360度績效評估-版ppt課件

1、360 Performance Evaluation Process 績 效 評 估 步 驟2002What is 360 Performance Evaluation (feedback)? 什 么 是 360度績 效評價(jià) ( 反響？360 feedback is an art, not a science 360評價(jià)不僅是科學(xué)，而且是一門藝術(shù)。Upward上 級Downward下 級 (anonymous) (不記名的)Self 本人Colleague 同 級360 Evaluation 360 度評價(jià)Traditional Performance Evaluation Approach

2、傳統(tǒng)績效評價(jià)方法Evaluator/Manager 評 估 人 員/經(jīng) 理Evaluatee/Direct Report 被 評 估 人 員/直 接 下 屬How 360 feedback impacts individual performance?360評價(jià)如何反映個(gè)人績效?Evaluation 評價(jià)Anonymous peer 匿名的同事Anonymous subordinate 匿名的部屬Anonymous customer 匿名的客戶Supervisor 上級Self 本人360 feedback and follow-up feedback with rater group 360

3、反響以及經(jīng)過交流的反響Weaknesses identified 找出缺陷Acceptance of feedback接受反響Improvement Goal Setting 確定開展目的Organizationalsupport systems組織支持系統(tǒng)Greater Self-Awareness更深化的自我認(rèn)識(shí)Improved Individual Outcomes(e.g., performance/attitude) 促進(jìn)個(gè)人的提高Performance Evaluation Process 績 效 評 估 步 驟Identify Evaluation Directors 確定評價(jià)督

4、導(dǎo)Select Evaluators (ERF process) 選擇評價(jià)人Input 360 Evaluation Feedback輸入360度評價(jià)Complete Self Evaluation 完成自我評價(jià)Generate Year End Data Packet 生成年終評價(jià)數(shù)據(jù)包Firmwide Performance Evaluation Process全公司范圍內(nèi)的評價(jià)過程Evaluators 評價(jià)人Evaluatee 被評價(jià)人Conduct Performance Review Discussion進(jìn)展績效討論Sign on the E&D Summary 簽署評價(jià)開展總結(jié)Re

5、turn to PE Center 交還評價(jià)中心Write Evaluation and Development(E&D Summary)撰寫評價(jià)及開展總結(jié)Firmwide Performance Evaluation Process(Cont)全公司范圍內(nèi)的評價(jià)過程(續(xù)Election of Evaluation Director評價(jià)督導(dǎo)的選擇Normally he/she is the direct supervisor of the evaluatee 普通就是被評價(jià)人的直接上級Selection of Evaluators評價(jià)人的選擇表格類型自我評價(jià)表上級對下級評價(jià)表下級對上級評價(jià)表同

6、事間評價(jià)表自我評價(jià)表商業(yè)目的和成就專業(yè)開展簽名并注明日期上級對下級和同事評價(jià)表中心才干之評價(jià)優(yōu)勢評價(jià)待提高之處評價(jià)下級對上級評價(jià)表中心才干評價(jià)指點(diǎn)才干評價(jià)人員管理評價(jià)如何書寫評價(jià)以相關(guān)績效準(zhǔn)那么為根據(jù)思索被評價(jià)人一年的業(yè)績基于可察看的行為以詳細(xì)事例為支持提出如何完善的建議評價(jià)舉例優(yōu)勢評價(jià)行為：他的同事李莉是一位擅長與她的聽眾交流的講演者不是很有協(xié)助的評價(jià)很強(qiáng)的口交流才干。具有壓服力，執(zhí)行買賣。有協(xié)助的評語交流流利：李莉擅長使小組達(dá)成一致。她可以很快了解組員的不同想法，并且經(jīng)過本人的洞察力明晰了解組員的表現(xiàn)，她還可以影響他人。作為一位表達(dá)明晰并具有壓服力交流者，她可以與不同類型的人協(xié)調(diào)關(guān)系。在X

