1999年9月

SIEMENS建立以績(jī)效增進(jìn)為目的綜合考評(píng)體系EstablishEvaluationSystemForPerformanceImprovement某著名企業(yè)管理顧問(wèn)BexcelManagementConsultants董事會(huì)關(guān)于企業(yè)總經(jīng)理管理能力及潛能的8項(xiàng)評(píng)價(jià)企業(yè)家頭腦和行為首創(chuàng)能力戰(zhàn)略思維風(fēng)險(xiǎn)識(shí)別能力導(dǎo)向性決策能力決策所需時(shí)間領(lǐng)導(dǎo)能力品格激勵(lì)能力分權(quán)委托責(zé)任承擔(dān)忠誠(chéng)果斷01234560123456交往能力溝通能力說(shuō)服能力獨(dú)創(chuàng)力分析能力抽象總結(jié)能力批判性思維創(chuàng)造力續(xù)上表對(duì)整體的貢獻(xiàn)期望并能與別人合作團(tuán)隊(duì)觀念柔性談判能力01234560123456生產(chǎn)率壓力承受能力目標(biāo)把握能力持久能力時(shí)間管理成果導(dǎo)向能力勝任程度主力的掌握學(xué)習(xí)能力視野本領(lǐng)域的能力相關(guān)領(lǐng)域的知識(shí)續(xù)上表01234560123456續(xù)上表續(xù)上表績(jī)效考評(píng)PerformanceReview

績(jī)效考評(píng)不僅僅在于說(shuō)明各級(jí)員工的工作完成情況，更重要的是在于通過(guò)這些考評(píng)去指導(dǎo)員工進(jìn)行有計(jì)劃的工作改進(jìn)，以達(dá)到組織發(fā)展的要求。Performancereviewshouldnotjusttakethelookbackviewofthetaskspleted,moreimportantishislookaheadfunction:todeliverdeliberateadviseforimprovement,inordertoachievesustainabledevelopmentgoalsofthepany.績(jī)效考評(píng)的過(guò)程TheProcedureofthePerformanceReview（1）以工作目標(biāo)及核心技能做為考核的基準(zhǔn)，而且所有考核的要項(xiàng)都應(yīng)當(dāng)由主管與部屬事先訂好，在雙方共同接受的前提下，方可在考核中執(zhí)行。Evaluationmustbaseonthekeytargetsandrelatedskills.Themanagerandthestaffmustreachanagreementtoallofthekeytargetsdefinedintheevaluationsystemahead.績(jī)效標(biāo)準(zhǔn)：是指部屬完成工作達(dá)到的可接受的程度。工作目標(biāo)指出“做什么”，績(jī)效標(biāo)準(zhǔn)則說(shuō)明該“如何做”。這個(gè)標(biāo)準(zhǔn)是判定績(jī)效的基礎(chǔ)。ResultsCriteria:theacceptabledegreeofpletionofthekeytargets.Definitionofkeytargetspointout“whattodo”whileresultscriteriashow“howtodo”andbuildthebasisoftheperformancereview.績(jī)效考評(píng)的過(guò)程TheProcedureofthePerformanceReview（2）評(píng)估：它是指衡量與判斷工作完成情況的質(zhì)量和數(shù)量。這部分工作一般是由主管擔(dān)任，部屬通常參與“自我評(píng)估”。Assessment:Itisthemanagerialfunctionofthesuperiortoevaluateandjudgedegreeofthetargets’fulfillment;thestaffwillalsobeinvitedtoconducttheself-evaluation.

