǔn)以以確保目標(biāo)的一致性2000IncentiveObjectivesSetting獎(jiǎng)金目標(biāo)的設(shè)定定-STI&PerformanceBonus短期激勵(lì)獎(jiǎng)金和和績(jī)效獎(jiǎng)金Maximum4objectives最多4個(gè)目標(biāo)OverallobjectivesofNetSales/OrdersBooked,MarketContribution,Quality/TQMiscascadeddown;整體目標(biāo)如凈銷銷售額、定單量量、市場(chǎng)損益、、質(zhì)量等由上自自下設(shè)定Oneofmanager’sobjectivesshouldbesharedbysubordinates下屬須有一個(gè)目目標(biāo)與經(jīng)理分擔(dān)擔(dān)。20012002Maximum5objectives最多5個(gè)目標(biāo)MUChinaNetSales(compulsory)中國(guó)市場(chǎng)凈銷售售額(必須)MUChinaCashFlow(compulsory)中國(guó)市場(chǎng)現(xiàn)金流流(必須)Others其他(half-yearevaluation&payment)(半年評(píng)估一次)IncentiveObjectivesSetting獎(jiǎng)金目標(biāo)的設(shè)定定-STI&PerformanceBonus短期激勵(lì)獎(jiǎng)金和和績(jī)效獎(jiǎng)金C&BProgramEvaluation薪酬體系系評(píng)估Impactonorganization’sperformance(CustomersSatisfaction,Profit,externalimage,etc.)對(duì)公司業(yè)業(yè)績(jī)的影影響(客戶滿滿意度，，贏利，，外部形形象，等等)Costs費(fèi)用Employeeturnoverrate員工離職職率HumanResourcesEffectiveness人力資本本指數(shù)PerformanceManagement績(jī)效管理理PDDiscussion(Q1)個(gè)人發(fā)展展談話Reviewjobdescription回顧工作作描述SetObjectivesMeasurements設(shè)定目標(biāo)標(biāo)及衡量量標(biāo)準(zhǔn)CompetenceProfile技能要求求Individualdevelopmentplan個(gè)人發(fā)展展計(jì)劃DevelopmentActions發(fā)展行動(dòng)動(dòng)(Q1-Q4)Training培訓(xùn)Coaching教練Counseling咨詢Review審核PerformanceAppraisal(Q4)績(jī)效評(píng)估估EvaluateObjectiveachievementsAssesspersonalperformancefactors評(píng)估目標(biāo)標(biāo)達(dá)到情情況，其其結(jié)果將將：Inputfornextyear’sPDDiscussion作為次年年個(gè)人發(fā)發(fā)展談話話參考Abaseforsalaryrevision作為調(diào)薪薪的基礎(chǔ)礎(chǔ)Abaseforcareeradvancement作為事業(yè)業(yè)發(fā)展的的基礎(chǔ)PDDiscussion個(gè)人發(fā)展展談話WhenToHavePDDiscussion?何時(shí)進(jìn)行行個(gè)人發(fā)發(fā)展談話話？Firstquarteroftheyear每年的第第一季度度6monthsafternewemployeeonboard(Objectivecanbesetonceemployeeonboard)新員工入入職后的的6個(gè)月月(目標(biāo)標(biāo)設(shè)定可可于員工工入職后后即完成成)Employeestatuschange員工情況況變化時(shí)時(shí)Promotion升職Demotion降職Transfer工作調(diào)轉(zhuǎn)轉(zhuǎn)...Step1ReviewJobDescription回顧工作作描述Step2SetObjective/Goals-SMART設(shè)定SMART目標(biāo)Step3SetStandardsandMeasurement設(shè)定衡量量標(biāo)準(zhǔn)Step4DiscussCompetenceProfile討論技能能要求Step5IndividualDevelopmentPlan設(shè)定個(gè)人人發(fā)展計(jì)計(jì)劃PDDiscussionSteps個(gè)人發(fā)展展談話步步驟SettingObjectives,StandardsandMeasurements目標(biāo)及衡衡量標(biāo)準(zhǔn)準(zhǔn)設(shè)定PriorityObjectives/Standards/RatingWeightResponsibilitiesMeasurement(1-5)

