贝卡尔特绩效评估课件

2006年业绩评估修正版

如何更有效地管理他人?2006年6月2006年业绩评估修正版

如何更有效地管理他人?什么是绩效管理?Amanagementprocesswithafocusonsteeringthecontributionofallmembersofanorganizationtowardsthedesiredresults绩效管理是为确保组织中所有成员的业绩能够与公司整体的战略目标一致而设立的一种管理体系。1什么是绩效管理?Amanagementprocess1贝卡尔特绩效管理PerformanceManagement:绩效管理Amanagementprocess,notjustacompensationtool.一个管理过程，并不仅仅是一个薪酬工具Focus&alignmentofGroup,TeamandIndividualobjectivestowardsresults.关注并使公司、团队及个人的目标一致以达到公司最终结果三年计划

一年计划

目标分解集团

团队个人

绩效评估集团

团队个人集团团队个人

跟踪可持续性的盈利增长经营计划主要业绩目标取得的业绩奖励2贝卡尔特绩效管理三年计划

目标分解集团RoleoftheManager经理的职责GoalDeployment目标分解Follow-up跟踪PerformanceReview绩效评估三年计划

一年计划

目标分解集团

团队个人

绩效评估集团

团队个人集团团队个人

跟踪可持续性的盈利增长经营计划主要业绩目标取得的业绩奖励3RoleoftheManager经理的职责GoalDGoalDeployment目标分解TranslationofbusinessplanstoTeamKPI’sandIndividualTargets将公司经营计划分解到团队和个人目标中Targetsarealwayssetindialoguewithallinvolved目标必须与下属面对面设定Targetsneedtobeclearandunderstoodateachlevel所有的目标都应被所有的人清楚并理解Thebusinesspriorities,TeamKPI’sandIndividualTargetsarecapturedinthePerformanceReviewForm所有设定的目标都记录在绩效考核表格中Howandwheninyourunitordepartment?什么时候怎么做？IseverybodyassignedtoaTeam?部门中每个人被分派了任务？DoeseachTeammemberknowshiscontributiontotheTeamKPI’s?部门中每个人了解他对部门目标的贡献？Whatdoyouexpectregardingtheirwayofworking?对于工作方式的期望？4GoalDeployment目标分解TranslationGoalDeployment:PerformanceReviewForm目标分解：绩效考核表格5GoalDeployment:PerformanceRGoalDeployment目标分解Cleartargetsincludeplanningandmilestones目标清晰明确应包含工作计划和重大事件Goalsandtargetsmayevolveduringtheyear目标应在年度内不断有所进展UseyourPerformanceReviewFormasareferencedocumenttodiscussplanning,milestonesandchangesintargets:keepitalive!

将绩效评估表格作为参考性文件用以探讨目标中的工作计划、重大事件、变化等：保持其不断更新！UsetheMid-yearReviewtocheckprogressandpossiblechanges

使用半年评估用以核对工作进展和可能产生的变化Arethefinaltargetsandthewaytomeasureandthetimingoftheexpectedresultsclear?最终目标、衡量方法、预期完成时间等是否明确？Howdoyoucheckregularlythatallyourteammembersfocusonthemostup-to-datepriorities?如何经常性核对所有下属能否集中精力最大化地接近目标？6GoalDeployment目标分解CleartargeGoalDeployment目标分解Otherhints:其他：Asasupervisingmanager:作为经理：YouexplaintheoverallTeamKPI’s解释整体部门目标InviteTeammemberstoformulatetheirowntargets(usethepowerofownership)邀请部门成员阐述其个人目标（让每位成员作为主人翁的身份）EachTeammembertakesinitiativetoidentifyhiscontribution

(takesownership)每位成员主动明确其个人目标（让每位成员作为主人翁的身份）ReviewIndividualtargetswithintheTeam(sharedunderstandingofwhatisatstake)在部门内部回顾个人目标（共同分享个人目标对于部门业绩得失悠关的影响）Thebestresultswillonlybeachievedwhenyoualsodiscussthe“How”(prioritiesforwayofworkingandpersonaldevelopment)同时探讨“如何去做”才能达到最好的业绩效果（优先考虑工作方式和个人发展）7GoalDeployment目标分解OtherhintsGoalDeployment目标分解SMARTKPI’sandTargetsSpecific具体的 Describeexactlywhatyoushouldbedoingineacharea.Useaspecificverb,notageneralone(implement,develop,…).Definetheareaandtheconstraints.

