年终表现评估指南

1、1Performance Management 绩效管理Annual Performance Review 年终评估2 Annual Review Process年度年度绩效绩效评估评估流流程程 Rating Scale Definitions 评分等级说明评分等级说明 Tools to support the Performance Management journey 年度年度绩效绩效评估评估流流程程的辅助工具的辅助工具 Key dates 重要日期重要日期 Agenda 议程议程 3 管理用途管理用途 - 薪酬、奖金薪酬、奖金 - 晋升、调动晋升、调动 - 精简机构精简机构 - 撤职、解

2、雇撤职、解雇Performance Review Purpose 绩效评估用途绩效评估用途 开发用途开发用途 - 识别员工的强项识别员工的强项 - 确定有待提高的领域确定有待提高的领域 - 制定员工发展计划、职业生涯规划制定员工发展计划、职业生涯规划 - 开展有针对性的培训或在岗培训开展有针对性的培训或在岗培训4Performance Management 绩效管理流程绩效管理流程规规 划划年中评估年中评估年度评估年度评估绩效管理绩效管理流程图流程图奖励奖励培养培养培养培养5Performance Management 绩效管理流程绩效管理流程Planning 规划规划 ( as each y

3、ear begins 每年年初）每年年初）-Key Performance Objectives 主要工作目标（主要工作目标（KPOs）-Key Job Requirements 主要工作职责主要工作职责 （KJR）-Personal Development Plan 个人发展计划个人发展计划 （PDP)规规 划划年中评估年中评估年度评估年度评估绩效管理绩效管理流程图流程图奖励奖励培养培养培养培养6SMART请记住请记住KPO/KJR应该是应该是SMART（具体的、可衡量的、可实现的、相关的以及有时限的）。（具体的、可衡量的、可实现的、相关的以及有时限的）。对于每个对于每个KPO/KJR，您应

4、该确保它们符合以上所有标准，您应该确保它们符合以上所有标准Specific 具体的具体的 为了让十家酒店今年更新他们的品牌，还需要以新的标准来培训他们的所有员工。为了让十家酒店今年更新他们的品牌，还需要以新的标准来培训他们的所有员工。Measurable 可衡量的可衡量的 所有十家酒店均已获提供各自的培训计划。所有十家酒店均已获提供各自的培训计划。Achievable 可实现的可实现的 对于提供的培训计划，需要投入一些努力并花费些时间，因而不会过于轻松。对于提供的培训计划，需要投入一些努力并花费些时间，因而不会过于轻松。Relevant 相关的相关的 培训计划就是培训计划就是Stay Real

5、计划，而不是酒店员工不需要的其它计划。计划，而不是酒店员工不需要的其它计划。Time Specific 有时限的有时限的 它们将全在十月末提供。它们将全在十月末提供。7Performance Management 绩效管理流程绩效管理流程Mid-year Review (mid-year)年中评估（年中）年中评估（年中）-Checks progress against KPOs and personal development plan 检查有关检查有关KPO/KJR以及个人发展方向的进展情况以及个人发展方向的进展情况-Allows for priorities to be adjusted

6、根据业务变化调整优先级根据业务变化调整优先级规规 划划年中评估年中评估年度评估年度评估绩效管理绩效管理流程图流程图奖励奖励培养培养培养培养8Performance Management 绩效管理流程绩效管理流程Annual Review (year end) 年度评估（年终）年度评估（年终）-Overall performance for the year is discussed, evaluated, and rated 讨论并评估全年的整体绩效讨论并评估全年的整体绩效-Progress against personal development plan 审审阅个人发展计划的进展情况阅个人

7、发展计划的进展情况规规 划划年中评估年中评估年度评估年度评估绩效管理绩效管理流程图流程图奖励奖励培养培养培养培养9Annual Performance Review Process年度绩效评估流程年度绩效评估流程 Self Assessment 自我评估自我评估Calibration Meeting校准会议校准会议Performance Review Conversation绩效评估绩效评估会谈会谈Manager Completes Employees Assessment 经理完成对员工的初评经理完成对员工的初评Leadership Competencies Guide领导力指南领导力指南1

8、0Leadership Competencies领导力指南领导力指南11Leadership CompetenciesLeadershipCompetencyClusterCompetencyDescriptionTeam FocusedFoster CollaborationLead & Develop PeopleWirking together effectively to meet business goals faster.Action OrientatedDrive for resultsTurn vision into actionDriving to achieve a

9、mbltlous targets in an efficient way.PassionateFocus on our guests, customer and markets Champloning changeCaring passionately about our guests and business partners, and changing to meet their needs.SavvyThink aheadUnderstand our businessKnowing what it takes to beat our competltors, both now and i

10、n the future.12领导力指南领导力指南领导能力分类领导能力分类能力能力描述描述关注团队全面协作领导和发展员工通过有效的协同合作，更迅速的实现企业目标。行动导向成效驱动将愿景转化为行动以高效的方式推动长远目标的实现。工作热情关注客户与市场、主导变革关注客户和商业伙伴的需求，积极作出变革。业务技能超前思考了解业务了解现在和将来要击败竞争对手所需要的条件。13Rating Scale Definitions评分等级说明评分等级说明14Rating Scale DefinitionsExceptional PerformanceThe employee consistently excee