績(jī)效考評(píng)的過(guò)程TheProcedureofthePerformanceReview（3）評(píng)估面談包括下列各點(diǎn)：兩方面同意一個(gè)公平的評(píng)估的方案。讓部屬知道主管對(duì)他的評(píng)估。雙方對(duì)工作中應(yīng)改進(jìn)的部分進(jìn)行討論。雙方對(duì)績(jī)效改進(jìn)計(jì)劃形成一致的意見?？?jī)效考評(píng)的過(guò)程TheProcedureofthePerformanceReview（4）Theevaluationmeetingbetweenthemanagerandhisstaff:Bothpartiesagreetoafairconceptoftheevaluation.Thesupervisorshouldmakehisopinioncleartothepersonconcerned.Specificneedforimprovementshouldbediscussed.Oneactionplanshouldbeworkedoutandagreedupon.兩種不同目的績(jī)效考評(píng)的區(qū)別以績(jī)效改進(jìn)為目的的考績(jī)以薪資管理為目的的考績(jī)不同的管理需求產(chǎn)生了兩種不同目的考績(jī)模式EvaluationfocusonperformanceimprovementEvaluationfocusonsalarymanagementTwoevaluationmodels:Differentpurposesleadtodifferentmodes.合理的、以績(jī)效增進(jìn)為目的的考評(píng)應(yīng)使員工：Appropriateperformance-orientedevaluationprocessshouldmakeemployees:有做好一項(xiàng)工作的成就感Achieveself-satisfaction做得好有人賞識(shí)Gainrespectandappreciation擔(dān)負(fù)更多的工作責(zé)任Shouldermoreresponsibility在工作中成長(zhǎng)

Developpersonalskillassets以績(jī)效增進(jìn)為目的的考評(píng)應(yīng)視考評(píng)為促進(jìn)工作和改進(jìn)行為的手段，而不把它看作僅僅只是一個(gè)劃分獎(jiǎng)金多少的依據(jù)：Performance-orientedevaluationshouldusedasamethodtoimprovefutureworkingresultsandtodirectthebehaviorcorrespondingtopanylongtermgoals,notabasisonlyforpensationdecisionaboutthebonus.1、這種評(píng)估與溝通的過(guò)程應(yīng)該是經(jīng)常而且繼續(xù)的工作；不應(yīng)拖到年度或季度考核面談時(shí)才做；也不應(yīng)該只是完全依賴日常的非正式的監(jiān)督。Formalevaluationandrelatedmunicationsformaregularandcontinuousjobandshouldneverputofftothefinalevaluationmeetingattheendofthefiscalyear,norshoulditdependentirelyonthedailyinformalmonitoring.2、要協(xié)助員工針對(duì)自己的不足制定改進(jìn)方案,考評(píng)應(yīng)能衡量出一項(xiàng)工作中所包涵的各部分執(zhí)行的情況，要能指出部屬能力所在，也要能指出何處需要加強(qiáng)。Theevaluationshouldhelptofindouttherealsituationofjobexecution,pointoutthestrengthsandweaknessofthestaffconsidered,provideguidanceforfutureimprovement.3、支持員工，建立信賴感.不能只顧組織的需要，也要試著并滿足部屬的需求。其中最直接明了的一種就是在事情做完后贊揚(yáng)部屬，對(duì)部屬在公司未來(lái)的前程發(fā)展表示足夠的重視。.Establishtrustrelationship,helptomeetstaff’sdemands/notonlycareaboutpany’sneeds.Themostdirectwayisthatthesuperiorshouldneverhesitatetosinghighpraiseoftheworktheemployeehadjustfinished,andalwayspayenoughattentiontotheircareerplan.4、要善于用可用非金式，如表?yè)P(yáng)、分派特別的工作，如重責(zé)任、授權(quán)、征徇其意見與建議、較好的工作環(huán)境、身份的顯示等。Makegooduseofnon-monetaryincentivesmethods,suchaspraising,givingmoreresponsibilities,assigningspecialtasks,askingforadvise,goodworkingenvironment,modernfacilities,promotion,andprestige.

