个人绩效和绩效评估

1、individual performance and the performance appraisal个人绩效和绩效评估个人绩效和绩效评估capital university of economics and business首都经济贸易大学首都经济贸易大学outline提纲提纲lperformance by individuals 个人绩效lthe performance appraisal 绩效评估levaluation approaches 评估方法lsample performance appraisals 绩效评估案例limproving performance appraisal

2、s 提升绩效校评估 discussion break课间讨论课间讨论lwhat do your managers say about your companys performance appraisal?l 你的经理如何看待你公司的绩效评估？performance by individuals- a behavioral model knowledge, skills and abilitiesknows what “it” iswants to do “it”motivationleffortldirectionperformancewere consequences worth the

3、effort?allowed to do “it”culture/structureconsequencesable to do “it”the performance appraisal绩效评估绩效评估lprovide focus 提示关注焦点lprovide feedback 提供评估反馈ldocument performance 将绩效管理落在纸上the performance appraisal绩效评估绩效评估-续续limprove performance 提高绩效水平ldevelop employees 注重员工培养与发展llink performance to rewards 将奖

4、酬与绩效联系起来drawbacks of performance appraisals绩效评估的缺点绩效评估的缺点lsubjective 主观的ltime consuming 耗费时间lcontradictory 相互矛盾性drawbacks of performance appraisals绩效评估的缺点绩效评估的缺点-续续lnegative 否定的ltoo little, too late 太少，太晚lunfocused, ineffective 没有关注也没有效率performance appraisals design considerations绩效评估的设计要考虑的问题绩效评估的设

5、计要考虑的问题lmeasure both achievement and efforts 对完成的结果与为之付出的努力都要进行测量lstandardize performance criteria 标准化绩效标准lensure utilization 确保应用 performance appraisals design considerations绩效评估的设计要考虑的问题绩效评估的设计要考虑的问题ldesired timing 需要的时间event-driven 事件驱动periodic/scheduled 周期性/计划性lbudgeting 预算 components of perform

6、ance appraisals绩效评估的构成绩效评估的构成lgeneral of administrative information 全面的管理信息lperformance appraisal section 绩效评估部门lsummary rating section 评价的概要components of performance appraisals绩效评估的构成绩效评估的构成-续续lobjective setting and performance development plan 目标选定和绩效发展计划lcomment section 意见部门lsignature section 签字部

7、门 example of appraisal components绩效评估要素举例绩效评估要素举例inputs for evaluating performance评估绩效的投入评估绩效的投入l1.first level supervisor 首要的管理者l2.self appraisal 自我评估l3.second- level supervisor 第二层次的管理者l4.other managers 其他的管理者inputs for evaluating performance评估绩效的投入评估绩效的投入-续续l5.subordinates 下属l6.peers 同事fessi

8、onals 专业人士l8.customers 顾客multirater assessment/3600 feedback 多维度考评多维度考评/360度信息反馈度信息反馈ndefinition 定义nfeatures 特点nbenefits 获益napplication 申请?first-level supervisor首要主管second-level supervisor第二层次主管customer顾客peers同事subordinates下属professionals专家multirater assessment/3600 feedback 多维度考评多维度考评/360度信息反馈度信息反馈

9、ladvantages 优势ldisadvantages 劣势rating scales确定评估级别的方法确定评估级别的方法lnumerical 数量等级ldescriptive 描述性的lnarrative 叙述比较法lgraphic 图表法lbehaviorally- anchored 行为锚定法lmixed 混合应用法 selecting rating scales选择评估等级别选择评估等级别lquantitative 数量上 -numerical 数字的number of levels 水平的数目even/odd 奇数还是偶数selecting rating scales选择评估等级别

10、选择评估等级别lqualitative 质量上 descriptive, narrative, graphic, behaviorally- anchored 描述性的，叙述法，图表法，行为锚定法 design options-absolute vs. frequency of performance 设计的选择绝对会出现的绩效表现vs. 可能会出出现的绩效表现 evaluation approaches评估方法评估方法lresults-”what” 结果“什么”lcompetencies-”how” 能力“如何”evaluation approaches评估方法评估方法-续续organiza

