ihg洲际绩效管理之旅经理级培训研讨会课件

1、The Performance Management Journey绩效管理之旅Manager Training Workshop经理级培训研讨会职膊班答辽写止娘愈海汇抽蕉抖绿骑阐胞可糕达拟寐酗遥挨欺筛不译尿魁ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第1页，共45页。Agenda 议程Module One: The Process 板块一：绩效管理的流程What is Performance Management? 什么是绩效管理？Why is it important? 为什么绩效管理至关重要？How does Performance Manage

2、ment fit into our IHG Employee Commitment? 绩效管理如何体现洲际酒店集团对员工的承诺？What is the Performance Management journey? 什么是绩效管理之旅？Module Two: The Components 板块二：绩效管理的组成要素What are the tools to support the Performance Management journey?绩效管理之旅有哪些辅助工具？How do we complete the necessary forms? 如何填写必须的表格？Module Three:

3、 The Review 板块三：绩效评估How do we calibrate our Performance Reviews in our organisation? 如何在组织内对绩效评估进行校准？What does a successful Performance Review look like? 成功的绩效评估应该是怎样的？How do we communicate performance to our employees? 我们如何与员工就其绩效进行沟通？Module Four: The Development 板块四：员工的发展What is a Personal Develop

4、ment Plan? 什么是个人发展计划？How do ensure development occurs throughout the year? 如何确保发展计划在全年中得到实施？遏压寥压旨钩哲琶扳寸铀视举蠕南婶俄概债型倦据容领抬顷裳赔菇责檄臀ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第2页，共45页。Module One Objectives 板块一：目标By the end of this module, you will be able to:通过板块一的学习，你将能够：Understand what Performance Manageme

5、nt means at IHG了解绩效管理对洲际酒店集团的意义Explain why Performance Management is important解释绩效管理的重要性Describe how Performance Management fits with our IHG Commitment阐述绩效管理如何体现洲际酒店集团的承诺Know the five steps of The Performance Management Journey了解绩效管理之旅的五个步骤肃茬今诌实央意堰潦旁淋锤面蔗道忍不牲咋唤机沼狄觉育值索去旗毁蘸啪ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-

6、绩效管理之旅-经理级培训研讨会第3页，共45页。Module One: Exercise 板块一：练习Why is Performance Management important to each of the following key stakeholders in the process? 绩效管理对以下各关键方为什么至关重要？IHG 洲际酒店集团Your organisation (hotel or corporate location) 所在组织（酒店或公司）You, as a leader 作为领导的你Employees 员工踞宗齐污通阳夯瞳说瘁薄臀靶邢椽筛塌娶干创电寥窜睬自鲜钩幻

7、昭丧赘妮ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第4页，共45页。Performance Management 绩效管理 You will know what success means for your role 你将了解对你的角色而言什么是成功You will be involved in regular, quality feedback discussions你将参与定期的，高质量的反馈讨论You will have the opportunity to develop for your current and future roles 你将

8、有机会在你目前和未来的职位上获得发展You will know what career opportunities are available with IHG around the world你将知道洲际集团在全球范围内提供的职业发展机会成长的空间尹丁拐撂握允菲畸揽可掠簧艰营乔范猎研胳墙钦箕檀侧尊静名趴虽宋世永ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第5页，共45页。The Performance Management Journey 绩效管理之旅Establish KPOs 设定KPOTake Action 采取行动Review Performa

9、nce 评估绩效Plan Development 发展计划Provide Recognition & Reward给予认可和奖励临附输院歹偶瓶灸疗靡汲拔矢册夕阁轨孜篱秃搜娇绳雄陡蓉锡椒清汕实楼ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第6页，共45页。The Performance Management Journey 绩效管理之旅Establish KPOs 设定KPOKPOs are established in January-February 1-2月期间设定KPOKPOs are linked to our core purpose; cre

10、ating Great hotels guests love 将KPO与我们的核心目标联系起来；创造“出色的酒店，客人的最爱”KPOs cascade down KPO的逐级下达桥妥彬膛抖何酥代兢袭厩檄守拉相竣鳞甄想绚鹤菜尸峻死刽门詹融蕴伦任ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第7页，共45页。The Performance Management Journey 绩效管理之旅SMART KPOs KPO的SMART要求SSpecific 具体MMeasurable 可衡量AAchievable 可实现 RRelevant 相关TTime spec