具体描述在每个目标区域应该做什么。使用具体的动词而不是一个大概性质的词语（执行、发展等）。定义具体的目标区域和约束因素。Measurableorobservable可衡量的、看得见的 Maketheresultortheimprovementobservable&measurable:describecriteriaandtheconstraints.结果可衡量：描述衡量标准和约束因素。Agreedupon/Acceptable可接受的 Aneffectivegoaldemandsagreementandacceptanceofallpartiesconcerned.

双方达成一致的有效需求Realistic实际的 Arealchallenge,whiletakingintoaccounttheopportunities,barriersandchangingcircumstance.真实的挑战，要考虑到机会、障碍和变化情况Time-related有时间限定的 Targetdateforcompletionset?Anyintermediategoalsormilestonesdefined?

Follow-upscheduled?完成的预定日期设定否？中间目标、里程碑设定否？跟踪计划设定否？8GoalDeployment目标分解SMARTKPI’sTheRoleoftheManager经理的职责GoalDeployment目标分解Follow-up跟踪PerformanceReview绩效评估三年计划

一年计划

目标分解集团

团队个人

绩效评估集团

团队个人集团团队个人

跟踪可持续性的盈利增长经营计划主要业绩目标取得的业绩奖励9TheRoleoftheManager经理的职责GoFollow-up跟踪Weexpectmanagerstooptimizetheirresources所有经理应最大限度地利用他们的资源Leadingpeople／领导人

versus managingtasks／管理事Businessdialogue对话交流versus

top/downcommunication自上而下交流Motivate／激励Listen／倾听Givefeedback／反馈Planownwork／计划自己的工作Operate／操作Controlaction／控制行动Initiative／主动性Empowerment／授权Ownership／所有权Direction／指导／令Rules／规定Execution／执行10Follow-up跟踪WeexpectmanagersFeedbackISNOT反馈不是Givenonlytwiceayear仅仅每年两次

Aboutfillingoutforms填填表格 FeedbackISallaroundyou反馈无处不在Itisuptotheemployeetoseekoutcontinualfeedback员工去发现持续不断的反馈信息Recognizinganddocumentingfeedbackwhenitoccursaidsmanagersinmonitoringperformance.

当反馈变成帮助经理控制员工业绩的工具时认可并记录它Feedback=“whatyouliketoget…andwhatishardtogive”反馈＝”你喜欢得到的，但很难给出的”

Follow-up:WhatisFeedback什么是反馈11FeedbackISNOT反馈不是11Follow-up:EffectiveFeedback／有效的反馈Timely／及时的assoonaspossibleaftertheeventongoing=throughouttheyearnosurprisesatperformancereviewBalanced／和谐的positiveconstructive=howtodobetterspeedsuplearningandselfdevelopment.Specific／具体的factual,nothearsaysuggestforanalternative

Lackingthetimeforgivingfeedbackisasignofnothavingunderstoodtheroleofamanager／如果一个经理缺乏反馈的时间就说明他还不能完全理解经理的职责Thesuccessofamanagerdependsonyourcapabilityofgivingeffectivefeedback／一个经理是否成功取决于他及时反馈的能力Bettermanagersbuildbetterteams／一个好的经理会建立一个好的团队12Follow-up:EffectiveFeedback／Follow-up:PerformanceFeedbackwithdoubleFocus

绩效评估反馈的双向关注What?做什么？How?怎么做？&Results结果WayofWorking工作方式13Follow-up:PerformanceFeedbacFeedbackonHowResultsareAchieved目标如何实现的反馈How?怎么做？What?做什么？Introductionof5criticalskillsformanagementemployeestoenhancethediscussiononprioritiesforpersonaldevelopmentandwayofworking5个关键技能的介绍，帮助员工增强对于个人发展和工作方式的优先区域的讨论。New!14FeedbackonHowResultsareAcPerformanceReviewForm:Wayofworking绩效评估表格：工作方式Howdidyoubringthe5criticalskillsintopractice?

