IHG洲际-绩效管理之旅-经理级培训研讨会-课件

ThePerformanceManagementJourney

绩效管理之旅ManagerTrainingWorkshop经理级培训研讨会ThePerformanceManagementJouAgenda议程ModuleOne:TheProcess板块一：绩效管理的流程WhatisPerformanceManagement?什么是绩效管理？Whyisitimportant?为什么绩效管理至关重要？HowdoesPerformanceManagementfitintoourIHGEmployeeCommitment?

绩效管理如何体现洲际酒店集团对员工的承诺？WhatisthePerformanceManagementjourney?什么是绩效管理之旅？ModuleTwo:TheComponents

板块二：绩效管理的组成要素WhatarethetoolstosupportthePerformanceManagementjourney?绩效管理之旅有哪些辅助工具？Howdowecompletethenecessaryforms?如何填写必须的表格？ModuleThree:TheReview板块三：绩效评估HowdowecalibrateourPerformanceReviewsinourorganisation?如何在组织内对绩效评估进行校准？WhatdoesasuccessfulPerformanceReviewlooklike?成功的绩效评估应该是怎样的？Howdowecommunicateperformancetoouremployees?我们如何与员工就其绩效进行沟通？ModuleFour:TheDevelopment板块四：员工的发展WhatisaPersonalDevelopmentPlan?什么是个人发展计划？Howdoensuredevelopmentoccursthroughouttheyear?如何确保发展计划在全年中得到实施？Agenda议程ModuleOne:TheProcModuleOneObjectives板块一：目标Bytheendofthismodule,youwillbeableto:通过板块一的学习，你将能够：UnderstandwhatPerformanceManagementmeansatIHG 了解绩效管理对洲际酒店集团的意义ExplainwhyPerformanceManagementisimportant 解释绩效管理的重要性DescribehowPerformanceManagementfitswithourIHGCommitment 阐述绩效管理如何体现洲际酒店集团的承诺KnowthefivestepsofThePerformanceManagementJourney 了解绩效管理之旅的五个步骤ModuleOneObjectives板块一：目标ByModuleOne:Exercise板块一：练习WhyisPerformanceManagementimportanttoeachofthefollowingkeystakeholdersintheprocess?

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Yourorganisation(hotelorcorporatelocation)

所在组织（酒店或公司）You,asaleader

作为领导的你Employees

员工ModuleOne:Exercise板块一：练习WhPerformanceManagement绩效管理

Youwillknowwhatsuccessmeansforyourrole 你将了解对你的角色而言什么是成功Youwillbeinvolvedinregular,qualityfeedbackdiscussions 你将参与定期的，高质量的反馈讨论Youwillhavetheopportunitytodevelopforyourcurrentandfutureroles 你将有机会在你目前和未来的职位上获得发展YouwillknowwhatcareeropportunitiesareavailablewithIHGaroundtheworld 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PerformanceManagement绩效管理

ThePerformanceManagementJourney

绩效管理之旅EstablishKPO’s

设定KPOTakeAction

采取行动ReviewPerformance

评估绩效PlanDevelopment

发展计划ProvideRecognition&Reward给予认可和奖励ThePerformanceManagementJouThePerformanceManagementJourney

绩效管理之旅EstablishKPO’s

设定KPOKPO’sareestablishedinJanuary-February1-2月期间设定KPOKPO’sarelinkedtoourcorepurpose;creating‘Greathotelsguestslove’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”KPO’s‘cascade’downKPO的逐级下达ThePerformanceManagementJouThePerformanceManagementJourney

绩效管理之旅SMARTKPO’sKPO的SMART要求S Specific具体M Measurable可衡量A Achievable可实现

R Relevant相关T Timespecific有时限ThePerformanceManagementJouThePerformanceManagementJourney

绩效管理之旅TakeAction

采取行动ExecuteKPO’s实施KPODemonstrateIHGLeadershipCompetencies 显示洲际酒店集团领导能力LiveIHGWinningWays履行洲际酒店集团的致胜之道UseBrandBuildingbehvaiours通过行为打造品牌Create‘Greathotelsguestslove’创造“出色的酒店，客人的最爱”ThePerformanceManagementJouCluster类别Definition定义Competencies

