评估学习敏锐度持续绩效

心智敏锐度高：心智敏锐度高：自如应对复杂性高及含混不清的问题喜欢新事物，心智反应快好奇的，愿意冒险能分析事情的结果以及事物是如何联系的寻根求源，对“为什么”感兴趣深入研究问题并寻找解决方案质疑传统观念清晰地想他人传达自己的思想阅读广泛,有广泛的兴趣心智敏锐度心智敏锐度高的人喜欢从新的角度思考问题，能从容应对复杂和不确定的问题和环境，并清晰地将自己的想法传达给他人。他们倾向于寻找新事务并且能很快接受和适应。他们深入钻研问题并能够比别人更好地抓住问题的本质。心智敏锐度低：思维可能变得陈旧（因为很多原因）被困在过去或现在的假设或境况中常常对变化和不确定性感到不适倾向于已知和被验证的解决方案可能会从一个方案跳跃到另一个方案（当面对棘手问题的时候），而不是从另一个角度重新分析问题更关注于“是什么”，而不是“为什么”和“怎么样”无法使用自己的个人历史或相关经验来评估情况不能在看似不相关的信息之间找到突破点可能很难解释自己是如何得到某个位置的可能不能准确描述其他人的位置和状态结果敏锐度结果敏锐度高的人在能在充满困难或者第一次面对的情况下取得成功，能激励和鼓舞他人卓越的绩效表现，并且有强烈的气场能建立他人的信心；他们能克服种种困难完成任务，建立高绩效团队，有很强的驱动力和适应性。结果敏锐度高：即使在第一次遇见或困难和多变的情境中也能很好完成任务（没有学习榜样，也没有任何指示图）展示出个人的驱动力和适应能力建立高绩效团队鼓舞和帮助他人的发展追求卓越具有强大的气场，并能使他人建立信心结果敏锐度低：-在第一次遇到或困难的情境下不能完成任务不能有效鼓舞和激励他人，不能建立他人的信心缺乏个人驱动力，缺乏控制和主导能力缺乏气场，缺乏信心不能有效快速转变；当需要变化的时候，很难成功达到目标在多项优先任务的情况下会发生困难可能不愿意做出个人牺牲/付出；难以达到卓越，退而求其次变革敏锐度变革敏锐度高的人充满好奇，对新想法有激情并能将之付诸实践。他们喜欢不断改进，喜欢尝试，并能够克服变革的压力和阻力，引领变革。变革敏锐度高喜欢尝试新的想法并将之付诸实践；在找到最佳的方案之前进行多次尝试在原有的方案上引入新的视角，建立新的连接；常常思考“要是...会怎么样”致力于不断改进能将想法付诸实践；将创意市场化；是团队的重要人物理解变革将带来不确定性和混乱，能够承受变革的压力和阻力；不被他人的反应和行为所阻碍在压力下变现镇定；对于变革推动者将遇到的困难能冷静应对并快速适应变革敏锐度低喜欢一成不变；不喜欢并抵制创新不愿意多做尝试来解决问题，对于实验性行为感到不安很难实践新的想法不喜欢冲突；不愿意承担风险努力博得别人的好感，在压力下容易放弃不喜欢与别人发生矛盾可能被视为完美主义者；或者可能被视为变革的绊脚石/传统的捍卫者人际敏锐度高人际敏锐度高自我认知，不怕承认缺点心胸宽广，包容性强，适应多元化能同时承担多个角色，根据情境做出反应理解他人，同理心强，为人灵活帮助他人成功，相信他人政治敏感，擅于表达不同意见寻求反馈并能相应他人建议，改变自我建设性地处理冲突善于沟通能清楚地表达自己的观点和他人的想法人际敏锐度人际敏锐度高的人有很好的自我认知，对他人保持开放的心态，积极寻求反馈并采取行动进行改变，能陈述自己的观点也能清楚解释他人的意见。他们对于多样化的人群和观点持开放的态度，善于同不同的人打交道，在有不同意见的时候也能建设性地处理问题。人际敏锐度低过高或过低地估计自己及自己的技能不能正确认知自我缺陷，可能错误地处理问题不仅缺乏对自我的认知，也缺乏对他人的认知不能很好地处理冲突-错误地处理或处理不当展示他们的不满和情绪缺乏倾听技巧，不能清楚表达他人的立场可能不能取得成功，因为其缺乏灵活性和清晰性，缺乏建设性人际交往的能力或政治失误持续绩效与年度绩效是不一样的。它衡量的是过去一长段时间（3~5年）的绩效，包含业绩的起落也需要不同的技能和能力。持续绩效应该结合环境和背景来进行评估。持续绩效好的人不管在什么情景下都能取得优秀的业绩。工作内容领导经济环境团队能力业务目标业务环境及竞争持续绩效的特征：有能力在多个工作岗位/角色取得成功在持续的时间内表现优秀的业绩（3~5年）表现出超出业务目标/期待的成绩当业绩表现不太优秀的期间可能是外部环境的原因（这种情况下，取得的业绩应当超出在该环境下的预期）持续绩效是长期内持续保持优秀成绩的能力.着重关注在过去3-5年的业绩，并结合考虑情境、挑战和变化等。评估持续绩效被评估者是不是在过去的3-5年内都保持了优秀的业绩，绩效评估成绩优异？被评估者是不是持续超越业务目标和期望？被评估者是不是能克服困难取得优秀的成绩？（比如在恶劣的经济和商业环境下，或者跟同级的人相比较，或者当个人境况不好的时候）被评估者是不是在多个岗位和地理区域内都有能力取得成功？被评估者的绩效符合诺华的价值和行为观吗？被评估者是不是能持续提高新的技能和能力？绩效的维度：1） 产出的规模/大小：个人或者团队任务/项目等产出的规模和大小，不考虑质量或者时间期限等因素2） 产出的时间期限：产品或服务完成的时间因素，包括日程、最后期限、目标等，不考虑质量和可用资源等因素3） 产出的疝：产品或服务的质量，包括投入的努力、消耗、为了达到标准反复重做等。不考虑时间期限或产出规模等因素。4） 资源的利用：为了产出目标的产品或服务，对金钱、时间、原料和人力等的利用效率。不考虑时间期限和质量等因素5） 对顾客的影响力/增值：产品或服务在多大程度上达到了内部和外部客户的预期6） 非计划性支持的自由度：为了达到标准，所需的监管和支持的数量和强度7） 对团队/业务单元的贡献：与个人和小组的绩效无关，指帮助业务单元和组织内的其他人完成工作，或者协助他们完成工作。8） 富有成效的工作习惯：整体工作能被有效和富有成效地达成的程度，例如时间管理、设定目标和优先权，以及对在不同工作挑战下达成的协议的后续跟进等9） 增加的技能和能力：为了完成工作或者为以后的发展，在现有的状态（技能、态度和知识）下增加的能力的程度10） 一致和合规：行为方式与组织的价值观、文化和使命相一致。不考虑工作完成得如何。