11、ific 有时限腋钵嚷蹲疯雨究迷骨了廖钮绥当优轻自瞧布纠哆体寞鸦得弗弹蹦挞框羹遂ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第8页，共45页。The Performance Management Journey 绩效管理之旅Take Action 采取行动Execute KPOs 实施KPODemonstrate IHG Leadership Competencies显示洲际酒店集团领导能力Live IHG Winning Ways 履行洲际酒店集团的致胜之道Use Brand Building behvaiours 通过行为打造品牌Create Gre

12、at hotels guests love 创造“出色的酒店，客人的最爱”烦虚通鸣鲍婚享叛则毙队祁哦衰孕当瞩沤溅痞踊埃一泅买至詹赊升瓜咳庇ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第9页，共45页。Cluster 类别Definition 定义Competencies 能力Team Focused 关注团队Working together effectively to meet business goals faster通过有效的协同合作，更迅速的实现企业目标Fostering Collaboration 全面协作Leading and Develop

13、ing People 领导和发展员工Action Oriented 行动导向Driving to achieve ambitious targets in an efficient way以高效的方式推动长远目标的实现Drive for Results 成效驱动Turning Vision into Action 将愿景转化为行动Passionate 工作热情Caring passionately about our guests and business partners, and changing to meet their needs关注客户和商业伙伴的需求，积极做出变革Guest /

14、Customer & Market Focus 关注客户与市场Championing Change 主导变革Savvy 业务技能Knowing what it takes to beat our competitors, both now and in the future 了解现在和将来要击败竞争对手所需要的条件Strategic Thinking 战略思维Understanding our Business 了解业务Winning Ways 致胜之道Demonstrating Winning Ways across the business whether we are assisting

15、 guests, working with business partners, or helping each other 在工作的各个领域，不论是服务宾客、与商业伙伴的合作，还是同事间的互助，都显示出致胜之道的行为准则。Do The Right Thing 做对的事Aim Higher 追求卓越Show We Care 体现关爱Celebrate Difference 求同存异Work Better Together 协作共赢洲际酒店集团领导能力渔础痪仰蛔鸿寐圾讼削姓方鹃坟诲发袒额锑醋徒态扑柒够泼院本旗梢倒烧ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨

16、会第10页，共45页。The Performance Management Journey 绩效管理之旅Review Performance 评估绩效Annual Performance Review 年度绩效评估Employee completes Self-Assessment Form 员工完成自我评估表Assess KPOs 评估KPO的达成情况Calibration Meetings take place 进行校准会谈Establish KPOs for next year 设定下一年度的KPOMid Year Performance Review 年中绩效评估Review KPOs

17、 回顾KPO的达成情况Provide constructive feedback and coaching 提供建设性反馈意见和辅导转畜悍恶箭若乓崭申扦脐龟乎事笑释雇遍娩煞拴丙氰船饼亿癣撞樱饶琼备ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第11页，共45页。The Performance Management Journey 绩效管理之旅Plan Development 发展计划Create Personal Development Plan 制定个人发展计划Review Personal Development Plans throughout th

18、e year 回顾全年的个人发展计划Set milestones for development 设定个人发展里程碑Execute Personal Development Plan 实施个人发展计划籍丧卤霄盗教凸感斡硷乏鹊民铀彻属搽缮揣沈跟滦艘邻蝎趣贸埠纳欺豢畜ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第12页，共45页。The Performance Management Journey 绩效管理之旅Provide Recognition & Reward 给予认可和奖励STI payment after Performance Review 绩效

19、评估后的短期激励奖金Merit increases linked to Performance Review 与绩效评估相关联的加薪Nominations to attend training and development activities 提名参加培训和发展活动Career development 职业发展Promotions 升职怂窥砷库铀煞乾劈篮升售狂兔脏模企地卸聪抓条丹祈饲迂涪孙甫灿腹忆否ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第13页，共45页。The Performance Management Journey绩效管理之旅Manag

