1、1Performance Management 績(jī)效管理Annual Performance Review 年終評(píng)估2 Annual Review Process年度年度績(jī)效績(jī)效評(píng)估評(píng)估流流程程 Rating Scale Definitions 評(píng)分等級(jí)說(shuō)明評(píng)分等級(jí)說(shuō)明 Tools to support the Performance Management journey 年度年度績(jī)效績(jī)效評(píng)估評(píng)估流流程程的輔助工具的輔助工具 Key dates 重要日期重要日期 Agenda 議程議程 3 管理用途管理用途 - 薪酬、獎(jiǎng)金薪酬、獎(jiǎng)金 - 晉升、調(diào)動(dòng)晉升、調(diào)動(dòng) - 精簡(jiǎn)機(jī)構(gòu)精簡(jiǎn)機(jī)構(gòu) - 撤職、解

2、雇撤職、解雇Performance Review Purpose 績(jī)效評(píng)估用途績(jī)效評(píng)估用途 開(kāi)發(fā)用途開(kāi)發(fā)用途 - 識(shí)別員工的強(qiáng)項(xiàng)識(shí)別員工的強(qiáng)項(xiàng) - 確定有待提高的領(lǐng)域確定有待提高的領(lǐng)域 - 制定員工發(fā)展計(jì)劃、職業(yè)生涯規(guī)劃制定員工發(fā)展計(jì)劃、職業(yè)生涯規(guī)劃 - 開(kāi)展有針對(duì)性的培訓(xùn)或在崗培訓(xùn)開(kāi)展有針對(duì)性的培訓(xùn)或在崗培訓(xùn)4Performance Management 績(jī)效管理流程績(jī)效管理流程規(guī)規(guī) 劃劃年中評(píng)估年中評(píng)估年度評(píng)估年度評(píng)估績(jī)效管理績(jī)效管理流程圖流程圖獎(jiǎng)勵(lì)獎(jiǎng)勵(lì)培養(yǎng)培養(yǎng)培養(yǎng)培養(yǎng)5Performance Management 績(jī)效管理流程績(jī)效管理流程Planning 規(guī)劃規(guī)劃 ( as each y

3、ear begins 每年年初）每年年初）-Key Performance Objectives 主要工作目標(biāo)（主要工作目標(biāo)（KPOs）-Key Job Requirements 主要工作職責(zé)主要工作職責(zé) （KJR）-Personal Development Plan 個(gè)人發(fā)展計(jì)劃個(gè)人發(fā)展計(jì)劃 （PDP)規(guī)規(guī) 劃劃年中評(píng)估年中評(píng)估年度評(píng)估年度評(píng)估績(jī)效管理績(jī)效管理流程圖流程圖獎(jiǎng)勵(lì)獎(jiǎng)勵(lì)培養(yǎng)培養(yǎng)培養(yǎng)培養(yǎng)6SMART請(qǐng)記住請(qǐng)記住KPO/KJR應(yīng)該是應(yīng)該是SMART（具體的、可衡量的、可實(shí)現(xiàn)的、相關(guān)的以及有時(shí)限的）。（具體的、可衡量的、可實(shí)現(xiàn)的、相關(guān)的以及有時(shí)限的）。對(duì)于每個(gè)對(duì)于每個(gè)KPO/KJR，您應(yīng)

4、該確保它們符合以上所有標(biāo)準(zhǔn)，您應(yīng)該確保它們符合以上所有標(biāo)準(zhǔn)Specific 具體的具體的 為了讓十家酒店今年更新他們的品牌，還需要以新的標(biāo)準(zhǔn)來(lái)培訓(xùn)他們的所有員工。為了讓十家酒店今年更新他們的品牌，還需要以新的標(biāo)準(zhǔn)來(lái)培訓(xùn)他們的所有員工。Measurable 可衡量的可衡量的 所有十家酒店均已獲提供各自的培訓(xùn)計(jì)劃。所有十家酒店均已獲提供各自的培訓(xùn)計(jì)劃。Achievable 可實(shí)現(xiàn)的可實(shí)現(xiàn)的 對(duì)于提供的培訓(xùn)計(jì)劃，需要投入一些努力并花費(fèi)些時(shí)間，因而不會(huì)過(guò)于輕松。對(duì)于提供的培訓(xùn)計(jì)劃，需要投入一些努力并花費(fèi)些時(shí)間，因而不會(huì)過(guò)于輕松。Relevant 相關(guān)的相關(guān)的 培訓(xùn)計(jì)劃就是培訓(xùn)計(jì)劃就是Stay Real