能力TeamFocused关注团队Workingtogethereffectivelytomeetbusinessgoalsfaster通过有效的协同合作，更迅速的实现企业目标FosteringCollaboration全面协作LeadingandDevelopingPeople领导和发展员工ActionOriented行动导向Drivingtoachieveambitioustargetsinanefficientway以高效的方式推动长远目标的实现DriveforResults成效驱动TurningVisionintoAction将愿景转化为行动Passionate工作热情Caringpassionatelyaboutourguestsandbusinesspartners,andchangingtomeettheirneeds关注客户和商业伙伴的需求，积极做出变革Guest/Customer&MarketFocus关注客户与市场ChampioningChange主导变革Savvy业务技能Knowingwhatittakestobeatourcompetitors,bothnowandinthefuture了解现在和将来要击败竞争对手所需要的条件StrategicThinking战略思维UnderstandingourBusiness了解业务WinningWays致胜之道DemonstratingWinningWaysacrossthebusinesswhetherweareassistingguests,workingwithbusinesspartners,orhelpingeachother

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。DoTheRightThing做对的事AimHigher追求卓越ShowWeCare体现关爱CelebrateDifference求同存异WorkBetterTogether协作共赢洲际酒店集团领导能力Cluster类别Definition定义CompeteThePerformanceManagementJourney

绩效管理之旅ReviewPerformance

评估绩效AnnualPerformanceReview年度绩效评估EmployeecompletesSelf-AssessmentForm员工完成自我评估表AssessKPO’s评估KPO的达成情况CalibrationMeetingstakeplace

进行校准会谈EstablishKPOsfornextyear

设定下一年度的KPOMidYearPerformanceReview年中绩效评估ReviewKPO’s回顾KPO的达成情况Provideconstructivefeedbackandcoaching

提供建设性反馈意见和辅导ThePerformanceManagementJouThePerformanceManagementJourney

绩效管理之旅PlanDevelopment

发展计划CreatePersonalDevelopmentPlan制定个人发展计划ReviewPersonalDevelopmentPlansthroughouttheyear回顾全年的个人发展计划Setmilestonesfordevelopment设定个人发展里程碑ExecutePersonalDevelopmentPlan实施个人发展计划ThePerformanceManagementJouThePerformanceManagementJourney

绩效管理之旅ProvideRecognition&Reward

给予认可和奖励STIpaymentafterPerformanceReview绩效评估后的短期激励奖金MeritincreaseslinkedtoPerformanceReview与绩效评估相关联的加薪Nominationstoattendtraininganddevelopmentactivities

提名参加培训和发展活动Careerdevelopment

职业发展Promotions

升职ThePerformanceManagementJouThePerformanceManagementJourney

绩效管理之旅ManagerTrainingWorkshop–ModuleTwo:TheComponents

经理级培训课程–板块二：绩效管理的组成要素ThePerformanceManagementJouModuleTwoObjectives板块二：目标Bytheendofthismodule,youwillbeableto:通过板块二的学习，你将能够：ExplainthevarioussectionsofeachPerformanceManagementform 解释说明每个绩效管理表格中的不同部分Identifywhichformsaretobeusedforeachemployeepopulation 明确每个员工群应使用的绩效管理表格UnderstandhowtowriteSMARTKPOs 理解如何制定符合SMART标准的主要工作目标（KPO）KnowhowtoutilisetheRatingScaleanditsdefinitions 知道如何评分，以及各分值的含义DescribehowtowritebehaviourbasedstatementsforeachsectionofthePerformanceReview 叙述如何撰写绩效评估各部分中基于行为的评价ModuleTwoObjectives板块二：目标ByTheComponents