Factor:MENTALAGILITYDescribespeoplewhothinkthroughproblemsfromafreshpointofviewandarecomfortablewithcomplexity,ambiguityandexplainingtheirthinkingtoothers.Theyareorientedtowardnewnessandarementallyquick.Theyliketodelveintoproblemsandcangettotheessenceofissuesbetterthanmostothers.PositivethemestolookforComfortablewithcomplexity,ambiguity,andfirsttimeproblemsPositivethemestolookforComfortablewithcomplexity,ambiguity,andfirsttimeproblemsOrientedtowardnewnessandcomplexity;aredescribedasmentallyquickArecurious,inquisitiveandrisktakers,whichsetsthestageforlearningCanprojectconsequencesandhowthingsareconnectedLiketodelvedeeplyintoproblems;thoroughlyanalyzingthemthroughcontrasts,parallelsandbysearchingformeaningGettorootcausesbetterthanmostothersandfindsolutionstotoughproblemsQuestionconventionalwisdomAbletoexplaintheirlogicandthinkingtoothersReadbroadlyandhavewideinterestsNegativethemestowatchoutforMayhavebecomestale(formanynumberofreasons)Arecaughtinthepastorinpresentassumptions/viewsOftenareuncomfortablewithchange,ambiguity,messyoruncertainsituationsAreorientedtowardknownandprovensolutions,disinclinedtoquestionanythingelseMayhopfromsolutiontosolution(inthefaceofanastyproblem)--insteadofre-examiningtheissueforafreshperspectiveFocusfarmoreonWHATthantheWHY&HOWFailtousetheirownpersonalhistoryorrelevantparallelstoassesssituationsCannot“jointhedots”ormakeconnectionsbetweendisparateinformationMayhavetroubleexplaininghowtheyarrivedatapositionandconsequentlymayappearbiased,non-objective,orarbitraryMaynotbeabletoarticulatethepositionsofothersFactor:RESULTSAGILITYDescribespeoplewhogetresultsundertoughconditionsorfirst-timesituations,inspireotherstoperformbeyondnormal,andexhibitthesortofpresencethatbuildsconfidenceinothers;theypullthingsoffunderdifficultconditionsandbuildhigh-performingteamsandtheydosopartiallybypersonaldriveandadaptabilityPositivethemestolookforDescribedasdeliveringresultsunderfirsttimeconditionsortoughandchangingconditions(norolemodel,noroadmap)PositivethemestolookforDescribedasdeliveringresultsunderfirsttimeconditionsortoughandchangingconditions(norolemodel,noroadmap)DemonstratepersonaldriveandadaptabilityBuildhighperformingteams;inspireandhelpothersdevelopManageinnovationwellPossesshighstandardsofexcellenceExhibitthesortofpresencethatbuildsconfidenceinothers;canbepassionateaboutbeliefsNegativethemestowatchoutforDescribedashavingmoretroublegettingresultsinfirsttimeordifficultsituationsHaveproblemsinspiringothers;failtobuildconfidenceinothersLackpersonaldrive;lacktake-chargeskillsLackpresence;maybeseenaslackingconfidenceHavetroubleshiftingfromonethingtoanother;resultssufferwhenchangeisneededMayhavedifficultywithmultiplesimultaneousprioritiesMaynotbewillingtomakepersonalsacrifices;mayacceptlower