領(lǐng)導(dǎo)力360度評價問卷

1、THE EXECUTIVE PROFILETHE EXECUTIVE PROFILE360-DEGREE FEEDBACK QUESTIONNARE領(lǐng)導(dǎo)力360評價問卷Please ide ntify your relati on ship with the pers on you have just rated# 標(biāo)明您與您所評價的人之 間的關(guān)系。（）Yourself您自己 （）Boss您的老板（）Pee您的同事（）Subordinatd您的下屬1THE EXECUTIVE PROFILEINSTRUCTIONS指導(dǎo)語Introduction 介紹：360 Degree survey is

2、an approachand a mechanism by which a person ' s leadership management skills are assessed. The survey in volves four categories of people: the pers on to be assessed, his/her boss, peers/colleagues and direct reports. The process of survey con sists of four steps:360度調(diào)查是一種用于評估個人領(lǐng)導(dǎo)和管理技巧的方法和機(jī)制。此種

3、調(diào)查包括了四種被調(diào)查對 象：被評估者，他/她的上司，同級和下屬。調(diào)查過程則包括了四步：1. Questi onn aire 問卷調(diào)查2. An alysis問卷分析3. Development Plans 對策制定4. Follow through 行動跟進(jìn)The questionnaire has four parts: Management Skills, Leadership, Communication Skills and Key Company Values. All four categories of people need to fill this part.問卷內(nèi)包括四部分

4、：管理技能，領(lǐng)導(dǎo)能力，交流技能，公司價值觀。四個被調(diào)查對象群都需對 這四部分做答。After the questionnaires are collected, analysis will be done and feedback reports will be produced. The reports will highlight similarities and differe nces betwee n self-assessme nt and the assessme nt made by others. The reports will also suggest areas whe

5、re development is needed. Each participant will receive a feedback report that contains detailed descripti on of his/her an alysis. The bosses concerned are expected to discuss the report with the assessed and work out a development plan together.問卷收集起來后，將對問卷進(jìn)行分析并反饋結(jié)果。在反饋報告中將重點(diǎn)分析被評估者的自我評 估與他人評估間的相似點(diǎn)

6、和相異點(diǎn)。報告也將對有待發(fā)展的領(lǐng)域提出建議。每位調(diào)查參與者都可得 到一份反饋報告，報告包括了對他/她的分析的詳細(xì)描繪。上司關(guān)心的是期望同被評估者討論這份報告，并一起制定發(fā)展計劃。Filli ng the questi onn aire is con fide ntial and anonym ous so that people who fill the questi onn aires do not n eed to worry about being ide ntified by their boss if they give lower rati ng. All peer in put

7、will be comb ined and displayed as a group in the feedback report. The same holds true for direct report in put. I nput from boss, however, will be identifiable and sh ow separately so that the manager may compare the boss' srati ngs with his/her own rat in gs.問卷的填寫是保密和匿名的，問卷填寫者即使給出的評估很低也不必?fù)?dān)心上司會

8、知道，所有同 級的填答將被整合成一個部分反映在反饋報告中。下屬的填答結(jié)果也將以同樣的方式來處理。但上 司的填答應(yīng)該是可認(rèn)明的，并將其單獨(dú)列出以便管理者能將他/她本人的自我評定同上司的評定相比較。Your assessme nt will help the assessed gain a clear un dersta nding of his/her man ageme nt stre ngths and development needs. Your feedback will serve as the basis for this person' s focused career

9、developmerassist him/her in beco ming a more effective man ager and leader.您的評估將有助于被評估者清楚地了解自己的管理力度和發(fā)展需要。您的反饋將作為被調(diào)查對 象核心職業(yè)發(fā)展的基礎(chǔ)，并幫助他成為一位更富效率的管理者和領(lǐng)導(dǎo)。Thank you very much for your time and cooperation. 非常感謝您扌由出時間與我們合作。2THE EXECUTIVE PROFILEPart I: General Evaluation第1部分：總體評價INSTRUCTIONS指導(dǎo)語：« All r

10、aters (Self, Boss, Peers & Subord in ates) are asked to complete this part.所有參與評價的員工 都被要求根據(jù)被評價者的實(shí)際情況完成該部分問卷。« Mark one resp onse for each item.每個問題只選一項(xiàng)；« Mark “ Don Not Apply ” only if item is not releva nt to the job and activities of the pers on being rated, or if you have not observ

11、ed the in dividual in that activity. 如果問題未涉及被評估者的工作 和行為或者您對該被調(diào)查者的此項(xiàng)行為活動不清楚，則回答“不適用”；« Take your time with each item and be certain you are rating the manager on what is specially stated. 根據(jù)您對所評定的管理者的觀察與了解，對下面的每一陳述都要作出選擇。NAME姓名：TITLE職務(wù)：SCALE分?jǐn)?shù)等級：9-10 分： An Excepti onal Skill 優(yōu)秀： This in dividual

12、 con siste ntly exceeds behavior and skills expectati on in this area.這類員工的工作表現(xiàn)一貫?zāi)艹綄ζ涞钠谕?-8 分： A Stre ngth 較優(yōu)秀： The in dividual meets most and exceeds some of the behavior and skills expectati ons in this area.這類員工能完成其工作，有時能超越對其的期望值。5-6 分： Appropriate Skill Level 一般： The in dividual meets a majori

13、ty of the behavior and skills expectati ons in this area for this job. There is gen erally a positive perspective toward resp on sibilities.這類員工一般能夠完成其工作，員工承擔(dān)責(zé)任的能力得到肯定。3-4 分： Not a Stren gth 較差： The in dividual meets some behavior and skills expectati ons in this area but sometimes falls short.這類員工能

