绩效评估课件

1、绩效评估360 Performance Evaluation Process 绩绩 效效 评评 估估 步步 骤骤2002绩效评估What is 360 Performance Evaluation (feedback)? 什 么 是 360度绩 效评估 ( 反馈）？绩效评估360 feedback is an art, not a science 360评估不仅是科学，而且是一门艺术。绩效评估Downward上 级Upward 下 级 (anonymous) (不记名的)Self 自己Colleague 同 级360 Evaluation 360 度评估度评估绩效评估Traditional P

2、erformance Evaluation Approach 传统绩效评估方法传统绩效评估方法Evaluator/Manager 评 估 人 员/经 理Evaluatee/Direct Report 被 评 估 人 员/直 接 下 属绩效评估How 360 feedback impacts individual performance?360评估如何反映个人绩效评估如何反映个人绩效?Evaluation 评估Anonymous peer 匿名的同事Anonymous subordinate 匿名的部属Anonymous customer 匿名的客户Supervisor 上级Self 自己360

3、 feedback and follow-up feedback with rater group 360反馈以及经过交流的反馈Weaknesses identified 找出缺点Acceptance of feedback接受反馈Improvement Goal Setting 确定发展目标Organizationalsupport systems组织支持系统Greater Self-Awareness更深入的自我认识Improved Individual Outcomes(e.g., performance/attitude) 促进个人的进步绩效评估Performance Evaluati

4、on Process 绩 效 评 估 步 骤绩效评估Identify Evaluation Directors 确定评估督导Select Evaluators (ERF process) 选择评估人Input 360 Evaluation Feedback输入360度评估Complete Self Evaluation 完成自我评估Generate Year End Data Packet 生成年终评估数据包Firmwide Performance Evaluation Process全公司范围内的评估过程Evaluators 评估人Evaluatee 被评估人绩效评估Conduct Perf

5、ormance Review Discussion进行绩效讨论Sign on the E&D Summary 签署评估发展总结Return to PE Center 交还评估中心Write Evaluation and Development(E&D Summary)撰写评估及发展总结Firmwide Performance Evaluation Process(Cont)全公司范围内的评估过程全公司范围内的评估过程(续）续）绩效评估Election of Evaluation Director评估督导的选择 Normally he/she is the direct supe

6、rvisor of the evaluatee 一般就是被评估人的直接上级绩效评估Selection of Evaluators评估人的选择Evaluation Type评估种类评估种类Descriptions定义定义Limits人数人数Downward上级评估人Those professionals for Whom you have workedclosely (typically your direct manager (s)你为之工作的人(一般为你的直接经理)Maximum: 2最多：2 人Colleague同事评估人Those professionals with whom you

7、have workedclosely. These evaluators may include those at thesame title level as you as well as those senior or juniorin title to you 你与之密切共事的人。该类评估人包括与你同级的人及级别与你不同的人Minimum: 4最少： 4 人Maximum: 6最多：6 人Upward下级评估人Generally those professionals who have workeddirectly for you and who can provide meaningf

8、ulassessment of your managerial and leadership skills.Include all those considered to be your direct reports一般是指那些为你而工作，并能够为你的表现提供有意义的评估的人。包括那些直接向你汇报的人Minimum: 3最多：3 人绩效评估表格类型 自我评估表 上级对下级评估表 下级对上级评估表 同事间评估表绩效评估自我评估表 商业目标和成就 专业发展 签名并注明日期绩效评估上级对下级和同事评估表 核心能力之评估 优势评估 待提高之处评估绩效评估下级对上级评估表 核心能力评估 领导能力评估 人

9、员管理评估绩效评估如何书写评估 以相关绩效准则为依据 考虑被评估人一年的业绩 基于可观察的行为 以具体事例为支持 提出如何完善的建议绩效评估评估举例 优势评估 行为行为：你的同事李莉是一位善于与她的听众交流的讲演者 不是很有帮助的评估不是很有帮助的评估很强的口交流能力。具有说服力，执行交易。 有帮助的评语有帮助的评语交流流利：李莉善于使小组达成一致。她能够很快了解组员的不同想法，并且通过自己的洞察力清晰了解组员的表现，她还能够影响他人。作为一位表达清晰并具有说服力交流者，她可以与不同类型的人协调关系。在X项目会上，她说服董事会同意财务总监利用税收优惠来获得有益的副产品，同时还提出了独立动声会成

