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1、Performance Appraisal Briefing 员工年终绩效评估简介,What Is Performance Management? 什么是绩效管理,Provides an on-going dialogue on performance between an employee and their supervisor / manager 提供员工与他们的主管或经理之间的一次关于年度工作表现的沟通 Integrates education, learning and development with performance 将工作表现与教育培训发展结合起来 Identifies
2、learning and development gaps for staff 识别员工知识架构和职业发展的空白点 Ensures that employee efforts are focused on achieving corporate objectives 确保员工的工作成效与企业的目标一致,Components of Performance Appraisal 工作绩效评估的组成部分,The Performance Appraisal includes 3 key components: 3个组成部分 To set objectives: 设定评估目标 Job performanc
3、e feedback Education, learning & development Result Career Development Plan To set Key Performance Indicators for the following year with timeline To give Performance Feedback: 工作表现反馈 Ongoing Progress reviews (as needed) Formal Meeting (annually) To complete Year End Assessment: 完成评估报告 Key Performan
4、ce Area Rating 主要工作业绩评分 Behavior Competency Rating 行为资质评分,1,3,2,4,15%,60%,20%,5%,Recognize and reward for good performance 工作表现出色，予以确认及奖赏,Motivate to improve performance 鼓励改进工作表现,Effective performance, room for improvement 有效的工作表现，但仍可改进,Overall Performance Management Ratings Group / Distribution cha
5、rt 绩效管理评分等级及分布图表,Overall Performance Management Ratings Scale 绩效管理评分等级,Performance Management Ratings Scale 绩效管理评分等级,Overall Performance Rating 绩效评分内容,Objective Assessment + Competency Assessment + Compliments Warning = Overall Rating 工作成果分数+工作能力分数+赞赏表扬分数-处罚分数=总体绩效分值,Maximum 5 最多5项 Rating scores of
6、4 or 5 require an explanation & cite example 评估者评价某项为4分或5分时，请相应作出解释且举例说明。,第一部分 Key Result Areas 主要工作业绩评定 70%,Altogether 10 Items 共有10个类别 Every employee is required to have a rating score of 1 or 2 on at least one competency. This is because we all have areas that require development. 评估者在评价每一位的员工的各个
7、单项时，至少要有1项评分为1或2分，这是因为要突出每个人都需要改善的某些方面，让被评估者认识自己需要改进的某些方面。 Rating scores of 4 or 5 require an explanation and cite example 评估者评价某项为4分或5分时，请相应作出解释且举例说明。 Use the competency guidelines to decide on the preliminary rating you give your employee. All managers need to use the rating scale in a consistent
8、manner and during the rating consistency meeting you will be asked to explain how you decided on the rating. 在为员工进行评估时请参照行为资质的指南，每一位评估者需要运用一致的尺度来进行评估并且要在评估面谈的时候向员工说明原因。,第二部分 Behavior Competencies 行为资质评定,Ratings for Behavior Competency 行為資质评分标准,Behavioral Competencies 行為資质-每一细项的解释,Behavioral Competen
9、cies 行為資质-每一细项的解释,Behavioral Competencies 行為資质-每一细项的解释,Behavioral Competencies 行為資质-每一细项的解释,Behavioral Competencies 行為資质-每一细项的解释,Behavioral Competencies 行為資质-每一细项的解释,Behavioral Competencies 行為資质-每一细项的解释,Behavioral Competencies 行為資质-每一细项的解释,Behavioral Competencies 行為資质-每一细项的解释,Behavioral Competencies
10、 行為資质-每一细项的解释,第三部分 Additional Assessment 附加评估,第四部分 Result of Education, Learning and Development Plan 个人教育、学习与发展成果,As part of our Quality Standards, Our companyis required to assess the need for education, learning and development. (Execution by Department Heads and this can be measured by committin
11、g to total training hour for each staff and department,) and keep records of employee participation in training courses. 作为我们质量标准的一部分，要分析教育、学习与发展的需求（部门领导落实，并可以通过个人和部门的总培训课时量来测量），并按需求提供培訓，保留参与培訓课程員工的记录。 There are two categories of training: 有两大種類的培訓： Technical / Functional 技術/功能 - more specific to a
12、particular function or role 更多的是针对特別的功能与规则 Core 核心培训- more general in nature针对总体需要 Such as mission, vision, core values, English/language training and etc.,第五部分 2013 Plan 2013年个人发展計劃,Performance Review Meeting 评估面谈会议,Step 1 Preparation 准备,Step 2 Introduction & set rules 介绍,Give the employee advance
13、notice to prepare 提前通知员工 Set date, time and venue 确定日期，时间以及地点 Book a private meeting room 选择一间安静的面谈空间 (for supervisory& managerial staff, self evaluation & assessment should be done before the meeting, copy of the self evaluation to appraiser.),Ensure that it is a shared process between manager and
14、employee 确保这是一次经理与员工之间的分享,Review each set objective and attainment of Key Performance Indicators ask for employees view 询问员工意见 explore issues 探讨事件 Set Key performance Indicators for the following year-2013 analyze reasons for success/failure 分析原因 give feedback 反馈 ask for alternatives 提出更好的办法 agree action plan 行动计划,Motivate and guide employee 激励和对员工提出新的期望,Performance Review Meeting 评估面谈会议,