翰威特-迅达绩效管理研讨会

HewittAssociatesLLC/TCS

SchindlerPerformanceManagement

Workshop

迅达绩效管理研讨会OurGoals

我们的目标LearnaboutSchindlerPerformanceManagementProcess

了解迅达绩效管理系统

Understandmyrolesandresponsibilitiesinperformancemanagement

理解我在绩效管理中的角色

Learnhowtoset“smart”goals

学习如何设定“聪明”的目标

OurGoals

我们的目标Learnhowtogiveeffectivefeedback

了解如何提供有效反馈

Learnhowtocoachemployeestoimproveperformance

了解如何有效辅导员工以提高他们的绩效Learnhowtoconductaperformancereview

学习如何有效地进行绩效评估

What’sinItforMe?

我可以从这次培训中得到什么？Worksmarterthanbefore

以更聪明的方式工作

Improvemycredibilityinmyteam

提高我在团队中的信誉

Increasemypersonalvalueinthecompany

提高我在公司中的价值

What’sinItforMe?

我可以从这次培训中得到什么？Developandreinforcemymanagementskills

发展与强化我的管理技能Improvetheperformanceofmyteam

提高我部门的绩效Gainemployeecommitmentofmyteam

获取我部门员工的承诺

Agenda

日程安排Agenda

日程安排Agenda

日程安排HewittAssociatesLLC/TCS

SchindlerPerformanceManagement

Orientation

迅达绩效管理介绍PurposeofThisSession

本部分的目标Understandingofwhatisperformancemanagementandwhyperformancemanagement

了解什么是绩效管理以及为什么要进行绩效管理UnderstandingofSchindlerPerformance

ManagementProcess

了解迅达绩效管理流程绩效管理是...基本的人员管理与发展的工具正式与非正式的计划，辅导，评估，与回报员工的机会分解公司经营目标的工具帮助员工理解他们在公司成功中的角色确定职责提供有关绩效的标准绩效管理并非仅仅绩效评估PerformanceManagementis…

Theprimarypeople-managementanddevelopmenttoolFormalandinformalopportunitiestoplan,coach,evaluate,andrewardperformanceAnapproachtopushingthebusinessplandownHelpingpeopleunderstandtheircontributiontothecompany’ssuccessAssigningaccountabilitiesProvidingacommonlanguageaboutperformancePerformancemanagementisnotperformanceappraisalPurposeofPerformanceManagement

绩效管理的目的SomeCommonPurposesofPerformanceManagement

绩效管理的常用目的Createahigh-performanceculture

创造高绩效文化Developemployees

发展员工Increasesales

增加销售PurposeofPerformanceManagement

绩效管理的目的

SomeCommonPurposesofPerformanceManagement

绩效管理的常用目的Improvemanager/subordinatecommunication

改善主管/下属之间的沟通Cascadethecompany‘sgoalsanddesiredbusinessresults

传达公司的目标和所期望达到的经营结果Increaseemployeeproductivity

提高员工生产力绩效管理是否能带来实效？与没有实行绩效管理的公司相比,执行绩效管理系统后，公司明显改善其经营结果。更高利润更好的现金流量更强的市场绩效更高的股票价值明显高于本行业内平均生产力CanPerformanceManagementMakeaDifference?Comparedtocompanieswithoutperformancemanagement.Companieswithperformancemanagementhave:HigherprofitsBettercashflowStrongermarketperformanceGreaterstockvalueProductivitysignificantlyaboveindustryaverage...绩效管理和经营结果：翰威特调查项目

没有执行

执行绩效 绩效管理 管理股东投资回报 0% 7.9%

所有者回报 4.4% 10.2%资产回报

4.55% 8.0%投资现金流量 4.7% 6.6%回报销售额实际增长

1.1% 2.2%平均每人销售额

$126,100 $169,900PerformanceManagementandBusinessResults:HewittResearchIndicator WithoutProgram WithProgramTotalShareholder 0% 7.9% ReturnReturnonEquity 4.4% 10.2%ReturnonAssets 4.55% 8.0%CashFlowReturn 4.7% 6.6%onInvestmentRealGrowthinSales 1.1% 2.2%SalesperEmployee $126,100 $169,900高效绩效管理项目的特点实行高效绩效管理项目的公司:将绩效衡量标准与经营目标统一。利用辅导提高绩效。明确主管在绩效管理中的责任。利用绩效管理来决定下属的发展需求。利用绩效管理来讨论发展行动计划。限制目标数量。