绩效管理的组成要素TheAnnualPerformanceReviewforms:年度绩效评估表：AnnualPerformanceReviewCorporateBands1–3年度绩效评估总部办公室1-3级AnnualPerformanceReviewCorporateBands4-7,HotelBandsH1-H7,Supervisory 年度绩效评估总部办公室4-7级，酒店H1-H7级，主管级AnnualPerformanceReviewCorporateBand8,HotelBandsH7-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TheSelfAssessmentForms:自我评估表：AnnualReviewSelfAssessmentFormCorporateBands1-3 年度绩效评估自评表总部办公室1-3级AnnualReviewSelfAssessmentFormCorporateBands4-7,HotelBandsH1-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AnnualReviewSelfAssessmentFormCorporateBand8,HotelBandsH7-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TheAdditionalForms:

附表：KeyPerformanceObjectivesForm

主要工作目标表PersonalDevelopmentPlanForm

个人发展计划表TheComponents绩效管理的组成要素TheAnTheAnnualPerformanceReviewForm

年度绩效评估表TheAnnualPerformanceReviewABCsofDocumentation

表格填写要求A=Accurate准确B=Behavioural以行为为依据C=Consistent一致统一

ABCsofDocumentation表格填写要求AHowcanwewriteSMARTKPO’s?

制定主要工作目标的SMART要求S=Specific-Theobjectiveshouldstateexactlywhattheemployeeisresponsibleforachieving.S=具体–工作目标应具体说出员工需要达成的职责。M=Measurable-Theobjectivemustdefinequantity,cost,frequencyorquality(ensuremeasurement).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-Theobjectiverequiressomeeffortorstretchtoachieve,butdonotdiscouragetheemployee.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-Theobjectivehasaclearimpacttotheteam/organisation’sgoalsandhelpstheindividualmeettheirdevelopmentneeds.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=Timespecific-Thetimeinwhichtheobjectiveistobeaccomplishedmustbeclearlystated.T=有时限–必须明确说明完成工作目标的时限要求。HowcanwewriteSMARTKPO’s?WinningWays

致胜之道•Wekeepourpromisesandwedon’tletpeopledown我们履行自己的承诺而不失信于他人•Weseekoutthefactsandtrustourjudgement

我们尊重事实并相信自己的判断•Wetakedecisionsevenwhenthey’redifficult

即使有时是困难的，我们仍然勇于做出决定Wealwaysdowhatwebelieveisrightandhavethecourageandconvictiontoputitintopractice,

evenwhenitmightbeeasiernotto.Wearehonestandstraightforwardandseeourdecisionsthrough.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。Dotherightthing

做对的事WinningWays致胜之道•WekeepoWinningWays

致胜之道•Wetreatpeopleasindividuals

我们将每个人视为一个独立的个体来对待。•Welookandlistenforthelittlethingsthatmakeadifference

我们积极寻找让我们体现关爱的细节之处•Weuseourexperiencetofindnew

waystodelivergreatservice

我们利用过去的经验找出提供优异服务的新途径。Wewanttobethecompanythatunderstandspeople’sneedsbetterthananyoneelseinourindustry.Thismeansbeingsensitivetoothers,noticingthethingsthatmatterandtakingresponsibilityforgettingthingsright.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。Showwecare

体现关爱WinningWays致胜之道•WetreatWinningWays

致胜之道•Weputourheartsintolearningnewthings我们尽心学习新事物。•Wechallengeourselvesandthosearoundus我们挑战自我及他人。•Wealwayslookforwaystoimprove我们不断寻求改进之道。Weaimtobeacknowledgedleadersinourindustry,sowehavebuiltateamoftalentedpeoplewhohavearealwilltowin.Westriveforsuccessandvalueindividualswhoarealwayslookingforabetterwaytodothings.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。Aimhigher

追求卓越WinningWays致胜之道•WeputourWinningWays

致胜之道•Wewelcomedifferentperspectivesandlistentoeveryone’sideas

我们欢迎不同的观点并听取每个人的意见。•Wearerespectfulofallculturesandlooktolearnfromothers

我们尊重各种不同的文化并愿意向他人学习。•Weplayanactiveroleinthecommunitiesinwhichweoperate

我们在身处的社会团体中发挥积极作用。Webelievethatit’stheknowledgeofourpeoplethatreallybringsourbrandstolife.Whileothercompaniesmaywanttoimposearigid,uniformviewoftheworld,wedonot.Ourglobalstrengthcomesfromcelebratinglocaldifferenceswhilstunderstandingthatsomethingsshouldbekeptthesame.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。Celebratedifference

