[學習]個人績效和績效評估

1、individual performance and the performance appraisal個人績效和績效評估,Capital University of Economics and Business首都經濟貿易大學,outline提綱,Performance by individuals 個人績效The performance appraisal 績效評估Evaluation approache

2、s 評估方法Sample performance appraisals 績效評估案例Improving performance appraisals 提升績效校評估,Discussion break課間討論,What do your managers say about your company’s performance appraisal? 你的經理如何看待你公司的績效評估？,Perform

3、ance by individuals- a behavioral model,KNOWLEDGE, SKILLS AND ABILITIES,Knows what “it” is,Wants to do “it”,MOTIVATIONeffortdirection,PERFORMANCE,Were consequences worth the effort?,Allowed to do “it”,CULTURE/STRUCTURE

4、,CONSEQUENCES,,,,,,Able to do “it”,,,,,,the performance appraisal績效評估,Provide focus 提示關注焦點Provide feedback 提供評估反饋Document performance 將績效管理落在紙上,the performance appraisal績效評估-續(xù),Improve performance 提高績效水平Develop

5、employees 注重員工培養(yǎng)與發(fā)展Link performance to rewards 將獎酬與績效聯(lián)系起來,Drawbacks of performance appraisals績效評估的缺點,Subjective 主觀的Time consuming 耗費時間Contradictory 相互矛盾性,Drawbacks of performance appraisals績效評估的缺點-續(xù),Negative 否定

6、的Too little, too late 太少，太晚Unfocused, ineffective 沒有關注也沒有效率,Performance appraisals design considerations績效評估的設計要考慮的問題,Measure both achievement and efforts 對完成的結果與為之付出的努力都要進行測量Standardize performance criteria

7、 標準化績效標準Ensure utilization 確保應用,Performance appraisals design considerations績效評估的設計要考慮的問題,Desired timing 需要的時間Event-driven 事件驅動Periodic/scheduled 周期性/計劃性Budgeting 預算,Components of performance appra

8、isals績效評估的構成,General of administrative information 全面的管理信息Performance appraisal section 績效評估部門Summary rating section 評價的概要,Components of performance appraisals績效評估的構成-續(xù),Objective setting and performance d

9、evelopment plan 目標選定和績效發(fā)展計劃Comment section 意見部門Signature section 簽字部門,Example of appraisal components績效評估要素舉例,Inputs for evaluating performance評估績效的投入,1.first level supervisor 首要的管理者2.self appraisal 自我評估3.sec

10、ond- level supervisor 第二層次的管理者4.other managers 其他的管理者,Inputs for evaluating performance評估績效的投入-續(xù),5.subordinates 下屬6.peers 同事7.professionals 專業(yè)人士8.customers 顧客,Multirater assessment/3600 feedback 多維度考評/360度信

11、息反饋,Definition 定義Features 特點Benefits 獲益Application 申請,?,First-level supervisor首要主管,second-level supervisor第二層次主管,customer顧客,peers同事,subordinates下屬,professionals專家,,,,,,,Multirater assessment/3600 feed

12、back 多維度考評/360度信息反饋,Advantages 優(yōu)勢Disadvantages 劣勢,Rating scales確定評估級別的方法,Numerical 數(shù)量等級Descriptive 描述性的Narrative 敘述比較法Graphic 圖表法Behaviorally- anchored 行為錨定法Mixed 混合應用法,Selecting rating scales選擇評估等級

13、別,Quantitative 數(shù)量上 -numerical —數(shù)字的Number of levels 水平的數(shù)目Even/odd 奇數(shù)還是偶數(shù),Selecting rating scales選擇評估等級別,Qualitative 質量上 —descriptive, narrative, graphic, behaviorally- anchored 描述性的，敘述法，圖表