HighlyEffectivePerformanceManagementProgramsCompanieswithhighlyeffectiveprograms:Alignperformancemeasureswithbusinessobjectives.Usecoachingtoimproveperformance.Holdmanagersaccountableformanagingperformance.Useperformancemanagementtodetermineemployeedevelopmentneeds.Useperformancemanagementtodiscussprogressondevelopmentalactionplans.Limitthenumberofgoals.迅达绩效管理流程概览绩效管理的介绍迅达绩效管理近观迅达组织目标个人绩效和发展计划持续性辅导，反馈和监督绩效评估附录

指南表OverviewofSchindler’sPerformanceManagementProcessAnIntroductiontoPerformanceManagementACloserLookatSchindlerPerformanceManagementSchindler’sOrganisationalGoalsIndividualPerformanceandDevelopmentPlanningOngoingCoaching,FeedbackandMonitoringPerformanceReviewAppendicesJobAidsSchindlerPerformanceManagementProcess

迅达绩效管理流程Schindler’sOrganisationalGoals

迅达公司目标IndividualPerformanceandDevelopmentPlanning

个人绩效发展计划OngoingCoaching,FeedbackandMonitoring

持续辅导，反馈和监督PerformanceReview

绩效评估WhyisPerformanceManagementImportantatSchindler

绩效管理在迅达的重要性Alignemployeeindividualgoalswithcompanygoals

使员工个人目标与公司目标相一致Employeedevelopment

员工发展Performancemanagementculture

绩效管理文化Toimprovemanagementcapability

改善管理能力TransitionManagement

变革管理

Schindler’sOrganizationalGoals

迅达的公司目标SchindlerPerformanceManagementProcess

迅达绩效管理流程Schindler’sOrganisationalGoals

迅达组织目标IndividualPerformanceandDevelopmentPlanning

个人绩效与发展计划OngoingCoaching,FeedbackandMonitoring

持续性的辅导，反馈和监督PerformanceReview

绩效评估迅达公司的目标公司计划是制定辅导迅达发展战略规划的过程。战略计划详细描述了迅达将在今后几年中完成的使命，未来观以及战略目标和目的每年，迅达的领导层都会按照优先次序排列公司以及公司下属部门的战略目标，并与员工分享OrganizationalGoalsOrganizationplanningistheprocessofdevelopingastrategicplanthatwillguideSchindlerThestrategicplandetailsthemission,vision,andstrategicgoalsandobjectivesSchindlerwillaccomplishoverthenextseveralyearsEachyear,leadersatSchindlerwillprioritizeandsharewithemployeesthestrategicobjectivesfortheorganizationandforthedivisions迅达的未来观 以 服务

领先 市场

领先在业务的每个方面位于领先:销售额质量

安全创新员工积极性对客户的回应服务

让服务的态度贯穿我们所有的活动以完全满足内外部客户的需求。从生产型转向服务型的公司,最终成为本行业内首选的供应商和雇主Schindler’sVisionLeadership through ServiceLEADERSHIPTaketheleadineveryaspectofthebusiness:SalesvolumesQualitySafetyInnovationEmployeemotivation,andResponsivenesstocustomersSERVICE

Haveaserviceattitudeinallwedotofullysatisfyourinternalandexternalcustomers

Transitionfromamanufacturertoatotalservicecompany,andultimatelytobethepreferredsupplierandemployerintheindustrySchindler’sMission

迅达的使命Schindlerservesitscustomers24hoursadayworldwidethroughreliability,innovationandleadership.

迅达在全球通过可靠，创新和领导力每天24小时为顾客服务。Caresforitsemployeesandmindsthenaturalenvironment,whilestrivingforprofitablegrowth.

在追求利润增长的同时，照顾员工，关心环境。

SchindlerCorporateObjectives

迅达公司目标Customersatisfaction

客户满意Employeemotivation

员工激励Marketshare

市场份额Financialresults

财务结果我们如何继续提高能力、创造价值员工方面

目标

指标客户对我们的期望顾客方面

目标

指标我们必须精于什么运作方面

目标

指标投资者对我们的期望财务方面

目标

指标经营目标：均衡计分卡HowCanWeContinueToImproveandCreateValue?EmployeePerspective

GoalsMeasuresHowDoCustomersSeeUs?CustomerPerspective

GoalsMeasuresWhatMustWeExcelAt?ProcessPerspective

GoalsMeasuresHowDoWeLooktoShareholders?FinancialPerspectiveGoalsMeasuresBusinessGoals:TheBalancedScorecardDefiningResults:People(Example)

定义结果：人(举例)Capability&Commitment

能力和承诺Capability

能力technicalknowhow

技术上懂得怎么做howpeopleworktogether

人们怎么共同工作DefiningResults:People(Example)

定义结果：人(举例)Capability&Commitment

能力和承诺Commitment

承诺Whatdotheysayabouttheorganization?