11、tional 组织能力job 工作能力behavioral 行为能力results结果结果lfocuses on what the individual accomplishes 关注个人完成的情况lmethods of appraisal 评估方法: work planning and review 工作计划和工作回顾 management by objectives (mbo) 目标管理wpr example-performance plan format for sales managerwpr案例案例销售人员的绩效计划范本销售人员的绩效计划范本lperformance dimensio

12、n 绩效维度lweight 权重lobjectives 绩效目标management by objectives (mbo)目标管理目标管理lpurpose 目标 establish accountability 建立对于结果的责任感lcommon features 常见特点 objectives 目标 performance objectives and measures 绩效目标和效标lsteps 步骤example举例举例lmanagement by objectives （mbo） 目标管理ljob title: hr director 职务：人力资源主管results and bus

13、iness strategy结果和商业战略结果和商业战略operational excellence-cost-卓越的运营成本product leadership-innovation-产品领导创新customer intimacy-solutions-良好客户关系问题解决expenses开销time to market投入市场时机customer satisfaction顾客满意度revenue/sales收入/售卖?ratings顾客投诉net income/profit纯收入/利润third-party ratings第三方投诉operating income运营收入results结果a

14、dvantages and disadvantages of results-based approaches以结果为基础的评估方法的优劣以结果为基础的评估方法的优劣优点优点与公司战略机密相关并联系 到每一个雇员具体到人明确以目标为中心更加努力支持成功使雇员与主管间的沟通变得 容易未来导向非常明确绩效将如何被测量advantagestied to companys strategy and cascaded to all employeesindividual-specificgoal centered-stretch effortsupports achievementfacilitates

15、 employee/supervisor communicationfuture-orientedclear how performance will be measuredadvantages and disadvantages of results-based approaches以结果为基础的评估方法的优劣以结果为基础的评估方法的优劣缺点缺点能关注年度结果但却忽略了日常工作的一些方面经常为变化的环境而妥协需要花费时间发展和进行维持目标不切实际达到目标需要依靠其他一些因素必须与企业文化及管理技巧相一 致并不能直接导向绩效提高disadvantagescan focus on annual

16、results-ignores routine aspects of jobfrequently compromised by changing circumstancestime-consuming to develop and maintaingoals unrealisticmeeting goals may be dependent on othersmust be consistent with culture or management skillsno direction on performance improvementcompetencies能力能力ldefinition

17、定义lindividual vs. organization 个人vs.组织llink to strategy 与企业策略相连the iceberg model of competencies能力冰山模型能力冰山模型knowledge知识知识skill技能技能behavioral demonstration of expertise专业人士的行为示范abilities技能技能preset competence现有的能力profiling competencies 能力abcdefg1.problem solving问题解决2.team work 团队工作3.influencing 影响4.co

18、mmunicating 沟通5.creativity 创造力6.job knowledge与工作相关的知识competencies 能力能力jobs工作工作competency example资格范例资格范例lknowledge 知识lskills 技能labilities 能力example举例举例lcompetency-based 以能力为基础的评估competencies and business strategy能力和企业战略能力和企业战略operational excellence-cost-卓越的运营成本product leadership-innovation-产品领先创新cus

19、tomer intimacy-solutions-良好的顾客关系问题解决teamwork团队合作innovation革新?business orientation企业导向technical expertise技术专家?analytical training解析性培训creative thinking创新思维?interpersonal skills人际关系技能competency focus能力关注点advantages and disadvantages of competency-based approaches 以能力为基础的评估方法的优劣以能力为基础的评估方法的优劣优点优点p与企业战略

20、紧密相连p统一的评估因素p可辨别缺点advantagespaligned with business strategypuniform appraisal factorspidentifies shortcomingsadvantages and disadvantages of competency-based approaches 以能力为基础的评估方法的优劣以能力为基础的评估方法的优劣缺点缺点p评价人而并非评价人 的表现p不容易确定评价因素p没有明确地与职责相连p很难划分等级p很难证明p也许难以依法辩解disadvantagespappraises person- not persons

