360度绩效评估-版ppt课件

1、360 Performance Evaluation Process 绩 效 评 估 步 骤2002What is 360 Performance Evaluation (feedback)? 什 么 是 360度绩 效评价 ( 反响？360 feedback is an art, not a science 360评价不仅是科学，而且是一门艺术。Upward上 级Downward下 级 (anonymous) (不记名的)Self 本人Colleague 同 级360 Evaluation 360 度评价Traditional Performance Evaluation Approach

2、传统绩效评价方法Evaluator/Manager 评 估 人 员/经 理Evaluatee/Direct Report 被 评 估 人 员/直 接 下 属How 360 feedback impacts individual performance?360评价如何反映个人绩效?Evaluation 评价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 本人360 feedback and follow-up feedback with rater group 360

3、反响以及经过交流的反响Weaknesses identified 找出缺陷Acceptance of feedback接受反响Improvement Goal Setting 确定开展目的Organizationalsupport systems组织支持系统Greater Self-Awareness更深化的自我认识Improved Individual Outcomes(e.g., performance/attitude) 促进个人的提高Performance Evaluation Process 绩 效 评 估 步 骤Identify Evaluation Directors 确定评价督

4、导Select Evaluators (ERF process) 选择评价人Input 360 Evaluation Feedback输入360度评价Complete Self Evaluation 完成自我评价Generate Year End Data Packet 生成年终评价数据包Firmwide Performance Evaluation Process全公司范围内的评价过程Evaluators 评价人Evaluatee 被评价人Conduct Performance Review Discussion进展绩效讨论Sign on the E&D Summary 签署评价开展总结Re

5、turn to PE Center 交还评价中心Write Evaluation and Development(E&D Summary)撰写评价及开展总结Firmwide Performance Evaluation Process(Cont)全公司范围内的评价过程(续Election of Evaluation Director评价督导的选择Normally he/she is the direct supervisor of the evaluatee 普通就是被评价人的直接上级Selection of Evaluators评价人的选择表格类型自我评价表上级对下级评价表下级对上级评价表同

6、事间评价表自我评价表商业目的和成就专业开展签名并注明日期上级对下级和同事评价表中心才干之评价优势评价待提高之处评价下级对上级评价表中心才干评价指点才干评价人员管理评价如何书写评价以相关绩效准那么为根据思索被评价人一年的业绩基于可察看的行为以详细事例为支持提出如何完善的建议评价举例优势评价行为：他的同事李莉是一位擅长与她的听众交流的讲演者不是很有协助的评价很强的口交流才干。具有压服力，执行买卖。有协助的评语交流流利：李莉擅长使小组达成一致。她可以很快了解组员的不同想法，并且经过本人的洞察力明晰了解组员的表现，她还可以影响他人。作为一位表达明晰并具有压服力交流者，她可以与不同类型的人协调关系。在X

7、工程会上，她压服董事会赞同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怀。为了恰当的发扬李莉在此方面的才干，我情愿看到她得到提升并指点部门里的其他人员。Types of feedback反响的不同类型Confirmatory positive feedback: The individual receives high ratings from others, which confirm the individuals high self-ratings.共同的积极反响：员工的自我评价与他人评价都得到积极评价。Disconfirmatory negativ

8、e feedback: The individual receives ratings from others that are lower than his or her self-ratings.一方面的消极反响：员工得到比自我评价低的评价。Types of feedback Cont)反响的不同类型续Confirmatory negative feedback: The ratings received from others are low, and the self-ratings also are low.共同的消极反响：员工的自我评价与他人的评价一样低。 Disconfirmat

9、ory positive feedback: The individuals self-ratings are lower than ratings received by others.一方面的积极反响：员工自我评价低于他人评价。书写评价及开展总结基于以上反响，评价主任为被评价人书写评价及开展总结，作为绩效评价讨论的根据。反响包含以下内容：在过去一年里，被评价人在业务方面的成就在过去一年里，被评价人在个人开展方面的成就在未来一年里，被评价人在业务方面的目的在未来一年里，被评价人在个人开展方面的目的人力资源部在评价中的位置顾问位置：设计评价体系提供评价工具设计评价流程汇总评价数据协调评价程序法

10、官位置？警察位置？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员工的了解参与和培训Feedback be specific - provide specific example based on observable behavior ra

11、ther than vague comment(coach, not judge)反响要明确 提供基于行为的反响，提供详细的例子，而不是空洞的评价是教练，而不是法官为什么没有完成果效评价？“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“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 tim

12、e need to do performance management as you describe it. 问题: 我太忙了,没有方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:经理人员的任务就是保证其下属高效地完成任务。由此说来，绩效管理协助管理人员节约时间的工具。Suggestion: loo

13、k 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：能否管理太细了，卷入许多本该由他下属完成的任务。Fear of confrontation害怕冲突Question: Managers express concern about the difficulty of bringing up performance problems, because they

14、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，由于他们担忧员工会争辩，从而使得评价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 things reduces c

15、onfrontation because manager and employee are on the same side. 回答：绩效讨论不是讨论不好的表现，而是关于成就，胜利和提高的讨论。注重这三项，将有助于防止矛盾，由于管理者和员工站在同一边。When confrontation occurs or becomes ugly, its often because managers have avoided dealing with a problem until its severe. Early identification of problems helps in the resolution process 当冲突产生或是变得不愉快，通常是由于管理者在问题变得严重之前没有注重。早发现问题有注于防患于未燃。Reluctance of employee员工不情愿Suggested approaches建议采取的方式Approach the process as a “We exercise以“我们开场这场说话Dont give pronouncements on performance不要以告