IHG洲际-绩效管理之旅-经理级培训研讨会

ThePerformanceManagementJourney绩效管理之旅,ManagerTrainingWorkshop经理级培训研讨会,Agenda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？,ModuleOneObjectives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,ModuleOne: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,PerformanceManagement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,ThePerformanceManagementJourney绩效管理之旅,EstablishKPOs设定KPOTakeAction采取行动ReviewPerformance评估绩效PlanDevelopment发展计划ProvideRecognitioncreatingGreathotelsguestslove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”KPOscascadedownKPO的逐级下达,ThePerformanceManagementJourney绩效管理之旅,SMARTKPOsKPO的SMART要求SSpecific具体MMeasurable可衡量AAchievable可实现RRelevant相关TTimespecific有时限,ThePerformanceManagementJourney绩效管理之旅,TakeAction采取行动ExecuteKPOs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CreateGreathotelsguestslove创造“出色的酒店，客人的最爱”,洲际酒店集团领导能力,ThePerformanceManagementJourney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AssessKPOs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ReviewKPOs回顾KPO的达成情况Provideconstructivefeedbackandcoaching提供建设性反馈意见和辅导,ThePerformanceManagementJourney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,ThePerformanceManagementJourney绩效管理之旅,ProvideRecognitionjudgmentsshouldbebasedonconcreteoutputs.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.Dowehaveenoughevidencetosupporttosupporta4or5orWhatarewedoingtohelpdevelopthosewitha1or2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,aratingof3isbasedonperformanceanddoesnotchangebasedonthepersonbeingreviewed.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。,ThePerformanceReview绩效评估,Treattheemployeeasaguest,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Dontcancelthemeetingatthelastminute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,Reviewtheemployeesaccomplishments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。Dontspendallyourtimeonthepast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,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,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,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,Managementtechniquestoremember需牢记的管理技巧,Respectandsupportanindividualsmorale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。Showwecarethroughouttheprocess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。,ThePerformanceManagementJourney绩效管理之旅,ManagerTrainingWorkshopModuleFour:TheDevelopment经理级培训课程板块四：员工的发展,ModuleFourObjectives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,theemployeeandyoutheleader.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,FourStepPersonalDevelopmentPlanProcess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。,Step2:MySuccess第二步：我的成功,Askthefollowingquestions:提出以下问题：Whatwillbedifferent?会有什么不同？Whatwilltheemployeebeabletodo,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？,Step3: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Determineifthesolutionisappropriatetotheindividualslearningstyle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:MyActionusingSMARTLanguage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