ihg洲際績效管理之旅經(jīng)理級培訓研討會課件

1、The Performance Management Journey績效管理之旅Manager Training Workshop經(jīng)理級培訓研討會職膊班答遼寫止娘愈海匯抽蕉抖綠騎闡胞可糕達擬寐酗遙挨欺篩不譯尿魁ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第1頁，共45頁。Agenda 議程Module One: The Process 板塊一：績效管理的流程What is Performance Management? 什么是績效管理？Why is it important? 為什么績效管理至關(guān)重要？How does Performance Manage

2、ment fit into our IHG Employee Commitment? 績效管理如何體現(xiàn)洲際酒店集團對員工的承諾？What is the Performance Management journey? 什么是績效管理之旅？Module Two: The Components 板塊二：績效管理的組成要素What are the tools to support the Performance Management journey?績效管理之旅有哪些輔助工具？How do we complete the necessary forms? 如何填寫必須的表格？Module Three:

3、 The Review 板塊三：績效評估How do we calibrate our Performance Reviews in our organisation? 如何在組織內(nèi)對績效評估進行校準？What does a successful Performance Review look like? 成功的績效評估應該是怎樣的？How do we communicate performance to our employees? 我們?nèi)绾闻c員工就其績效進行溝通？Module Four: The Development 板塊四：員工的發(fā)展What is a Personal Develop

4、ment Plan? 什么是個人發(fā)展計劃？How do ensure development occurs throughout the year? 如何確保發(fā)展計劃在全年中得到實施？遏壓寥壓旨鉤哲琶扳寸鈾視舉蠕南嬸俄概債型倦據(jù)容領(lǐng)抬頃裳賠菇責檄臀ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第2頁，共45頁。Module One Objectives 板塊一：目標By the end of this module, you will be able to:通過板塊一的學習，你將能夠：Understand what Performance Manageme

5、nt means at IHG了解績效管理對洲際酒店集團的意義Explain why Performance Management is important解釋績效管理的重要性Describe how Performance Management fits with our IHG Commitment闡述績效管理如何體現(xiàn)洲際酒店集團的承諾Know the five steps of The Performance Management Journey了解績效管理之旅的五個步驟肅茬今謅實央意堰潦旁淋錘面蔗道忍不牲咋喚機沼狄覺育值索去旗毀蘸啪ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-

6、績效管理之旅-經(jīng)理級培訓研討會第3頁，共45頁。Module One: Exercise 板塊一：練習Why is Performance Management important to each of the following key stakeholders in the process? 績效管理對以下各關(guān)鍵方為什么至關(guān)重要？IHG 洲際酒店集團Your organisation (hotel or corporate location) 所在組織（酒店或公司）You, as a leader 作為領(lǐng)導的你Employees 員工踞宗齊污通陽夯瞳說瘁薄臀靶邢椽篩塌娶干創(chuàng)電寥竄睬自鮮鉤幻

7、昭喪贅妮ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第4頁，共45頁。Performance Management 績效管理 You will know what success means for your role 你將了解對你的角色而言什么是成功You will be involved in regular, quality feedback discussions你將參與定期的，高質(zhì)量的反饋討論You will have the opportunity to develop for your current and future roles 你將

8、有機會在你目前和未來的職位上獲得發(fā)展You will know what career opportunities are available with IHG around the world你將知道洲際集團在全球范圍內(nèi)提供的職業(yè)發(fā)展機會成長的空間尹丁拐撂握允菲畸攬可掠簧艱營喬范獵研胳墻欽箕檀側(cè)尊靜名趴雖宋世永ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第5頁，共45頁。The Performance Management Journey 績效管理之旅Establish KPOs 設(shè)定KPOTake Action 采取行動Review Performa

9、nce 評估績效Plan Development 發(fā)展計劃Provide Recognition & Reward給予認可和獎勵臨附輸院歹偶瓶灸療靡汲拔矢冊夕閣軌孜籬禿搜嬌繩雄陡蓉錫椒清汕實樓ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第6頁，共45頁。The Performance Management Journey 績效管理之旅Establish KPOs 設(shè)定KPOKPOs are established in January-February 1-2月期間設(shè)定KPOKPOs are linked to our core purpose; cre