求同存异WinningWays致胜之道WebelievethWinningWays

致胜之道•Weworkhardtodevelopexcellentworkingrelationships

我们致力于建立优良的工作关系。•Wethinkaboutwhatwedoandhowitmightaffectothers

我们充分顾及自己的言行及可能对他人产生的影响。•Wetrustandsupporteachother

我们彼此信赖，相互支持。Whenweworktogetherwearestronger.We’reatourbestwhenwecollaboratetoformapowerful,winningteam.Welistentoeachotherandcombineourexpertisetocreateastrong,focusedandtrustedgroupofpeople.团结就是力量，同心协力使我们成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。Workbettertogether

协作共赢WinningWays致胜之道•WeworkhThePerformanceManagementJourney

绩效管理之旅ManagerTrainingWorkshop–ModuleThree:TheProcess

经理级培训课程–板块三：绩效管理的流程ThePerformanceManagementJouModuleThreeObjectives板块三：目标Bytheendofthismodule,youwillbeableto:通过板块三的学习，你将能够：ExplainhowtoprepareforaPerformanceReview 解释如何准备绩效评估DescribetheCalibrationReviewprocessanditsimportanceonThePerformanceManagementJourney 描述评估校准流程，及其在绩效评估之旅中的重要作用UnderstandhowtosuccessfullyfacilitateaPerformanceReviewmeeting 理解如何成功的进行绩效评估会谈KnowhowtohandlechallengingsituationsinaPerformanceReviewmeeting 知道如何处理绩效评估会议中容易引起争论的局面ModuleThreeObjectives板块三：目标PreparingfortheReview

绩效评估的准备Time/Date

时间/日期Allowyourselfenoughtimetoprepareforthereviewandfortheemployeetoreflectontheirperformance(atleastoneweeknotice). 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）。Ensurethatthetimeisduringtheemployee’sworkschedule.Employeeswillnotbefocusediftheirreviewisconflictingwiththeirpostworkschedule. 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。Theendofthedayisalsoapoortimeforthereviewastheemployeewillbetiredfromthedayandthereviewmayberushedtoensuretheyareoutofworkontime. 在一天结束时也不适合进行评估，员工将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。Formanagerreviews,allotatleast1.5hours,foremployeereviews,allotatleast45minutes 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Selecta‘neutral’location(i.e.,notthe‘bosses’officeastheymaybeanxious). 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）。Ensureitisaprivatelocation,theemployeecafeteriaisnotideal! 确保私秘不受打扰，员工餐厅可不是理想的地点！Selectaclean,quietenvironmentwherebothyouandtheemployeecanfocus 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。PreparingfortheReview绩效评估的PreparingfortheReview

绩效评估的准备Advisetheemployee

通知员工Explainthepurposeofthereview说明评估的目的Ensuretheemployeeunderstandshowtocompletetheself-assessmentform(seetheAnnualPerformanceReviewProcessGuideavailableonMerlin) 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）Asktheemployeetobeginthinkingaheadaboutfutureplansandgoals. 让员工提前开始思考未来的计划和目标。PreparingfortheReview绩效评估的Preparation

准备工作Reviewtheemployee’sfile

浏览员工档案Lookforsuccessesorachievementsthathavebeenaddedtothefile 寻找档案记录中员工取得的成功或成绩Identifyconcerns,ifany

明确对员工的顾虑ReviewpreviousPerformanceReviewdocuments

浏览过去的绩效评估文件Reviewthejobdescription

浏览员工的工作职责描述Ensuretheemployeeisperformingthejobtheyareassigned 确保员工目前被分配的工作职责得到执行Seeiftherehavebeenanychangesintheroleduringtheyear 确认一年中员工的工作角色是否有任何变化Obtainfeedbackfromothermanagers

从其他经理处获取反馈信息Ifyouareanewmanager,speakwiththepreviousmanager(ifpossible)orothermanagersthattheemployeepartnerswithinyourlocation 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。Preparation准备工作ReviewtheempPreparation

