Performance Appraisals绩效评估(ppt 12)精品资料
Performance-Appraisal-绩效评估
30
Midterm Exam
範圍：
人力資源介紹 (~10%) 工作分析 (10~15%) 招募 (10~15%) 訓練 (20~30%) 績效評估 (20~30%)
31
Job analysis
特質、行為、結果
績效管理
P = (能力 X 動機 X 機會)
2
個人績效的決定因素
個人績效＝ f (能力，動機，機會)
招募甄選 教育訓練與發展
績效管理
薪酬制度 授權
頭銜與地位 成就慾望
資源 時間
3
績效評估的用途
調薪 (94%) 升遷 (88%) 員工發展 (56%) 員工訓練 (45%) 人事研究 (18%)
提出績效改善方案 發展行動方案、並解決問題 雙向溝通、有回饋的管道
24
績效管理
探討績效不佳的原因
P = (能力 X 動機 X 機會)
三個主要因素可以來探討:
能力 動機 情境/系統因素
25
Directing attention to the causes of problem.
Performance Appraisal 績效評估
Lecture 6 11/2/2005
HRM-MBA
Prepared by Ying-Jung Yeh - NCU, Fall, 2005
1
Agenda
績效評估的用途 評估者誤差 (Rater bias) 如何做好績效評估？ 360度評估/回饋 (360-degree feedback) 績效評估的方法
22
Summary of Appraisal Methods
绩效评估考核（Performanceappraisalandassessment）
绩效评估考核（Performance appraisal and assessment）The so-called performance appraisal, is through the system method and principle to assess and measure employees in the work of the behavior and effect. The results can affect the staff salary adjustment, bonuses and job rise and fall, career design and many other vital interests. The ultimate goal is to improve the performance of employees, while achieving business goals, improve employee satisfaction and future sense of accomplishment, and ultimately to achieve "win-win" development of enterprises and individuals". But it is also a "double-edged sword", well used to maximize the enthusiasm of employees and tap the potential of employees; on the contrary, it will undermine employees, and bring negative impact on enterprise development. The following 10 years of work experience, we should talk about the current situation and existing problems of enterprise staff performance appraisal, as well as suggestions for effective performance appraisal.First, the correct management idea of performance appraisal has not been successfully implanted in EnterprisesTo carry out performance appraisal work, the first question is why we should carry out performance appraisal work. This problem is not clear, and it will inevitably lead to blind performance appraisal. To carry out performance appraisal, the core problem is to achieve the strategic goal of the enterprise. Enterprises in the implementation of the performance appraisal, it is necessary to do a good job of propaganda and training, but the training and publicity if there is no real intention to highlight the performance appraisal, performance appraisal can not let employees understand very well, so the performanceappraisal is very difficult to achieve the goal.But in many enterprises, performance management is only senior managers in the little master, did not get a good promotion at the grassroots level, in the implementation process will inevitably lead to such problems, and some departments will think the performance appraisal is the human resources department that has nothing to do with other departments within the enterprise. At the same time, in the performance evaluation system design, the pursuit of one step in the design of indicators, without considering the actual situation of the enterprise, then some of the assessment will be difficult to achieve good results in actual operation.Two, the assessment indicators are primary and secondary, and the design is not reasonable enoughPerformance appraisal is a scientific measurement and evaluation of employees' job performance with various techniques and methods to meet the needs of personnel selection, allocation and training, as well as organizational change and development. There is no doubt that performance appraisal is a work, and it is a highly technical work. Therefore, the performance evaluation of the program design and formulation of a high demand. Normally, we are used to complete the mission, from the perspective of organization development, to design and establish evaluation scheme, and the scheme is the result of some cover and contain everything, non quantitative indicators were artificially "quantified", the "quantitative index" ready to