如何把这5个关键技能运用到实践当中？1.CustomerFocus(internal/external)关注客户（内部/外部）Anticipatesonandclearlyunderstandscustomerrequirements预测并清楚地了解客户的需求Takeseffectiveactionstomeetcustomerneeds采取有效的行动来满足客户的需要Activelycollectsandusesfeedbackfromcustomerstoimproveservice积极搜集并利用来自客户的反馈信息以提高服务Developsandmaintainseffectivelonger-termworkingrelationswithcustomers发展和维持同客户长期有效的合作关系2.SelfManagement自我管理

Keepsprofessionalandtechnicalknowledgeup-to-date,activelyseeksopportunitiestolearn掌握最新的专业和技术的知识，并积极地寻找机会来学习Knowsownstrengthsandweaknesses,activelysolicitsfeedbackandactsonit知道自己的强项和弱项，积极地恳求反馈并采取改进行动Workseffectivelywithothershavingadifferentbackground,cultureorgender有效地同有不同背景、文化和性别的人合作Worksconstructivelyandflexibleeveninuncertaincircumstances建设性地工作并在不确定的情形下，保持灵活3.Innovation创新Takessensibleandcreativeinitiativeswithoutbeingaskedtodoso在没有被要求的情况下，主动地采取明智的，有创造性的行动Comesupwithnewideasandsolutionstoproblems对问题提出新的想法和解决办法Challengestheexistingwayofworkinginordertoseekimprovement挑战现有的工作方法，以寻求提高Activelysupportsnewinitiativesbeyondthescopeofownjob积极地支持自己工作范围以外的新的行动4.Resultdriv结果导向Actswithspeedanddecisiveness快速，果断地采取行动Setsaggressivegoalsandworkshardtodeliverthebestquality设置有挑战性的目标并努力工作以达到最优Undertakestoughandsoundactionswhennecessary,alwaysinanethicalandintegerway必要的时候，采取严厉并合理的行动，同时这种行动也是道德的和正直的Isastrongteamplayer,alsowhenworkingwithothersoutsideownunit优良的团队合作精神，在同本单位以外的人合作是也是如此5.Talentfocus关注人才Createsamotivatingenvironmentwherepeoplehavespacetoworktotheirbest创造一个积极的环境以便员工有空间发挥自己最大的能力Giveshonestfeedbackandcoachingtosupportothers给诚实的反馈和辅导以帮助其他人Spontaneouslysharesinformationandownexperience自愿地分享信息和自己的经验Asapeoplemanager,focusesonmakingthebesttalentavailablefortheglobalbenchstrengthofBekaert作为一个管理者，注重为贝卡尔特全球培养最优秀的后备人才15PerformanceReviewForm:WayoPerformanceReviewForm:Wayofworking绩效评估表格：工作方式4proficiencylevelsguidetheemployee/managerdiscussiononpriorities4个熟练程度指导员工/经理共同探讨工作方式的优先性New!16PerformanceReviewForm:WayoPerformanceReviewForm:EvaluationofPrioritiesandWayofWorking

绩效评估表格：优先性的评估和工作方式Clarityonthewayofworkingdrivesdevelopmentpriorities清晰的工作方式的选择指导着个人发展的优先区域17PerformanceReviewForm:EvaluFeedback反馈Awareness知道BehaviorChange行为改变ImprovedWorkingRelationships

工作关系改善

IncreasedProductivity生产效率提高GreaterEmployeeSatisfaction员工满意度提高ImprovedPerformance绩效改善GreaterCustomerSatisfaction客户满意度提高从你开始!FeedbackisKeytoBecomingtheFirst!要想成为第一反馈是关健！！FeedbackisKEY／反馈的关健性18FeedbackAwarenessBehaviorImproTheRoleoftheManager经理的职责GoalDeployment目标分解Follow-up跟踪PerformanceReview绩效评估三年计划

一年计划

目标分解集团

团队个人

绩效评估集团

团队个人集团团队个人

跟踪可持续性的盈利增长经营计划主要业绩目标取得的业绩奖励19TheRoleoftheManager经理的职责GoAnnualPerformanceReview(Yearend)年度绩效评估（年终）PerformanceObjectivesandResultsfromPriorYear业绩目标

PerformanceandDevelopmentDiscussion绩效评估和个人发展讨论DevelopmentPlan,CareerCoaching个人发展计划，职业生涯指导Follow-UpDiscussions(Regularly)跟踪讨论（有规律的）ObjectivesUpdate目标更新 Performance,DevelopmentandCareerFeedback绩效评估、个人发展和职业生涯反馈

AnyCorrectiveActionStepsasnecessary(Document!)