30%.20%.15%.DeliverprojectXXXaccording Deliveredby15thofApr02totimeplanandprojectspec. IncreaseCustomer.Satafter deliveringbyover3,8.IndividualOPEXdecreasedby By31stofDec02Kr25.000,-/year. Documentedinthefinancial system,costcenterXXXImplementPerformance MeasuredbyDialog,Dec01:ManagementwithinXXX. Allemployeeshavesetgoals. AllemployeeshavePD-disc. IncreasedEmpowerment indexbyover30%Examples舉例:Technical/ProfessionalCompetenceHumanCompetenceBusinessCompetenceIndividualCapacitiesCompetenciesrelevanttointeractionwithpeople.ManagingPeopleNegotiatingSkill...Competenciesspecificforacertainfunction,roleortask.3GCompetence2.5GCompetence...Competenciesrelatedtotheunderstandingofthebusiness.UnderstandingofTelecomMarket...TheEricssonCompetenceModel愛立信技技能模式式Examples舉例:CompetenceProfile綜合技能能評(píng)定表表IndividualDevelopmentPlan個(gè)人發(fā)展展計(jì)劃ActionsandCourses PlannedTimeCompleteTime

行動(dòng)/課程 計(jì)劃時(shí)間完成時(shí)間

AttendtheLCCcourse June2001May2002Participateintheglobalprojectof…Feb2001Oct.2001ImplementthePMprogramin…departmentMay2001Dec.2001Rotateto…positiontogetfurtherunderstandingofbusinessoperationJan2002May2002Examples舉例:DevelopmentActions發(fā)展行動(dòng)動(dòng)Training培訓(xùn)CoachingandFeedback教練、反反饋Counseling咨詢Review審核DevelopmentActions發(fā)展行動(dòng)動(dòng)Coaching&Feedback教練、反反饋GoodCommunicationSkill良好的溝溝通技巧巧Coaching教練Coachingisthefollowingupoffeedback,incl.Solvingtheproblemandactionplan.教練是對(duì)對(duì)反饋的的跟進(jìn)，，包括解決決問題及及行動(dòng)計(jì)計(jì)劃等。。Feedback反饋Effectivefeedbackdescribesthebehaviorsunderspecificsituation有效的反反饋是對(duì)對(duì)于員工工具體情境境下行為為的反饋饋Feedback:TheIDEALState給予反饋饋的理想想狀態(tài)F =Frequent時(shí)常A =Accurate準(zhǔn)確S =Specific明確具體體T =Timely及時(shí)Preferredapproach……“Yourpresentationthismorningwentwell.Youconveyedveryclearlythesupportingrationale.Infact,theteamagreedwithyourrecommendationandwe’’llbemovingahead.OnesuggestionI’dmakeforfuturepresentationsisspendinglesstimeonthealternativesconsidered.Thatwaytheaudienceremainsclearonwhat’sbeingproposed.”O(jiān)neapproach……“Thatwasagreatjobonthepresentationyoudidlastmonth.Igotafewcommentsabouthowitcouldhavebeenshorter,butoverallyoudidfine.Keepupthegoodwork!””Someexamples例子...PerformanceAppraisal績(jī)效評(píng)估估Whattobeappraised?評(píng)估什么么Results&achievements工作結(jié)果果評(píng)估Objectives目標(biāo)Responsibilities/keyresultsareas職責(zé)Performancefactors表現(xiàn)因素素評(píng)估Attitudeinperforming工作態(tài)度度Competence能力RatingandWeighting分值與權(quán)權(quán)重TheoverallratingofPerformanceAppraisalshouldderivefrombothratingofobjectives/responsibilitiesandperformancefactors.表現(xiàn)評(píng)估估的最終終結(jié)果來來自目標(biāo)標(biāo)/職責(zé)責(zé)及表現(xiàn)現(xiàn)因素的的評(píng)估。。Weighting權(quán)重：Objectives/Responsibilities=60%目標(biāo)/職職責(zé)占