accept either course caused by the examiners and examinees were at a loss.Three, the implementation of the organization is not enoughAmerican management scientist Larry Idy and Ram Charan in "execution: put forward how to complete the task of learning" in the book: not because of business failure often take the wrong strategy, but because of the good strategy is not performed correctly, ineffective implementation is the real cause of business failure.Business strategy and planning are important, but only execution can make them potentially useful. A lack of executive power of enterprise will make it work out the strategy and eventually become a mere scrap of paper, so is the performance appraisal. A good assessment system can not be carried out well, but it is also a waste of effort. There is a process to realize the strategic goal of an enterprise. The concrete process is execution, and executive ability is the ability to change the strategic vision into reality. The executive power of an enterprise is determined by three key factors, namely strategy, personnel and operation process. The effective implementation of performance appraisal also needs the coordination of personnel and the selection of the method of implementation and the process control.The author knows from many enterprises,More and more workers and even some executives believe that the performance appraisal is a kind of form, not to play its due role in the human face, not essential; performance appraisal is so feeble. The author believes that the main reason for thisdecline in the execution may be: (1) performance evaluation related to inadequate training; (2) the performance appraisal is not high-level practical support; (3) the performance appraisal index itself is unreasonable, contributed to the subjectivity and uncontrollable sex; (4) effect interpersonal relationship; (5) subordinate departments, the lack of effective communication mechanism; (6) "to advance inertia and culture to the people".Four, performance appraisal results and rewards and punishments are not equalFor enterprises, performance management is a part of corporate culture, fair and scientific performance appraisal can optimize its organizational structure, improve the overall performance, performance management for employees, create a positive work environment, through the performance appraisal, the staff to correctly understand their own advantages and disadvantages, and the development direction of the self correction, so as to get more opportunities and greater development performance.But at present, many enterprise managers regard performance appraisal as the task and requirement of the enterprise or superior. Therefore, in the process of assessment, the work attitude is not serious, the examination form is unitary, and the work is done carelessly. After that, the performance appraisal results are shelved. On the whole, performance appraisal results will have little impact on the final pay of the person being evaluated and the promotion of the future position. The intensity of punishment is not consistent withthe results of performance appraisal, to give material and spiritual rewards for the performance of employees are not significant, employee punishment for poor performance is not enough, this will inevitably lead to employees' work enthusiasm is not high, thus losing the purpose of the performance appraisal. In dealing with the assessment results on the one hand to ensure the fairness and justice, on the other hand also from the human point of view, considering the differences in temperament of employees, take individual mode of communication, the performance feedback to be assessed, and help them to find causes analysis, the result is good or bad, so as to arouse by re assessment of the rise of hope, to establish confidence in the work, and they help enterprises grow together and progress.。
Performance management and appraisalpptx
• once in three months • six months • once in a year