10、员对投资者反映的关心。为了恰当的发挥李莉在此方面的才能，我愿意看到她得到提升并指导部门里的其他人员。绩效评估Types of feedback反馈的不同类型反馈的不同类型 Confirmatory positive feedback: The individual receives high ratings from others, which confirm the individuals high self-ratings.共同的积极反馈：员工的自我评估与他人评估都得到积极评价。 Disconfirmatory negative feedback: The individual recei

11、ves ratings from others that are lower than his or her self-ratings.单方面的消极反馈：员工得到比自我评估低的评价。绩效评估Types of feedback （Cont)反馈的不同类型（续）反馈的不同类型（续） Confirmatory negative feedback: The ratings received from others are low, and the self-ratings also are low.共同的消极反馈：员工的自我评估与他人的评价一样低。 Disconfirmatory positive f

12、eedback: The individuals self-ratings are lower than ratings received by others.单方面的积极反馈：员工自我评价低于他人评价。绩效评估书写评估及发展总结基于以上反馈，评估主任为被评估人书写评估及发展总结，作为绩效评估讨论的依据。反馈包含以下内容： 在过去一年里，被评估人在业务方面的成就 在过去一年里，被评估人在个人发展方面的成就 在未来一年里，被评估人在业务方面的目标 在未来一年里，被评估人在个人发展方面的目标绩效评估人力资源部在评估中的地位 顾问地位： 设计评估体系 提供评估工具 设计评估流程 汇总评估数据 协调评

13、估程序 法官地位？ 警察地位？绩效评估Keys for effective Performance Evaluations 有效的绩效管理的关键有效的绩效管理的关键 Support from Management- view it as a tool to enhance overall efficiency of the Firm管理层的支持看作提高公司整体效率的工具 Buy in of the staff - involvement and training员工的理解参与和培训 Feedback be specific - provide specific example based on

14、 observable behavior rather than vague comment(coach, not judge)反馈要明确 提供基于行为的反馈，提供具体的例子，而不是空洞的评价（是教练，而不是法官）绩效评估为什么没有完成绩效评估？为什么没有完成绩效评估？“I am too busy to do it”“我太忙了我太忙了,没时间做没时间做”Mangers fear of confrontation 害怕冲突害怕冲突Reluctance of employee员工不情愿员工不情愿绩效评估“I am too busy to do it”“我太忙了我太忙了,没时间做没时间做”Quest

15、ion: I am just too busy managing to be able to set aside the amount of time need to do performance management as you describe it. 问题: 我太忙了,没有办法安排出做绩效管理的时间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 manag

16、ement time.回答:经理人员的工作就是保证其下属高效地完成工作。由此说来，绩效管理帮助管理人员节约时间的工具。Suggestion: look at where the time is gone: micromanage, getting involved in all the little things that should be handled by your subordinates.建议：查看一下时间都花到哪里去了：是否管理太细了，卷入许多本该由你下属完成的工作。绩效评估Fear of confrontation害怕冲突害怕冲突Question: Managers expre

17、ss concern about the difficulty of bringing up performance problems, because they feel that employees are going to fight back, and the process might turn ugly. 问题:管理人员不愿提出绩效问题，因为他们担心员工会争辩，从而使得评估过程变得令人不愉快。Answer:Performance interview is not about discussing poor performance. Its about talking about a

18、ccomplishment, successes, and improvement. A focus on those three things reduces confrontation because manager and employee are on the same side. 回答：绩效讨论不是讨论不好的表现，而是关于成就，胜利和进步的讨论。注重这三项，将有助于避免矛盾，因为管理者和员工站在同一边。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 当冲突产生或是变得不愉快，通常是由于管理者在问题变得严重之前没有重视。早发现问题有注于防患于未燃。绩效评估Reluctance of employee员工不情愿员工不情愿 Suggested approaches建议采取的方式 Approach the process as a “We” exercise以“我们”开始这场谈话 Dont give pronouncements on performa