standardsofexcellencethanneeded Factor:CHANGEAGILITYDescribespeoplewhoarecurious,haveapassionfornewideasandputthemintopractice,arehighlyinterestedinimprovements,liketoexperimentwithtestcases,andcanhandletheheatandconsequencesofleadingchangeefforts.PositivethemestolookforLiketotinkerwithideasandputthemintopractice;comfortabletryingseveraltimesbeforefindingtherightsolutionPositivethemestolookforLiketotinkerwithideasandputthemintopractice;comfortabletryingseveraltimesbeforefindingtherightsolutionIntroducenewperspectivesonoldideasandmakefreshconnections;goodat“whatif”scenariosHighlyinterestedincontinuousimprovementCanmanageideassothattheybecomeestablishedpractices;canmoveideastomarket;areteamandorganizationallysavvyKnowchangeisunsettlingandarethereforeabletotaketheheatandtolerateit;notdeterredbyothers'reactionsCoolunderpressure;areresilientandphilosophicalaboutwhat happenstopeoplewhopushchange NegativethemestowatchoutforLikesameness;mayappearresistantordisinterestedininnovationMaynotinvestinthetinkeringrequiredtomakesomethingwork;uncomfortablewithexperimentationHaveproblemswithimplementingnewideas;gettingideastofruitioninateamoranorganizationMaybeconflictaverse;thesepeopleavoidriskMaytrytoohardtopleaseothers;giveupunderpressureMaydislikebeingintroublewithothersMaybeseenasaperfectionist;or,maybeseenasablockerof chocca/ochomcicncftha Factor:PEOPLEAGILITYDescribespeoplewhoknowthemselveswell,areopen-mindedtowardothersandtreatthemconstructively,seekfeedbackandrespondtoitthroughpersonalchange,areclearinpresentingviewpointstoothersandaregoodatexplainingtheirthinkingandthatofothers.Theyareopentodiversityofpeopleandviewpoints,arehelpfulininteractionswithothersandconstructiveevenindisagreement.PositivethemestolookforAreself-aware;knowthemselveswellandarenotafraidofacknowledgingweaknessesPositivethemestolookforAreself-aware;knowthemselveswellandarenotafraidofacknowledgingweaknessesOpen-mindedandtolerantofothers;comfortablewithdiversityanddifferencesofopinionCanplaymanyrolessimultaneously;behavesituationallyUnderstandandrelatewelltoothers;arepeople-smartRelishhelpingotherssucceed;generousincreditandhelpPoliticallyagile;caneasilystatecasestheydisagreewithSeekfeedbackandrespondtoitthroughpersonalchangeDealwithconflictconstructively;helpfulevenindisagreementsVeryskilledcommunicatorsClearinpresentingboththeirviewpointsandexplainingthe thinkingofothers : NegativethemestowatchoutforDon'tdeploythemselveswell—theyover-orunderestimatethemselvesandtheirskillsDon'tknowtheirlimitsandmaymishandlesituationstheythinktheyarehandlingwellLackinsightintoself,theyusuallydon'thavemuchinsightintoothersaswellDon'thandleconflictwell—theymisreadormishandlesituationsShowtheirfrustrationandemotionsMaybeviewedaspoorlistenersandunabletoarticulateother'spositionsMaynotbesuccessfulduetoinflexibility,lackofclear,constructiveinteractionswithothers,orpoliticalmisstepsSustainedPerformanceisdifferentfromannualperformance.Itisameasureofperformanceoveralongerperiod(3-5years)whichmayincludeupsanddownsanddemanddifferentskillsandcompetencies.SustainedPerformanceshouldbeviewedwithinitsenvironmentalcontext.Apersonwhocansustaintheirperformanceachievesregardlessofthecircumstances.JobitselfBossEconomicenvironmentTeamcompetency/capabilityBusinessgoalsBusinesssituation/competitionCharacteristicsofSustainedPerformance:IndividualswhohaveproventheirabilitytodeliversuccessfullyinmultiplerolesSuccessfuldeliveryismeasuredoverasustainedperiod(3-5years)DeliveryismeasuredbysuccessfulperformanceagainstbusinessgoalsPeriodsoflesssuccessfuldeliverymayhavereasonswithintheenvironmentsurroundingtheindividual(Inthiscasetheperformanceshouldbehigherthanexpectedforthecircumstance)Sustainedperformanceistheabilitytoconsistentlydeliverresultsovertime.

Thefocusisonanindividual'sperformanceoverthepast3-5years,takinginto

considerationthecontextoftheindividual'sperformanceandthechallengesand

changestheindividualhasfaced.AssessmentofSustainedPerformanceHastheindividualshownsuccessfulperformanceover3-5years,asmeasuredbyappraisal?Hastheindividualcontinuallyachievedorexceededbusinessgoals?Hastheindividualachievedhighperformanceagainsttheodds?(withinworseningeconomicorbusinessenvironment,asmeasuredagainstpeers,againstdifficultpersonalcircumstances)Hastheindividualshowntheabilitytoperformhighlyinanumberofdifferentrolesandgeographies?DoestheindividualperformaccordingtoNovartisValuesandBehaviors?Doestheindividualshowcontinueddevelopmentofneworimprovedskillsandcompetencies?DimensionsofPerformance(fromForYourImprovement,Lominger)QuantityofOutputofWork:Quantityoramountofworkproducedpersonallyorfromagrouporteamonassignments/tasks/projects/products/orserviceswithoutregardtoanyotherfactorslikequalityortimelinessofthework.TimelinessofDeliveryofOutput:Timelydeliveryofgoodsandservicesintermsofschedules,deadlines,goalsandtargetswithoutregardtootherfactorslikequalityandresourcefulness.QualityofWorkOutput:Thequalityofgoodsandservicesproducedintermsoferrors,wasteandreworkrequiredtomeetstandards,notconsidering