Survey conducted in 1997 by Arthur Anderson
– 70 percent of the organisations conduct
APPRAISING THE PERFORMANCE
• Who are the Appraisers?
– Appraisers are immediate managers/leaders at the host and parent locations, team members and clients
– specifying performance criteria – identifying the appraisers – deciding on the frequency of appraisal.
should
APPRAISING THE PERFORMANCE
• Performance Criteria
✓ The performance being measured against various job related factors as well as individual traits.
✓ In addition one's potential for performance is measured. ✓ The performance appraisal outcome is linked to a number
• organization’s short-term and long-term financial performance
绩效评估与绩效考核PPT课件(-65页).ppt
考核。 不难看出，新方案与过去最大的不同是突出了员工的销售业绩，并把每个人
的业绩摆在明处。 新措施实施后，确实极大地调动了员工销售的积极性，主动迎客、热情服务。
21
3、多途径分能级的原则 在绩效考核中对不同类型和不同能级的人
20
为提高电器销量，新昌商场决定对原有的考核体系进行改革。新的资金分配 体系如图5-7所示
具体细则如下： （1）把总奖金的40%提出来，作为销售奖金，按销售业绩排序分档，第一名
拿第一档；第二名拿第二档……依次类推。 （2）把总奖金的20%提出来，作为销售服务奖，按服务态度分档排序。 （3）拿出总奖金的5%作为领班奖，奖励领班分配的一些临时性的、不能进
33
被比较者 2得分
被比较者2
被比较者1 张三
张三
李四 1
王五 1
赵六 0
刘七
被比较者2 得分总数
1
3
李四
0
1
0
1
2
王五
0
0
0
1
1
赵六
1
1
1
1
4
刘七
0
0
0
0
0
34
4）强制正态分配法：
这种方法的根据是，在一个群体中，考核成绩 服从“两头小、中间大”的正态分布。具体做法是， 首先，确定各考核等级人数在总数中所占比例。 例如： 若划分成优、中、劣三等，则分别占总数的30%，40% 和30%； 若分成优、良、中、及格、劣五个等级，则每等级分 别占10%，20%，40%，20%与10%。然后，在对被考核者 进行相互比较的基础上按比例强制将其分入一定的等 级。
Performance Apprisal-绩效评估
Payment
Example 2
Staff
Score 86
Monthly Basic Salary 3000
Performance grade C Manager performance grade B rating 2.4 team moltiplicator increase 0.1
Year end bonus = (3000 X 2.4) X 1.10 = 7200 X 1.10 = 7920 1st payment = January 10th = 2/3 Bonus=5280 2nd payment = July 10th = 1/nus 1/3 Bonus
2007
Examples
Payment
Example 1 Manager Score 92 Monthly Basic Salary 9000 Performance grade B rating 2.7 Year end bonus = 9000 X 2.7 = 24300 1st payment = January 10th = 2/3 Bonus=16200 2nd payment = July 10th = 1/3 Bonus=8100
Introduction
• Use
a reference to give out year end bonus
A reference for salary adjustment (if needed)
Introduction
Scope
• Applicable criteria
– Office personnel, logistic workers and maintenance workers, line leaders, shift leaders and internal trainers in the Italsofa, Natuzzi China and Softaly. – staff whose entry date is no later than Mar. 31 of the year.
绩效评估表Performance Appraisal
说明 Explanation: 1.本表使用前请员工详阅并在同意本表的全部内容的情况下予以填写。
The employee shall read this form carefully before filling it in. Once the form is filled, it means that the employee fully agrees with all the rules set forth in this form.2. 评定时, 请填写相应的评估等级(4, 3, 2, 1)及原因。
Please fill in the corresponding appraisal grade (4, 3, 2, 1) as well as supporting factors during making the appraisal. 3. 若某项被评为1, 应保留必要的原始记录予以说明。
If an item is appraised as 1, the item should have original records and explanations.4.若员工因违纪被公司解除劳动合同的，或有任何违反“迅达行为准则”的行为，无论绩效评估结果如何，均无权得到当年的绩效奖金。
其他情况下需扣除员工奖金的，按《员工手册》执行。
If the employee is terminated by the company due to violation of company rules and regulations, or the employee violates any of Schindler’s Codeof Conduct, he/she will not be entitled to any bonus covered under this form no matter what the performance result is. The rules set forth in the “Employee Handbook ”shall be applied if the bonus of the employee is to be reduced or cut under other circumstances.第一部分：公司战略 Part One: Company Strategy在设定个人绩效目标前，您必须首先了解公司的战略目标。
绩效考核ppt课件
考核的方法-1
被比较者1
被比较者2得分 被比较者2
张三
张三
李四 1
王五 1
赵六 0刘七 1Biblioteka 被比 较者2 得分3
李四
0
101 2
王五
00
01 1
赵六
1 11
14
刘七
0 000
0
考核结论：被考核的5名员工按绩效从优至劣次序 为：赵六、张三、李四、王五、刘七。 19
考核的方法-1
优点
准确度高
20 40 60 80 100 20 40 60 80 100 10 20 30 40 50
10 20 30 40 50
10
20
30
40
50 25
考核的方法-3
优点
全面 突出重点
缺点
烦琐 依然是主观评分
26
考核的方法-4
行为观察量表
明确做好工作所需要的行为
有时，为评分目的可以取其相反的行为
人力资源管理
第六章 绩效考核 Performance Appraisal
1
绩效考核(Performance Appraisal)
绩效考核的理论基础 绩效考核的方法 绩效考核体系的设计 绩效反馈
2
绩效考核(Performance Appraisal)
绩效考核的理论基础
3
绩效考核：困难重重
上的客观标准。“具体人”变成“抽象 人”，背离考核初衷。 “永远的先进” 先进成为特殊阶层
13
考核标准有效的八项特征
标准是基于工作而非工作者 标准是可以达到的 标准是为人所知的 标准是经过下上制定的 标准要尽可能具体而且可衡量 标准有时间限制 标准必须有意义 标准是可以改变的
PERFORMANCEAPPRAISALFORM(企业绩效考核).