矫正的行动计划是必需的（文本性的）

Mid-YearReview(June/July)年中回顾（六月/七月）

PerformanceUpdate绩效评估更新

PerformanceandDevelopmentDiscussion绩效评估和个人发展讨论PerformanceandDevelopmentDiscussion绩效评估和个人发展的讨论20AnnualPerformanceReview(YeaPerformanceReviewEmployeeself-assessment/ManagerassessmentDialoguewithteammemberFeedback&evaluationofresultsPrioritiesforpersonaldevelopment&wayofworkingValidationperformancelevelatmanagementteam21PerformanceReviewEmployeesePerformanceReviewForm:EvaluationonIndividualtargets22PerformanceReviewForm:EvaluPerformanceReviewForm:EvaluationonWayofWorkingClarityonthewayofworkingdrivesdevelopmentpriorities23PerformanceReviewForm:EvaluActiveListeningListeningisacombinationofhearingandunderstandingexactlywhatsomeoneissayingtous.Itisthemeansofcommunicationbywhichweensurethatwehaveunderstoodnotonlytheirwords,butalsotheirmeaning.

24ActiveListeningListeningisaHowtoUseActivelistening

Usesilence Maintaineyecontact Givenon-verbalaffirmation Userephrasing

Summarize

Usereflection

25HowtoUseActivelistening

DealingwithNegativePeople

Don’ttakeitpersonallyUse“I”not“You”

Staycalmthroughcontrolledbreathing

Listentothem

Focusonissuesnottheperson

Putyourselfintheirshoes

Expressyourideasandfeelings

MakethempartofthesolutionbyaskingforsuggestionsPracticepositivethinking

26DealingwithNegativePeople

DPerformanceReviewEmployeeself-assessment/ManagerassessmentDialoguewithteammemberFeedback&evaluationofresultsPrioritiesforpersonaldevelopment&wayofworkingValidationperformancelevelatmanagementteam27PerformanceReviewEmployeese5PitfallsinPerformanceReviewRecencyerrorHaloeffectiveLeniencyerror&SeverityerrorCentraltendencyImplicitpersonalityerror

285PitfallsinPerformanceReviPitfallsinPMTherecencyerrorBeginEnd29PitfallsinPMTherecencyerroPitfallsinPMThe“Halo”effecterrorOverallJobABCD30PitfallsinPMThe“Halo”effecPitfallsinPMLeniencyerrorLowHigh31PitfallsinPMLeniencyerrorLoPitfallsinPMThecentraltendencyerrorLowHigh32PitfallsinPMThecentraltendAnnualReview:SummarySheetEmployeeandmanagerdiscusseachyearcareerpreferencestobettermanageexpectations/possibilitiesNew!New!33AnnualReview:SummarySheetEmRatingsforwhatandhowUsematrixtoworkoutpreferreddistributionPerformanceReview:EvaluationofWhatandHow?EvaluationWayofworkingEvaluationindividualtargetsL1L2L3L434RatingsforwhatandhowPerforPerformanceReviewEmployeeself-assessment/ManagerassessmentDialoguewithteammemberFeedback&evaluationofresultsPrioritiesforpersonaldevelopment&wayofworkingValidationperformancelevelatmanagementteamSupervisorratings“Exceeded”/“Exceptional”ofindividualtargetsneedvalidationatmanagementmeeting.Newformat: Globalstandardforallmanagementemployeesin2006New!35PerformanceReviewEmployeesePerformanceReview:ValidationinManagementTeamValidationmeeting:fairnessandconsistencyofperformancelevelsPreferreddistributionforasufficientlylargegroupofemployeesWhyaperformanceleveldistribution?Recognizesdifferencesinperformanceamongmanagers.Motivatespeopletoperformbetterandtodeveloptheircompetencies.Consistencyacrossunitsandplants.Payforperformanceandbuildingamoreperformance-orientedcompanyculture36PerformanceReview:ValidationPMLinkagewithothers／与绩效的关联

Performance

mgmt绩效管理Competency

Profile能力倾向JD岗位描述Goal

deployment目标分解Annual

target年度目标Bonus奖励Development

plan发展计划Succession

plan人才储备37PMLinkagewithothers／与绩效的关联ImpactonReward／对薪酬的影响IndividualTargets(What?)个人目标（什么）WayofWorking(How?)工作方式（怎么样做）业绩级别:

L1-L2-L3-L4Individualportionofannualbonus年终奖个人部分Evolutionof

basesalary影响工资变化Deployment&Follow-upReview&ValidationRewardImplications总分总分38ImpactonReward／对薪酬的影响IndividImpactonReward-BaseSalary对薪酬的影响－基本工资Performanceleveldeterminesevolutionofbasesalary

(meritincrease)绩效评估结果决定基本工资的变化（增值）Keymessages关键信息Country-specificmerittable,mayvaryfromyeartoyear.根据国度制定的工资表格应该年年不同Differentiatemoreonperformancethanonrelativepositioninsalaryrange.

工资的区别更多地决定于绩效评估结果而不是在工资范围中的相对位置Onlytopperformerscangrowtowardsrangemaximum.

只有表现最优者的工资可以趋向每个工资范围的最大值Standardformat标准格式39ImpactonReward-BaseSalaryImpactonReward-AnnualBonus对薪资的影响－年终奖金Scoreonindividualtargetsdeterminespay-outof

individualportionofannualbonus个人目标分数决定年终奖金的个人部分Keymessages:关键信息Performancerelatedbonusshouldconstitutemeaningfulpartoftotalremunerationofeachmanagementemployee.

与绩效评估相关的奖金应该是员工总体报酬中有意义的组成部分Bonuslevelsvarybycountry.奖金级别因国度而不同Annualbonuswilltypicallyconsistofa“Team”portion,an“Individual”portion

年终奖金应该典型性地由团队部分和个人部分组成。40ImpactonReward-AnnualBonuDiscussion:Ourexperiencesofar?讨论：我们迄今为止的经验

三年计划

一年计划

目标分解集团

团队个人

绩效评估集团

团队个人集团团队个人

跟踪可持续性的盈利增长经营计划主要业绩目标取得的业绩奖励41Discussion:Ourexperiencesobettertogether42better演讲完毕，谢谢观看！演讲完毕，谢谢观看！2006年业绩评估修正版

如何更有效地管理他人?2006年6月2006年业绩评估修正版

如何更有效地管理他人?什么是绩效管理?Amanagementprocesswithafocusonsteeringthecontributionofallmembersofanorganizationtowardsthedesiredresults绩效管理是为确保组织中所有成员的业绩能够与公司整体的战略目标一致而设立的一种管理体系。45什么是绩效管理?Amanagementprocess1贝卡尔特绩效管理PerformanceManagement:绩效管理Amanagementprocess,notjustacompensationtool.一个管理过程，并不仅仅是一个薪酬工具Focus&alignmentofGroup,TeamandIndividualobjectivestowardsresults.关注并使公司、团队及个人的目标一致以达到公司最终结果三年计划

一年计划

目标分解集团

团队个人

绩效评估集团

团队个人集团团队个人

跟踪可持续性的盈利增长经营计划主要业绩目标取得的业绩奖励46贝卡尔特绩效管理三年计划

目标分解集团RoleoftheManager经理的职责GoalDeployment目标分解Follow-up跟踪PerformanceReview绩效评估三年计划

一年计划

目标分解集团

团队个人

绩效评估集团

团队个人集团团队个人

跟踪可持续性的盈利增长经营计划主要业绩目标取得的业绩奖励47RoleoftheManager经理的职责GoalDGoalDeployment目标分解TranslationofbusinessplanstoTeamKPI’sandIndividualTargets将公司经营计划分解到团队和个人目标中Targetsarealwayssetindialoguewithallinvolved目标必须与下属面对面设定Targetsneedtobeclearandunderstoodateachlevel所有的目标都应被所有的人清楚并理解Thebusinesspriorities,TeamKPI’sandIndividualTargetsarecapturedinthePerformanceReviewForm所有设定的目标都记录在绩效考核表格中Howandwheninyourunitordepartment?什么时候怎么做？IseverybodyassignedtoaTeam?部门中每个人被分派了任务？DoeseachTeammemberknowshiscontributiontotheTeamKPI’s?部门中每个人了解他对部门目标的贡献？Whatdoyouexpectregardingtheirwayofworking?对于工作方式的期望？48GoalDeployment目标分解TranslationGoalDeployment:PerformanceReviewForm目标分解：绩效考核表格49GoalDeployment:PerformanceRGoalDeployment目标分解Cleartargetsincludeplanningandmilestones目标清晰明确应包含工作计划和重大事件Goalsandtargetsmayevolveduringtheyear目标应在年度内不断有所进展UseyourPerformanceReviewFormasareferencedocumenttodiscussplanning,milestonesandchangesintargets:keepitalive!