21、 performancepnot easy to identify factorspnot tied to specific dutiespdifficult to ratepdifficult to documentpmay be difficult to defend legallybehavioral descriptors行为描述法行为描述法lfocus on what the individual does 关注个人做什么lexample 例子behavioral competencies 行为能力performance factors 绩效因素critical incidents

22、重要的事件behavioral competencies行为能力行为能力lteam building 团队建设definition 定义behavioral descriptors 行为描述法lleadership 领导能力definition 定义behavioral descriptors 行为描述法performance factors绩效要素绩效要素lmeasure individual behavior 测量个人行为lrating scale 评级等级lweighting 权重example-performance factors举例举例绩效要素绩效要素ljob: programme

23、r analyst 职位：程序分析师lperformance factor: organizing and planning 绩效要素：组织和计划lrating scale: behaviorally-anchored 评价等级划分行为锚定法critical incidents关键事件法关键事件法lmeasures specific individual actions 衡量明确的个人行为 meet desired outcome 达到了预期的目的 do not meet desired outcome 未达到预期的目的ltwo examples 两个例子use of the critical

24、 incident approach重要事件方法的应用重要事件方法的应用lneed for qualified observers 需要一个具备资格的观测者ltime requirements 时间要求lmeasurement omissions 测量疏忽ldistinction between competencies and critical incidents 基于能力的评估和关键事件评估法的区别行为描述法与企业战略行为描述法与企业战略卓越的运营成本产品领先创新良好的客户关系问题解决稳定的绩效水平问题处理分享观点和问题解决之道可靠的不断挑战跨边界思考和工作可训练的/能学习高水平的创新行为

25、更广泛的技能需求跟随指示高风险承担被变革和进步所驱使避免浪费?适应对细节的关注挑战固有程序对产出品质量的高度关注多功能性容忍严苛的标准关注发现稳定带来的舒适感长期的聚焦在过程之上的结果对不明确的高度容忍行为能力advantages and disadvantages of behavioral approaches 使用行为描述法的优劣使用行为描述法的优劣优点优点描述了重要的员工行为可被员工修改雇员可以控制行为，不仅是产出的结果鼓励员工沟通与交流对于培训和引导性训练而言非常有益对于绩效进步非常有益advantagesldescribe necessary employee actionslca

26、n be modified by employeelemployees can control behavior, not always l outcomeslenhances employee communicationluseful for training and orientationluseful for performance improvementadvantages and disadvantages of behavioral approaches 使用行为描述法的优劣使用行为描述法的优劣缺点缺点可能不会聚焦在结果上需要一定时间来进行等级的建设定义可能是一种挑战需要观察的机会

27、评价者可能会存在偏见主观判断很难涵盖绩效的所有方面可能不会“善有善报”disadvantageslmay not focus on resultsltime required for scale constructionldefinition can be a challengelopportunity to observe requiredlrater biaslsubjective judgmentldifficult to include all aspects of performancel“nice to people can finish last”comparison of ap

28、proaches几种方法的对比几种方法的对比objective项目results-based以结果为基础competency-based以能力为基础behavior-based以行为为基础pay/rewards工资/薪酬performance feedback绩效反馈employee improvement and training员工发展和培训job placement, promotion and career planning岗位安置、晋升和职业生涯计划legal defensibility法律依据=有效的有效的lsample performance appraisals 绩效评估案例i

29、mproving performance appraisals提升绩效评估提升绩效评估l建立共同的目标l确保清晰的目标和测评方法l确保灵活l关注教练技术l关注发展l包括评估过程l保证简单、明了lset mutual objectiveslensure clear objectives and measureslensure flexibilitylfocus on coachinglfocus on developmentlinclude process for appealslensure simplicity, understandabilityexercise练习练习lappraising the appraisal 考核学习评估的状况module 3 quiz模块