他们对组织说些什么？Dotheystay?

他们是否留在公司工作？Dotheyserve?

他们敬业吗？DefiningResults:Organization(Example)

定义结果：组织(举例)Speed+Learning+Accountability+Eliminateboundaries

速度+学习+责任+剔除界限Speed

速度reducecircletimes

缩短周期responsiveness

积极回应seekandtakeadvantageofopportunities

寻求并充分利用机会DefiningResults:Organization(Example)

定义结果：组织(举例)Speed+Learning+Accountability+Eliminateboundaries

速度+学习+责任+剔除界限Learning

学习abilitytoinnovateandgeneratenewideas

创新和开发新意念的能力Accountability

责任gettingworkdone

完成工作meetingcommitments

实现承诺DefiningResults:Organization(Example)

定义结果：组织(举例)

Speed+Learning+Accountability+Eliminateboundaries

速度+学习+责任+剔除界限EliminateBoundaries

剔除界限collaborateinteamsacrossorganizationalunits

跨组织单位的团队协作widespreadinformationsharing

广泛信息共享DefiningResults:Customer(Example)

定义结果：顾客(举例)Identityoffirmincustomers’minds

顾客心目中的

公司形象Identityofthefirm

明确公司形象Howdocustomersthinkofthefirm?Dotheyvaluedoingbusinesswiththefirm?Why?

顾客怎么看待公司？他们是否珍视与公司的合作？为什么？Createvalueforcustomers

为顾客创造价值Cost,quality,speed,service,innovation

费用，质量，速度，服务，创新Goodatallofthem…butinwhichoneareyououtstanding?

所有的都好-但是哪一个最突出？DefiningResults:Customer(Example)

定义结果：顾客(举例)Identityoffirmincustomers’minds

顾客心目中的公司形象CustomerInteractions

与顾客沟通Gettingtoknowthecustomer

了解顾客Collectingcustomerinformation

收集顾客的信息

DefiningResults:Shareholders(Example)

定义结果：股东(举例)ControlCosts+AchieveGrowth+ManagementCapability

成本控制+实现增长+管理能力Profitability

利润AchieveGrowth

实现增长ManagementCapability

管理能力DefiningResults:Shareholders(Example)

定义结果：股东(举例)ControlCosts+AchieveGrowth+ManagementCapability

成本控制+实现增长+管理能力ManagementCapability

管理能力accesstostrongsupplierrelationships

可以获取牢固的供应商关系accesstoinvestmentfunds

可以获取投资资本accesstodebt

可以获取贷款电梯及扶梯业务的层次关系NavigatorTraining99/4/20 49

新梯安装的Clll>0%管理利润达到12%系统增长高于20%维保业务的Clll

增长提交最可靠、最节省开支的新梯方案提供低成本的服务，让客户高兴，保养、维修、更新改造无忧虑新扶梯产品/工序新电梯产品/工序采购可靠性共享/支持服务客户联系服务领导

理念的实施服务模块/现场联网工具实施提高员工能力发现/招纳人才新的信息技术工具如-SAP第三版本培训-服务领导者-新产品/工序建立员工参与的企业文化调整组织结构的

影响系统提高组织结构的能力财务前景客户前景工序前景员工前景AchieveCIII>0%inN.I.GrowCIIIinE.I.0Achieve12%MROrganicGrowth>20%FinancialPerspectiveDelivertheMostReliableandCostEffectiveN.I.SolutionsHassleFreeProvideMoreCustomerDelightatLowerCostM,R,MODEmployeePerspectiveProcessPerspectiveCustomerPerspectiveNewEscalatorsProducts/ProcessesSM/FLImplementationNewElevatorsProducts/ProcessesSourcingReliabilityShared/SupportServicesCustomerLinkSLeaderConceptImpl’tionIncreaseOrganizationCompetenciesNewITTools-SAPR3Training-ServiceLeaderI&II-NewProducts/ProcessesIdentify/RecruitTalentsIncreaseEmployeeCapabilitiesBuildCultureofEmployeeInvolvementAlignOrganizationalInfluenceSystemsTheElevatorandEscalatorStory目标细分公司未来观、价值观、使命、迅达总体目标、三年期目标及迅达总体行动方案。总公司:在中国:KG/KW/MAN：总体目标、具体目标及行动业务部：总体目标，具体目标和行动部门：总体目标，具体目标和行动个人：总体目标，具体目标和行动导航手册包括战略行动1999-2001TheProcessofGoalCascadingDownVision,values,mission,corporateobjectives,3yeargoals,andcorporateactions.Atcorporatelevel:Atlocallevel:KG/KW/MAN:Objectives,goals,andactionsDivision:Objectives,goals,andactionsDepartment:Objectives,goals,andactionsSchindler’sOrganisationalGoalsIndividual:Objectives,goals,andactionsTheNavigatorBookWithStrategicActions1999-2001IndividualPerformanceandDevelopmentPlanningGoalSetting