准备工作FilloutthePerformanceReviewform:

填写绩效评估表：

ConsiderhowwelltheemployeehasperformedagainsttheirKPOs.Remember,theKPOachievementalsocoverskeyjobresponsibilities,includingtechnicalabilities. 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。ForCorporateBand/HotelbandsH7-H10-NonSupervisoryemployees,reviewtheresultsofanySpecialProjectsand/orAdditionalResponsibilitiesaccomplishedduringtheyear. 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。Considertheemployee’sperformanceagainsttheIHGLeadershipCompetencies. 对照洲际酒店集团领导能力，评估员工的工作绩效。Thinkabouthowtheemployeecanbestcontributetotheorganisationoverthenextyear. 思考一下，在下一年度员工能够怎样对组织作出最大贡献。Makenotesonpossibledevelopmentactivities 注明一些可能的个人发展活动DetermineanOverallPerformanceRating

决定员工的总体绩效评分Preparation准备工作FilloutthePCalibrationMeeting

校准会议Priortothemeeting:

会议前：Identifyafacilitatortomanagetheprocess,keepthedebateontrackandensurethatappropriatetimeandattentionisgiventoallemployeesdiscussed(generallychairedbythefunctionhead/GMandfacilitatedwithanHRrepresentative)

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/总经理担任会议主席，一名人事部代表担任主持人）AllmanagersshouldprepareOverallPerformanceRatingsfortheirdirectreports.

所有经理都应准备好直接下属的总体绩效评分。GatherevidencetosupportratingsincludingevidencetosupportachievementofKPOsandbehaviouralindicatorsobservedforIHGLeadershipCompetenciesandWinningWays.

收集用以支持评分的证据，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。CalibrationMeeting校准会议PriorCalibrationMeeting

校准会议Duringthemeeting:

会议中：Facilitatorwillestablish‘groundrules’forthemeetingtoinclude: 主持人将设定会议的‘基本原则’，包括：Remember,whenmakingjudgmentsaroundanindividualsperformancetheyshouldberelatedtofactsandsupportedbyevidence 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。Ensurethatyouareawareofyourownpreferencesandprejudiceswhenmakeajudgment;judgmentsshouldbebasedonconcreteoutputs. 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。EachCalibrationTeammembershouldpresenttheOverallPerformanceRatingforeachdirectreportandprovideevidencefortheirrating. 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。Focusattentiononthehighandlowendoftheratings(i.e.Dowehaveenoughevidencetosupporttosupporta‘4’or‘5’orWhatarewedoingtohelpdevelopthosewitha‘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）ProvokedebatearoundemployeeOverallPerformanceRatings 围绕员工的总体绩效评分展开讨论Ensurethereisconsistencyoftheratingsregardlessoftheperson.Inotherwords,aratingof‘3’isbasedonperformanceanddoesnotchangebasedonthepersonbeingreviewed. 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。CalibrationMeeting校准会议DuringThePerformanceReview

绩效评估Treattheemployeeasa‘guest’,putthematease.对待员工象对待‘客人’一样，让他们感到放松自如。Donotleavetheemployeewaiting 不要让员工久等Don’tcancelthemeetingatthelastminute 不要在最后时刻取消会谈Welcomethemwarmly,Showwecare 对员工热情欢迎，体现出关爱Offerthemabeverage(coffee/tea,water) 询问他们是否需要饮料（咖啡/茶，水）Removebarriers(desk,foldedarms) 搬除一些障碍物（桌子，扶椅等）Ensuretheyunderstandthepurposeofthereviewisthedevelopmentoftheirperformanceandfortheirbenefit 确保他们理解评估的目的是出于他们工作绩效的提高，和他们自身的利益相关Buildrapportwiththeemployee 与员工建立相互信任和友好的关系Explaintheformatofthereview 解释说明评估的安排Setthestagethatthiswillbeaconstructiveconversation 奠定谈话前提，将是一次建设性的会谈ThePerformanceReview绩效评估TreThePerformanceReview