将绩效评估表格作为参考性文件用以探讨目标中的工作计划、重大事件、变化等：保持其不断更新！UsetheMid-yearReviewtocheckprogressandpossiblechanges

使用半年评估用以核对工作进展和可能产生的变化Arethefinaltargetsandthewaytomeasureandthetimingoftheexpectedresultsclear?最终目标、衡量方法、预期完成时间等是否明确？Howdoyoucheckregularlythatallyourteammembersfocusonthemostup-to-datepriorities?如何经常性核对所有下属能否集中精力最大化地接近目标？50GoalDeployment目标分解CleartargeGoalDeployment目标分解Otherhints:其他：Asasupervisingmanager:作为经理：YouexplaintheoverallTeamKPI’s解释整体部门目标InviteTeammemberstoformulatetheirowntargets(usethepowerofownership)邀请部门成员阐述其个人目标（让每位成员作为主人翁的身份）EachTeammembertakesinitiativetoidentifyhiscontribution

(takesownership)每位成员主动明确其个人目标（让每位成员作为主人翁的身份）ReviewIndividualtargetswithintheTeam(sharedunderstandingofwhatisatstake)在部门内部回顾个人目标（共同分享个人目标对于部门业绩得失悠关的影响）Thebestresultswillonlybeachievedwhenyoualsodiscussthe“How”(prioritiesforwayofworkingandpersonaldevelopment)同时探讨“如何去做”才能达到最好的业绩效果（优先考虑工作方式和个人发展）51GoalDeployment目标分解OtherhintsGoalDeployment目标分解SMARTKPI’sandTargetsSpecific具体的 Describeexactlywhatyoushouldbedoingineacharea.Useaspecificverb,notageneralone(implement,develop,…).Definetheareaandtheconstraints.

具体描述在每个目标区域应该做什么。使用具体的动词而不是一个大概性质的词语（执行、发展等）。定义具体的目标区域和约束因素。Measurableorobservable可衡量的、看得见的 Maketheresultortheimprovementobservable&measurable:describecriteriaandtheconstraints.结果可衡量：描述衡量标准和约束因素。Agreedupon/Acceptable可接受的 Aneffectivegoaldemandsagreementandacceptanceofallpartiesconcerned.

双方达成一致的有效需求Realistic实际的 Arealchallenge,whiletakingintoaccounttheopportunities,barriersandchangingcircumstance.真实的挑战，要考虑到机会、障碍和变化情况Time-related有时间限定的 Targetdateforcompletionset?Anyintermediategoalsormilestonesdefined?

Follow-upscheduled?完成的预定日期设定否？中间目标、里程碑设定否？跟踪计划设定否？52GoalDeployment目标分解SMARTKPI’sTheRoleoftheManager经理的职责GoalDeployment目标分解Follow-up跟踪PerformanceReview绩效评估三年计划

一年计划

目标分解集团

团队个人

绩效评估集团

团队个人集团团队个人

跟踪可持续性的盈利增长经营计划主要业绩目标取得的业绩奖励53TheRoleoftheManager经理的职责GoFollow-up跟踪Weexpectmanagerstooptimizetheirresources所有经理应最大限度地利用他们的资源Leadingpeople／领导人

versus managingtasks／管理事Businessdialogue对话交流versus

top/downcommunication自上而下交流Motivate／激励Listen／倾听Givefeedback／反馈Planownwork／计划自己的工作Operate／操作Controlaction／控制行动Initiative／主动性Empowerment／授权Ownership／所有权Direction／指导／令Rules／规定Execution／执行54Follow-up跟踪WeexpectmanagersFeedbackISNOT反馈不是Givenonlytwiceayear仅仅每年两次

Aboutfillingoutforms填填表格 FeedbackISallaroundyou反馈无处不在Itisuptotheemployeetoseekoutcontinualfeedback员工去发现持续不断的反馈信息Recognizinganddocumentingfeedbackwhenitoccursaidsmanagersinmonitoringperformance.

