[學(xué)習(xí)]個(gè)人績(jī)效和績(jī)效評(píng)估

1、individual performance and the performance appraisal個(gè)人績(jī)效和績(jī)效評(píng)估,Capital University of Economics and Business首都經(jīng)濟(jì)貿(mào)易大學(xué),outline提綱,Performance by individuals 個(gè)人績(jī)效The performance appraisal 績(jī)效評(píng)估Evaluation approache

2、s 評(píng)估方法Sample performance appraisals 績(jī)效評(píng)估案例Improving performance appraisals 提升績(jī)效校評(píng)估,Discussion break課間討論,What do your managers say about your company’s performance appraisal? 你的經(jīng)理如何看待你公司的績(jī)效評(píng)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(jī)效評(píng)估,Provide focus 提示關(guān)注焦點(diǎn)Provide feedback 提供評(píng)估反饋Document performance 將績(jī)效管理落在紙上,the performance appraisal績(jī)效評(píng)估-續(xù),Improve performance 提高績(jī)效水平Develop

5、employees 注重員工培養(yǎng)與發(fā)展Link performance to rewards 將獎(jiǎng)酬與績(jī)效聯(lián)系起來(lái),Drawbacks of performance appraisals績(jī)效評(píng)估的缺點(diǎn),Subjective 主觀的Time consuming 耗費(fèi)時(shí)間Contradictory 相互矛盾性,Drawbacks of performance appraisals績(jī)效評(píng)估的缺點(diǎn)-續(xù),Negative 否定

6、的Too little, too late 太少，太晚Unfocused, ineffective 沒(méi)有關(guān)注也沒(méi)有效率,Performance appraisals design considerations績(jī)效評(píng)估的設(shè)計(jì)要考慮的問(wèn)題,Measure both achievement and efforts 對(duì)完成的結(jié)果與為之付出的努力都要進(jìn)行測(cè)量Standardize performance criteria

7、 標(biāo)準(zhǔn)化績(jī)效標(biāo)準(zhǔn)Ensure utilization 確保應(yīng)用,Performance appraisals design considerations績(jī)效評(píng)估的設(shè)計(jì)要考慮的問(wèn)題,Desired timing 需要的時(shí)間Event-driven 事件驅(qū)動(dòng)Periodic/scheduled 周期性/計(jì)劃性Budgeting 預(yù)算,Components of performance appra

8、isals績(jī)效評(píng)估的構(gòu)成,General of administrative information 全面的管理信息Performance appraisal section 績(jī)效評(píng)估部門(mén)Summary rating section 評(píng)價(jià)的概要,Components of performance appraisals績(jī)效評(píng)估的構(gòu)成-續(xù),Objective setting and performance d

9、evelopment plan 目標(biāo)選定和績(jī)效發(fā)展計(jì)劃Comment section 意見(jiàn)部門(mén)Signature section 簽字部門(mén),Example of appraisal components績(jī)效評(píng)估要素舉例,Inputs for evaluating performance評(píng)估績(jī)效的投入,1.first level supervisor 首要的管理者2.self appraisal 自我評(píng)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(píng)估績(jī)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(píng)/360度信

11、息反饋,Definition 定義Features 特點(diǎn)Benefits 獲益Application 申請(qǐng),?,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(píng)/360度信息反饋,Advantages 優(yōu)勢(shì)Disadvantages 劣勢(shì),Rating scales確定評(píng)估級(jí)別的方法,Numerical 數(shù)量等級(jí)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(yīng)用法,Selecting rating scales選擇評(píng)估等級(jí)

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(píng)估等級(jí)別,Qualitative 質(zhì)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(shè)計(jì)的選擇——絕對(duì)會(huì)出現(xiàn)的績(jī)效表現(xiàn)vs. 可能會(huì)出出現(xiàn)的績(jī)效表現(xiàn),Evaluation approaches評(píng)估方法,Results-”what” 結(jié)果—“什么”Competencies-”how” 能力—“如何”,Evaluation approaches評(píng)估方法-續(xù),Organ

15、izational 組織能力Job 工作能力Behavioral 行為能力,results結(jié)果,Focuses on what the individual accomplishes 關(guān)注個(gè)人完成的情況Methods of appraisal 評(píng)估方法: —work planning and review 工作計(jì)劃和工作回顧 —management by objecti

16、ves (MBO) 目標(biāo)管理,WPR Example-performance plan format for sales managerWPR案例—銷售人員的績(jī)效計(jì)劃范本,Performance dimension 績(jī)效維度Weight 權(quán)重Objectives 績(jī)效目標(biāo),Management by objectives (MBO)目標(biāo)管理,Purpose 目標(biāo) —establ

17、ish accountability 建立對(duì)于結(jié)果的責(zé)任感Common features 常見(jiàn)特點(diǎn) —objectives 目標(biāo) —performance objectives and measures 績(jī)效目標(biāo)和效標(biāo)Steps 步驟,example舉例,Management by objectives （MBO） 目標(biāo)管理Job title: HR Director 職務(wù)：人

