绩效管理指南必备信息(中英版)(PPT 19页)

1、For China Hotels EXCOM, Dept. Heads, Supervisors, and Employees适用于中国区酒店行政委员会成员,部门经理,主管及员工绩效管理指南必备信息The Year-End Performance Management Process年终绩效管理流程Calibration Meeting 校准会议 Performance Review 绩效评估Performance Planning 绩效规划Employee Self Assessment 员工自我评估Development and Career Planning 职业发展计划Calibration Meeting校准会议Performance Review绩效评估Performance Planning绩效规划Employee Self Assessment员工自我评估Development and Career Planning职业发展计划 As an employee the first thing you need to do is a self assessment. Use

2、 the annual performance review form to structure your thinking by completing an assessment of your competencies and your KPOs.作为一名员工，你需要做的第一件事是一份自我评估。利用年度绩效评估表来组织思路，填写领导力素质评估和主要绩效目标。 Download the form from http:/www.i-connect.bz/portal/page?_pageid=53,82409&_dad=portal&_schema=PORTAL访问集团内部网站 http:/www.i-connect.bz/portal/page?_pageid=53,82409&_dad=portal&_schema=PORTAL 下载表格 About Leadership Brand Competencies关于品牌领导力能力Competency Guides for all levels are available from可以从以下网站下载各个级别的能力指南-http:/www

3、.ionnect.bz/portal/page?_pageid=53,82409&_dad=portal&_schema=PORTALMore about ratings有关评分的更多内容1. The key thing to remember about the ratings is that performance is measured against both what you do and how you do it. That is against the KPOs and the Leadership Competencies.有关评分要记住的关键一点是，绩效评定的依据包括你做了什么以及你如何做。评分根据主要绩效目标和领导力素质进行。2. The form guides you to give individual KPO and Leadership Competency ratings.绩效评估表会引导你进行个人主要绩效目标和领导力素质的评分。3.For both KPOs and Leadership Competencies you will also need

4、an overall rating.There is no mathematical calculation at this stage. It is not an average but an overall rating as a whole number that reflects the level of achievement/difficulty against KPOs and Leadership Competencies.对于主要绩效目标和领导力素质，你都将需要给出一个总体评分。在这个阶段没有数学计算。这并不是平均数，而是一个总分，反映了针对主要绩效目标和领导力素质的达成 / 差距程度。-There is a choice of 5 ratings which are outlined in the Annual Performance Review form.-年度绩效评估表中归纳了5个评分选择。- To get to the Overall Performance Rating add the KPO rating and the Leadership Compe

5、tency rating and simply divide by 2. So a 2 rating on KPOs and a 3 on Leadership Competencies is an Overall Performance Rating of 2.5. The Overall Performance Rating is the only time a decimal is used.- 将主要绩效目标评分加上领导力素质评分，再除以2，即得到总绩效评分。因此，如果主要绩效目标是2分，领导力素质是3分，那么总绩效评分为2.5分。只有总绩效评分会出现小数点。5 Consistently Exceeds Expectations: The employee consistently exceeds all the expectations for key responsibilities, key performance objectives and leadership competencies. This means: Exceptional performance ack

6、nowledged as such by peers and senior leaders.5 一贯超出期望值：该员工在主要职责、主要绩效目标和领导力素质各方面始终如一的超出期望标准。即：同事与高层领导公认的特别出色的绩效表现。4 Frequently Exceeds Expectations: The employee achieves and frequently exceeds expectations for key responsibilities, key performance objectives and competencies. This means: Consistent over performance against an already stretching set of standards.4 经常超出期望值：该员工在主要职责、主要绩效目标和领导力素质各方面达到并经常超出期望标准。即：绩效表现始终超出已经扩展的设定标准。3 Meets Expectations: The employee meets established expectations for

7、 key responsibilities, key performance objectives and competencies. This means: Good performance. A rating that any person should feel justifiably proud of.3 达到期望值：该员工在主要职责、主要绩效目标和领导力素质各方面达到既定的期望标准。即：绩效表现良好。任何人得到这个评分都有理由感到自豪。2 Almost Attains Expectations: The employee achieves most expectations for key responsibilities, key performance objectives or competencies.This means: Disappointing but still an acceptable performance. With focus, the potential to raise standards exists.2 基本达到期望值：该员工在主要职责、主

8、要绩效目标和领导力素质各方面达到大部分期望标准。即：尽管令人失望，但仍属于可接受范围的绩效表现。需要强调，存在提高标准的可能。1 Below Expectations: The employee does not meet expectations for key responsibilities, key performance objectives or competencies.This means: Performance improvement plan needs to be in place. Without significant improvement within the next three months placement in an alternative role or exit from the business needs to occur.1 低于期望值：员工在主要职责、主要绩效目标和领导力素质各方面没有达到期望标准。即：需要实施绩效提高计划。如果未来三个月中没有明显改进，则需要更换工作角色或退出公司。Calibration Meeting校准会议Pe

9、rformance Review绩效评估Performance Planning绩效规划Employee Self Assessment员工自我评估Development and Career Planning职业发展计划The calibration meeting process is where Managers come together to:校准会议流程上，经理们会集中进行： Have quality conversations around the collective of the team/function围绕对团队/部门的总体评价进行高质量的谈话 Ensure ratings across the business have integrity确保公司内进行的绩效评分真实可信Calibration Meeting校准会议Performance Review绩效评估Performance Planning绩效规划Employee Self Assessment员工自我评估Development and Career Planning职业发展计划In preparing

10、 for the calibration meeting managers need to:在参加校准会议的准备过程中，经理们需要： Begin by collecting employees self assessments先收集员工们的自我评估 Compare and contrast these with your views将这些自我评估与你的观点比较和对照 Consolidate individual employee rating into a single document将所有员工个人评分合并到一个文件中Calibration Meeting校准会议Performance Review绩效评估Performance Planning绩效规划Employee Self Assessment员工自我评估Development and Career Planning职业发展计划During the calibration meeting the focus will be on:校准会议过程中，重点应放在： A general review of ratings for ea

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