当反馈变成帮助经理控制员工业绩的工具时认可并记录它Feedback=“whatyouliketoget…andwhatishardtogive”反馈＝”你喜欢得到的，但很难给出的”

Follow-up:WhatisFeedback什么是反馈55FeedbackISNOT反馈不是11Follow-up:EffectiveFeedback／有效的反馈Timely／及时的assoonaspossibleaftertheeventongoing=throughouttheyearnosurprisesatperformancereviewBalanced／和谐的positiveconstructive=howtodobetterspeedsuplearningandselfdevelopment.Specific／具体的factual,nothearsaysuggestforanalternative

Lackingthetimeforgivingfeedbackisasignofnothavingunderstoodtheroleofamanager／如果一个经理缺乏反馈的时间就说明他还不能完全理解经理的职责Thesuccessofamanagerdependsonyourcapabilityofgivingeffectivefeedback／一个经理是否成功取决于他及时反馈的能力Bettermanagersbuildbetterteams／一个好的经理会建立一个好的团队56Follow-up:EffectiveFeedback／Follow-up:PerformanceFeedbackwithdoubleFocus

绩效评估反馈的双向关注What?做什么？How?怎么做？&Results结果WayofWorking工作方式57Follow-up:PerformanceFeedbacFeedbackonHowResultsareAchieved目标如何实现的反馈How?怎么做？What?做什么？Introductionof5criticalskillsformanagementemployeestoenhancethediscussiononprioritiesforpersonaldevelopmentandwayofworking5个关键技能的介绍，帮助员工增强对于个人发展和工作方式的优先区域的讨论。New!58FeedbackonHowResultsareAcPerformanceReviewForm:Wayofworking绩效评估表格：工作方式Howdidyoubringthe5criticalskillsintopractice?

如何把这5个关键技能运用到实践当中？1.CustomerFocus(internal/external)关注客户（内部/外部）Anticipatesonandclearlyunderstandscustomerrequirements预测并清楚地了解客户的需求Takeseffectiveactionstomeetcustomerneeds采取有效的行动来满足客户的需要Activelycollectsandusesfeedbackfromcustomerstoimproveservice积极搜集并利用来自客户的反馈信息以提高服务Developsandmaintainseffectivelonger-termworkingrelationswithcustomers发展和维持同客户长期有效的合作关系2.SelfManagement自我管理

Keepsprofessionalandtechnicalknowledgeup-to-date,activelyseeksopportunitiestolearn掌握最新的专业和技术的知识，并积极地寻找机会来学习Knowsownstrengthsandweaknesses,activelysolicitsfeedbackandactsonit知道自己的强项和弱项，积极地恳求反馈并采取改进行动Workseffectivelywithothershavingadifferentbackground,cultureorgender有效地同有不同背景、文化和性别的人合作Worksconstructivelyandflexibleeveninuncertaincircumstances建设性地工作并在不确定的情形下，保持灵活3.Innovation创新Takessensibleandcreativeinitiativeswithoutbeingaskedtodoso在没有被要求的情况下，主动地采取明智的，有创造性的行动Comesupwithnewideasandsolutionstoproblems对问题提出新的想法和解决办法Challengestheexistingwayofworkinginordertoseekimprovement挑战现有的工作方法，以寻求提高Activelysupportsnewinitiativesbeyondthescopeofownjob积极地支持自己工作范围以外的新的行动4.Resultdriv结果导向Actswithspeedanddecisiveness快速，果断地采取行动Setsaggressivegoalsandworkshardtodeliverthebestquality设置有挑战性的目标并努力工作以达到最优Undertakestoughandsoundactionswhennecessary,alwaysinanethicalandintegerway必要的时候，采取严厉并合理的行动，同时这种行动也是道德的和正直的Isastrongteamplayer,alsowhenworkingwithothersoutsideownunit优良的团队合作精神，在同本单位以外的人合作是也是如此5.Talentfocus关注人才Createsamotivatingenvironmentwherepeoplehavespacetoworktotheirbest创造一个积极的环境以便员工有空间发挥自己最大的能力Giveshonestfeedbackandcoachingtosupportothers给诚实的反馈和辅导以帮助其他人Spontaneouslysharesinformationandownexperience自愿地分享信息和自己的经验Asapeoplemanager,focusesonmakingthebesttalentavailablefortheglobalbenchstrengthofBekaert作为一个管理者，注重为贝卡尔特全球培养最优秀的后备人才59PerformanceReviewForm:WayoPerformanceReviewForm:Wayofworking绩效评估表格：工作方式4proficiencylevelsguidetheemployee/managerdiscussiononpriorities4个熟练程度指导员工/经理共同探讨工作方式的优先性New!60PerformanceReviewForm:WayoPerformanceReviewForm:EvaluationofPrioritiesandWayofWorking