Name: ________________ Emp_Code: ___________ Designation: ___________ Grade/Category: ________ Qualification: ___________ Division / Department:Date of joining: _______________________________ Date of Last review: ___________________________ Present CTC : ________________________________APPRAISAL GUIDELINES :01. The appraisal rating form' contains factors that are relevant in perfempinyeHn job.02. Base your ratings and judgment on the entire period covered and not upon isolated/recent incident. 03. Consider only one factor at a time. Do not let your rating in one trait influence your rating of another. 04. Base your judgment on the requirements of the job and the performance of the appraisee in it.05. The Superior of the employee shall be the reporting Officer and the immediate supervising superior/officer shall bethe reviewing Officer. 06. Whenever the shift duty operation is involved, the concerned Shift-in-charge shall be the reporting officer. 07. While assessing, the Reporting Officer and Reviewing Officer shall give the scores for all the individual points thatare mentioned below the factors. 08. Upon completion, review and check your scores & overall rating. 09. The rating for factor analysis is as follows10. Concrete evidence / Justification is necessary in support of " Outstanding " or Unsatisfactoi 11. Guide Note to attendance (Including leave approved)No. of Days of AttendanceMarks A) OUTSTANDING 300 & Above 20 B) VERY GOOD 285 -299 16 C) GOOD 275-284 12 D) SATISFACTORY 240-274 8 E) POOR Below 239 0Page-11. This review is for the period from 1st Nov 2009 to 3S t Oct 20102. Approved recommendations to be made effective from80 & above70 and above & below 7960 and above & below 6950 and above & below 59Below 50O' OUTSTANDING A'VE RY GOOD B' GOOD C' SATIS FACTORY D'UN SATISFACTORYName : ______________________________________ Emp_Code: ___________________________________Sl. No. FACTORS MaxScoreReportingOfficerReviewingOfficer01. JOB KNOWLEDGE & COMPETENCEa) Has thorough knowledge of all the aspects of the job. (viz. ProcessRaw-materials, earlier & subsequent processes & including carrying minor maintenancejobs / Maintenance / Reading & understanding Drawings/ application of measuringtools etc.10b) Has ability to produce desired results of required quality. 10c) Can work with minimum guidance from superiors. 05d) Multi-skills.(Has desire to learn other skill 3, has involved to learn other skill 6, has learn oneskill during this appraisal year 9, Has learn two skills during this appraisal yea广12,Has learned three skills during this appraisal year 15)1002. SAFETY, HYGIENE & ENVIRONMENTa) Practices safe & hygiene methods of work, e.g. Has not caused or met with anyaccident during the review period.05b) Has given suggestions on safe working, hygiene & environment protection.c) Uses personal protective equipment as per the Safety requirements.050503. Qualitya) Has knowledge of quality aspects. 05b) Involvement in quality improvement activities. 05c) Achievement in quality improvement. 0504. ATTITUDE TOWARDS JOB & DISCIPLINEa. Willingly follows the rules and regulations of the Company. 05b. Adheres to expected standards of conduct. 