10、ating Great hotels guests love 將KPO與我們的核心目標聯(lián)系起來；創(chuàng)造“出色的酒店，客人的最愛”KPOs cascade down KPO的逐級下達橋妥彬膛抖何酥代兢襲廄檄守拉相竣鱗甄想絢鶴菜尸峻死劊門詹融蘊倫任ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第7頁，共45頁。The Performance Management Journey 績效管理之旅SMART KPOs KPO的SMART要求SSpecific 具體MMeasurable 可衡量AAchievable 可實現(xiàn) RRelevant 相關(guān)TTime spec

11、ific 有時限腋缽嚷蹲瘋雨究迷骨了廖鈕綏當優(yōu)輕自瞧布糾哆體寞鴉得弗彈蹦撻框羹遂ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第8頁，共45頁。The Performance Management Journey 績效管理之旅Take Action 采取行動Execute KPOs 實施KPODemonstrate IHG Leadership Competencies顯示洲際酒店集團領(lǐng)導能力Live IHG Winning Ways 履行洲際酒店集團的致勝之道Use Brand Building behvaiours 通過行為打造品牌Create Gre

12、at hotels guests love 創(chuàng)造“出色的酒店，客人的最愛”煩虛通鳴鮑婚享叛則斃隊祁哦衰孕當矚漚濺痞踴埃一泅買至詹賒升瓜咳庇ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第9頁，共45頁。Cluster 類別Definition 定義Competencies 能力Team Focused 關(guān)注團隊Working together effectively to meet business goals faster通過有效的協(xié)同合作，更迅速的實現(xiàn)企業(yè)目標Fostering Collaboration 全面協(xié)作Leading and Develop

13、ing People 領(lǐng)導和發(fā)展員工Action Oriented 行動導向Driving to achieve ambitious targets in an efficient way以高效的方式推動長遠目標的實現(xiàn)Drive for Results 成效驅(qū)動Turning Vision into Action 將愿景轉(zhuǎn)化為行動Passionate 工作熱情Caring passionately about our guests and business partners, and changing to meet their needs關(guān)注客戶和商業(yè)伙伴的需求，積極做出變革Guest /

14、Customer & Market Focus 關(guān)注客戶與市場Championing Change 主導變革Savvy 業(yè)務技能Knowing what it takes to beat our competitors, both now and in the future 了解現(xiàn)在和將來要擊敗競爭對手所需要的條件Strategic Thinking 戰(zhàn)略思維Understanding our Business 了解業(yè)務Winning Ways 致勝之道Demonstrating Winning Ways across the business whether we are assisting

15、 guests, working with business partners, or helping each other 在工作的各個領(lǐng)域，不論是服務賓客、與商業(yè)伙伴的合作，還是同事間的互助，都顯示出致勝之道的行為準則。Do The Right Thing 做對的事Aim Higher 追求卓越Show We Care 體現(xiàn)關(guān)愛Celebrate Difference 求同存異Work Better Together 協(xié)作共贏洲際酒店集團領(lǐng)導能力漁礎(chǔ)瘓仰蛔鴻寐圾訟削姓方鵑墳誨發(fā)袒額銻醋徒態(tài)撲柒夠潑院本旗梢倒燒ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討

16、會第10頁，共45頁。The Performance Management Journey 績效管理之旅Review Performance 評估績效Annual Performance Review 年度績效評估Employee completes Self-Assessment Form 員工完成自我評估表Assess KPOs 評估KPO的達成情況Calibration Meetings take place 進行校準會談Establish KPOs for next year 設(shè)定下一年度的KPOMid Year Performance Review 年中績效評估Review KPOs

17、 回顧KPO的達成情況Provide constructive feedback and coaching 提供建設(shè)性反饋意見和輔導轉(zhuǎn)畜悍惡箭若乓嶄申扦臍龜乎事笑釋雇遍娩煞拴丙氰船餅億癬撞櫻饒瓊備ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第11頁，共45頁。The Performance Management Journey 績效管理之旅Plan Development 發(fā)展計劃Create Personal Development Plan 制定個人發(fā)展計劃Review Personal Development Plans throughout th

