个人绩效和绩效评估

INDIVIDUALPERFORMANCEANDTHEPERFORMANCEAPPRAISAL个人绩效和绩效评估CAPITALUNIVERSITYOFECONOMICSANDBUSINESS首都经济贸易大学OUTLINE提纲PERFORMANCEBYINDIVIDUALS个人绩效THEPERFORMANCEAPPRAISAL绩效评估EVALUATIONAPPROACHES评估方法SAMPLEPERFORMANCEAPPRAISALS绩效评估案例IMPROVINGPERFORMANCEAPPRAISALS提升绩效校评估DISCUSSIONBREAK课间讨论WHATDOYOURMANAGERSSAYABOUTYOURCOMPANYSPERFORMANCEAPPRAISAL你的经理如何看待你公司的绩效评估PERFORMANCEBYINDIVIDUALSABEHAVIORALMODELKNOWLEDGE,SKILLSANDABILITIESKNOWSWHAT“IT”ISWANTSTODO“IT”MOTIVATIONEFFORTDIRECTIONPERFORMANCEWERECONSEQUENCESWORTHTHEEFFORTALLOWEDTODO“IT”CULTURE/STRUCTURECONSEQUENCESABLETODO“IT”THEPERFORMANCEAPPRAISAL绩效评估PROVIDEFOCUS提示关注焦点PROVIDEFEEDBACK提供评估反馈DOCUMENTPERFORMANCE将绩效管理落在纸上THEPERFORMANCEAPPRAISAL绩效评估续IMPROVEPERFORMANCE提高绩效水平DEVELOPEMPLOYEES注重员工培养与发展LINKPERFORMANCETOREWARDS将奖酬与绩效联系起来DRAWBACKSOFPERFORMANCEAPPRAISALS绩效评估的缺点SUBJECTIVE主观的TIMECONSUMING耗费时间CONTRADICTORY相互矛盾性DRAWBACKSOFPERFORMANCEAPPRAISALS绩效评估的缺点续NEGATIVE否定的TOOLITTLE,TOOLATE太少，太晚UNFOCUSED,INEFFECTIVE没有关注也没有效率PERFORMANCEAPPRAISALSDESIGNCONSIDERATIONS绩效评估的设计要考虑的问题MEASUREBOTHACHIEVEMENTANDEFFORTS对完成的结果与为之付出的努力都要进行测量STANDARDIZEPERFORMANCECRITERIA标准化绩效标准ENSUREUTILIZATION确保应用PERFORMANCEAPPRAISALSDESIGNCONSIDERATIONS绩效评估的设计要考虑的问题DESIREDTIMING需要的时间EVENTDRIVEN事件驱动PERIODIC/SCHEDULED周期性/计划性BUDGETING预算COMPONENTSOFPERFORMANCEAPPRAISALS绩效评估的构成GENERALOFADMINISTRATIVEINFORMATION全面的管理信息PERFORMANCEAPPRAISALSECTION绩效评估部门SUMMARYRATINGSECTION评价的概要COMPONENTSOFPERFORMANCEAPPRAISALS绩效评估的构成续OBJECTIVESETTINGANDPERFORMANCEDEVELOPMENTPLAN目标选定和绩效发展计划COMMENTSECTION意见部门SIGNATURESECTION签字部门EXAMPLEOFAPPRAISALCOMPONENTS绩效评估要素举例INPUTSFOREVALUATINGPERFORMANCE评估绩效的投入1FIRSTLEVELSUPERVISOR首要的管理者2SELFAPPRAISAL自我评估3SECONDLEVELSUPERVISOR第二层次的管理者4OTHERMANAGERS其他的管理者INPUTSFOREVALUATINGPERFORMANCE评估绩效的投入续5SUBORDINATES下属6PEERS同事7PROFESSIONALS专业人士8CUSTOMERS顾客MULTIRATERASSESSMENT/3600FEEDBACK多维度考评/360度信息反馈DEFINITION定义FEATURES特点BENEFITS获益APPLICATION申请FIRSTLEVELSUPERVISOR首要主管SECONDLEVELSUPERVISOR第二层次主管CUSTOMER顾客PEERS同事SUBORDINATES下属PROFESSIONALS专家MULTIRATERASSESSMENT/3600FEEDBACK多维度考评/360度信息反馈ADVANTAGES优势DISADVANTAGES劣势RATINGSCALES确定评估级别的方法NUMERICAL数量等级DESCRIPTIVE描述性的NARRATIVE叙述比较法GRAPHIC图表法BEHAVIORALLYANCHORED行为锚定法MIXED混合应用法SELECTINGRATINGSCALES选择评估等级别QUANTITATIVE数量上NUMERICAL数字的NUMBEROFLEVELS水平的数目EVEN/ODD奇数还是偶数SELECTINGRATINGSCALES选择评估等级别QUALITATIVE质量上DESCRIPTIVE,NARRATIVE,GRAPHIC,BEHAVIORALLYANCHORED描述性的，叙述法，图表法，行为锚定法DESIGNOPTIONSABSOLUTEVSFREQUENCYOFPERFORMANCE设计的选择绝对会出现的绩效表现VS可能会出出现的绩效表现EVALUATIONAPPROACHES评估方法RESULTS”WHAT”结果“什么”COMPETENCIES”HOW”能力“如何”EVALUATIONAPPROACHES评估方法续ORGANIZATIONAL组织能力JOB工作能力BEHAVIORAL行为能力RESULTS结果FOCUSESONWHATTHEINDIVIDUALACCOMPLISHES关注个人完成的情况METHODSOFAPPRAISAL评估方法WORKPLANNINGANDREVIEW工作计划和工作回顾MANAGEMENTBYOBJECTIVESMBO目标管理WPREXAMPLEPERFORMANCEPLANFORMATFORSALESMANAGERWPR案例销售人员的绩效计划范本PERFORMANCEDIMENSION绩效维度WEIGHT权重OBJECTIVES绩效目标MANAGEMENTBYOBJECTIVESMBO目标管理PURPOSE目标ESTABLISHACCOUNTABILITY建立对于结果的责任感COMMONFEATURES常见特点OBJECTIVES目标PERFORMANCEOBJECTIVESANDMEASURES绩效目标和效标STEPS步骤EXAMPLE举例MANAGEMENTBYOBJECTIVES（MBO）目标管理JOBTITLEHRDIRECTOR职务人力资源主管RESULTSANDBUSINESSSTRATEGY结果和商业战略OPERATIONALEXCELLENCECOST卓越的运营成本PRODUCTLEADERSHIPINNOVATION产品领导创新CUSTOMERINTIMACYSOLUTIONS良好客户关系问题解决EXPENSES开销TIMETOMARKET投入市场时机CUSTOMERSATISFACTION顾客满意度REVENUE/SALES收入/售卖RATINGS顾客投诉NETINCOME/PROFIT纯收入/利润THIRDPARTYRATINGS第三方投诉OPERATINGINCOME运营收入RESULTS结果ADVANTAGESANDDISADVANTAGESOFRESULTSBASEDAPPROACHES以结果为基础的评估方法的优劣优点与公司战略机密相关并联系到每一个雇员具体到人明确以目标为中心更加努力支持成功使雇员与主管间的沟通变得容易未来导向非常明确绩效将如何被测量ADVANTAGESTIEDTOCOMPANYSSTRATEGYANDCASCADEDTOALLEMPLOYEESINDIVIDUALSPECIFICGOALCENTEREDSTRETCHEFFORTSUPPORTSACHIEVEMENTFACILITATESEMPLOYEE/SUPERVISORCOMMUNICATIONFUTUREORIENTEDCLEARHOWPERFORMANCEWILLBEMEASUREDADVANTAGESANDDISADVANTAGESOFRESULTSBASEDAPPROACHES以结果为基础的评估方法的优劣缺点能关注年度结果但却忽略了日常工作的一些方面经