绩效评估Reviewtheemployee’saccomplishments

回顾员工取得的成绩Lettheemployeestartbyhighlightingtheirsuccesseswhichallowsyoutoseehowtheyviewtheirperformance 先由员工开始，对已取得的成绩作重点性说明，从而使你能够了解他们如何看待自己的工作表现。UsethePerformanceReviewFormasaguideforyourconversationdiscussingratingsforeachcomponentoftheform 利用绩效评估表，指导你与员工针对表格中各部分内容的评分进行讨论。Givespecificfeedbackusingbehvaiouralexamples 举出行为中的实例，给出具体的反馈意见。Don’tspendallyourtimeonthepast 不要将全部时间都用在关注过去上50%ofthereviewonthepast50%时间用于回顾过去20%onthepresent20%时间用于关注现在30%onthefuture30%时间用于思考未来ThePerformanceReview绩效评估RevThePerformanceReview

绩效评估Ensureemployeeunderstandsanyperformanceareasfordevelopment确保员工了解到工作绩效中可以继续发展的领域Askquestions:

提问：Openendedquestionstogettheemployeetalking

开放式问题，让员工畅所欲言

(Whataboutthe_____projectstandsoutasanaccomplishment,Iseeyounoteditinyourself-assessment?)（谈谈那个成绩不错的_____项目，我看到你在自我评估中提到了。）Probingquestionstogainclarificationorfinddetails

探索式问题，寻求对一些问题的澄清或细节

(Whowasontheteam,whatdidyoudo,whatdidyousay?)

（团队有哪些成员，你做了什么工作，你说了什么？）Funnelquestionstogetspecificinformation

漏斗式问题，获取具体信息

(Tellmeaboutit,whathappenedexactly?)

（告诉我，具体发生了什么事情？）Closedquestionsonlytogetcommitmentorapproval

封闭式问题，只为了得到员工的承诺或同意

(Doyouagreeweneedtoworkonteamfocusedbehaviour?)

（你是否同意，我们需要更关注以团队为中心的行为？）ThePerformanceReview绩效评估EnsThePerformanceReview

绩效评估AgreePersonalDevelopmentPlananddiscusscareergoals同意个人发展计划，讨论职业目标Focusonthefuture 关注未来发展ThisconversationcanoccurwiththePerformanceRevieworasaseparatemeeting 这方面的谈话可以在绩效评估上进行，也可以单独会谈进行AllPersonalDevelopmentPlansareduebyApril30th

所有个人发展计划应于4月30日前完成DiscussKPOsfornextyear 讨论下一年度的主要工作目标（KPO）ThePerformanceReview绩效评估AgrThePerformanceReview

绩效评估Closethereview结束评估Summarisethediscussion,recapthemainpoints 总结谈话内容，复述要点Advisetheemployeethatthereviewformwillbecompletedandtheywillbeaskedtoreview,signandaddcomments 告知员工，评估表将在填写完毕后给他们查阅，签字和补充意见AsktheemployeetothinkabouttheirobjectivesorKPOsfortheupcomingyear 让员工思考一下，他们在未来一年的目标或KPOSettime/datetofinalizeKPOsandPersonalDevelopmentPlan,ifnotdoneatthismeeting 如果KPO和个人发展计划没有在这次谈话中完成，定一个完成的时间/日期期限Checkforanysignsofdiscomfort 查看是否有任何不自在的迹象Asktheemployeeiftheyhaveanyquestions 询问员工是否有任何问题Thankthemfortheircontributions 感谢他们所做的贡献LetthemknowabouttheMid-Yearreviewandanyreviewsdatesinbetween 告知员工关于年中评估日期及其他在此期间的评估日程安排ThePerformanceReview绩效评估CloManagementtechniquestoremember

需牢记的管理技巧Respectandsupportanindividual’smorale

尊重员工，鼓舞士气Whenpeoplefeelgoodaboutwheretheyworkandwhotheyworkwith,theyworkbetter!Ensureyouremployeesfeelrespected.

当人们喜爱工作的场所和共事的同事时，他们会工作的更为出色！切记要让你的员工感觉受到尊重。Focusonperformanceissues,nottheperson

关注绩效问题，而非个人Remember,thisisaPERFORMANCEreview,keepallassessmentbehaviourbased.