5、計(jì)劃，而不是酒店員工不需要的其它計(jì)劃。計(jì)劃，而不是酒店員工不需要的其它計(jì)劃。Time Specific 有時(shí)限的有時(shí)限的 它們將全在十月末提供。它們將全在十月末提供。7Performance Management 績(jī)效管理流程績(jī)效管理流程Mid-year Review (mid-year)年中評(píng)估（年中）年中評(píng)估（年中）-Checks progress against KPOs and personal development plan 檢查有關(guān)檢查有關(guān)KPO/KJR以及個(gè)人發(fā)展方向的進(jìn)展情況以及個(gè)人發(fā)展方向的進(jìn)展情況-Allows for priorities to be adjusted

6、根據(jù)業(yè)務(wù)變化調(diào)整優(yōu)先級(jí)根據(jù)業(yè)務(wù)變化調(diào)整優(yōu)先級(jí)規(guī)規(guī) 劃劃年中評(píng)估年中評(píng)估年度評(píng)估年度評(píng)估績(jī)效管理績(jī)效管理流程圖流程圖獎(jiǎng)勵(lì)獎(jiǎng)勵(lì)培養(yǎng)培養(yǎng)培養(yǎng)培養(yǎng)8Performance Management 績(jī)效管理流程績(jī)效管理流程Annual Review (year end) 年度評(píng)估（年終）年度評(píng)估（年終）-Overall performance for the year is discussed, evaluated, and rated 討論并評(píng)估全年的整體績(jī)效討論并評(píng)估全年的整體績(jī)效-Progress against personal development plan 審審閱個(gè)人發(fā)展計(jì)劃的進(jìn)展情況閱個(gè)人

7、發(fā)展計(jì)劃的進(jìn)展情況規(guī)規(guī) 劃劃年中評(píng)估年中評(píng)估年度評(píng)估年度評(píng)估績(jī)效管理績(jī)效管理流程圖流程圖獎(jiǎng)勵(lì)獎(jiǎng)勵(lì)培養(yǎng)培養(yǎng)培養(yǎng)培養(yǎng)9Annual Performance Review Process年度績(jī)效評(píng)估流程年度績(jī)效評(píng)估流程 Self Assessment 自我評(píng)估自我評(píng)估Calibration Meeting校準(zhǔn)會(huì)議校準(zhǔn)會(huì)議Performance Review Conversation績(jī)效評(píng)估績(jī)效評(píng)估會(huì)談會(huì)談Manager Completes Employees Assessment 經(jīng)理完成對(duì)員工的初評(píng)經(jīng)理完成對(duì)員工的初評(píng)Leadership Competencies Guide領(lǐng)導(dǎo)力指南領(lǐng)導(dǎo)力指南1

8、0Leadership Competencies領(lǐng)導(dǎo)力指南領(lǐng)導(dǎo)力指南11Leadership CompetenciesLeadershipCompetencyClusterCompetencyDescriptionTeam FocusedFoster CollaborationLead & Develop PeopleWirking together effectively to meet business goals faster.Action OrientatedDrive for resultsTurn vision into actionDriving to achieve a

9、mbltlous targets in an efficient way.PassionateFocus on our guests, customer and markets Champloning changeCaring passionately about our guests and business partners, and changing to meet their needs.SavvyThink aheadUnderstand our businessKnowing what it takes to beat our competltors, both now and i