个人绩效与发展计划目标设定

HewittAssociatesLLC/TCS

SchindlerPerformanceManagementProcess

迅达绩效管理流程Schindler’sOrganisationalGoals

迅达组织目标IndividualPerformanceandDevelopmentPlanning

个人绩效与发展计划OngoingCoaching,FeedbackandMonitoring

持续性的辅导，反馈和监督PerformanceReview

绩效评估Outcome

结果

Understandwhatgoalsettingisandwhy

理解什么是目标设定及目标设定的重要性Understandingofgoalsettingprocess

理解目标设定程序

Improvedgoalsettingskills

改进目标设定技能Understandyourrolesandresponsibilities

了解你在其中的角色和责任Theperformanceanddevelopmentplanningisthefirstopportunityformanagersandemployeestoworktogetherindevelopingindividualgoalsthattheemployeewillworkonthroughouttheyear.Thegoalsinclude:

绩效和发展计划是下属和主管共同工作的第一机会，开发下属愿意全年为之努力的个人目标。目标包括:Upto5performancemanagementgoals

最多5个绩效管理目标1employeedevelopmentgoal

1个下属发展目标1selfdevelopmentgoal

1个自我发展目标IndividualPerformanceandDevelopmentPlanning-GoalSetting

个人绩效与发展计划-目标设定

WhyisGoalSettingImportant?

为什么目标设定是重要的？Thegoalsettingstepservesto:

目标设定步骤旨在：Clarifyperformanceexpectations

明确绩效期望SteerperformancetowardsSchindler’sgoals

引导绩效朝向迅达目标Encouragediscussionbetweenemployeesandmanagersaboutperformance

鼓励下属和主管之间关于绩效的讨论Givemanagersandemployeessomethingtomeasureagainstattheendoftheyear

在年底向下属和主管提供衡量的标准WhyisGoalSettingImportant?

为什么目标设定是重要的？Thegoalsettingstepservesto:

目标设定步骤旨在：Buildcommonagreementbetweenthemanager

andtheemployeeaboutperformanceexpectations

主管和下属之间关于绩效期望达成一致Bethebasisforcoachingandfeedbackdiscussions

为反馈和辅导提供基础Performance&DevelopmentPlanningProcess

绩效与发展计划流程Managementbriefing

目标交流会Goaldevelopmentbyemployees

由下属设计个人目标One-on-onemeeting

一对一的会议Employeeandmanagersign

下属和主管签字“Smart”GoalswithStretch

“聪明”目标详述

聪明的目标不聪明的目标

提高我所管理的员工的时间管理技能。准备更好的销售报告。聪明的目标

培训部在7月1日前给我所有的下属完成一个时间管理的课程。利用销售队伍提供的信息，在8月1日前修改目前的销售报告以提供有关销售量和利润方面的准确信息。

SMARTGoals

GoalswithoutSMART

Improvetimemanagementamongmyemployees.

Preparebettersalesreports.

GoalswithSMART

WorkwithHRtoconductatimemanagementcourseformyemployeesbyJuly1.

Usingtheinputofthesalesforce,revisebyAugust1thecurrentsalesreporttoprovidepreciseinformationonsalesvolumeandmargins.

Exercise:

练习：5Minutes

5分钟IndividualGoalSetting--What

个人目标设定-什么Twocomponents

两部分Performance&

DevelopmentPlan

绩效和发展

计划

PerformanceGoals

绩效目标DevelopmentGoalsDevelopingEmployees

发展员工DevelopingYourself

发展自我发展目标GoalSettingFormat

目标设定格式IndicatorsandTargets

衡量标准和指标

Typesofstandards:

标准的类型：Cost: Howmuchisspent,saved,orearned?