14、法，行為錨定法 —design options-absolute vs. frequency of performance 設計的選擇——絕對會出現(xiàn)的績效表現(xiàn)vs. 可能會出出現(xiàn)的績效表現(xiàn),Evaluation approaches評估方法,Results-”what” 結果—“什么”Competencies-”how” 能力—“如何”,Evaluation approaches評估方法-續(xù),Organ

15、izational 組織能力Job 工作能力Behavioral 行為能力,results結果,Focuses on what the individual accomplishes 關注個人完成的情況Methods of appraisal 評估方法: —work planning and review 工作計劃和工作回顧 —management by objecti

16、ves (MBO) 目標管理,WPR Example-performance plan format for sales managerWPR案例—銷售人員的績效計劃范本,Performance dimension 績效維度Weight 權重Objectives 績效目標,Management by objectives (MBO)目標管理,Purpose 目標 —establ

17、ish accountability 建立對于結果的責任感Common features 常見特點 —objectives 目標 —performance objectives and measures 績效目標和效標Steps 步驟,example舉例,Management by objectives （MBO） 目標管理Job title: HR Director 職務：人

18、力資源主管,Results and business strategy結果和商業(yè)戰(zhàn)略,results結果,Advantages and disadvantages of results-based approaches以結果為基礎的評估方法的優(yōu)劣,,優(yōu)點與公司戰(zhàn)略機密相關并聯(lián)系 到每一個雇員具體到人—明確以目標為中心—更加努力支持成功使雇員與主管間的溝通變得 容易未來導向非常明確績效將如何被測量,,Advant

19、agesTied to company’s strategy and cascaded to all employeesIndividual-specificGoal centered-stretch effortSupports achievementFacilitates employee/supervisor communicationFuture-orientedClear how performance will

20、 be measured,,Advantages and disadvantages of results-based approaches以結果為基礎的評估方法的優(yōu)劣,,缺點能關注年度結果—但卻忽略了日常工作的一些方面經常為變化的環(huán)境而妥協(xié)需要花費時間發(fā)展和進行維持目標不切實際達到目標需要依靠其他一些因素必須與企業(yè)文化及管理技巧相一 致并不能直接導向績效提高,,DisadvantagesCan focus

21、on annual results-ignores routine aspects of jobFrequently compromised by changing circumstancesTime-consuming to develop and maintainGoals unrealisticMeeting goals may be dependent on othersMust be consistent with

22、culture or management skillsNo direction on performance improvement,competencies能力,Definition 定義Individual vs. organization 個人VS.組織Link to strategy 與企業(yè)策略相連,The iceberg model of competencies能力冰山模型,knowle

23、dge知識,skill技能Behavioral demonstration of expertise專業(yè)人士的行為示范,abilities技能Preset competence現(xiàn)有的能力,,,,,profiling competencies 能力,Competencies 能力,jobs工作,Competency example資格范例,Knowledge 知識Skills 技能Abil

24、ities 能力,,example舉例,competency-based 以能力為基礎的評估,Competencies and business strategy能力和企業(yè)戰(zhàn)略,Competency focus能力關注點,Advantages and disadvantages of competency-based approaches 以能力為基礎的評估方法的優(yōu)劣,,優(yōu)點與企業(yè)戰(zhàn)略緊密相連統(tǒng)一的評估因素

25、可辨別缺點,,AdvantagesAligned with business strategyUniform appraisal factorsIdentifies shortcomings,,Advantages and disadvantages of competency-based approaches 以能力為基礎的評估方法的優(yōu)劣,,缺點評價人—而并非評價人 的表現(xiàn)不容易確定評價因素沒有明確地與職責相連

26、很難劃分等級很難證明也許難以依法辯解,,DisadvantagesAppraises person- not person’s performanceNot easy to identify factorsNot tied to specific dutiesDifficult to rateDifficult to documentMay be difficult to defend legally,,

27、Behavioral descriptors行為描述法,Focus on what the individual does 關注個人做什么Example 例子Behavioral competencies 行為能力Performance factors 績效因素Critical incidents 重要的事件,Behavioral competencies行為能力,Team building 團隊建設