05c. Willingly accept additional responsibilities arising out of organizational needs. 0505. ATTENDANCE DAYSDuring the period under review, number of actual present days. 20TOTAL MARKS > 100OBSERVATIONSReporting Officer Reviewing Officer i) Supporting facts/justification if over all rating isoutstanding or unsatisfactory.Give maximum three main strengths if any seen in the appraisee during the period of assessment.Page 2REPORTING OFFICER REVIEWING OFFICERGive maximum three main weaknesses if any seen in the appraisee during the period of assessment.REPORTING OFFICER REVIEWING OFFICERThe head of the Department in consultation with the Manager/ Section incharge to review and to give the over all rating and recommendations.Reporting Officer ReviewingOfficerHODOVER ALL SCORESRECOMMENDATIONSSIGNATURE:DESIGNATIONDATEOBSERVATION BY HR DEPARTMENT。
Performance Management and AppraisalPPT课件
9
Use of performance appraisal
绩效评价的三层含义：
绩效评价是从企业经营目标出发对员工工作进行考评， 并使考评结果与其他人力资源管理职能相结合，推动企 业经营目标的实现；
绩效评价是人力资源管理系统的组成部分，它运用一 套系统和一贯的制度性规范、程序和方法进行考评； [强调正式的结构性制度]
绩效评价是对组织成员在日常工作中所表现的能力、 态度和业绩，进行以事实为依据的评价。
• 观点：许多工作结果并 不一定是个体行为所致， 可能受到与工作无关的其 他影响因素的影响，过分 关注结果会导致忽视重要 的行为过程。绩效由个体 控制下的与目标相关的行 为组成，不论这些行为是 认知的、生理的、心智活 动的或人际的。
• 观点：对绩效的研究 不再仅仅关注于对历史 的反应，，而是更关注 于员工的潜在能力，将 个人潜力和个人素质纳 入绩效评价的范畴，重 视高素质与高绩效之间 的关系。
5
Identifying and measuring performance
Performance standards define the expected
levels of performance. Requirements:
realistic, measurable, clearly understood Terms defining standards:
绩效管理与评估(PPT 125页)
是
•单纯的是裁判
•挑毛病，当场指责， 并在正式评估时写出 所有问题
还是
•咨询顾问，帮助员工提高工作绩效
•正视员工工作绩效的问题，及时沟 通解决
（4）绩效评估应强调
评估过去的绩效 与
当前的工作
与
改正缺点
与
沟通
与
今后的发展 可晋升的工作 发扬长处 理解
2、设计有效绩效评估制度的要求
• 全面性与完整性 • 相关性与有效性 • 明确性与具体性 • 可操作性与精确性 • 原则一致性与可靠性 • 公正性与客观性 • 民主性与透明性
2、绩效的含义
（1）绩效=结果+行为/素质 （2）绩效=做了什么（实际收益）+能做什么（预期收益）
=工作业绩 绩效的含义非常丰富，在不同的情况下，绩效有它不同
的含义
3、绩效改进的含义
对于管理者来说，绩效改进有三方面的含义： （1）管理者个人的绩效改进 （2）管理者所管辖员工的绩效改进 （3）管理者所管辖部门的绩效改进
一、绩效评估概述
一、绩效评估在人力资源管理中的地位
人力资源管理模式
工作岗位说明
工作岗位评估
目标确定
绩效管理与评估
薪酬政策
人力资源开发
组织机构原理
绩效评估方法
选拔、激励和 培训员工的方法
如何激励员工
绩效管理方法
图：绩效评估是人力资源管理的核心内容
你知道吗？
由丹—布兰斯特研究会进行的一项 调查表明：管理人员最不愿意做的 工作第一项是解雇员工；第二项就 是正式评定员工的工作业绩。
营业条件
• 外部 • 内部 • 有利 • 不利
第四步骤——个人
公司（大众）目标——科里目标
绩效评估资料
绩效评估什么是绩效评估所谓绩效评估，是指运用数理统计、运筹学原理和特定指标体系，对照统一的标准，按照一定的程序，通过定量定性对比分析，对项目一定经营期间的经营效益和经营者业绩做出客观、公正和准确的综合评判。
绩效评估（performance appraisal），又称绩效评价、员工考核绩效评估是一种正式的员工评估制度，它是通过系统的方法、原理来评定和测量员工在职务上的工作行为和工作成果。
系效评估是企业管理者与员工之间的一项管理沟通活动。
绩效评估的结果可以直接影响到薪酬调整、奖金发放及职务升降等诸多员工的切身利益。
绩效评估的目的是什么1、对员工的晋升、降职、调职和离职提供依据；2、组织对员工的绩效考评的反馈；3、对员工和团队对组织的贡献进行评估；4、对员工的薪酬决策提供依据；5、对招聘选择和工作分配的决策进行评估；6、了解员工和团队的培训和教育的需要；7、对培训和员工职业生涯规划效果的评估；8、对工作计划、预算评估和人力资源规划提供信息。
绩效评估应遵循哪些原则1、与企业文化和管理理念相一致。
考评内容实际上就是对员工工作行为、态度、业绩等方面的要求和目标，它是员工行为的导向。
考评内容是企业组织文化和管理理念的具体化和形象化，在考评内容中必须明确：企业鼓励什么，反对什么，给员工以正确的指引。
2、要有侧重。
考评内容不可能涵盖该岗位上的所有工作内容，为了提高考评的效率，降低考核成本，并且让员工清楚工作的关键点，考评内容应该选择岗位工作的主要内容进行考评，不要面面俱到。
3、不考评无关内容。
绩效考评是对员工的工作考评，对不影响工作的其它任何事情都不要进行考评。
譬如员工的生活习惯、行为举止等内容不宜作为考核内容，否则自然后会影响相关工作的考评成绩。
绩效评估原则评估原则绩效评估是一项很复杂的工作，要提高评估工作的质量，达到预期的效果，应坚持以下原则：(1)客观原则绩效评估应尽可能科学地进行评价，使之具有可靠性、客观性、公平性。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
An appraisal? Trust me. Our future is glorious. Of course the company really cares about you, but we can't pause in the midst of battle. Onwards and
upwards.