20、er Training Workshop Module Two: The Components经理级培训课程 板块二：绩效管理的组成要素吴燕角念滓哲涯戒娟芽弘匹檄鹅拉晴挪涨薯颠赶拭绥侮悍扒逻劈奠哟广礼ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第14页，共45页。Module Two Objectives 板块二：目标By the end of this module, you will be able to:通过板块二的学习，你将能够：Explain the various sections of each Performance Management

21、 form解释说明每个绩效管理表格中的不同部分Identify which forms are to be used for each employee population明确每个员工群应使用的绩效管理表格Understand how to write SMART KPOs理解如何制定符合SMART标准的主要工作目标（KPO）Know how to utilise the Rating Scale and its definitions 知道如何评分，以及各分值的含义Describe how to write behaviour based statements for each secti

22、on of the Performance Review 叙述如何撰写绩效评估各部分中基于行为的评价扛背诽福康堆学枉肺浸俄呈癸忽必廖拾炭滥藐灿走逞梦蹭驾攒孔囤致肪诅ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第15页，共45页。The Components 绩效管理的组成要素The Annual Performance Review forms: 年度绩效评估表：Annual Performance Review Corporate Bands 1 3 年度绩效评估总部办公室1-3级Annual Performance Review Corporate

23、Bands 4-7, Hotel Bands H1-H7, Supervisory年度绩效评估总部办公室4-7级，酒店H1-H7级，主管级Annual Performance Review Corporate Band 8, Hotel Bands H7-H10, Non-Supervisory年度绩效评估总部办公室8级，酒店H7-H10级，非主管级The Self Assessment Forms: 自我评估表：Annual Review Self Assessment Form Corporate Bands 1-3年度绩效评估自评表总部办公室1-3级Annual Review Self

24、Assessment Form Corporate Bands 4-7, Hotel Bands H1-H7, Supervisory年度绩效评估自评表总部办公室4-7级，酒店H1-H7，主管级Annual Review Self Assessment Form Corporate Band 8, Hotel Bands H7-H10, Non-Supervisory年度绩效评估自评表总部办公室8级，酒店H7-H10级，非主管级The Additional Forms: 附表：Key Performance Objectives Form 主要工作目标表Personal Development

25、 Plan Form 个人发展计划表植齿柳痹杀撮党荆颗疟挡霍墅或曾老踌姥诗嚼匪渭盆样埋佯范惕哟姿时射ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第16页，共45页。The Annual Performance Review Form 年度绩效评估表琵遗率雄缝圃侠去间去昧垢懒枪海恐镭凉幅燎哄迭皑傈赋行缉瘫唾脂颜警ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第17页，共45页。ABCs of Documentation 表格填写要求A = Accurate 准确B = Behavioural 以行为为依据C = Con

26、sistent 一致统一 俐挡勇颐徊祥负毫遮拨隔嚎雍抛志沏峻啤盏仇剿宫践痔聚范慕昭挽价鸭葵ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第18页，共45页。How can we write SMART KPOs? 制定主要工作目标的SMART要求S = Specific - The objective should state exactly what the employee is responsible for achieving. S = 具体 工作目标应具体说出员工需要达成的职责。M = Measurable - The objective mus

27、t define quantity, cost, frequency or quality (ensure measurement).M = 可衡量 - 工作目标必须具体说出在数量、成本、频率或质量上的要求（保证有衡量标准）。A = Achievable - The objective requires some effort or stretch to achieve, but do not discourage the employee.A = 可实现 工作目标需要通过一些努力或一个过程才能实现，但不应太难而让员工感到气馁。R = Relevant - The objective has

28、a clear impact to the team/organisations goals and helps the individual meet their development needs.R = 相关 工作目标对所在团队/组织的目标有明确的积极影响，并且有助于个人实现他们的发展目标。T = Time specific - The time in which the objective is to be accomplished must be clearly stated.T = 有时限 必须明确说明完成工作目标的时限要求。权赖谭夸糯丸虱谤户噶道乏饱寒蕴埃惫姆盆瞳固探撇屹下介偿鸭

29、恿哆追效ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第19页，共45页。Winning Ways 致胜之道 We keep our promises and we dont let people down我们履行自己的承诺而不失信于他人 We seek out the facts and trust our judgement 我们尊重事实并相信自己的判断 We take decisions even when theyre difficult 即使有时是困难的，我们仍然勇于做出决定We always do what we believe is righ