成本： 花了多少钱，省下多少钱，挣了多少钱？Quantity: Howmanyorhowmuchoftheproductor

数量：

serviceisdelivered,sold,etc.?

卖出多少产品/提供多少服务，等？Quality: Howwelldoestheproductorservicemeet

质量：

customerexpectations?

产品或服务达到顾客期望的程度如何？IndicatorsandTargets

衡量标准和指标Typesofstandards:

标准的类型：Timeliness: Whenorhowoftenistheactionstartedor

及时：

completed?

行动从什么时候开始或结束，多长时间

进行一次？Impact: Whatistheresultoreffectoftheaction?

影响： 行动的结果和影响如何？Event: Whatconditionshouldtriggertheaction

事件：

orwhatshouldoccurasaresult?

什么条件促发行动或应该产生什么结果？ActionstoAchieveTheseGoals

达成这些目标的行动Questions:

问题：WhatactionsdoIhavetotaketoachievemygoals?

我要达成目标必须采取什么行动？WhatbarriersmayIhaveintheprocessofachievingmygoals?

我在达成目标的过程中有什么障碍？HowcanIovercomethem?

我如何克服这些障碍？WhatkindofhelpdoIneedtoachievethosegoals?

我要达成目标需什么样的帮助？PerformanceGoals

绩效目标Relatedirectlytotheworkyoudo

与你的工作直接相关Definecontributionsyoucanmakethatdirectlyinfluencebusinessresults

确定你能为影响经营结果而作出的贡献PerformanceGoalsExample

绩效目标举例

Performancegoals:

绩效目标：Forexample:例如：DevelopthemarketinginfrastructureoftheSMAbybuildingamarketingdatabasetoincludeallqualifiedprospectsbyOctober15

在10月15日前建立包括所有合格情况的市场数据库以开发SMA的市场基础结构SetupaprogramtotrackmonthlydepartmentalexpendituresagainstapprovedbudgetbyJuly31

在7月31日前建立一个程序，根据既定的预算来追踪每月部门的费用。PerformanceGoalSettingprocess

绩效目标设定程序

Reviewthedepartmentgoals

回顾部门目标Reviewtherolesandjobresponsibilities

回顾工作责任IdentifytheKRAofyourjob

明确你工作的关键结果区域(KRA)Prioritizeresponsibilities

按优先顺序排列责任Selecting5areaswhichhavethebiggestimpactondepartmentgoals

选择5个对部门目标有最大影响的区域Settingupto3performancegoalsaroundtheseareas

围绕这些区域设定3个绩效目标Exercise:Setthreeperformancegoalsforthisyear

练习：为今年设定3个绩效目标

15

Minutes

15分钟WhatAreDevelopmentGoals?

什么是发展目标？Developmentgoalsfocusonwhatyouandyouremployeeneedtodeveloptobemoreeffectiveinyourjob

发展目标注重你和你的下属有什么发展需要以使工作更有效Theyinclude： 包括：Employeedevelopmentgoalfocusonbuildingemployeecapability

发展下属目标--注重建立下属能力

Self-developmentgoalFocusononeofthesixcorecompetencies

自我发展目标--注重6个核心素质之一Youhavetheabovetwogoalsinyourplan

你在你的计划中有以上两种目标WhatAreCompetencies?

什么是核心素质？Thecombinationofknowledge,skillsandabilitiesdescribedinbehavioraltermsthatarecoachable,observable,measurable,andcriticaltosuccessfulindividualorcorporateperformance.

是对个人成功或公司绩效至关重要的、可辅导的、可观察的、可衡量的、以行为方式来描述的知识，技巧和能力的结合。Thepiecesofthepuzzlethatformacommonlanguageaboutsuccess

拼图的每一块共同组成成功的语言。Schindler’sCoreCompetencies*

迅达的共同核心素质

Customerorientation

客户导向Achievementorientation

成就导向Peopleorientation

人本导向Impact

影响力Leadership

领导能力Selfconfidence

自信*Theseapplytoall

Schindlermanagers

这些适用于所有迅达管理人员。SelfDevelopmentGoals

自我发展目标SelfDevelopmentGoalsAreRelatedtoSchindlerCoreCompetencies

自我发展目标与迅达核心素质直接相关Focusesontheattitude,skills,knowledge,andbehaviorsyouneedtoacquiretoachieveyourresults-focusedgoals

注重为达成绩效目标所必须的态度，技巧，知识和行为。

Focusesyourcompetency-relatedgoalononeofSchindlersixcorecompetenciesyouandyourmanageragreearetargetsfordevelopment