7、工程會(huì)上，她壓服董事會(huì)贊同財(cái)務(wù)總監(jiān)利用稅收優(yōu)惠來獲得有益的副產(chǎn)品，同時(shí)還提出了獨(dú)立動(dòng)聲會(huì)成員對投資者反映的關(guān)懷。為了恰當(dāng)?shù)陌l(fā)揚(yáng)李莉在此方面的才干，我情愿看到她得到提升并指點(diǎn)部門里的其他人員。Types of feedback反響的不同類型Confirmatory positive feedback: The individual receives high ratings from others, which confirm the individuals high self-ratings.共同的積極反響：員工的自我評價(jià)與他人評價(jià)都得到積極評價(jià)。Disconfirmatory negativ

8、e feedback: The individual receives ratings from others that are lower than his or her self-ratings.一方面的消極反響：員工得到比自我評價(jià)低的評價(jià)。Types of feedback Cont)反響的不同類型續(xù)Confirmatory negative feedback: The ratings received from others are low, and the self-ratings also are low.共同的消極反響：員工的自我評價(jià)與他人的評價(jià)一樣低。 Disconfirmat

9、ory positive feedback: The individuals self-ratings are lower than ratings received by others.一方面的積極反響：員工自我評價(jià)低于他人評價(jià)。書寫評價(jià)及開展總結(jié)基于以上反響，評價(jià)主任為被評價(jià)人書寫評價(jià)及開展總結(jié)，作為績效評價(jià)討論的根據(jù)。反響包含以下內(nèi)容：在過去一年里，被評價(jià)人在業(yè)務(wù)方面的成就在過去一年里，被評價(jià)人在個(gè)人開展方面的成就在未來一年里，被評價(jià)人在業(yè)務(wù)方面的目的在未來一年里，被評價(jià)人在個(gè)人開展方面的目的人力資源部在評價(jià)中的位置顧問位置：設(shè)計(jì)評價(jià)體系提供評價(jià)工具設(shè)計(jì)評價(jià)流程匯總評價(jià)數(shù)據(jù)協(xié)調(diào)評價(jià)程序法

10、官位置？警察位置？Keys for effective Performance Evaluations 有效的績效管理的關(guān)鍵Support from Management- view it as a tool to enhance overall efficiency of the Firm管理層的支持看作提高公司整體效率的工具Buy in of the staff - involvement and training員工的了解參與和培訓(xùn)Feedback be specific - provide specific example based on observable behavior ra

11、ther than vague comment(coach, not judge)反響要明確 提供基于行為的反響，提供詳細(xì)的例子，而不是空洞的評價(jià)是教練，而不是法官為什么沒有完成果效評價(jià)？“I am too busy to do it“我太忙了,沒時(shí)間做Mangers fear of confrontation 害怕沖突Reluctance of employee員工不情愿“I am too busy to do it“我太忙了,沒時(shí)間做Question: I am just too busy managing to be able to set aside the amount of tim

12、e need to do performance management as you describe it. 問題: 我太忙了,沒有方法安排出做績效管理的時(shí)間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 management time.回答:經(jīng)理人員的任務(wù)就是保證其下屬高效地完成任務(wù)。由此說來，績效管理協(xié)助管理人員節(jié)約時(shí)間的工具。Suggestion: loo

13、k at where the time is gone: micromanage, getting involved in all the little things that should be handled by your subordinates.建議：查看一下時(shí)間都花到哪里去了：能否管理太細(xì)了，卷入許多本該由他下屬完成的任務(wù)。Fear of confrontation害怕沖突Question: Managers express concern about the difficulty of bringing up performance problems, because they

14、feel that employees are going to fight back, and the process might turn ugly. 問題:管理人員不愿提出績效問題，由于他們擔(dān)憂員工會(huì)爭辯，從而使得評價(jià)過程變得令人不愉快。Answer:Performance interview is not about discussing poor performance. Its about talking about accomplishment, successes, and improvement. A focus on those three things reduces c

15、onfrontation because manager and employee are on the same side. 回答：績效討論不是討論不好的表現(xiàn)，而是關(guān)于成就，勝利和提高的討論。注重這三項(xiàng)，將有助于防止矛盾，由于管理者和員工站在同一邊。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 當(dāng)沖突產(chǎn)生或是變得不愉快，通常是由于管理者在問題變得嚴(yán)重之前沒有注重。早發(fā)現(xiàn)問題有注于防患于未燃。Reluctance of employee員工不情愿Suggested approaches建議采取的方式Approach the process as a “We exercise以“我們開場這場說話Dont give pronouncements on performance不要以告