360绩效评估步骤详细分析

,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,360 Performance Evaluation Process,绩 效 评 估 步 骤,2002,1,What is 360 Performance Evaluation (feedback)?,什 么 是 360度绩 效评估 ( 反馈）？,2,360 feedback is an art, not a science,360,评估不仅是科学，而且,是一门艺术。,3,Downward上 级,Upward 下 级,(anonymous) (不记名的),Self 自己,Colleague 同 级,360,Evaluation 360 度评估,4,Traditional Performance Evaluation Approach 传统绩效评估方法,Evaluator/Manager,评 估 人 员/经 理,Evaluatee/Direct Report,被 评 估 人 员/直 接 下 属,5,How 360 feedback impacts individual performance?,360评估如何反映个人绩效?,Evaluation,评估,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 自己,360 feedback and follow-up feedback with rater group 360反馈以及经过交流的反馈,Weaknesses,identified,找出缺点,Acceptance,of,feedback,接受反馈,Improvement Goal Setting,确定发展目标,Organizational,support systems,组织支持系统,Greater Self-Awareness,更深入的自我认识,Improved Individual Outcomes,(e.g., performance/attitude),促进个人的进步,6,Performance Evaluation Process,绩 效 评 估 步 骤,7,Identify Evaluation Directors,确定评估督导,Select Evaluators (ERF process),选择评估人,Input 360 Evaluation Feedback,输入360度评估,Complete Self Evaluation,完成自我评估,Generate Year End Data Packet 生成年终评估数据包,Firmwide Performance Evaluation Process,全公司范围内的评估过程,Evaluators,评估人,Evaluatee,被评估人,8,Conduct Performance Review Discussion,进行绩效讨论,Sign on the E&D Summary,签署评估发展总结,Return to PE Center,交还评估中心,Write Evaluation and Development(E&D Summary),撰写评估及发展总结,Firmwide Performance Evaluation Process(Cont),全公司范围内的评估过程(续）,9,Election of Evaluation Director评估督导的选择,Normally he/she is the direct supervisor of the evaluatee 一般就是被评估人的直接上级,10,Selection of Evaluators,评估人的选择,11,表格类型,自我评估表,上级对下级评估表,下级对上级评估表,同事间评估表,12,自我评估表,商业目标和成就,专业发展,签名并注明日期,13,上级对下级和同事评估表,核心能力之评估,优势评估,待提高之处评估,14,下级对上级评估表,核心能力评估,领导能力评估,人员管理评估,15,如何书写评估,以相关绩效准则为依据,考虑被评估人一年的业绩,基于可观察的行为,以具体事例为支持,提出如何完善的建议,16,评估举例,优势评估,行为,：,你的同事李莉是一位善于与她的听众交流的讲演者,不是很有帮助的评估,很强的口交流能力。具有说服力，执行交易。,有帮助的评语,交流流利：李莉善于使小组达成一致。她能够很快了解组员的不同想法，并且通过自己的洞察力清晰了解组员的表现，她还能够影响他人。作为一位表达清晰并具有说服力交流者，她可以与不同类型的人协调关系。在X项目会上，她说服董事会同意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心。为了恰当的发挥李莉在此方面的才能，我愿意看到她得到提升并指导部门里的其他人员。,17,Types of feedback反馈的不同类型,Confirmatory positive feedback,: The individual receives high ratings from others, which confirm the individuals high self-ratings.,共同的积极反馈：员工的自我评估与他人评估都得到积极评价。,Disconfirmatory negative feedback,: The individual receives ratings from others that are lower than his or her self-ratings.,单方面的消极反馈：员工得到比自我评估低的评价。,18,Types of feedback （Cont)反馈的不同类型（续）,Confirmatory negative feedback,: The ratings received from others are low, and the self-ratings also are low.,共同的消极反馈：员工的自我评估与他人的评价一样低。,Disconfirmatory positive feedback,: The individuals self-ratings are lower than ratings received by others.,单方面的积极反馈：员工自我评价低于他人评价。,19,书写评估及发展总结,基于以上反馈，评估主任为被评估人书写评估及发展总结，作为绩效评估讨论的依据。反馈包含以下内容：,在过去一年里，被评估人在业务方面的成就,在过去一年里，被评估人在个人发展方面的成就,在未来一年里，被评估人在业务方面的目标,在未来一年里，被评估人在个人发展方面的目标,20,人力资源部在评估中的地位,顾问地位：,设计评估体系,提供评估工具,设计评估流程,汇总评估数据,协调评估程序,法官地位？,警察地位？,21,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,员工的理解参与和培训,Feedback be specific - provide specific example based on observable behavior rather than vague comment(coach, not judge),反馈要明确 提供基于行为的反馈，提供具体的例子，而不是空洞的评价（是教练，而不是法官）,22,为什么没有完成绩效评估？,“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,23,“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 time need to do performance management as you describe it.,问题: 我太忙了,没有办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:经理人员的工作就是保证其下属高效地完成工作。由此说来，绩效管理帮助管理人员节约时间的工具。,Suggestion: look 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：是否管理太细了，卷入许多本该由你下属完成的工作。,24,Fear of confrontation害怕冲突,Question: Managers express concern about the difficulty of bringing up performance problems, because they 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，因为他们担心员工会争辩，从而使得评估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 confrontation 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，胜利和进步的讨论。注重这三项，将有助于避免矛盾，因为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重视。早发现问题有注于防患于未燃。,25,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”开始这场谈话,Dont give pronouncements on performance,不要以告知的方式来进行,First engage the employee in self-evaluation,先让员工进行自我评估,Help employees understand how performance management can help them reach their goals.,是员工理解绩效管理是如何帮助员工达到他们的目的,26,成功评估的决定因素,由上至下固然重要,但不可忽视,由下至上的力量,27,绩效评估失败的原因,将评估孤立化,年底进行,唯我所用,将评估视为提高业绩的唯一方法,经营不善时使用,裁员时使用,28,