从迅达的6个核心素质中，挑选一个你和你的主管都认为对你来说至关重要的，作为发展目标。SelfDevelopmentGoalSettingProcess

自我发展目标设定程序Assessmentofcurrentcompetencylevel

目前核心素质水平评估Selfassessment

自我评估Managerassessment

主管评估Discussion/Reachconsensus

讨论/达成共识SelfDevelopmentGoalSettingProcess

自我发展目标设定程序Determinethedesiredlevelforthenextyear

决定明年想达到的核心素质水平Selfassessment

自我评估Managerassessment

主管评估Discussion/Reachconsensus 讨论/达成共识Focusonecompetencyasaselfdevelopmentgoal

注重一个核心素质，作为自我发展目标Exercise:SetOneSelfDevelopmentGoalforthisYear

练习：为今年设定一个自我发展目标10

Minutes

10分钟EmployeeDevelopmentGoal

下属发展目标Employeedevelopmentgoal

下属发展目标Focusesonbuildingemployeekeycapabilitytohelpthemachieveindividualperformancegoals

注重建立下属关键的能力，以帮助他们达到个人绩效目标Focuseswhatyoucando(Withinyourinfluencecircle)

注重你能做什么(在你的影响范围内)EmployeeDevelopmentGoalSettingProcess

下属发展目标设定程序Identifyoneareaofyoursubordinates’developmentthatwillhavethebiggestimpactonyourdepartmentperformanceinthefuture

确定有关下属发展的对贵部门绩效影响最大的一个领域。Setagoalaroundittoimproveyoursubordinates’capability

围绕这个领域设定一个目标以提高下属的能力Exercise:SetOneEmployeeDevelopmentGoalforthisYear

练习：为今年设定一个发展下属的目标

10

Minutes

10分钟绩效与发展计划中的角色和责任主管在迅达战略计划的基础上为每一位下属草拟目标审核填写好的绩效与发展计划表并签字下属草拟你的目标，并解释它们如何与迅达战略计划相联系草拟绩效与发展计划并在最后定稿后签字，交给主管共同参加全体员工和/或部门会议，讨论战略计划参与一对一计划会议RolesandResponsibilitiesDuringPerformance&DevelopmentPlanningManagersDraftgoalsforeachemployeebasedonSchindler’sstrategicplanReviewthecompletedPerformance&DevelopmentformandsignitEmployeesDraftyourgoalsand

demonstratehowtheylink

toSchindler’sstrategicplanDraftandsignthefinalperformance&developmentplanandsubmittomanagerTogetherAttendtheall-employeeand/ordivision

meetingtoreviewthestrategicplanParticipateinone-on-oneplanningmeetingsOngoingCoaching,FeedbackandMonitoring

持续性辅导，反馈和监督HewittAssociatesLLC/TCS

SchindlerPerformanceManagementProcess

迅达绩效管理流程Schindler’sOrganisationalGoals

迅达公司目标IndividualPerformanceandDevelopmentPlanning

个人绩效与发展计划OngoingCoaching,FeedbackandMonitoring

持续性辅导，反馈和监督PerformanceReview

绩效评估Outcome

预期结果

Understandwhatfeedback&coachingareandwhy

理解什么是反馈与辅导及其重要性Understandingoffeedbackandcoachingprocess

了解反馈与辅导的程序Improvedfeedbackandcoachingskills

提高反馈与辅导技能Understandyourrolesandresponsibilities

了解你在其中的角色和责任WhatareCoaching,Feedback,andMonitoring

什么是辅导、反馈和监督

Monitoring:monitoringisanongoingprocessduringtheperformancemanagementcircletoensuretheemployee’sprogressisontrack

监督：监督是一种在绩效管理循环中持续的过程，来确保下属的进程在正确的轨道上Feedback:commentsandevaluationsonemployeeperformance

反馈：对于下属绩效上的评估和评论Coaching:futurefocused,twowaycommunicationforimprovingperformance

辅导：着眼于未来的，为提高绩效而进行的双向的沟通WhyisPerformanceCoachingandFeedbackImportant?

绩效辅导和反馈的重要性Coachingandfeedbackservesto:

辅导和反馈旨在：

Helpyoutowardachievementofgoalsandcompetencies

帮助你达成目标，提高核心素质Ensurethatperformancedevelopmentwillnotbeviewedasaonce-a-yearevent

确保绩效发展不被视为一年一次的活动Preventsurprisesattheend-of-yearreview

防止年底评估时出现惊讶Ensuretheperformanceanddevelopmentprocessissuccessful

确保绩效和发展流程的成功CausesofHumanPerformanceProblems:HowImportant?(ByMean)

人员绩效问题的原因：重要性程度？(取中位数)Source:Rothwell,W.(1996).Beyondtraininganddevelopment:State-of-the-artstrategiesforenhancinghumanperformance.NewYork:AMACOM.