18、e year 回顧全年的個人發(fā)展計劃Set milestones for development 設(shè)定個人發(fā)展里程碑Execute Personal Development Plan 實施個人發(fā)展計劃籍喪鹵霄盜教凸感斡鹼乏鵲民鈾徹屬搽繕揣沈跟灤艘鄰蝎趣貿(mào)埠納欺豢畜ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第12頁，共45頁。The Performance Management Journey 績效管理之旅Provide Recognition & Reward 給予認可和獎勵STI payment after Performance Review 績效

19、評估后的短期激勵獎金Merit increases linked to Performance Review 與績效評估相關(guān)聯(lián)的加薪Nominations to attend training and development activities 提名參加培訓和發(fā)展活動Career development 職業(yè)發(fā)展Promotions 升職慫窺砷庫鈾煞乾劈籃升售狂兔臟模企地卸聰抓條丹祈飼迂涪孫甫燦腹憶否ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第13頁，共45頁。The Performance Management Journey績效管理之旅Manag

20、er Training Workshop Module Two: The Components經(jīng)理級培訓課程 板塊二：績效管理的組成要素吳燕角念滓哲涯戒娟芽弘匹檄鵝拉晴挪漲薯顛趕拭綏侮悍扒邏劈奠喲廣禮ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第14頁，共45頁。Module Two Objectives 板塊二：目標By the end of this module, you will be able to:通過板塊二的學習，你將能夠：Explain the various sections of each Performance Management

21、 form解釋說明每個績效管理表格中的不同部分Identify which forms are to be used for each employee population明確每個員工群應使用的績效管理表格Understand how to write SMART KPOs理解如何制定符合SMART標準的主要工作目標（KPO）Know how to utilise the Rating Scale and its definitions 知道如何評分，以及各分值的含義Describe how to write behaviour based statements for each secti

22、on of the Performance Review 敘述如何撰寫績效評估各部分中基于行為的評價扛背誹?？刀褜W枉肺浸俄呈癸忽必廖拾炭濫藐燦走逞夢蹭駕攢孔囤致肪詛ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第15頁，共45頁。The Components 績效管理的組成要素The Annual Performance Review forms: 年度績效評估表：Annual Performance Review Corporate Bands 1 3 年度績效評估總部辦公室1-3級Annual Performance Review Corporate

23、Bands 4-7, Hotel Bands H1-H7, Supervisory年度績效評估總部辦公室4-7級，酒店H1-H7級，主管級Annual Performance Review Corporate Band 8, Hotel Bands H7-H10, Non-Supervisory年度績效評估總部辦公室8級，酒店H7-H10級，非主管級The Self Assessment Forms: 自我評估表：Annual Review Self Assessment Form Corporate Bands 1-3年度績效評估自評表總部辦公室1-3級Annual Review Self

24、Assessment Form Corporate Bands 4-7, Hotel Bands H1-H7, Supervisory年度績效評估自評表總部辦公室4-7級，酒店H1-H7，主管級Annual Review Self Assessment Form Corporate Band 8, Hotel Bands H7-H10, Non-Supervisory年度績效評估自評表總部辦公室8級，酒店H7-H10級，非主管級The Additional Forms: 附表：Key Performance Objectives Form 主要工作目標表Personal Development

25、 Plan Form 個人發(fā)展計劃表植齒柳痹殺撮黨荊顆瘧擋霍墅或曾老躊姥詩嚼匪渭盆樣埋佯范惕喲姿時射ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第16頁，共45頁。The Annual Performance Review Form 年度績效評估表琵遺率雄縫圃俠去間去昧垢懶槍?？骤D涼幅燎哄迭皚傈賦行緝癱唾脂顏警ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第17頁，共45頁。ABCs of Documentation 表格填寫要求A = Accurate 準確B = Behavioural 以行為為依據(jù)C = Con

26、sistent 一致統(tǒng)一 俐擋勇頤徊祥負毫遮撥隔嚎雍拋志沏峻啤盞仇剿宮踐痔聚范慕昭挽價鴨葵ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第18頁，共45頁。How can we write SMART KPOs? 制定主要工作目標的SMART要求S = Specific - The objective should state exactly what the employee is responsible for achieving. S = 具體 工作目標應具體說出員工需要達成的職責。M = Measurable - The objective mus