18、力資源主管,Results and business strategy結(jié)果和商業(yè)戰(zhàn)略,results結(jié)果,Advantages and disadvantages of results-based approaches以結(jié)果為基礎(chǔ)的評(píng)估方法的優(yōu)劣,,優(yōu)點(diǎn)與公司戰(zhàn)略機(jī)密相關(guān)并聯(lián)系 到每一個(gè)雇員具體到人—明確以目標(biāo)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(lái)導(dǎo)向非常明確績(jī)效將如何被測(cè)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(jié)果為基礎(chǔ)的評(píng)估方法的優(yōu)劣,,缺點(diǎn)能關(guān)注年度結(jié)果—但卻忽略了日常工作的一些方面經(jīng)常為變化的環(huán)境而妥協(xié)需要花費(fèi)時(shí)間發(fā)展和進(jìn)行維持目標(biāo)不切實(shí)際達(dá)到目標(biāo)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(dǎo)向績(jī)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(gè)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(shí),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(shí)Skills 技能Abil

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

25、可辨別缺點(diǎn),,AdvantagesAligned with business strategyUniform appraisal factorsIdentifies shortcomings,,Advantages and disadvantages of competency-based approaches 以能力為基礎(chǔ)的評(píng)估方法的優(yōu)劣,,缺點(diǎn)評(píng)價(jià)人—而并非評(píng)價(jià)人 的表現(xiàn)不容易確定評(píng)價(jià)因素沒(méi)有明確地與職責(zé)相連

26、很難劃分等級(jí)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(guān)注個(gè)人做什么Example 例子Behavioral competencies 行為能力Performance factors 績(jī)效因素Critical incidents 重要的事件,Behavioral competencies行為能力,Team building 團(tuán)隊(duì)建設(shè)

28、Definition 定義Behavioral descriptors 行為描述法Leadership 領(lǐng)導(dǎo)能力Definition 定義Behavioral descriptors 行為描述法,Performance factors績(jī)效要素,Measure individual behavior 測(cè)量個(gè)人行為Rating scale 評(píng)級(jí)等級(jí)Weighting 權(quán)重,Exampl

29、e-performance factors舉例—績(jī)效要素,Job: programmer analyst 職位：程序分析師Performance factor: organizing and planning 績(jī)效要素：組織和計(jì)劃Rating scale: behaviorally-anchored 評(píng)價(jià)等級(jí)劃分—行為錨定法,Critical incidents關(guān)鍵事件法,Measures specif

30、ic individual actions 衡量明確的個(gè)人行為 —meet desired outcome 達(dá)到了預(yù)期的目的 —do not meet desired outcome 未達(dá)到預(yù)期的目的Two examples 兩個(gè)例子,Use of the critical incident approach重要事件方法的應(yīng)用,Need for qualified observers 需要一個(gè)具備

31、資格的觀測(cè)者Time requirements 時(shí)間要求Measurement omissions 測(cè)量疏忽Distinction between competencies and critical incidents 基于能力的評(píng)估和關(guān)鍵事件評(píng)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(diǎn)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(chǎn)出的結(jié)果鼓勵(lì)員工溝通與交流對(duì)于培訓(xùn)和引導(dǎo)性訓(xùn)練而言非常有益對(duì)于績(jī)效進(jìn)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(diǎn)可能不會(huì)聚焦在結(jié)果上需要一定時(shí)間來(lái)進(jìn)行等級(jí)的建設(shè)定義可能是一種挑戰(zhàn)需要觀察的機(jī)會(huì)評(píng)價(jià)者可能會(huì)

34、存在偏見(jiàn)主觀判斷很難涵蓋績(jī)效的所有方面可能不會(huì)“善有善報(bào)”,,,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(duì)比,√=有效的,Sample performance appraisals 績(jī)效評(píng)估案例,Improving performance appraisals提升績(jī)效評(píng)估,建立共同的目標(biāo)確保清晰的目標(biāo)和測(cè)評(píng)方法確保靈活關(guān)注教練

36、技術(shù)關(guān)注發(fā)展包括評(píng)估過(guò)程保證簡(jiǎn)單、明了,Set mutual objectivesEnsure clear objectives and measuresEnsure flexibilityFocus on coachingFocus on developmentInclude process for appealsEnsure simplicity, understandability,exercise練習(xí),App

37、raising the appraisal 考核學(xué)習(xí)評(píng)估的狀況,Module 3 Quiz模塊三 小測(cè)驗(yàn),Module 3 Quiz 模塊三 小測(cè)驗(yàn),1.which of the following best describes one of the drawbacks of performance appraisals? 以下哪一項(xiàng)是對(duì)績(jī)效評(píng)估的缺點(diǎn)描述得最為準(zhǔn)確？A. They are time consumin

38、g. 需要花費(fèi)時(shí)間B. They are too objective. 太過(guò)于客觀了C. They repeat many of the same messages. 重復(fù)了太多相同的信息D. They are too focused on development. 太過(guò)于關(guān)注發(fā)展了,Module 3 Quiz 模塊三 小測(cè)驗(yàn),2.what is one of the benefits of 3600 fee

39、dback? 以下哪一項(xiàng)描述了360度反饋的優(yōu)勢(shì)？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(píng)價(jià)者在提供績(jī)效反饋方面是有技巧的D. Employees view it as fair, accurate and credible. 雇員認(rèn)為它是公平、準(zhǔn)確且值得信賴的,Module 3 Quiz 模塊三 小測(cè)驗(yàn),3.Why should an organization use a rating scale with an even number of levels? 為什么有