请牢记，这是绩效评估，所有的评估都应以行为为依据。Listen,checkunderstandingandrespondappropriately

聆听，确认对方是否理解，并做出恰当的回应Ensurethatyouarelisteningthroughoutthereview,notplanningyournextstatement.Thereviewisimportanttotheindividual,respecttheirtime.

保证在评估的整个过程中仔细聆听，而不是在计划自己接下去的陈述。绩效评估对个人非常重要，请尊重他们的时间。Makesureallgoalsandcommitmentsaremutuallyagreeable

确保所有的目标和承诺得到双方的认同Whensettinggoalsandduedates,showWorkbettertogetherbyopenlydiscussingtimeframesthatareachievable.

在设定目标和完成期限时，要体现协同共赢的精神，对时间框架进行开诚布公的讨论。‘Showwecare’throughouttheprocess

在整个过程中‘体现关爱’Offeryoursupportastheycontinuetodevelopintheirroleorfutureroles.

在他们不断努力，为目前和未来职位发展自我的过程中，给予你的支持。ManagementtechniquestorememThePerformanceManagementJourney

绩效管理之旅ManagerTrainingWorkshop–ModuleFour:TheDevelopment

经理级培训课程–板块四：员工的发展ThePerformanceManagementJouModuleFourObjectives板块四：目标Bytheendofthismodule,youwillbeableto:通过板块四的学习，你将能够：Explainthepurposeofdevelopment 解释说明员工发展的目的Listbenefitsofdevelopmentforthecompany,theemployeeandyou–theleader. 列举出员工的发展对于公司、员工以及作为领导的你能带来哪些益处。Describeresponsibilitiesinthedevelopmentprocess 叙述在员工发展过程中担负的职责ModuleFourObjectives板块四：目标BFourStepPersonalDevelopmentPlanProcess

个人发展计划流程的四个步骤MyTarget我的目标“WhatIamgoingtofocusmydevelopmenton?”

“我的个人发展将集中在哪个方面？”Whatwillsuccesslooklike?

成功将是怎样的？Thisstepintheprocessisfortheemployeetodocumentwhatsuccesswilllooklikewhentheyachievetheirdevelopmentgoals.Theemployeeshouldmaketheseveryspecificsoanyonethatreviewstheformwouldbeabletosaywhethertheemployeesuccessfullydevelopedinthearea.这个步骤是由员工阐述，当他们达成他们的发展目标后，将获得怎样的成功。员工的表述应非常具体，从而使任何浏览评估表的人都将能够判断出员工在这方面是否取得了成功的发展。Whataction(s)willbetaken?将采取哪些行动？Listspecificactionsthatwilltakentoensuretheyachievetheirgoals.列举出为了达成员工的发展目标将采取哪些具体的行动。Keepingontrack保持持续发展Listmilestoneswithduedatestoensurethatgoalsarebeingreached.

列举出为了确保达成目标，需要实现的个人发展里程碑以及预期的达成日期。FourStepPersonalDevelopmentStep2:MySuccess

第二步：我的成功Askthefollowingquestions:

提出以下问题：Whatwillbedifferent?

会有什么不同？Whatwilltheemployeebeableto‘do’,‘see’,‘hear’,‘say’,afterthedevelopmentoftheirjobskills,knowledge,behaviourorexperience?Andwhatwillothersbesaying?

员工的工作技能、知识、行为或经验得到发展以后，他们将能“做”、“看”、“听”、“说”什么？其他人将会怎么说？Step2:MySuccess第二步：我的成功AsStep3:MyAction

第三步：我的行动Remember:

须记住：Beclearandspecific 要明确而具体Identifywhoelseneedstobeinvolved 确定是否需要其他人参与Decidewhenthelearningwillhappen 决定将何时开始学习Determineifthesolutionisappropriatetotheindividual’slearningstyle 判断解决方案是否适合这个员工的学习风格Ensurethetargethassomestretchbutisnotdiscouraging 确保目标有一定延伸性，但不要过难而给员工带来挫败感Step3:MyAction第三步：我的行动RemeStep3:MyAction–usingSMARTLanguage