主持考核工作的主管應(yīng)具備的技能有：Thesupervisorresponsiblefortheperformancereviewshouldpossessthefollowingbasicskills:如何訂出工作要項(xiàng)和技能howtodefinethekeytargetsandskills-------------如何制定績(jī)效標(biāo)準(zhǔn)howtodesigntheperformancecriteria-------------如何輔導(dǎo)howtohelpothersbygivingfeedback-------------如何做評(píng)估面談howtoconductanevaluationmeeting如何發(fā)展一個(gè)績(jī)效的改進(jìn)計(jì)劃howtodevelopactionplanforfutureimprovement1.評(píng)估面談的目的在于討論工作績(jī)效而不是人格的問(wèn)題；Focusonperformanceissues,wearenottalkingaboutpersonalcharacters2.是注重未來(lái)要做的而不是既往已做的。

Focusonfutureissues,wearenotrepentingwhathasalreadyhappened.面談的指導(dǎo)Someadviceonreviewmeeting

主管面談的十點(diǎn)方針：basicrules

建立并維持彼此的依賴，那么花幾分鐘作應(yīng)酬式的交談也是值得Asmalltalkatbeginningmayhelptobuildtrust主管要用積極的字眼清楚地讓部屬明了此次面談要做什么Usepositivewordingandmakethestaffclearaboutthepurposeofthemeeting.鼓勵(lì)部屬說(shuō)話。面談一定要是雙向的溝通Encouragestraightforwardnessandcreateinteractivemunication傾聽不打岔。要在傾聽的過(guò)程中挖掘?qū)Ψ降南敕?，以及他的感覺(jué)，而不只是保持緘默不說(shuō)話Listeningattentively,readthemindbycarefullistening.主管面談的十點(diǎn)方針：避免對(duì)立及沖突。雖然雙方能表示不同見解，但主管應(yīng)避免造成對(duì)立及爭(zhēng)辯的場(chǎng)面Avoidconfrontation,althoughbothpartiesmayhavedifferentopinions,集中在績(jī)效，而不在性格。因?yàn)檫@是績(jī)效面談Focusonperformanceissues,notonthepersonalcharacter.集中在未來(lái)而非過(guò)去Focusonthefuture優(yōu)點(diǎn)與缺點(diǎn)并重Balancethementioningofmeritsandshorings.該結(jié)束時(shí)立刻停止Donotprolongthemeetingunnecessarily.以積極的方式結(jié)束面談，要使部屬離開時(shí)滿懷積極的意念Endthetalkbypositivewording,letthestaffleaveinpositivemood.