绩效评估表格：优先性的评估和工作方式Clarityonthewayofworkingdrivesdevelopmentpriorities清晰的工作方式的选择指导着个人发展的优先区域61PerformanceReviewForm:EvaluFeedback反馈Awareness知道BehaviorChange行为改变ImprovedWorkingRelationships

工作关系改善

IncreasedProductivity生产效率提高GreaterEmployeeSatisfaction员工满意度提高ImprovedPerformance绩效改善GreaterCustomerSatisfaction客户满意度提高从你开始!FeedbackisKeytoBecomingtheFirst!要想成为第一反馈是关健！！FeedbackisKEY／反馈的关健性62FeedbackAwarenessBehaviorImproTheRoleoftheManager经理的职责GoalDeployment目标分解Follow-up跟踪PerformanceReview绩效评估三年计划

一年计划

目标分解集团

团队个人

绩效评估集团

团队个人集团团队个人

跟踪可持续性的盈利增长经营计划主要业绩目标取得的业绩奖励63TheRoleoftheManager经理的职责GoAnnualPerformanceReview(Yearend)年度绩效评估（年终）PerformanceObjectivesandResultsfromPriorYear业绩目标

PerformanceandDevelopmentDiscussion绩效评估和个人发展讨论DevelopmentPlan,CareerCoaching个人发展计划，职业生涯指导Follow-UpDiscussions(Regularly)跟踪讨论（有规律的）ObjectivesUpdate目标更新 Performance,DevelopmentandCareerFeedback绩效评估、个人发展和职业生涯反馈

AnyCorrectiveActionStepsasnecessary(Document!)

矫正的行动计划是必需的（文本性的）

Mid-YearReview(June/July)年中回顾（六月/七月）

PerformanceUpdate绩效评估更新

PerformanceandDevelopmentDiscussion绩效评估和个人发展讨论PerformanceandDevelopmentDiscussion绩效评估和个人发展的讨论64AnnualPerformanceReview(YeaPerformanceReviewEmployeeself-assessment/ManagerassessmentDialoguewithteammemberFeedback&evaluationofresultsPrioritiesforpersonaldevelopment&wayofworkingValidationperformancelevelatmanagementteam65PerformanceReviewEmployeesePerformanceReviewForm:EvaluationonIndividualtargets66PerformanceReviewForm:EvaluPerformanceReviewForm:EvaluationonWayofWorkingClarityonthewayofworkingdrivesdevelopmentpriorities67PerformanceReviewForm:EvaluActiveListeningListeningisacombinationofhearingandunderstandingexactlywhatsomeoneissayingtous.Itisthemeansofcommunicationbywhichweensurethatwehaveunderstoodnotonlytheirwords,butalsotheirmeaning.

68ActiveListeningListeningisaHowtoUseActivelistening

Usesilence Maintaineyecontact Givenon-verbalaffirmation Userephrasing

Summarize

Usereflection

69HowtoUseActivelistening

DealingwithNegativePeople

Don’ttakeitpersonallyUse“I”not“You”

Staycalmthroughcontrolledbreathing

Listentothem

Focusonissuesnottheperson

Putyourselfintheirshoes

Expressyourideasandfeelings

MakethempartofthesolutionbyaskingforsuggestionsPracticepositivethinking

70DealingwithNegativePeople

DPerformanceReviewEmployeeself-assessment/ManagerassessmentDialoguewithteammemberFeedback&evaluationofresultsPrioritiesforpersonaldevelopment&wayofworkingValidationperformancelevelatmanagementteam71PerformanceReviewEmployeese5PitfallsinPerformanceReviewRecencyerrorHaloeffectiveLeniencyerror&SeverityerrorCentraltendencyImplicitpersonalityerror

725PitfallsinPerformanceReviPitfallsin