常为变化的环境而妥协需要花费时间发展和进行维持目标不切实际达到目标需要依靠其他一些因素必须与企业文化及管理技巧相一致并不能直接导向绩效提高DISADVANTAGESCANFOCUSONANNUALRESULTSIGNORESROUTINEASPECTSOFJOBFREQUENTLYCOMPROMISEDBYCHANGINGCIRCUMSTANCESTIMECONSUMINGTODEVELOPANDMAINTAINGOALSUNREALISTICMEETINGGOALSMAYBEDEPENDENTONOTHERSMUSTBECONSISTENTWITHCULTUREORMANAGEMENTSKILLSNODIRECTIONONPERFORMANCEIMPROVEMENTCOMPETENCIES能力DEFINITION定义INDIVIDUALVSORGANIZATION个人VS组织LINKTOSTRATEGY与企业策略相连THEICEBERGMODELOFCOMPETENCIES能力冰山模型KNOWLEDGE知识SKILL技能BEHAVIORALDEMONSTRATIONOFEXPERTISE专业人士的行为示范ABILITIES技能PRESETCOMPETENCE现有的能力PROFILINGCOMPETENCIES能力ABCDEFG1PROBLEMSOLVING问题解决2TEAMWORK团队工作3INFLUENCING影响4COMMUNICATING沟通5CREATIVITY创造力6JOBKNOWLEDGE与工作相关的知识COMPETENCIES能力JOBS工作COMPETENCYEXAMPLE资格范例KNOWLEDGE知识SKILLS技能ABILITIES能力EXAMPLE举例COMPETENCYBASED以能力为基础的评估COMPETENCIESANDBUSINESSSTRATEGY能力和企业战略OPERATIONALEXCELLENCECOST卓越的运营成本PRODUCTLEADERSHIPINNOVATION产品领先创新CUSTOMERINTIMACYSOLUTIONS良好的顾客关系问题解决TEAMWORK团队合作INNOVATION革新BUSINESSORIENTATION企业导向TECHNICALEXPERTISE技术专家ANALYTICALTRAINING解析性培训CREATIVETHINKING创新思维INTERPERSONALSKILLS人际关系技能COMPETENCYFOCUS能力关注点ADVANTAGESANDDISADVANTAGESOFCOMPETENCYBASEDAPPROACHES以能力为基础的评估方法的优劣优点与企业战略紧密相连统一的评估因素可辨别缺点ADVANTAGESALIGNEDWITHBUSINESSSTRATEGYUNIFORMAPPRAISALFACTORSIDENTIFIESSHORTCOMINGSADVANTAGESANDDISADVANTAGESOFCOMPETENCYBASEDAPPROACHES以能力为基础的评估方法的优劣缺点评价人而并非评价人的表现不容易确定评价因素没有明确地与职责相连很难划分等级很难证明也许难以依法辩解DISADVANTAGESAPPRAISESPERSONNOTPERSONSPERFORMANCENOTEASYTOIDENTIFYFACTORSNOTTIEDTOSPECIFICDUTIESDIFFICULTTORATEDIFFICULTTODOCUMENTMAYBEDIFFICULTTODEFENDLEGALLYBEHAVIORALDESCRIPTORS行为描述法FOCUSONWHATTHEINDIVIDUALDOES关注个人做什么EXAMPLE例子BEHAVIORALCOMPETENCIES行为能力PERFORMANCEFACTORS绩效因素CRITICALINCIDENTS重要的事件BEHAVIORALCOMPETENCIES行为能力TEAMBUILDING团队建设DEFINITION定义BEHAVIORALDESCRIPTORS行为描述法LEADERSHIP领导能力DEFINITION定义BEHAVIORALDESCRIPTORS行为描述法PERFORMANCEFACTORS绩效要素MEASUREINDIVIDUALBEHAVIOR测量个人行为RATINGSCALE评级等级WEIGHTING权重EXAMPLEPERFORMANCEFACTORS举例绩效要素JOBPROGRAMMERANALYST职位程序分析师PERFORMANCEFACTORORGANIZINGANDPLANNING绩效要素组织和计划RATINGSCALEBEHAVIORALLYANCHORED评价等级划分行为锚定法CRITICALINCIDENTS关键事件法MEASURESSPECIFICINDIVIDUALACTIONS衡量明确的个人行为MEETDESIREDOUTCOME达到了预期的目的DONOTMEETDESIREDOUTCOME未达到预期的目的TWOEXAMPLES两个例子USEOFTHECRITICALINCIDENTAPPROACH重要事件方法的应用NEEDFORQUALIFIEDOBSERVERS需要一个具备资格的观测者TIMEREQUIREMENTS时间要求MEASUREMENTOMISSIONS测量疏忽DISTINCTIONBETWEENCOMPETENCIESANDCRITICALINCIDENTS基于能力的评估和关键事件评估法的区别行为描述法与企业战略卓越的运营成本产品领先创新良好的客户关系问题解决稳定的绩效水平问题处理分享观点和问题解决之道可靠的不断挑战跨边界思考和工作可训练的/能学习高水平的创新行为更广泛的技能需求跟随指示高风险承担被变革和进步所驱使避免浪费适应对细节的关注挑战固有程序对产出品质量的高度关注多功能性容忍严苛的标准关注发现稳定带来的舒适感长期的聚焦在过程之上的结果对不明确的高度容忍行为能力ADVANTAGESANDDISADVANTAGESOFBEHAVIORALAPPROACHES使用行为描述法的优劣优点描述了重要的员工行为可被员工修改雇员可以控制行为，不仅是产出的结果鼓励员工沟通与交流对于培训和引导性训练而言非常有益对于绩效进步非常有益ADVANTAGESDESCRIBENECESSARYEMPLOYEEACTIONSCANBEMODIFIEDBYEMPLOYEEEMPLOYEESCANCONTROLBEHAVIOR,NOTALWAYSOUTCOMESENHANCESEMPLOYEECOMMUNICATIONUSEFULFORTRAININGANDORIENTATIONUSEFULFORPERFORMANCEIMPROVEMENTADVANTAGESANDDISADVANTAGESOFBEHAVIORALAPPROACHES使用行为描述法的优劣缺点可能不会聚焦在结果上需要一定时间来进行等级的建设定义可能是一种挑战需要观察的机会评价者可能会存在偏见主观判断很难涵盖绩效的所有方面可能不会“善有善报”DISADVANTAGESMAYNOTFOCUSONRESULTSTIMEREQUIREDFORSCALECONSTRUCTIONDEFINITIONCANBEACHALLENGEOPPORTUNITYTOOBSERVEREQUIREDRATERBIASSUBJECTIVEJUDGMENTDIFFICULTTOINCLUDEALLASPECTSOFPERFORMANCE“NICETOPEOPLECANFINISHLAST”COMPARISONOFAPPROACHES几种方法的对比OBJECTIVE项目RESULTSBASED以结果为基础COMPETENCYBASED以能力为基础BEHAVIORBASED以行为为基础PAY/REWARDS工资/薪酬PERFORMANCEFEEDBACK绩效反馈EMPLOYEEIMPROVEMENTANDTRAINING员工发展和培训JOBPLACEMENT,PROMOTIONANDCAREERPLANNING岗位安置、晋升和职业生涯计划LEGALDEFENSIBILITY法律依据有效的SAMPLEPERFORMANCEAPPRAISALS绩效评估案例IMPROVINGPERFORMANCEAPPRAISALS提升绩效评估建立共同的目标确保清晰的目标和测评方法确保灵活关注教练技术关注发展包括评估过程保证简单、明了SETMUTUALOBJECTIVESENSURECLEAROBJECTIVESANDMEASURESENSUREFLEXIBILITYFOCUSONCOACHINGFOCUSONDEVELOPMENTINCLUDEPROCESSFORAPPEALSENSURESIMPLICITY,UNDERSTANDABILITYEXERCISE