1、企業(yè)文檔,Performance Management,December 10, 2008,We Are Here To Learn We Are Here to,Refresh Performance Management Process Help employees and managers better understand Performance Management: Linkages, Phases and Timing Concept of SMART goals Feedback both sides need time to prepare “Quality time” at

2、 least an hour 1.5 hours better Comfortable location and free of distractions Prepare, prepare, prepare in writing Prepare for questions and disagreements What is the core message? Make sure to highlight what went well, not just problems Be specific use significant events as examples Avoid rationali

3、zation were the goals appropriate in the first place?,Recommended Dos for Performance Discussions,Be prepared Agree to amend goals when appropriate Present the positive first and be specific Helpful if you can present the views of other supervisors or peers Keep your criticism constructive! Never ge

4、t personal! Even more important to have specific examples Centre discussion on how manager and the employee can work together to solve any issues,Recommended Donts for Performance Discussions,Stereotyping “Since one thing is bad, therefore everything is bad” Mirroring just like me Salary discussions

5、 leave for a separate time Do not promise what you can not deliver Saying “I think I can get you a promotion” is DANGEROUS!,Questions to Encourage a Good Discussion,How do you feel you have performed in the last year? What are the 3 most important achievements of the year for you? How have you devel

6、oped personally over the year? What new competencies have you developed? What have you learned that can be applied in the future? What feedback have you received from others about your performance/development? What are your career aspirations/desired next moves? What type of work do you like to do?

7、What are you doing to achieve these goals? What can I do to help you achieve these goals?,Questions to Encourage a Good Discussion,How have I helped your performance during the last year? What else could I have done? What do you expect most and need most from me? How do you feel that our team is wor

8、king? How is “team” working? Any suggestions for improvement? If you were in my job, what 1 or 2 key areas would you focus on in the next year?,Performance Management Bell Curve,Best Performers,Poor Performers,Reward/Retain Develop on a Fast-track,Reward/Retain Maintain/Improve Performance Develop,I

9、mprove Performance Manage Out,=30%,=60%,=10%,Performance Plan to correct Adjusting goals,Receiving Feedback,The usefulness of feedback depends less on the ability of others to give it well, than it does on our ability to receive it well.,Four Step Model for Receiving Feedback Acknowledge the Gift. O

10、pen the Gift. Confirm the Nature and Value of the Gift. Use the Gift.,總結(jié),需要進行三類面談：評估、回顧、績效計劃 注重流程與技巧 盡量引導(dǎo)員工參與 管理討論過程,Discussion: How to create a high performance organization?,A Great Company,Creates and executes business strategy Creates common mindset/alignment Meets and exceeds key measures Total

11、 Shareholder Return, Income, etc. Demonstrates ethics & values Earns the hearts and minds of its people,The High Performance OrganizationSource: Corporate Leadership Council,Enjoy work Understand how work contributes to organizational success Have opportunities to work on things they do best Have op

12、portunities to develop Are provided with needed information, resources and technology,FAQ 常見問題,1、如果績效評級的分布與正態(tài)分布的要求相沖突時，怎么辦？ 部門經(jīng)理需要向人力資源部闡明原因，然后人力資源部會將該情況提交到高級管理層審批。部門的規(guī)模及部門的業(yè)績也同樣影響著正態(tài)分布分配比例。如果部門少于5人，分布比例不適用。 2、如員工在短期內(nèi)由于組織調(diào)整或認識變更變換直接主管的，誰來給員工進行績效評估？ 由新任直接主管給予開展，原直接主管作為主要相關(guān)聯(lián)系人提供反饋信息，以確保評估的準確性和公證性。 3、表格中相關(guān)聯(lián)系人一項有什么具體意義？ 如因為組織架構(gòu)調(diào)整或人事變更，在短時間前變換直接主管的，其年度績效評估應(yīng)由新任直接主管給予開展，原直接主管作為主要相關(guān)聯(lián)系人提供反饋。或者員工在過去的一年中參與其他部門的項目時，則需相關(guān)部門的項目主管給予此員工在項目中的績效表現(xiàn)的反饋。,FAQ 常見問題,4、 固定任務(wù)評估作為考核內(nèi)容嗎？ 固定任務(wù)評估只做參考，不作為最后結(jié)論的考核內(nèi)容?？冃гu估所考核的內(nèi)容只包含“本考核期間工作表現(xiàn)目標狀況評估 ”和“本考核期間職業(yè)行為 / 態(tài)度評估 ”。 5、在評估時需要考慮每個任務(wù)的權(quán)重問題嗎？ 任務(wù)的權(quán)重作為參考值，但鼓勵主