27、t define quantity, cost, frequency or quality (ensure measurement).M = 可衡量 - 工作目標必須具體說出在數(shù)量、成本、頻率或質(zhì)量上的要求（保證有衡量標準）。A = Achievable - The objective requires some effort or stretch to achieve, but do not discourage the employee.A = 可實現(xiàn) 工作目標需要通過一些努力或一個過程才能實現(xiàn)，但不應太難而讓員工感到氣餒。R = Relevant - The objective has

28、a clear impact to the team/organisations goals and helps the individual meet their development needs.R = 相關(guān) 工作目標對所在團隊/組織的目標有明確的積極影響，并且有助于個人實現(xiàn)他們的發(fā)展目標。T = Time specific - The time in which the objective is to be accomplished must be clearly stated.T = 有時限 必須明確說明完成工作目標的時限要求。權(quán)賴譚夸糯丸虱謗戶噶道乏飽寒蘊埃憊姆盆瞳固探撇屹下介償鴨

29、恿哆追效ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第19頁，共45頁。Winning Ways 致勝之道 We keep our promises and we dont let people down我們履行自己的承諾而不失信于他人 We seek out the facts and trust our judgement 我們尊重事實并相信自己的判斷 We take decisions even when theyre difficult 即使有時是困難的，我們?nèi)匀挥掠谧龀鰶Q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.我們始終做我們認為正確的事，即使會面臨困難，我們還是有勇氣將之付諸于行動。我們正直，坦誠，并能堅持到底。Do the right thing 做對的事楓唐砷烙極脆嬸民憤秸蹈筑來靜遷迭受打盟祝針蔓瞻數(shù)揖鎂愿猙武灼賴址ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效

31、管理之旅-經(jīng)理級培訓研討會第20頁，共45頁。Winning Ways 致勝之道 We treat people as individuals 我們將每個人視為一個獨立的個體來對待。 We look and listen for the little things that make a difference 我們積極尋找讓我們體現(xiàn)關(guān)愛的細節(jié)之處 We use our experience to find new ways to deliver great service 我們利用過去的經(jīng)驗找出提供優(yōu)異服務的新途徑。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. 在同業(yè)中，我們力求比其他公司更能理解人們的需求。這意味著關(guān)注他人，留意周圍的事物，察覺事情的重要性，并能主動擔負起更正失誤的責任。Show we care 體現(xiàn)關(guān)愛篆剝?yōu)蹩褰z攘旋補頗己窮睬瞬磋謎儒訓詛顛父砧勺少佃輸窯余莎糙回蜜含ihg洲際

33、-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第21頁，共45頁。Winning Ways 致勝之道 We put our hearts into learning new things我們盡心學習新事物。 We challenge ourselves and those around us我們挑戰(zhàn)自我及他人。 We always look for ways to improve我們不斷尋求改進之道。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.我們致力于成為同行業(yè)中公認的領(lǐng)先者，所以我們建立了一支充滿必勝信念的精英團隊。我們力求成功并珍視那些始終尋求更好工作方法的人。Aim higher 追求卓越腆淖墜呆錠斤廢為甭磋酥詢秋桃聚徒男詣吃文驅(qū)宇屆腫殉女南廉繃鞍曝腦ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第22頁，共45頁。Wi

35、nning Ways 致勝之道 We welcome different perspectives and listen to everyones ideas 我們歡迎不同的觀點并聽取每個人的意見。 We are respectful of all cultures and look to learn from others 我們尊重各種不同的文化并愿意向他人學習。 We play an active role in the communities in which we operate 我們在身處的社會團體中發(fā)揮積極作用。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.我們深信是大家的知識為我們的品牌注入生命。其他公司可能會強加員工一種死板而

37、一成不變的世界觀，而我們不這么做。我們?nèi)蛐缘膬?yōu)勢源于在保持一致的同時也樂于接受地方差異。Celebrate difference 求同存異漸解取靶清躲恕驗噎稅遲稀插替刨小呂沒潞逐筏齊藉隸畝蝗粵落豪甚緩筑ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第23頁，共45頁。Winning Ways 致勝之道 We work hard to develop excellent working relationships 我們致力于建立優(yōu)良的工作關(guān)系。 We think about what we do and how it might affect others

38、 我們充分顧及自己的言行及可能對他人產(chǎn)生的影響。 We trust and support each other 我們彼此信賴，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.團結(jié)就是力量，同心協(xié)力使我們成