10、n the future.12領(lǐng)導(dǎo)力指南領(lǐng)導(dǎo)力指南領(lǐng)導(dǎo)能力分類(lèi)領(lǐng)導(dǎo)能力分類(lèi)能力能力描述描述關(guān)注團(tuán)隊(duì)全面協(xié)作領(lǐng)導(dǎo)和發(fā)展員工通過(guò)有效的協(xié)同合作，更迅速的實(shí)現(xiàn)企業(yè)目標(biāo)。行動(dòng)導(dǎo)向成效驅(qū)動(dòng)將愿景轉(zhuǎn)化為行動(dòng)以高效的方式推動(dòng)長(zhǎng)遠(yuǎn)目標(biāo)的實(shí)現(xiàn)。工作熱情關(guān)注客戶(hù)與市場(chǎng)、主導(dǎo)變革關(guān)注客戶(hù)和商業(yè)伙伴的需求，積極作出變革。業(yè)務(wù)技能超前思考了解業(yè)務(wù)了解現(xiàn)在和將來(lái)要擊敗競(jìng)爭(zhēng)對(duì)手所需要的條件。13Rating Scale Definitions評(píng)分等級(jí)說(shuō)明評(píng)分等級(jí)說(shuō)明14Rating Scale DefinitionsExceptional PerformanceThe employee consistently excee

11、ds all the expectations for key performance Objectives, key Job Responabilities and Leadership Competencles and acknowledged as such by peers and senior leaders.Consistent Over PerformanceThe employee frequently exceeds expectations for key Performance Objectives, Key Job Responsilities and Leadersh

12、ip Competencles against an already stretching set of standards.Very God PerformanceThe employee meets estabilished expectations forKey Performance Objectivies, key Job Responsibilties and Leadship Competencles, a rating that any person should feel justifiably proud.Mixed OutcomesThe employee meets s

13、ome expectations for Key Performance Objectives, Key Job Resbonsibilities and Leadship Competencies, With focus, the potential to raise performance exist.Unacceptable PerformanceThe employee does not meet expectations for Key Performance Objectives, Key Job Responsbilities and Leadship Competencies,

14、 A performance Improvement plan needs to be in place.5432115評(píng)分等級(jí)說(shuō)明評(píng)分等級(jí)說(shuō)明持續(xù)不斷的超越期望員工持續(xù)超過(guò)關(guān)于主要工作目標(biāo)（KPO）、主要工作職責(zé)（KJR）和領(lǐng)導(dǎo)能力的所有期望并且得到同事和高層領(lǐng)導(dǎo)的確認(rèn)。經(jīng)常超越期望參照已有的延伸系列標(biāo)準(zhǔn)，員工經(jīng)常超過(guò)關(guān)于KPO、KJR和領(lǐng)導(dǎo)能力的期望。表現(xiàn)優(yōu)異員工達(dá)到關(guān)于KPO、KJR和領(lǐng)導(dǎo)能力的既定期望，評(píng)分讓任何人都會(huì)無(wú)可非議地感到自豪?；具_(dá)到期望員工實(shí)現(xiàn)關(guān)于KPO、KJR和領(lǐng)導(dǎo)能力的期望。需要員工指定一個(gè)績(jī)效改進(jìn)計(jì)劃，因?yàn)槿绻麤](méi)有發(fā)生明顯改進(jìn)，則無(wú)法繼續(xù)聘用該員工。未達(dá)到期望員工沒(méi)

15、有實(shí)現(xiàn)關(guān)于KPO、KJR和領(lǐng)導(dǎo)能力的期望。需要員工制定一個(gè)績(jī)效改進(jìn)計(jì)劃，因?yàn)槿绻麤](méi)有發(fā)生明顯改進(jìn)，則無(wú)法繼續(xù)聘用該員工。5432116KPO/KJR Rating 主要工作目標(biāo)主要工作目標(biāo)/主要工作職責(zé)評(píng)分主要工作職責(zé)評(píng)分例如：您有五個(gè)KPO/KJR并將其評(píng)定為： 5；4；3；2；3.您將評(píng)分相加：5+4+3+2+3=17然后用總和除以您的KPO/KJR數(shù)量：17/5=3.40然后您可以將結(jié)果四舍五入成：3.40=3您的整體您的整體KPO/KJRKPO/KJR評(píng)分為評(píng)分為 3 3在上面的實(shí)例中，您可以將整體評(píng)分從在上面的實(shí)例中，您可以將整體評(píng)分從3.403.40升為整數(shù)升為整數(shù)4 4，這是因?yàn)?/p>