14、部分完成其工作，經(jīng)常落后。1-2 分： Least Skilled 差: The in dividual con siste ntly fails to reach behavior and skills expectati ons in this area.這類員工經(jīng)常不能完成任務(wù)。N : Not Applicable/Not Observed 不適用 /未觀察CORE COMPETANCIES 主要能力SCALE (CIRCLE ONE)圈出所選數(shù)值MANAGEMENT SKILLS管理技能：- Formulates short- and lon g-term goals and obje

15、ctives with deadli nes.設(shè)定短期和長期目標(biāo)以及完成日期N 1234 5 678910- Commits to goals/objectives with subord in ate, and follows them through to completio n.注重承諾并和下屬一冋追蹤實(shí) 施直至任務(wù)完成N 1234 5 678910- Focuses on/prioritizes management objectives. 專注于管理目 標(biāo)/按優(yōu)先順序?qū)⒐芾砟繕?biāo)排序N 1234 5 678910-Understands the Company' s produ

16、cts, markets and custome了解公司產(chǎn)品，市場和客戶rs. N 1234 5 678910-Un dersta nds Compa ny finan cial metrics. 了解公司財務(wù)報表N 1234 5 678910- Mini mizes bus in ess un it expe nses. 減少部門費(fèi)用支岀N 1234 5 678910- Enforces Company policies and procedures. 執(zhí)行公司政策N 1234 5 678910- Provides clear directi on and defi nes prioriti

17、es for the team. 為 自己的部門指岀明確的優(yōu)先解決的問題N 1234 5 678910- Prepares realistic estimate of budget, staff, and other resources. 能準(zhǔn)確地作岀預(yù)算、人員及其它資源地估計N 1234 5 678910- Tra nslates bus in ess strategies into clear objectives and tactics. 把工作的戰(zhàn)略方式轉(zhuǎn)化成明確的目標(biāo)和戰(zhàn)略N 1234 5 6789103THE EXECUTIVE PROFILELEADERSHIP 領(lǐng)導(dǎo)能力：- E

18、ffectively guides actions/results of subord inates based upon Ma nageme nt By Objectives (MBOs).根據(jù)管理目標(biāo)領(lǐng)導(dǎo)下屬工作N 1234 5 678910- Sees the“ big picture” ; un dersta nds how their bos in ess iaffects the entire organization. 縱觀全局；明確其部門在全局 中所起的作用N 1234 5 678910-Delegates effectively.有效分配工作N 1234 5 678910-E

19、n courages collective decisi on-mak ing. 鼓勵集體民主決定N 1234 5 678910-Provides regular performa nee feedback to subord in ates. 定期給下屬反饋信息N 1234 5 678910- Acts as a coach in helping subord inates reach their full pote ntial.指導(dǎo)并幫助下屬充分發(fā)揮其潛能N 1234 5 678910- Stimulates creative ideas form others. 善于激發(fā)他人的創(chuàng)意N 1

20、234 5 678910- In volves others in shap ing and decisi ons that affect them. 動員 相關(guān)人員參與計劃與決定的制定N 1234 5 678910- Accurately ide ntifies stre ngths and developme nt n eeds in others.準(zhǔn)確指岀他人的長處和有待發(fā)展之處N 1234 5 678910- Clarifies roles and resp on sibilities with team members.使本咅 E們成員的角色和責(zé)任分明N 1234 5 678910-

21、 Involves other in the change process. 使他人參與變革的過程N(yùn) 1234 5 678910- Adjusts leadership style effectively to the dema nds of the situatio n.根據(jù)情況的需要有效地調(diào)整領(lǐng)導(dǎo)方法N 1234 5 678910- Lets people know whe n they are performi ng well.讓工作有成績的人了解自己的成效N 1234 5 678910- Creatively integrates the ideas and perspectives

22、of others. 創(chuàng)造 性地融合別人的想法和觀點(diǎn)N 1234 5 678910- Viewed as an“ example to be followed” by su被視dina為下屬仿效的榜樣es. N 1234 5 678910COMMUNICATION SKILLS溝通技能：- Commu ni cates man ageme nt objectives to subord in ates. 與下屬 溝通其工作目標(biāo)N 1234 5 678910-Resp on sive to bus in ess in quiries of subord in ates. 對下屬的工作要求給予答復(fù)

23、N 1234 5 678910-Actively listens to ideas of subord inates. 積極傾聽下屬的意見N 1234 5 678910-Creates an en viro nment where employees feel free to speak outcompa ny issues.制造一種使員工能對公司事且暢所欲言的 自由氛圍N 1234 5 678910- Makes the team missi on and strategies clear to others outside the orga ni zati on.讓部門外的人了解本部門的使

24、命和戰(zhàn)略部 署N 1234 5 678910-Conveys clear expectations for assignments.咅E署任務(wù)時明確表達(dá)有和期望N 1234 5 678910KEY COMPANY VALUES公司價值觀：-Treats subord in ates with respect. 尊敬下屬N 1234 5 678910- Creates a sense of trust with subord in ates. 與下屬建立信任關(guān) 系N 1234 5 678910- Avoids favoritism among subord in ates. 避免偏袒某下屬N 1234 5 678910- Easy to approach and communicate with. 容易接近和溝通N 1234 5 678910-Apologizes to subord in ates whe n appropriate. 有錯時能向下屬道歉N 1234 5 678910- Treats people fairly. 公正地對待他人N 1234 5 678910- Lives up to commitments. 履行自己的承諾N 1234 5 67