来源：Rothwell,W.(1996年)。超越培训与发展：提高人员绩效的最新途径。纽约：美国管理协会。(LackofMotivation)

缺乏激励-(InsufficientPractice)

操作不够充分-(LackofAbility)

缺乏能力-(LackofTimelyInformation)

缺乏及时的信息-(LackofKnowledge)

缺乏知识-(LackofInformation)

缺乏信息-(LackofRewardsforPerforming)

缺乏对于绩效的回报-(LackofAssignedResponsibilities)(缺乏责任感)(NoTimelyFeedback)

没有及时的反馈-(LackofFeedbackonConsequences)

缺乏关于结果的反馈-

I I I I I I I

0 1 2 3 4 5 6 7CausesofHumanPerformanceProblems5.295.345.375.385.545.805.825.895.936.13Mean中位数Legend:7-MostSignificant图表说明：7-最具重要性人员绩效问题的原因人员绩效问题的解决方案：有效性程度？(取中位数)

SolutionstoHumanPerformanceProblems:HowEffective?(ByMean)Source:Rothwell,W.(1996).Beyondtraininganddevelopment:State-of-the-artstrategiesforenhancinghumanperformance.NewYork:AMACOM.

来源：Rothwell,W.(1996年)。超越培训与发展：提高人员绩效的最新途径。纽约：美国管理协会。(ChangingRewardstoAddressRewardsforNonperformance)

改变对于绩效未合格者的报酬-(ProvidingToolstoPerform)

提供改进绩效的工具-(ChangingRewardSystemstoRewardPerformance)

改进报酬机制，以便更好地回报绩效-(ProvidingPractice)

提供操作-(ClarifyingResponsibility)

明确地了解职责-(ImprovingTimelyFeedback)

提供及时的反馈-(Training)

培训-(ImprovingTimelyInformationDuringPerformance)

在绩效期间更好地提供及时的信息-(ProvidingInformationtoPerform)

提供信息，以便提高绩效-

(ProvidingClearFeedback)

提供明确的反馈-

I I I I I I I

0 1 2 3 4 5 6 7SolutionstoHumanPerformanceProblems5.335.525.575.585.655.915.936.006.026.04Mean中位数Legend:7-MostUseful图表说明：7-最有效人员绩效问题的解决方案

WhatHappensduringCoachingandFeedback

andMonitoring?

反馈，辅导和监督的流程

Monitorperformance

监控绩效状况

Providetimelyfeedback

及时提供反馈Coachemployeewhennecessary

必要时提供辅导Monitorandfollowupperformance

监控与跟踪绩效状况TypesofFeedback

反馈的类型Positivefeedback

积极的反馈

Negativefeedback

消极的反馈Correctivefeedback

改进的反馈Nofeedback

没有反馈

PositiveFeedback

积极的反馈Recognizegoodperformance

认可好的行为Reinforcetheexpectedbehaviors

强化所期望的行为Establishpositiveexamplesforothers

为他人树立积极的榜样

NegativeFeedback

消极的反馈Pointoutpossibleproblemsinawaythatservesnoconstructivepurpose.

非建设性地指出可能的问题

Leavethepersonfeeling:

使接受者感到：Upset

苦恼Confused

迷惑Frustrated

受挫Angryanddemotivated生气而且无激励性

CorrectiveFeedback

改进的反馈Provideinformationorevaluationinaconstructivemanner.

以建设的方式提供信息或评估。Informhim/herofareasthatcouldbeimproved.

向他人表明工作中有待改进的领域。Offerthereceiverideasonhowtoimproveperformance.

向接受者提供如何改进的建议。SpecificFeedbackApproach:“BEER”Model

明确反馈方法：“啤酒”模式Behavior:Describethespecificactionyouwanttofocuson

描述行为－－针对何种行为提供反馈Example:Citeaspecificexampleofthebehaviorandresults

引用事例－－引用具体的行为及结果事例Expectations:Describehowtheemployee'sbehaviorhashadanimpactonyouandinvitethepersontotakeownershipofthesituation

表明期望－－说明该行为对你本人造成的影响并邀请员工共同解决问题Results:Describetheresultsofthebehavior

阐明结果－－阐明该行为造成的结果CorrectiveFeedback-Example

改进的反馈举例Youwerenotgettingtheweeklyreportsfinishedontime.(Behavior).