16、被評(píng)估成，這是因?yàn)楸辉u(píng)估成5 5分的分的KPO/KJRKPO/KJR實(shí)際上比其它的實(shí)際上比其它的KPO/KJRKPO/KJR更大、更重要。更大、更重要。17Leadership Competence/ Winning Ways Rating 領(lǐng)導(dǎo)力領(lǐng)導(dǎo)力/致勝之道評(píng)分致勝之道評(píng)分例如：例如：您的領(lǐng)導(dǎo)力您的領(lǐng)導(dǎo)力4 4個(gè)方面分別評(píng)定為：個(gè)方面分別評(píng)定為：5 5；3 3；4 4；3 3您將評(píng)分相加：您將評(píng)分相加：5+3+4+3=155+3+4+3=15然后用總和除以然后用總和除以4 4：15/4=3.7515/4=3.75然后您可以將結(jié)果四舍五入成：然后您可以將結(jié)果四舍五入成：3.75=43.75

17、=4您的領(lǐng)導(dǎo)力評(píng)分為：您的領(lǐng)導(dǎo)力評(píng)分為：4 418Overall Rating 整體評(píng)分整體評(píng)分請(qǐng)記住請(qǐng)記住OPR可以是半點(diǎn)，這樣可以是半點(diǎn)，這樣可以更詳細(xì)地反映整體績(jī)效。可以更詳細(xì)地反映整體績(jī)效。實(shí)例如果您的KPO/KJR分?jǐn)?shù)是3，領(lǐng)導(dǎo)能力分?jǐn)?shù)為4（3+4=7除以2=3.5）您的整體評(píng)分為您的整體評(píng)分為3.53.519Review Performance 評(píng)估績(jī)效評(píng)估績(jī)效 Self Assessment 自我評(píng)估自我評(píng)估Calibration Meeting校準(zhǔn)會(huì)議校準(zhǔn)會(huì)議 Performance Review Conversation績(jī)效評(píng)估績(jī)效評(píng)估會(huì)談會(huì)談Manager Complete

18、s Employees Assessment 經(jīng)理完成對(duì)員工的評(píng)估經(jīng)理完成對(duì)員工的評(píng)估Leadership Competencies Guide領(lǐng)導(dǎo)力指南領(lǐng)導(dǎo)力指南20Calibration Meeting 校準(zhǔn)會(huì)議校準(zhǔn)會(huì)議 Prior to the meeting: 會(huì)議前會(huì)議前： Identify a facilitator to manage the process (ideally the facilitator should be your HR representative) 確保會(huì)議有主持人管理會(huì)議的過(guò)程 （理想的主持人應(yīng)該是您的人力資源代表） Confirm meeting d

19、ate, timing, audience, and preparation with HR respective確認(rèn)校準(zhǔn)會(huì)議的日期、時(shí)間、聽(tīng)眾以及您的人力資源代表的準(zhǔn)備工作 All managers should prepare Overall Performance Ratings for their direct reports. 經(jīng)理應(yīng)該準(zhǔn)備您的所有直接報(bào)告的最終評(píng)估 Should gather last years performance ratings as additional information 應(yīng)收集去年的績(jī)效評(píng)分作為額外的會(huì)議資料 All managers should

20、 think about the other employees being discussed at the meeting (the direct reports of your peers) 經(jīng)理應(yīng)考慮在校準(zhǔn)會(huì)議上討論的其他員工（您同事的直接報(bào)告）21Calibration Meeting 校準(zhǔn)會(huì)議校準(zhǔn)會(huì)議 During the meeting: 會(huì)議中會(huì)議中： Each manager should present the OPR, KPO and Leadership Competency ratings for each direct report and provide evid