11、ds all the expectations for key performance Objectives, key Job Responabilities and Leadership Competencles and acknowledged as such by peers and senior leaders.Consistent Over PerformanceThe employee frequently exceeds expectations for key Performance Objectives, Key Job Responsilities and Leadersh

12、ip Competencles against an already stretching set of standards.Very God PerformanceThe employee meets estabilished expectations forKey Performance Objectivies, key Job Responsibilties and Leadship Competencles, a rating that any person should feel justifiably proud.Mixed OutcomesThe employee meets s

13、ome expectations for Key Performance Objectives, Key Job Resbonsibilities and Leadship Competencies, With focus, the potential to raise performance exist.Unacceptable PerformanceThe employee does not meet expectations for Key Performance Objectives, Key Job Responsbilities and Leadship Competencies,

14、 A performance Improvement plan needs to be in place.5432115评分等级说明评分等级说明持续不断的超越期望员工持续超过关于主要工作目标（KPO）、主要工作职责（KJR）和领导能力的所有期望并且得到同事和高层领导的确认。经常超越期望参照已有的延伸系列标准，员工经常超过关于KPO、KJR和领导能力的期望。表现优异员工达到关于KPO、KJR和领导能力的既定期望，评分让任何人都会无可非议地感到自豪。基本达到期望员工实现关于KPO、KJR和领导能力的期望。需要员工指定一个绩效改进计划，因为如果没有发生明显改进，则无法继续聘用该员工。未达到期望员工没

15、有实现关于KPO、KJR和领导能力的期望。需要员工制定一个绩效改进计划，因为如果没有发生明显改进，则无法继续聘用该员工。5432116KPO/KJR Rating 主要工作目标主要工作目标/主要工作职责评分主要工作职责评分例如：您有五个KPO/KJR并将其评定为： 5；4；3；2；3.您将评分相加：5+4+3+2+3=17然后用总和除以您的KPO/KJR数量：17/5=3.40然后您可以将结果四舍五入成：3.40=3您的整体您的整体KPO/KJRKPO/KJR评分为评分为 3 3在上面的实例中，您可以将整体评分从在上面的实例中，您可以将整体评分从3.403.40升为整数升为整数4 4，这是因为

16、被评估成，这是因为被评估成5 5分的分的KPO/KJRKPO/KJR实际上比其它的实际上比其它的KPO/KJRKPO/KJR更大、更重要。更大、更重要。17Leadership Competence/ Winning Ways Rating 领导力领导力/致胜之道评分致胜之道评分例如：例如：您的领导力您的领导力4 4个方面分别评定为：个方面分别评定为：5 5；3 3；4 4；3 3您将评分相加：您将评分相加：5+3+4+3=155+3+4+3=15然后用总和除以然后用总和除以4 4：15/4=3.7515/4=3.75然后您可以将结果四舍五入成：然后您可以将结果四舍五入成：3.75=43.75

17、=4您的领导力评分为：您的领导力评分为：4 418Overall Rating 整体评分整体评分请记住请记住OPR可以是半点，这样可以是半点，这样可以更详细地反映整体绩效。可以更详细地反映整体绩效。实例如果您的KPO/KJR分数是3，领导能力分数为4（3+4=7除以2=3.5）您的整体评分为您的整体评分为3.53.519Review Performance 评估绩效评估绩效 Self Assessment 自我评估自我评估Calibration Meeting校准会议校准会议 Performance Review Conversation绩效评估绩效评估会谈会谈Manager Complete

18、s Employees Assessment 经理完成对员工的评估经理完成对员工的评估Leadership Competencies Guide领导力指南领导力指南20Calibration Meeting 校准会议校准会议 Prior to the meeting: 会议前会议前： Identify a facilitator to manage the process (ideally the facilitator should be your HR representative) 确保会议有主持人管理会议的过程 （理想的主持人应该是您的人力资源代表） Confirm meeting d

19、ate, timing, audience, and preparation with HR respective确认校准会议的日期、时间、听众以及您的人力资源代表的准备工作 All managers should prepare Overall Performance Ratings for their direct reports. 经理应该准备您的所有直接报告的最终评估 Should gather last years performance ratings as additional information 应收集去年的绩效评分作为额外的会议资料 All managers should

20、 think about the other employees being discussed at the meeting (the direct reports of your peers) 经理应考虑在校准会议上讨论的其他员工（您同事的直接报告）21Calibration Meeting 校准会议校准会议 During the meeting: 会议中会议中： Each manager should present the OPR, KPO and Leadership Competency ratings for each direct report and provide evid

21、ence 每位经理应该提供每个直接报告的整体绩效评分、KPO和领导能力评分，并提供支持评分的论据 Debate around: employee with extreme ratings 讨论范围：员工评分异常 Ensure all members of the group participate as evenly as possible 确保所有的成员都能尽可能平等地参与 Consensus should be achieved on the Overall Performance Rating for each employee对于每位员工的整体绩效评分都应达成一致意见 Ensure c