28、Definition 定義Behavioral descriptors 行為描述法Leadership 領導能力Definition 定義Behavioral descriptors 行為描述法,Performance factors績效要素,Measure individual behavior 測量個人行為Rating scale 評級等級Weighting 權重,Exampl

29、e-performance factors舉例—績效要素,Job: programmer analyst 職位：程序分析師Performance factor: organizing and planning 績效要素：組織和計劃Rating scale: behaviorally-anchored 評價等級劃分—行為錨定法,Critical incidents關鍵事件法,Measures specif

30、ic individual actions 衡量明確的個人行為 —meet desired outcome 達到了預期的目的 —do not meet desired outcome 未達到預期的目的Two examples 兩個例子,Use of the critical incident approach重要事件方法的應用,Need for qualified observers 需要一個具備

31、資格的觀測者Time requirements 時間要求Measurement omissions 測量疏忽Distinction between competencies and critical incidents 基于能力的評估和關鍵事件評估法的區(qū)別,行為描述法與企業(yè)戰(zhàn)略,行為能力,Advantages and disadvantages of behavioral approaches 使用行為描

32、述法的優(yōu)劣,優(yōu)點描述了重要的員工行為可被員工修改雇員可以控制行為，不僅是產出的結果鼓勵員工溝通與交流對于培訓和引導性訓練而言非常有益對于績效進步非常有益,,,AdvantagesDescribe necessary employee actionsCan be modified by employeeEmployees can control behavior, not always outcomesEnh

33、ances employee communicationUseful for training and orientationUseful for performance improvement,,Advantages and disadvantages of behavioral approaches 使用行為描述法的優(yōu)劣,缺點可能不會聚焦在結果上需要一定時間來進行等級的建設定義可能是一種挑戰(zhàn)需要觀察的機會評價者可能會

34、存在偏見主觀判斷很難涵蓋績效的所有方面可能不會“善有善報”,,,DisadvantagesMay not focus on resultsTime required for scale constructionDefinition can be a challengeOpportunity to observe requiredRater biasSubjective judgmentDifficult to inc

35、lude all aspects of performance“nice to people can finish last”,,Comparison of approaches幾種方法的對比,√=有效的,Sample performance appraisals 績效評估案例,Improving performance appraisals提升績效評估,建立共同的目標確保清晰的目標和測評方法確保靈活關注教練

36、技術關注發(fā)展包括評估過程保證簡單、明了,Set mutual objectivesEnsure clear objectives and measuresEnsure flexibilityFocus on coachingFocus on developmentInclude process for appealsEnsure simplicity, understandability,exercise練習,App

37、raising the appraisal 考核學習評估的狀況,Module 3 Quiz模塊三 小測驗,Module 3 Quiz 模塊三 小測驗,1.which of the following best describes one of the drawbacks of performance appraisals? 以下哪一項是對績效評估的缺點描述得最為準確？A. They are time consumin

38、g. 需要花費時間B. They are too objective. 太過于客觀了C. They repeat many of the same messages. 重復了太多相同的信息D. They are too focused on development. 太過于關注發(fā)展了,Module 3 Quiz 模塊三 小測驗,2.what is one of the benefits of 3600 fee

39、dback? 以下哪一項描述了360度反饋的優(yōu)勢？A. It generally provides quantitative and objective data. 它通?？梢蕴峁?shù)量化的且客觀的數(shù)據(jù)B. It is easy to collect and compile information. 較容易收集并處理信息C. Raters are skilled in providing perform

40、ance feedback. 評價者在提供績效反饋方面是有技巧的D. Employees view it as fair, accurate and credible. 雇員認為它是公平、準確且值得信賴的,Module 3 Quiz 模塊三 小測驗,3.Why should an organization use a rating scale with an even number of levels? 為什么有