21、ence 每位經(jīng)理應(yīng)該提供每個(gè)直接報(bào)告的整體績(jī)效評(píng)分、KPO和領(lǐng)導(dǎo)能力評(píng)分，并提供支持評(píng)分的論據(jù) Debate around: employee with extreme ratings 討論范圍：?jiǎn)T工評(píng)分異常 Ensure all members of the group participate as evenly as possible 確保所有的成員都能盡可能平等地參與 Consensus should be achieved on the Overall Performance Rating for each employee對(duì)于每位員工的整體績(jī)效評(píng)分都應(yīng)達(dá)成一致意見(jiàn) Ensure c

22、onsistency in the ratings regardless of person 無(wú)論對(duì)象是誰(shuí)，確保評(píng)分的一致性 Manage the timing of the meeting to ensure all employees are adequately discussed控制會(huì)議的時(shí)間以確保充分討論到所有的員工22Review Performance 評(píng)估績(jī)效評(píng)估績(jī)效 Self Assessment 自我評(píng)估自我評(píng)估Calibration Meeting校準(zhǔn)會(huì)議校準(zhǔn)會(huì)議Performance Review Conversation績(jī)效評(píng)估績(jī)效評(píng)估會(huì)談會(huì)談Manager Comp

23、letes Employees Assessment 經(jīng)理完成對(duì)員工的評(píng)估經(jīng)理完成對(duì)員工的評(píng)估Leadership Competencies Guide領(lǐng)導(dǎo)力指南領(lǐng)導(dǎo)力指南23Performance Review Conversation 績(jī)效評(píng)估會(huì)談績(jī)效評(píng)估會(huì)談 1 Treat the employee as a guest, put them at ease 把員工當(dāng)客人把員工當(dāng)客人,讓他們放松：讓他們放松： Have a review schedule and inform staff in advance 準(zhǔn)備評(píng)估時(shí)間表，并提前告知員工 Do not leave the employe

24、e waiting 別讓員工等待 Dont cancel the meeting at the last minute 不要在最后時(shí)刻取消會(huì)議 Welcome them warmly, show we care 熱情歡迎他們,體現(xiàn)關(guān)愛(ài) Offer them a beverage 提供飲料 Remove barriers （Place、Phone） 去除障礙 （地點(diǎn)、電話） Ensure they understand the purpose of the review is for their benefit 確保員工明白會(huì)談目的和對(duì)其的好處 Build rapport with the em

25、ployee 和員工建立良好關(guān)系 Explain the format of the review 解釋會(huì)談的架構(gòu)24Performance Review Conversation 績(jī)效評(píng)估會(huì)談績(jī)效評(píng)估會(huì)談 2 Review the employees accomplishments 回顧員工的成就回顧員工的成就 Let the employee start by highlighting their successes which allows you to see how they view their performance 讓員工從自己的表現(xiàn)說(shuō)起, 使你有時(shí)間聆聽(tīng)其自我評(píng)價(jià) Use t

26、he performance review form as a guide for your conversation discussing rating for each component of the form 使用績(jī)效評(píng)估表來(lái)指導(dǎo)會(huì)談并針對(duì)每項(xiàng)打分 Give specific feedback using behavioral examples 用具體行為來(lái)給予反饋 Dont spend all your time on the past 不要花全部時(shí)間在過(guò)去的表現(xiàn): 50% of review on the past 50% 在過(guò)去表現(xiàn) 20% on the present 20%

27、在現(xiàn)在 30% on the future 30% 在未來(lái) 25Performance Review Conversation 績(jī)效評(píng)估會(huì)談績(jī)效評(píng)估會(huì)談3 Ensure employee understands any performance areas for development 確保員工明白自己可提高的地方：確保員工明白自己可提高的地方： - Ask questions 提問(wèn)提問(wèn): Open ended questions to get the employee talking (what about the *project stands out as an accomplishme