30、t and have the courage and conviction to put it into practice, even when it might be easier not to. We are honest and straightforward and see our decisions through.我们始终做我们认为正确的事，即使会面临困难，我们还是有勇气将之付诸于行动。我们正直，坦诚，并能坚持到底。Do the right thing 做对的事枫唐砷烙极脆婶民愤秸蹈筑来静迁迭受打盟祝针蔓瞻数揖镁愿狰武灼赖址ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效

31、管理之旅-经理级培训研讨会第20页，共45页。Winning Ways 致胜之道 We treat people as individuals 我们将每个人视为一个独立的个体来对待。 We look and listen for the little things that make a difference 我们积极寻找让我们体现关爱的细节之处 We use our experience to find new ways to deliver great service 我们利用过去的经验找出提供优异服务的新途径。We want to be the company that understa

32、nds peoples needs better than anyone else in our industry. This means being sensitive to others, noticing the things that matter and taking responsibility for getting things right. 在同业中，我们力求比其他公司更能理解人们的需求。这意味着关注他人，留意周围的事物，察觉事情的重要性，并能主动担负起更正失误的责任。Show we care 体现关爱篆剥乌垮丝攘旋补颇己穷睬瞬磋谜儒训诅颠父砧勺少佃输窑余莎糙回蜜含ihg洲际

33、-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第21页，共45页。Winning Ways 致胜之道 We put our hearts into learning new things我们尽心学习新事物。 We challenge ourselves and those around us我们挑战自我及他人。 We always look for ways to improve我们不断寻求改进之道。We aim to be acknowledged leaders in our industry, so we have built a team of talent

34、ed people who have a real will to win. We strive for success and value individuals who are always looking for a better way to do things.我们致力于成为同行业中公认的领先者，所以我们建立了一支充满必胜信念的精英团队。我们力求成功并珍视那些始终寻求更好工作方法的人。Aim higher 追求卓越腆淖坠呆锭斤废为甭磋酥询秋桃聚徒男诣吃文驱宇届肿殉女南廉绷鞍曝脑ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第22页，共45页。Wi

35、nning Ways 致胜之道 We welcome different perspectives and listen to everyones ideas 我们欢迎不同的观点并听取每个人的意见。 We are respectful of all cultures and look to learn from others 我们尊重各种不同的文化并愿意向他人学习。 We play an active role in the communities in which we operate 我们在身处的社会团体中发挥积极作用。We believe that its the knowledge o

36、f our people that really brings our brands to life. While other companies may want to impose a rigid, uniform view of the world, we do not. Our global strength comes from celebrating local differences whilst understanding that some things should be kept the same.我们深信是大家的知识为我们的品牌注入生命。其他公司可能会强加员工一种死板而

37、一成不变的世界观，而我们不这么做。我们全球性的优势源于在保持一致的同时也乐于接受地方差异。Celebrate difference 求同存异渐解取靶清躲恕验噎税迟稀插替刨小吕没潞逐筏齐藉隶亩蝗粤落豪甚缓筑ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第23页，共45页。Winning Ways 致胜之道 We work hard to develop excellent working relationships 我们致力于建立优良的工作关系。 We think about what we do and how it might affect others

38、 我们充分顾及自己的言行及可能对他人产生的影响。 We trust and support each other 我们彼此信赖，相互支持。When we work together we are stronger. Were at our best when we collaborate to form a powerful, winning team. We listen to each other and combine our expertise to create a strong, focused and trusted group of people.团结就是力量，同心协力使我们成

39、为一个强而有力的致胜团队。我们听取每个人的意见，结合我们的专业知识，创造一个坚不可摧，目标专注，相互信赖的团队。Work better together 协作共赢辕姑脑假娥驻炳世贿附计船谊碍搔器痴硬猫琵遭功救屎始熔厕诵爆缅挪肢ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第24页，共45页。The Performance Management Journey绩效管理之旅Manager Training Workshop Module Three: The Process经理级培训课程 板块三：绩效管理的流程诬死巷竞渤纵窿锦道捆持捡齿人雕省肖碰承囤谜宵工锦舀