22、onsistency in the ratings regardless of person 无论对象是谁，确保评分的一致性 Manage the timing of the meeting to ensure all employees are adequately discussed控制会议的时间以确保充分讨论到所有的员工22Review Performance 评估绩效评估绩效 Self Assessment 自我评估自我评估Calibration Meeting校准会议校准会议Performance Review Conversation绩效评估绩效评估会谈会谈Manager Comp

23、letes Employees Assessment 经理完成对员工的评估经理完成对员工的评估Leadership Competencies Guide领导力指南领导力指南23Performance Review Conversation 绩效评估会谈绩效评估会谈 1 Treat the employee as a guest, put them at ease 把员工当客人把员工当客人,让他们放松：让他们放松： Have a review schedule and inform staff in advance 准备评估时间表，并提前告知员工 Do not leave the employe

24、e waiting 别让员工等待 Dont cancel the meeting at the last minute 不要在最后时刻取消会议 Welcome them warmly, show we care 热情欢迎他们,体现关爱 Offer them a beverage 提供饮料 Remove barriers （Place、Phone） 去除障碍 （地点、电话） Ensure they understand the purpose of the review is for their benefit 确保员工明白会谈目的和对其的好处 Build rapport with the em

25、ployee 和员工建立良好关系 Explain the format of the review 解释会谈的架构24Performance Review Conversation 绩效评估会谈绩效评估会谈 2 Review the employees accomplishments 回顾员工的成就回顾员工的成就 Let the employee start by highlighting their successes which allows you to see how they view their performance 让员工从自己的表现说起, 使你有时间聆听其自我评价 Use t

26、he performance review form as a guide for your conversation discussing rating for each component of the form 使用绩效评估表来指导会谈并针对每项打分 Give specific feedback using behavioral examples 用具体行为来给予反馈 Dont spend all your time on the past 不要花全部时间在过去的表现: 50% of review on the past 50% 在过去表现 20% on the present 20%

27、在现在 30% on the future 30% 在未来 25Performance Review Conversation 绩效评估会谈绩效评估会谈3 Ensure employee understands any performance areas for development 确保员工明白自己可提高的地方：确保员工明白自己可提高的地方： - Ask questions 提问提问: Open ended questions to get the employee talking (what about the *project stands out as an accomplishme

28、nt, I see you noted it in your self assessment?) 开放式问题使员工开口 ( 关于某某项目,我发现你在自我评估中有提及,你为什么认为你这是你的一个业绩?) Probing questions to gain clarification or find details (who was on the team, what did you do, what did you say? ) 探索式问题,发掘细节. (你的团队还有谁? 你后来说了什么? 你又是怎么做的呢?) Funnel questions to get specific informati

29、on (tell me about it, what happened exactly?) 漏斗式提问, 得到具体信息. ( 告诉我到底发生了些什么?) Closed questions only to get commitment or approval (Do you agree we need to work on team focused behavior?) 封闭式问题得到确认 (你同意自己需要在团队合作上更加注意吗?)26Performance Review Conversation 绩效评估会谈绩效评估会谈4 Agree Personal Development Plan and

30、 discuss career goals 就个人发展计划达成一致并讨论职业目标就个人发展计划达成一致并讨论职业目标 Focus on the future 关注未来 This conversation can occur with the Performance review or as a separate meeting 可以将本部分和绩效评估会和在一起或者单独开另一次会议 All Personal Development Plans are due by April 30 个人发展计划应该在4月30日前完成 Discuss KPOs for next year 讨论明年的主要绩效目标

31、27Performance Review Conversation 绩效评估会谈绩效评估会谈5 Close the review 会谈结束会谈结束 Summarize the discussion, recap the main points 总结,重述主要观点 Advise the employee that the review form will be completed and they will be asked to review, sign and give comments 告诉员工评估即将结束,他们可以阅读评估表,并在最后签名和写下自己意见. Ask the employee

32、 to think about their objectives or KPOs for upcoming year 让员工考虑来年的KPO Set time/date to finalize KPO and PDP, if not done 如果没有完成,确定KPO 和PDP 的完成时间 Ask employee if they have any questions 询问员工是否有其他问题 Thank them for their contributions 谢谢他们做出的贡献28Management Techniques to remember 绩效评估小技巧绩效评估小技巧1. Respe

33、ct and support an individuals moral 尊重员工并关注员工士气尊重员工并关注员工士气 2. Focus on performance issues, not the person 关注绩效表现而不是个人关注绩效表现而不是个人3. Listen, check understanding and respond appropriately 聆听聆听, 确保理解并正确回应确保理解并正确回应4. Make sure all goals and commitments are mutually agreeable 确保所有目标和承诺得到双方认可确保所有目标和承诺得到双方认可29FAQ 常见问题常见问题 New staff under probation 试用期内的新员工 Probation appraisal instead of annual review. 只需做试用期评估、无需做年终评估。 New transferred staff 新调动员工 Refer previous dept. heads comments. 参考员工前任经理的评估意见。 New Manager joined after Oct. 1st 十月一日后入职的新经理 Us