第三步：我的行动–使用SMART的语言S=Specific-Theobjectiveshouldstateexactlywhattheemployeeisresponsibleforachieving.S=具体-

工作目标应具体说出员工需要达成的职责。M=Measurable-Theobjectivemustdefinequantity,cost,frequencyorquality(ensuremeasurement).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-Theobjectiverequiressomeeffortorstretchtoachieve,butdonotdiscouragetheemployee.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-Theobjectivehasaclearimpacttotheteam/organisation’sgoalsandhelpstheindividualmeettheirdevelopmentneeds.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=Timespecific-Thetimeinwhichtheobjectiveistobeaccomplishedmustbeclearlystated.T=有时限-必须明确说明完成工作目标的时限要求。Step3:MyAction–usingSMARStep4:KeepingMyselfonTrack

第四步：保持持续发展Employeesshouldrecordmilestones(deliverabledatesandhowdevelopmentwilloccur) 员工应记录下个人发展的里程碑（达成日期以及将有怎样的发展）ManagershouldreviewPersonalDevelopmentPlantoensurethereisagreementonwhatwillbedevelopedandhowitwillbedeveloped 经理应审核个人发展计划，确保在个人发展目标以及发展途径上达成一致ManagershouldreviewthemilestonestoensurethatthePersonalDevelopmentPlanisbeingexecutedasagreedupon 经理应审核个人发展里程碑，确保个人发展计划按照双方同意的方向得到实施ManagershouldnotapproveaPersonalDevelopmentPlanthatisnotexecutable 经理对无法实施的个人发展计划不应予以批准Managershouldcontinuetoprovidesupportandresourceswhereappropriate 经理应在需要的情况下继续提供支持和需要的资源Step4:KeepingMyselfonTraThePerformanceManagementJourney

绩效管理之旅ManagerTrainingWorkshop经理级培训研讨会ThePerformanceManagementJouAgenda议程ModuleOne:TheProcess板块一：绩效管理的流程WhatisPerformanceManagement?什么是绩效管理？Whyisitimportant?为什么绩效管理至关重要？HowdoesPerformanceManagementfitintoourIHGEmployeeCommitment?

绩效管理如何体现洲际酒店集团对员工的承诺？WhatisthePerformanceManagementjourney?什么是绩效管理之旅？ModuleTwo:TheComponents

板块二：绩效管理的组成要素WhatarethetoolstosupportthePerformanceManagementjourney?绩效管理之旅有哪些辅助工具？Howdowecompletethenecessaryforms?如何填写必须的表格？ModuleThree:TheReview板块三：绩效评估HowdowecalibrateourPerformanceReviewsinourorganisation?如何在组织内对绩效评估进行校准？WhatdoesasuccessfulPerformanceReviewlooklike?成功的绩效评估应该是怎样的？Howdowecommunicateperformancetoouremployees?我们如何与员工就其绩效进行沟通？ModuleFour:TheDevelopment板块四：员工的发展WhatisaPersonalDevelopmentPlan?什么是个人发展计划？Howdoensuredevelopmentoccursthroughouttheyear?如何确保发展计划在全年中得到实施？Agenda议程ModuleOne:TheProcModuleOneObjectives板块一：目标Bytheendofthismodule,youwillbeableto:通过板块一的学习，你将能够：UnderstandwhatPerformanceManagementmeansatIHG 了解绩效管理对洲际酒店集团的意义ExplainwhyPerformanceManagementisimportant 解释绩效管理的重要性DescribehowPerformanceManagementfitswithourIHGCommitment 阐述绩效管理如何体现洲际酒店集团的承诺KnowthefivestepsofThePerformanceManagementJourney 了解绩效管理之旅的五个步骤ModuleOneObjectives板块一：目标ByModuleOne:Exercise板块一：练习WhyisPerformanceManagementimportanttoeachofthefollowingkeystakeholdersintheprocess?

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Yourorganisation(hotelorcorporatelocation)

所在组织（酒店或公司）You,asaleader

作为领导的你Employees

员工ModuleOne:Exercise