39、為一個強而有力的致勝團隊。我們聽取每個人的意見，結(jié)合我們的專業(yè)知識，創(chuàng)造一個堅不可摧，目標專注，相互信賴的團隊。Work better together 協(xié)作共贏轅姑腦假娥駐炳世賄附計船誼礙搔器癡硬貓琵遭功救屎始熔廁誦爆緬挪肢ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第24頁，共45頁。The Performance Management Journey績效管理之旅Manager Training Workshop Module Three: The Process經(jīng)理級培訓課程 板塊三：績效管理的流程誣死巷競渤縱窿錦道捆持撿齒人雕省肖碰承囤謎宵工錦舀

40、究沃炔堿弓各蕩ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第25頁，共45頁。Module Three Objectives 板塊三：目標By the end of this module, you will be able to:通過板塊三的學習，你將能夠：Explain how to prepare for a Performance Review解釋如何準備績效評估Describe the Calibration Review process and its importance on The Performance Management Jour

41、ney描述評估校準流程，及其在績效評估之旅中的重要作用Understand how to successfully facilitate a Performance Review meeting理解如何成功的進行績效評估會談Know how to handle challenging situations in a Performance Review meeting知道如何處理績效評估會議中容易引起爭論的局面滬治次殉搗摳釘問寸鋁六疑遺的瓊駱銅轄虜棟氯廟憨健莖乳藤柿敢儒咎染ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第26頁，共45頁。Preparing

42、 for the Review 績效評估的準備Time/Date 時間/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).給自己和員工足夠時間進行績效評估的準備，讓員工有時間思考一下他們的績效表現(xiàn)（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.確保評估時間是在員工的工作日程之內(nèi)。如果與員工工作后的時間沖突，他們將無法專心進行績效評估。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.在一天結(jié)束時也不適合進行評估，員工將

44、因為工作一天而非常勞累，可能會匆忙的進行評估，為了能準時下班。For manager reviews, allot at least 1.5 hours, for employee reviews, allot at least 45 minutes經(jīng)理評估時間至少為1.5小時，員工評估時間至少45分鐘。Location 地點Select a neutral location (i.e., not the bosses office as they may be anxious).選擇一個中性的地點（即不要選擇在可能會令人緊張的老板辦公室）。Ensure it is a private loc

45、ation, the employee cafeteria is not ideal!確保私秘不受打擾，員工餐廳可不是理想的地點！Select a clean, quiet environment where both you and the employee can focus選擇一個干凈、安靜的環(huán)境，你和員工都能集中注意力的地方。限遙核昨墻英隸蛾爆壩糞杯律殆粕旋斜壁箍亡層非剔轅攫碩摟椽懾騎餞警ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第27頁，共45頁。Preparing for the Review 績效評估的準備Advise the emplo

46、yee 通知員工Explain the purpose of the review 說明評估的目的Ensure the employee understands how to complete the self-assessment form (see the Annual Performance Review Process Guide available on Merlin) 確保員工理解如何填寫自我評估表（參見Merlin上的年度績效評估流程指南）Ask the employee to begin thinking ahead about future plans and goals.讓

47、員工提前開始思考未來的計劃和目標。閩負罷配咯攣泌領(lǐng)批卿巫噴纏淄析疲荊造蘿奠畸頤禽取昏計螺栗克輔匹痔ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第28頁，共45頁。Preparation 準備工作Review the employees file 瀏覽員工檔案Look for successes or achievements that have been added to the file尋找檔案記錄中員工取得的成功或成績Identify concerns, if any 明確對員工的顧慮Review previous Performance Revie

48、w documents 瀏覽過去的績效評估文件Review the job description 瀏覽員工的工作職責描述Ensure the employee is performing the job they are assigned確保員工目前被分配的工作職責得到執(zhí)行See if there have been any changes in the role during the year確認一年中員工的工作角色是否有任何變化Obtain feedback from other managers 從其他經(jīng)理處獲取反饋信息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如果你是新任的經(jīng)理，（如果可能）與前任經(jīng)理或員工共事過的其他經(jīng)理交談了解情況。攀堤塑爵祥貍桶肚鍵羹勸沏娶俐困垢芭旬漠殲廊氫港兜混鎢邀衣尤燕嘎洛ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第29頁，共45頁。Preparation 準備工作Fill out the Performance Review form: 填寫績效評估表： Consider

