绩效考核_绩效管理培训教程中英文

PerformanceManagement,December10,2008,WeAreHereToLearnWeAreHereto,RefreshPerformanceManagementProcessHelpemployeesandmanagersbetterunderstandPerformanceManagement:Linkages,PhasesandTimingConceptofSMARTgoalsFeedbackbothsidesneedtimetoprepare“Qualitytime”atleastanhour1.5hoursbetterComfortablelocationandfreeofdistractionsPrepare,prepare,prepareinwritingPrepareforquestionsanddisagreementsWhatisthecoremessage?Makesuretohighlightwhatwentwell,notjustproblemsBespecificusesignificanteventsasexamplesAvoidrationalizationwerethegoalsappropriateinthefirstplace?,RecommendedDosforPerformanceDiscussions,BepreparedAgreetoamendgoalswhenappropriatePresentthepositivefirstandbespecificHelpfulifyoucanpresenttheviewsofothersupervisorsorpeersKeepyourcriticismconstructive!Nevergetpersonal!EvenmoreimportanttohavespecificexamplesCentrediscussiononhowmanagerandtheemployeecanworktogethertosolveanyissues,RecommendedDontsforPerformanceDiscussions,Stereotyping“Sinceonethingisbad,thereforeeverythingisbad”MirroringjustlikemeSalarydiscussionsleaveforaseparatetimeDonotpromisewhatyoucannotdeliverSaying“IthinkIcangetyouapromotion”isDANGEROUS!,QuestionstoEncourageaGoodDiscussion,Howdoyoufeelyouhaveperformedinthelastyear?Whatarethe3mostimportantachievementsoftheyearforyou?Howhaveyoudevelopedpersonallyovertheyear?Whatnewcompetencieshaveyoudeveloped?Whathaveyoulearnedthatcanbeappliedinthefuture?Whatfeedbackhaveyoureceivedfromothersaboutyourperformance/development?Whatareyourcareeraspirations/desirednextmoves?Whattypeofworkdoyouliketodo?Whatareyoudoingtoachievethesegoals?WhatcanIdotohelpyouachievethesegoals?,QuestionstoEncourageaGoodDiscussion,HowhaveIhelpedyourperformanceduringthelastyear?WhatelsecouldIhavedone?Whatdoyouexpectmostandneedmostfromme?Howdoyoufeelthatourteamisworking?Howis“team”working?Anysuggestionsforimprovement?Ifyouwereinmyjob,what1or2keyareaswouldyoufocusoninthenextyear?,PerformanceManagementBellCurve,BestPerformers,PoorPerformers,Reward/RetainDeveloponaFast-track,Reward/RetainMaintain/ImprovePerformanceDevelop,ImprovePerformanceManageOut,=60%,=10%,PerformancePlantocorrectAdjustinggoals,ReceivingFeedback,Theusefulnessoffeedbackdependslessontheabilityofotherstogiveitwell,thanitdoesonourabilitytoreceiveitwell.,FourStepModelforReceivingFeedbackAcknowledgetheGift.OpentheGift.ConfirmtheNatureandValueoftheGift.UsetheGift.,总结,需要进行三类面谈：评估、回顾、绩效计划注重流程与技巧尽量引导员工参与管理讨论过程,Discussion:Howtocreateahighperformanceorganization?,AGreatCompany,CreatesandexecutesbusinessstrategyCreatescommonmindset/alignmentMeetsandexceedskeymeasuresTotalShareholderReturn,Income,etc.Demonstratesethics&valuesEarnstheheartsandmindsofitspeople,TheHighPerformanceOrganizationSource:CorporateLeadershipCouncil,EnjoyworkUnderstandhowworkcontributestoorganizationalsuccessHaveopportunitiestoworkonthingstheydobestHaveopportunitiestodevelopAreprovidedwithneededinformation,resourcesandtechnology,FAQ常见问题,1、如果绩效评级的分布与正态分布的要求相冲突时，怎么办？部门经理需要向人力资源部阐明原因，然后人力资源部会将该情况提交到高级管理层审批。部门的规模及部门的业绩也同样影响着正态分布分配比例。如果部门少于5人，分布比例不适用。2、如员工在短期内由于组织调整或认识变更变换直接主管的，谁来给员工进行绩效评估？由新任直接主管给予开展，原直接主管作为主要相关联系人提供反馈信息，以确保评估的准确性和公证性。3、表格中相关联系人一项有什么具体意义？如因为组织架构调整或人事变更，在短时间前变换直接主管的，其年度绩效评估应由新任直接主管给予开展，原直接主管作为主要相关联系人提供反馈。或者员工在过去的一年中参与其他部门的项目时，则需相关部门的项目主管给予此员工在项目中的绩效表现的反馈。,FAQ常见问题,4、固定任务评估作为考核内容吗？固定任务评估只做参考，不作为最后结论的考核内容。绩效评估所考核的内容只包含“本考核期间工作表现目标状况评估”和“本考核期间职业行为/态度评估”。5、在评估时需要考虑每个任务的权重问题吗？任务的权重作为参考值，但鼓励主管在做明年的目标设定的时候，尽量