你没有按时完成每周的报告(行为)。LastFriday,forexample,Ididn’tgetthereportuntil5:00,andthatwasthethirdtimeinfourweeksitwaslate(Example).

比如上周五，我直到下午五点才收到你的报告，这是你在四周内第三次迟交报告(例子)。SoIdidn’tgetmyreporttomanagementuntilMonday(Result).

我因此直到周一才将我的报告交给管理层(结果)。CouldyoupleasehandinthereportbeforenoononFridayinthefuture(Expectation).

请你以后在周五12点前提交报告。(期望)

Example具体的例子

Result

结果

Behavior

行为Expectation期望

ReceivingFeedback

接受反馈Assumethebest

intentions

假设对方善意Listencarefully

仔细聆听Askforspecifics

andseekclarity

询问具体情况

寻求明确理解Prepare

throughoutthe

performanceperiod

在绩效过程中准备Participatein

planningthe

nextsteps

参与计划下一步Getthe“bigpicture”

了解总的情况Avoidacting

defensively

避免自卫行动Feedback:Practice

反馈：练习

Coaching

辅导Communicationskillreview

交流沟通技能回顾Thebenefitsofcoaching

辅导的益处Thetypesofcoaching

辅导的类型Effectivecoachingprocess

辅导程序

Communication--Review

交流沟通--回顾

AskingRightQuestions

问恰当的问题ListeningActively

倾听Assertiveness

自决开放式问题

OpenQuestion探究式问题

ProbingQuestions封闭式问题

ClosedQuestionsAskingQuestions

问问题EmpathicListeningProcess

倾听的过程倾听EmpathicListening复述Paraphrasing意译Reflecting引导Directing言语Verbally耐心BeingPatient开放BeingOpen投入BeingAbsorbed非言语Non-

verbally自决型行为

AssertiveBehavior认为自己有权表达自己的期望和感情，同时不伤害到对方的权利

Believeintherighttostateyourexpectationsandfeelingsinamannerthatdoesn'thurttherightsofothers.直接表达同时关心他人的感受

Speakdirectlyand

careaboutotherpeople's

feeling. 对不合理的要求有权说"不"，并没有负罪感

Believeintherighttosay"No"withoutfeelingguilty

BenefitsOfCoaching

辅导的益处Coaching

辅导

Improvedperformance&productivity

绩效与生产力得到改进

Staffdevelopment员工发展Improvedlearningability

学习能力得到提高

Improvedrelationship

关系得到改善Improvedqualityoflifeintheworkplace工作场所的生活质量得到改善

Moretimeformanagers

主管们有更多的时间

Morecreativeideas

更富创造性的见地

Betteruseofpeople,skillsandresources

更好地运用人力、技能与信息来源

更为迅速、有效的应急措施

Faster&moreeffectiveemergencyresponseGreaterflexibility&Adaptabilitytochange

更大的灵活性与适应性

Feedback&CoachingBridge

反馈和辅导的桥梁Feedback:Past-focused,one-wayinformationaboutone'sperformance

反馈－－基于过去，单向提供信息，旨在告知他人绩效如何

Coaching:Future-focused,two-waydiscussionsgearedtowardimprovingperformance

辅导－－着眼未来，进行双向讨论，旨在帮助他人提高绩效Bridge:Ownership桥梁：责任心Feedback反馈Coaching辅导

TypesOfCoaching

辅导的类型Coachingsomeoneonhowtoimprovehisorherperformance

辅导他人如何提高绩效Coachingsomeoneonhowtocarryoutanewassignmentorresponsibility

辅导他人如何从事一项新的任务和职责

EffectiveCoachingProcess

有效辅导程序SettheStage

营造氛围

AgreeontheSituation

达成共识

ExplorePossibilities

制定方案AgreeontheActionPlan

计划行动FollowUp

不断跟踪Step#1:SettingTheStage

步骤一：营造氛围Establishsupportive/convenientclimatefortheotherperson

为他人创造支持/方便的氛围Clarifypurposeofdiscussion

说明谈话目的Convincetheotherpersonthatyouwanttohelp

使别人确信你想帮助他Step#2:AgreeingOnTheSituation

步骤二：达成共识Reachamutualunderstandingoftheissuebeforeproceedinginyourdiscussion

在进一步讨论之前就问题达成共识Sameinformation-a