面談要注意的技巧skillsofthemeeting1、坦誠(chéng)相見，把考績(jī)表拿給部屬看，不要藏起來(lái)。Bestraightforward,showthestafftheperformancereviewforms2、就部屬的考績(jī)作解釋。Giveadetailedexplanationoftheperformancereviewresults.3、不要怕承認(rèn)錯(cuò)誤，考核只是暫時(shí)性的。Donotfeartoadmitmistakes,noevaluationisperfectone.4、摘述要點(diǎn)。討論完畢之后，再與部屬一起回顧將重要的地方瀏覽一遍。SummarizethekeypointsAfterthediscussion,retrospecttheimportantpartswiththestaff.一個(gè)有效的計(jì)劃應(yīng)符合下列四點(diǎn)要求：1、實(shí)際,計(jì)劃內(nèi)容應(yīng)與待改進(jìn)的績(jī)效相關(guān)。2、時(shí)間性,計(jì)劃必須有截止日期。3、具體,應(yīng)做之事必須闡述清楚。4、計(jì)劃要獲得認(rèn)同,主管與部屬雙方都應(yīng)該接受這個(gè)計(jì)劃并努力實(shí)行Aneffectiveplanshouldbe:1.Theactualandplannedactionmustbetightlyconnectedwiththeperformancethatneedimprovement.2.Theremusthasadeadlineoftheaction.3.Thereshouldhasalengthydescriptionofeachstep.4.Theplanshouldbeanagreementofthetwosides,boththesupervisorandthesubordinateshouldhaveasenseofmitmenttothisplan,andbothpartieswilldevotetothisplan.與BalancedScorecard相結(jié)合的績(jī)效考評(píng)將公司目標(biāo)分為四個(gè)方面來(lái)制訂財(cái)務(wù)finance投資收益、收益增長(zhǎng)率、成本目標(biāo)investmentreturn,costtarget,revenuegrowthrate,客戶customer銷售領(lǐng)域擴(kuò)張、服務(wù)目標(biāo)、售后反應(yīng)速度、客戶滿意度saleexpansion,service,reactionspeedofaftersaleservice,customers’satisfactionrate管理internalprocessmanagement執(zhí)行制度的完善、信息通暢Implementationofsystemforoperationalexcellence,informationflow員工staff員工的發(fā)展、福利計(jì)劃、戰(zhàn)略性技能培訓(xùn)計(jì)劃staff’sdevelopment,trainingplanofstrategicskills,benefit公司戰(zhàn)略目標(biāo)與BalancedScorecard(BSC)相結(jié)合的績(jī)效考評(píng)PerformancereviewbasedonBalancedscorecardsystemBSC部門工作目標(biāo)個(gè)人績(jī)效目標(biāo)個(gè)人素質(zhì)目標(biāo)績(jī)效改進(jìn)計(jì)劃（目標(biāo)管理）績(jī)效計(jì)劃表（MBO）StrategygoalofpanyTargetsofdepartmentTargetsofindividualPersonaldevelopmentgoalPerformanceimprovementplan與ESB（企業(yè)戰(zhàn)略預(yù)算）相結(jié)合的績(jī)效考評(píng)將公司目標(biāo)、部門目標(biāo)與個(gè)人目標(biāo)牢牢地結(jié)合起來(lái)Abinationofasetofgoalsconcerningpany,departmentandstaff公司目標(biāo)部門目標(biāo)departmenttargets個(gè)人目標(biāo)財(cái)務(wù)finance客戶customer管理management員工staff針對(duì)公司四個(gè)方面的戰(zhàn)略目標(biāo)制訂本部門的工作計(jì)劃績(jī)效改進(jìn)計(jì)劃（目標(biāo)管理）PerformanceimprovementplanPersonaltargetsThegoalofthepany任何公司的核心資源都是雇員，他們是提高生產(chǎn)率的根本要素￥Time贏利能力，銷售￥Time贏利能力，銷售Employeesarethecriticalresourceofanypanyandtheybuildthemostimportantfundamentalsfortheimprovementofproductivity.

在對(duì)優(yōu)秀公司獲得杰出表現(xiàn)的根源進(jìn)行廣泛調(diào)查研究中發(fā)現(xiàn)，以人為本和以顧客為中心是兩大核心要素的著眼點(diǎn)外部的著眼點(diǎn)優(yōu)秀公司的特性人顧客員工最重要員工都希望對(duì)企業(yè)作處貢獻(xiàn)提出好的建議，在客戶服務(wù)和生產(chǎn)高資量產(chǎn)品方面進(jìn)行創(chuàng)新所有員工都具有創(chuàng)造力授予人們更多的權(quán)力以顧客為導(dǎo)向驅(qū)動(dòng)力來(lái)自于為客戶提供品質(zhì)產(chǎn)品，優(yōu)質(zhì)的服務(wù)和創(chuàng)造性地幫助客戶創(chuàng)造顧客忠誠(chéng)InternalfocusExternalfocusCharacteristicsoftheexcellentpaniesstaffcustomersSubstantialresearchesoftheexcellentpaniesrevealthefactthatthemanagementfocusonstaffandcustomerleadtogreatsuccessEmployeesarethemostimportantasset.Employeesarewillingtocontributetothecorporate.Everyemployeehashisowncreativity