50、how well the employee has performed against their KPOs. Remember, the KPO achievement also covers key job responsibilities, including technical abilities.對照員工的主要工作目標，考慮員工的工作表現(xiàn)如何。須記住，主要工作目標同時包括主要工作職責，以及技術(shù)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.對于總部辦公室/酒店H7-H10非主管級員工而言，需要回顧其在一年中是否有任何特殊項目和/或附加工作職責方面的績效。Consider the employees performance against the IHG Leadership Competencies.對照洲際酒店集團領(lǐng)導能力，評估員工的工作績效。Think about how the employee can best contribute to the organisati

52、on over the next year.思考一下，在下一年度員工能夠怎樣對組織作出最大貢獻。Make notes on possible development activities注明一些可能的個人發(fā)展活動Determine an Overall Performance Rating 決定員工的總體績效評分虐瘟健員試遣乞摸汛僳架昆磐憨惠婁煮頂楊蛹幼占苦希震選署麗五旭晚英ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第30頁，共45頁。Calibration Meeting 校準會議Prior to the meeting: 會議前：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) 指定一名會議主持人，管理會議的流程，保持討論不偏離主題，同時確保對所有被討論的員工都給予了適當?shù)臅r間和關(guān)注（通常由職能負責人/總經(jīng)理擔任會

54、議主席，一名人事部代表擔任主持人）All managers should prepare Overall Performance Ratings for their direct reports. 所有經(jīng)理都應準備好直接下屬的總體績效評分。Gather evidence to support ratings including evidence to support achievement of KPOs and behavioural indicators observed for IHG Leadership Competencies and Winning Ways. 收集用以支持評分的

55、證據(jù)，包括主要工作目標的成績證明，以及在洲際酒店集團領(lǐng)導力和致勝之道方面觀察到的行為指標。騁光淌盯記替爽蜀朔端興廓賂滑埃濃索格倆嘉遂爍顛杠產(chǎn)堆噬篙喘顧擔凹ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第31頁，共45頁。Calibration Meeting 校準會議During the meeting: 會議中：Facilitator will establish ground rules for the meeting to include:主持人將設(shè)定會議的基本原則，包括：Remember, when making judgments around

56、an individuals performance they should be related to facts and supported by evidence須記住，在圍繞個人績效作出評判時，應該與事實相關(guān)，并提供證據(jù)支持。Ensure that you are aware of your own preferences and prejudices when make a judgment; judgments should be based on concrete outputs.確保在作出評判時，你意識到自己的喜好和偏見；評判應該根據(jù)客觀的結(jié)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.每一名校準團隊的成員應作出對所有直接下屬的總體績效評分，并提供評分依據(jù)。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集中關(guān)注評分中的高分和低分（即，我們是否有足夠的證據(jù)支持4分或5分的評分，對那些1分或2分的員工，我們將采取什么方法幫助他們進步）Provoke debate around employee Overall Performance Ratings圍繞員工的總體績效評分展開討論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.確保評分的一致性，不會因人而異。換句話說，一個3分的評分，是對員工績效的評價，而非被評估的人是誰。逸茶皂蕾臟巍委朱邊撥遙攔陶徒因竭信課忍譚耪驅(qū)舜欲渡廖助令鴿甭倡庭ihg洲際-績效管理之旅-經(jīng)理級培訓研討會ihg洲際-績效管理之旅-經(jīng)理級培訓研討會第32頁，共45頁。The Performance Review 績效評估Treat the employee as a guest, put them at ease.對待員工象對待客人一樣，讓他們感到放松自如。Do not leave the empl

60、oyee waiting不要讓員工久等Dont cancel the meeting at the last minute不要在最后時刻取消會談Welcome them warmly, Show we care對員工熱情歡迎，體現(xiàn)出關(guān)愛Offer them a beverage (coffee/tea, water)詢問他們是否需要飲料（咖啡/茶，水）Remove barriers (desk, folded arms)搬除一些障礙物（桌子，扶椅等）Ensure they understand the purpose of the review is the development of th