28、nt, I see you noted it in your self assessment?) 開(kāi)放式問(wèn)題使員工開(kāi)口 ( 關(guān)于某某項(xiàng)目,我發(fā)現(xiàn)你在自我評(píng)估中有提及,你為什么認(rèn)為你這是你的一個(gè)業(yè)績(jī)?) Probing questions to gain clarification or find details (who was on the team, what did you do, what did you say? ) 探索式問(wèn)題,發(fā)掘細(xì)節(jié). (你的團(tuán)隊(duì)還有誰(shuí)? 你后來(lái)說(shuō)了什么? 你又是怎么做的呢?) Funnel questions to get specific informati

29、on (tell me about it, what happened exactly?) 漏斗式提問(wèn), 得到具體信息. ( 告訴我到底發(fā)生了些什么?) Closed questions only to get commitment or approval (Do you agree we need to work on team focused behavior?) 封閉式問(wèn)題得到確認(rèn) (你同意自己需要在團(tuán)隊(duì)合作上更加注意嗎?)26Performance Review Conversation 績(jī)效評(píng)估會(huì)談績(jī)效評(píng)估會(huì)談4 Agree Personal Development Plan and

30、 discuss career goals 就個(gè)人發(fā)展計(jì)劃達(dá)成一致并討論職業(yè)目標(biāo)就個(gè)人發(fā)展計(jì)劃達(dá)成一致并討論職業(yè)目標(biāo) Focus on the future 關(guān)注未來(lái) This conversation can occur with the Performance review or as a separate meeting 可以將本部分和績(jī)效評(píng)估會(huì)和在一起或者單獨(dú)開(kāi)另一次會(huì)議 All Personal Development Plans are due by April 30 個(gè)人發(fā)展計(jì)劃應(yīng)該在4月30日前完成 Discuss KPOs for next year 討論明年的主要績(jī)效目標(biāo)

31、27Performance Review Conversation 績(jī)效評(píng)估會(huì)談績(jī)效評(píng)估會(huì)談5 Close the review 會(huì)談結(jié)束會(huì)談結(jié)束 Summarize the discussion, recap the main points 總結(jié),重述主要觀點(diǎn) Advise the employee that the review form will be completed and they will be asked to review, sign and give comments 告訴員工評(píng)估即將結(jié)束,他們可以閱讀評(píng)估表,并在最后簽名和寫(xiě)下自己意見(jiàn). Ask the employee

32、 to think about their objectives or KPOs for upcoming year 讓員工考慮來(lái)年的KPO Set time/date to finalize KPO and PDP, if not done 如果沒(méi)有完成,確定KPO 和PDP 的完成時(shí)間 Ask employee if they have any questions 詢(xún)問(wèn)員工是否有其他問(wèn)題 Thank them for their contributions 謝謝他們做出的貢獻(xiàn)28Management Techniques to remember 績(jī)效評(píng)估小技巧績(jī)效評(píng)估小技巧1. Respe

33、ct and support an individuals moral 尊重員工并關(guān)注員工士氣尊重員工并關(guān)注員工士氣 2. Focus on performance issues, not the person 關(guān)注績(jī)效表現(xiàn)而不是個(gè)人關(guān)注績(jī)效表現(xiàn)而不是個(gè)人3. Listen, check understanding and respond appropriately 聆聽(tīng)聆聽(tīng), 確保理解并正確回應(yīng)確保理解并正確回應(yīng)4. Make sure all goals and commitments are mutually agreeable 確保所有目標(biāo)和承諾得到雙方認(rèn)可確保所有目標(biāo)和承諾得到雙方認(rèn)可29FAQ 常見(jiàn)問(wèn)題常見(jiàn)問(wèn)題 New staff under probation 試用期內(nèi)的新員工 Probation appraisal instead of annual review. 只需做試用期評(píng)估、無(wú)需做年終評(píng)估。 New transferred staff 新調(diào)動(dòng)員工 Refer previous dept. heads comments. 參考員工前任經(jīng)理的評(píng)估意見(jiàn)。 New Manager joined after Oct. 1st 十月一日后入職的新經(jīng)理 Us