单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,360 Performance Evaluation Process,绩 效 评 估 步 骤,2019,度绩效评估课件,1,What is 360 Performance Evaluation(feedback)?,什 么 是 360度绩 效评估(反馈）？,What is 360 Performance Evalua,2,360 feedback is an art,not a science,360,评估不仅是科学，而且,是一门艺术。,360 feedback is an art,not a,3,Downward上 级,Upward 下 级,(anonymous)(不记名的),Self 自己,Colleague 同 级,360,Evaluation 360 度评估,Upward 下 级(anonymous)(不记名的),4,Traditional Performance Evaluation Approach 传统绩效评估方法,Evaluator/Manager,评 估 人 员/经 理,Evaluatee/Direct Report,被 评 估 人 员/直 接 下 属,Traditional Performance Evalua,5,How 360 feedback impacts individual performance?,360评估如何反映个人绩效?,Evaluation,评估,Anonymous peer 匿名的同事,Anonymous subordinate 匿名的部属,Anonymous customer 匿名的客户,Supervisor 上级,Self 自己,360 feedback and follow-up feedback with rater group 360反馈以及经过交流的反馈,Weaknesses,identified,找出缺点,Acceptance,of,feedback,接受反馈,Improvement Goal Setting,确定发展目标,Organizational,support systems,组织支持系统,Greater Self-Awareness,更深入的自我认识,Improved Individual Outcomes,(e.g.,performance/attitude),促进个人的进步,How 360 feedback impacts indiv,6,Performance Evaluation Process,绩 效 评 估 步 骤,Performance Evaluation Process,7,Identify Evaluation Directors,确定评估督导,Select Evaluators (ERF process),选择评估人,Input 360 Evaluation Feedback,输入360度评估,Complete Self Evaluation,完成自我评估,Generate Year End Data Packet 生成年终评估数据包,Firmwide Performance Evaluation Process,全公司范围内的评估过程,Evaluators,评估人,Evaluatee,被评估人,Identify Evaluation Directors,8,Conduct Performance Review Discussion,进行绩效讨论,Sign on the E&D Summary,签署评估发展总结,Return to PE Center,交还评估中心,Write Evaluation and Development(E&D Summary),撰写评估及发展总结,Firmwide Performance Evaluation Process(Cont),全公司范围内的评估过程(续）,Conduct Performance Review Dis,9,Election of Evaluation Director评估督导的选择,Normally he/she is the direct supervisor of the evaluatee 一般就是被评估人的直接上级,Election of Evaluation Directo,10,Selection of Evaluators,评估人的选择,Selection of Evaluators评估人的选择,11,表格类型,自我评估表,上级对下级评估表,下级对上级评估表,同事间评估表,表格类型自我评估表,12,自我评估表,商业目标和成就,专业发展,签名并注明日期,自我评估表商业目标和成就,13,上级对下级和同事评估表,核心能力之评估,优势评估,待提高之处评估,上级对下级和同事评估表核心能力之评估,14,下级对上级评估表,核心能力评估,领导能力评估,人员管理评估,下级对上级评估表核心能力评估,15,如何书写评估,以相关绩效准则为依据,考虑被评估人一年的业绩,基于可观察的行为,以具体事例为支持,提出如何完善的建议,如何书写评估以相关绩效准则为依据,16,评估举例,优势评估,行为,：,你的同事李莉是一位善于与她的听众交流的讲演者,不是很有帮助的评估,很强的口交流能力。具有说服力，执行交易。,有帮助的评语,交流流利：李莉善于使小组达成一致。她能够很快了解组员的不同想法，并且通过自己的洞察力清晰了解组员的表现，她还能够影响他人。作为一位表达清晰并具有说服力交流者，她可以与不同类型的人协调关系。在X项目会上，她说服董事会同意财务总监利用税收优惠来获得有益的副产品，同时还提出了独立动声会成员对投资者反映的关心。为了恰当的发挥李莉在此方面的才能，我愿意看到她得到提升并指导部门里的其他人员。,评估举例优势评估,17,Types of feedback反馈的不同类型,Confirmatory positive feedback,:The individual receives high ratings from others,which confirm the individuals high self-ratings.,共同的积极反馈：员工的自我评估与他人评估都得到积极评价。,Disconfirmatory negative feedback,:The individual receives ratings from others that are lower than his or her self-ratings.,单方面的消极反馈：员工得到比自我评估低的评价。,Types of feedback反馈的不同类型Confi,18,Types of feedback（Cont)反馈的不同类型（续）,Confirmatory negative feedback,:The ratings received from others are low,and the self-ratings also are low.,共同的消极反馈：员工的自我评估与他人的评价一样低。,Disconfirmatory positive feedback,:The individuals self-ratings are lower than ratings received by others.,单方面的积极反馈：员工自我评价低于他人评价。,Types of feedback（Cont)反馈的不同,19,书写评估及发展总结,基于以上反馈，评估主任为被评估人书写评估及发展总结，作为绩效评估讨论的依据。反馈包含以下内容：,在过去一年里，被评估人在业务方面的成就,在过去一年里，被评估人在个人发展方面的成就,在未来一年里，被评估人在业务方面的目标,在未来一年里，被评估人在个人发展方面的目标,书写评估及发展总结基于以上反馈，评估主任为被评估人书写评估,20,人力资源部在评估中的地位,顾问地位：,设计评估体系,提供评估工具,设计评估流程,汇总评估数据,协调评估程序,法官地位？,警察地位？,人力资源部在评估中的地位法官地位？,21,Keys for effective Performance Evaluations,有效的绩效管理的关键,Support from Management-view it as a tool to enhance overall efficiency of the Firm,管理层的支持看作提高公司整体效率的工具,Buy in of the staff-involvement and training,员工的理解参与和培训,Feedback be specific-provide specific example based on observable behavior rather than vague comment(coach,not judge),反馈要明确 提供基于行为的反馈，提供具体的例子，而不是空洞的评价（是教练，而不是法官）,Keys for effective Performance,22,为什么没有完成绩效评估？,“I am too busy to do it”“,我太忙了,没时间做”,Mangers fear of confrontation 害怕冲突,Reluctance of employee员工不情愿,为什么没有完成绩效评估？“I am too busy to,23,“I am too busy to do it”“,我太忙了,没时间做”,Question:I am just too busy managing to be able to set aside the amount of time need to do performance management as you describe it.,问题:我太忙了,没有办法安排出做绩效管理的时间,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:经理人员的工作就是保证其下属高效地完成工作。由此说来，绩效管理帮助管理人员节约时间的工具。,Suggestion:look at where the time is gone:micromanage,getting involved in all the little things that should be handled by your subordinates.,建议：查看一下时间都花到哪里去了：是否管理太细了，卷入许多本该由你下属完成的工作。,“I am too busy to do it”“我太忙了,24,Fear of confrontation害怕冲突,Question:Managers express concern about the difficulty of bringing up performance problems,because they feel that employees are going to fight back,and the process might turn ugly.问题:管理人员不愿提出绩效问题，因为他们担心员工会争辩，从而使得评估过程变得令人不愉快。,Answer:Performance interview is not about discussing poor performance.Its about talking about accomplishment,successes,and improvement.A focus on those three thi