40、究沃炔碱弓各荡ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第25页，共45页。Module Three Objectives 板块三：目标By the end of this module, you will be able to:通过板块三的学习，你将能够：Explain how to prepare for a Performance Review解释如何准备绩效评估Describe the Calibration Review process and its importance on The Performance Management Jour

41、ney描述评估校准流程，及其在绩效评估之旅中的重要作用Understand how to successfully facilitate a Performance Review meeting理解如何成功的进行绩效评估会谈Know how to handle challenging situations in a Performance Review meeting知道如何处理绩效评估会议中容易引起争论的局面沪治次殉捣抠钉问寸铝六疑遗的琼骆铜辖虏栋氯庙憨健茎乳藤柿敢儒咎染ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第26页，共45页。Preparing

42、 for the Review 绩效评估的准备Time/Date 时间/日期Allow yourself enough time to prepare for the review and for the employee to reflect on their performance (at least one week notice).给自己和员工足够时间进行绩效评估的准备，让员工有时间思考一下他们的绩效表现（至少提前一星期通知）。Ensure that the time is during the employees work schedule. Employees will not b

43、e focused if their review is conflicting with their post work schedule.确保评估时间是在员工的工作日程之内。如果与员工工作后的时间冲突，他们将无法专心进行绩效评估。The end of the day is also a poor time for the review as the employee will be tired from the day and the review may be rushed to ensure they are out of work on time.在一天结束时也不适合进行评估，员工将

44、因为工作一天而非常劳累，可能会匆忙的进行评估，为了能准时下班。For manager reviews, allot at least 1.5 hours, for employee reviews, allot at least 45 minutes经理评估时间至少为1.5小时，员工评估时间至少45分钟。Location 地点Select a neutral location (i.e., not the bosses office as they may be anxious).选择一个中性的地点（即不要选择在可能会令人紧张的老板办公室）。Ensure it is a private loc

45、ation, the employee cafeteria is not ideal!确保私秘不受打扰，员工餐厅可不是理想的地点！Select a clean, quiet environment where both you and the employee can focus选择一个干净、安静的环境，你和员工都能集中注意力的地方。限遥核昨墙英隶蛾爆坝粪杯律殆粕旋斜壁箍亡层非剔辕攫硕搂椽慑骑饯警ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第27页，共45页。Preparing for the Review 绩效评估的准备Advise the emplo

46、yee 通知员工Explain the purpose of the review 说明评估的目的Ensure the employee understands how to complete the self-assessment form (see the Annual Performance Review Process Guide available on Merlin) 确保员工理解如何填写自我评估表（参见Merlin上的年度绩效评估流程指南）Ask the employee to begin thinking ahead about future plans and goals.让

47、员工提前开始思考未来的计划和目标。闽负罢配咯挛泌领批卿巫喷缠淄析疲荆造萝奠畸颐禽取昏计螺栗克辅匹痔ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第28页，共45页。Preparation 准备工作Review the employees file 浏览员工档案Look for successes or achievements that have been added to the file寻找档案记录中员工取得的成功或成绩Identify concerns, if any 明确对员工的顾虑Review previous Performance Revie

48、w documents 浏览过去的绩效评估文件Review the job description 浏览员工的工作职责描述Ensure the employee is performing the job they are assigned确保员工目前被分配的工作职责得到执行See if there have been any changes in the role during the year确认一年中员工的工作角色是否有任何变化Obtain feedback from other managers 从其他经理处获取反馈信息If you are a new manager, speak w

49、ith the previous manager (if possible) or other managers that the employee partners with in your location如果你是新任的经理，（如果可能）与前任经理或员工共事过的其他经理交谈了解情况。攀堤塑爵祥狸桶肚键羹劝沏娶俐困垢芭旬漠歼廊氢港兜混钨邀衣尤燕嘎洛ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第29页，共45页。Preparation 准备工作Fill out the Performance Review form: 填写绩效评估表： Consider

50、how well the employee has performed against their KPOs. Remember, the KPO achievement also covers key job responsibilities, including technical abilities.对照员工的主要工作目标，考虑员工的工作表现如何。须记住，主要工作目标同时包括主要工作职责，以及技术能力。For Corporate Band/Hotel bands H7-H10-Non Supervisory employees, review the results of any Spe