有些人认为绩效评估好比清理青少年的房间一般? 每个人都想见到成果，但是却没有人想要去做。
Others reckon that being asked to do performance appraisals is like being asked to give sailing lessons while you are bailing out the lifeboat: someone else wants a result but you are too busy to do it.
绩效评估？相信我。我们的未来是光明灿烂的。当然 罗！这个公司是真的很关心你的，但是我们不能停在 战场的正中央。
中国最庞大的资料库下载
5
Ogilvy &
Megalomania
自大狂
Ref:TRAINING/HR/SH71107B/rc
You know how important you are to the future of the company. But so too am I. And I am so busy that I haven’t got round to thinking much about you. Please forgive my shortcomings.
属下要求评估时，典型推拖的回覆
Too Busy Megalomania Too senior Cop-out Cowardice
太忙 自大狂 ╣ 太资深 逃避 怯懦
中国最庞大的资料库下载
4
Ogilvy &
Too Busy
太忙
Ref:TRAINING/HR/SH71107B/rc
有些其他人认为被要求做绩效评估好比你正在为救
生艇抽水使其免於下沉的当时，被要求教别如何航
海：有人想要知道结果，但你却太忙而无法完成它
中国最;
Some Views (Con’d)
一些看法 (续）
Ref:TRAINING/HR/SH71107B/rc
Ref:TRAINING/HR/SH71107B/rc
Performance Appraisals 绩效评估
November 1997 一九九七年十一月
Jean Lin 林友琴
O&MSH People Management Training 上海奥美人力资源管理训练
中国最庞大的资料库下载
1
Ogilvy &
Some Views
一些看法
Ref:TRAINING/HR/SH71107B/rc
Some people reckon that performance appraisals are like cleaning a teenagers room: everyone wants the result, but no-one wants to do it.
好问题。告诉我你希望我怎麽评估你呢？
(我一点想法都没有，这样问他可以让我暂时脱离困 揪场?
中国最庞大的资料库下载
8
Ogilvy &
Cowardice
怯懦
Ref:TRAINING/HR/SH71107B/rc
A long pause ...... I am surprised that you are asking for an appraisal at this time. It really isn’t appropriate. (Doesn't the fool know that he is doing a bad job at the moment?)
很奇怪的是，我们大多发现找时间替属下做定期评 估是件很困难的事，但却拼命地想从自己的老板身 上得到工作绩效的反馈。
中国最庞大的资料库下载
3
Ogilvy &
Ref:TRAINING/HR/SH71107B/rc
Unworthy Responses to a Request for An Appraisal
你知道你对这公司的未来有多重要，但是我也是。我 太忙了，因而没太多时间好好想到你，请原谅我的弱 点吧！
中国最庞大的资料库下载
6
Ogilvy &
Too Senior
太资深
Ref:TRAINING/HR/SH71107B/rc
You are so senior that of course it is not appropriate to evaluate you formally on any of those silly forms. Like you, I really enjoy our partnership and our informal chats. So it’s not really a problem is it?
It is curious that most of us find it hard to get round doing regular appraisals of the people who report to us, yet still desperately want feedback from those we report to.
你实在是太资深了，若要很正式的用这些愚蠢的表格 来评估你，当然一点都不合适。我真的很喜欢我们的 合作方式和非正式的沟通型态，所以这并不是什麽问 题，不是吗？
中国最庞大的资料库下载
7
Ogilvy &
Cop-out
逃避
Ref:TRAINING/HR/SH71107B/rc
Good question. Tell me how you would like me to appraise you? (I don’t have a clue, but it gets me off the hook for a while.)