empowermentCustomer-orientationisthekeyMotivatedbythesensetoprovidethecustomerswithpremierproductsandservice,solvetheirproblembycreativity.Createcustomers’loyalty四種基本的測(cè)評(píng)系統(tǒng)，雙向目標(biāo)管理用的最廣泛Amongthefourbasicevaluationsystems,interactivemanagementbyobjectivesservesasthemostpopularone.四種人員測(cè)評(píng)fourkindofevaluation從上自下的測(cè)評(píng)downwardevaluation上級(jí)對(duì)下級(jí)的評(píng)價(jià)superiorspassperformancereviewtothesubordinate由下自上的測(cè)評(píng)upwardevaluation下級(jí)對(duì)上級(jí)的評(píng)價(jià)Staffpassperformancereviewtothesuperiors360度測(cè)評(píng)“360degreeevaluation”上級(jí)/同級(jí)/下級(jí)及客戶的信息Performancereviewbythesuperior,thecolleagues,thesubordinateandthecustomers.得到更全面可靠的信息moreprehensiveandreliableinformation雙向目標(biāo)管理MBO清晰的，互動(dòng)式的對(duì)目標(biāo)認(rèn)同interactive,clearmonunderstandingaboutthetargetsetting堅(jiān)實(shí)的指標(biāo)評(píng)價(jià)基礎(chǔ)measurableperformanceindication現(xiàn)雇員與公司的目標(biāo)一致binethecorporategoalsandpersonalgoal公司總體要求和行為要panygoalandbehaviorrule雙向目標(biāo)管理過(guò)程上級(jí)的目標(biāo)departmentgoal互動(dòng)式的目標(biāo)一致coherenceofgoal雇員的目標(biāo)employees’goal有規(guī)律的對(duì)結(jié)果的了解monitoring/feedback定期對(duì)目標(biāo)實(shí)現(xiàn)進(jìn)行評(píng)價(jià)regularMBOreview進(jìn)一步改善的引導(dǎo)guidancetoimprovement雙向目標(biāo)管理可用于各個(gè)層次InteractiveMBOcanbeappliedtoeverylevelinthepanyProcedureofMBO個(gè)人的發(fā)展需求是基于現(xiàn)有的強(qiáng)、弱分析和目標(biāo)職務(wù)的實(shí)際需求強(qiáng)項(xiàng)、弱項(xiàng)分析績(jī)效反饋發(fā)展測(cè)評(píng)個(gè)人發(fā)展需要2134——企業(yè)家頭腦和活動(dòng)——領(lǐng)導(dǎo)技能——對(duì)企業(yè)文化的貢獻(xiàn)——效率——能力目標(biāo)職位的基本要求發(fā)展需求的例舉全面性的確切定義的任務(wù)根據(jù)個(gè)人的情況不需要特別努力的方面特別的培訓(xùn)SW-analysisfeedbackdevelopmentassessmentneedofpersonaldevelopment2134——企業(yè)家頭腦和活動(dòng)entrepreneur’mindandactivities.——領(lǐng)導(dǎo)技能leadershipskill——對(duì)企業(yè)文化的貢獻(xiàn)contributiontothepany’sculture——效率efficiency——能力abilityRequirementoftargetpositionNeedfordevelopmentSystematictask-specificindividualspecificspecialtrainingNeedofpersonaldevelopmentdependsonSW-analysisandrealrequirementsoftargetposition優(yōu)秀公司一直對(duì)傳統(tǒng)的工作進(jìn)行革新Excellentpanieshavechangedthetraditionalwayofworking傳統(tǒng)工作方法traditionalway把員工當(dāng)作下等人treattheemployeeas“inferior”規(guī)模效應(yīng)emphasisonscaleeconomics計(jì)劃精確的研究開發(fā)努力，目的是追求重大產(chǎn)品開發(fā)effortputinproductdevelopment在優(yōu)秀公司工作workwithexcellentpanies友好相待，并鼓勵(lì)他們表現(xiàn)出眾motivatethemtobeexcellent創(chuàng)新人員小型化的組織smallgroupofinnovationactivities.專注于奉獻(xiàn)的競(jìng)賽emphasisondedicationandvaluecre