51、cial Projects and/or Additional Responsibilities accomplished during the year.对于总部办公室/酒店H7-H10非主管级员工而言，需要回顾其在一年中是否有任何特殊项目和/或附加工作职责方面的绩效。Consider the employees performance against the IHG Leadership Competencies.对照洲际酒店集团领导能力，评估员工的工作绩效。Think about how the employee can best contribute to the organisati

52、on over the next year.思考一下，在下一年度员工能够怎样对组织作出最大贡献。Make notes on possible development activities注明一些可能的个人发展活动Determine an Overall Performance Rating 决定员工的总体绩效评分虐瘟健员试遣乞摸汛僳架昆磐憨惠娄煮顶杨蛹幼占苦希震选署丽五旭晚英ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第30页，共45页。Calibration Meeting 校准会议Prior to the meeting: 会议前：Identify

53、a facilitator to manage the process, keep the debate on track and ensure that appropriate time and attention is given to all employees discussed (generally chaired by the function head/GM and facilitated with an HR representative) 指定一名会议主持人，管理会议的流程，保持讨论不偏离主题，同时确保对所有被讨论的员工都给予了适当的时间和关注（通常由职能负责人/总经理担任会

54、议主席，一名人事部代表担任主持人）All managers should prepare Overall Performance Ratings for their direct reports. 所有经理都应准备好直接下属的总体绩效评分。Gather evidence to support ratings including evidence to support achievement of KPOs and behavioural indicators observed for IHG Leadership Competencies and Winning Ways. 收集用以支持评分的

55、证据，包括主要工作目标的成绩证明，以及在洲际酒店集团领导力和致胜之道方面观察到的行为指标。骋光淌盯记替爽蜀朔端兴廓赂滑埃浓索格俩嘉遂烁颠杠产堆噬篙喘顾担凹ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第31页，共45页。Calibration Meeting 校准会议During the meeting: 会议中：Facilitator will establish ground rules for the meeting to include:主持人将设定会议的基本原则，包括：Remember, when making judgments around

56、an individuals performance they should be related to facts and supported by evidence须记住，在围绕个人绩效作出评判时，应该与事实相关，并提供证据支持。Ensure that you are aware of your own preferences and prejudices when make a judgment; judgments should be based on concrete outputs.确保在作出评判时，你意识到自己的喜好和偏见；评判应该根据客观的结果作出。Each Calibrati

57、on Team member should present the Overall Performance Rating for each direct report and provide evidence for their rating.每一名校准团队的成员应作出对所有直接下属的总体绩效评分，并提供评分依据。Focus attention on the high and low end of the ratings (i.e. Do we have enough evidence to support to support a 4 or 5 or What are we doing to

58、 help develop those with a 1 or 2集中关注评分中的高分和低分（即，我们是否有足够的证据支持4分或5分的评分，对那些1分或2分的员工，我们将采取什么方法帮助他们进步）Provoke debate around employee Overall Performance Ratings围绕员工的总体绩效评分展开讨论Ensure there is consistency of the ratings regardless of the person. In other words, a rating of 3 is based on performance and do

59、es not change based on the person being reviewed.确保评分的一致性，不会因人而异。换句话说，一个3分的评分，是对员工绩效的评价，而非被评估的人是谁。逸茶皂蕾脏巍委朱边拨遥拦陶徒因竭信课忍谭耪驱舜欲渡廖助令鸽甭倡庭ihg洲际-绩效管理之旅-经理级培训研讨会ihg洲际-绩效管理之旅-经理级培训研讨会第32页，共45页。The Performance Review 绩效评估Treat the employee as a guest, put them at ease.对待员工象对待客人一样，让他们感到放松自如。Do not leave the empl

60、oyee waiting不要让员工久等Dont cancel the meeting at the last minute不要在最后时刻取消会谈Welcome them warmly, Show we care对员工热情欢迎，体现出关爱Offer them a beverage (coffee/tea, water)询问他们是否需要饮料（咖啡/茶，水）Remove barriers (desk, folded arms)搬除一些障碍物（桌子，扶椅等）Ensure they understand the purpose of the review is the development of th