Performance Appraisal
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 翻译
绩效翻译Performance appraisal (also known as performance evaluation or performance review) is a process that involves assessing an individual or a group's performance in relation to predefined goals and objectives. It is typically conducted by the organization's managers or supervisors, and serves as a tool for measuring and improving employee productivity and development.The main purpose of performance appraisal is to ensure that employees' performance meets the organization's expectations, and to provide feedback and guidance for improvement. It helps identify strengths and weaknesses, and sets the basis for further training and development opportunities. By evaluating performance, organizations can reward high performers, motivate underperformers, and establish a fair and objective system for determining compensation and promotions.There are different methods and approaches that can be used for performance appraisal, depending on the organization's culture, resources, and goals. Some of the commonly used methods include:1. Rating scales: This method involves the use of a predefined set of criteria against which the individual's performance is rated. The criteria may include factors such as job knowledge, quality of work, problem-solving abilities, communication skills, and teamwork.2. 360-degree feedback: In this approach, feedback is collected from multiple sources, including supervisors, peers, subordinates, and sometimes even clients or customers. This provides a more holistic view of the individual's performance, as it takes intoaccount different perspectives and opinions.3. Management by objectives (MBO): This method involves setting specific, measurable, achievable, relevant, and time-bound (SMART) goals for employees, and then assessing their performance based on the extent to which these goals are achieved. It focuses on outcomes and results, rather than on the process or the means used to achieve them.4. Behaviorally anchored rating scales (BARS): This technique involves defining specific behavioral indicators that are linked to different levels of performance. Supervisors then observe and assess the employee's behavior against these indicators, and rate their performance accordingly.Regardless of the method used, it is important that the performance appraisal process is conducted in a fair, objective, and transparent manner. Employees should be provided with clear and timely feedback on their performance, and given the opportunity to discuss and provide their own input. The process should also be linked to the organization's overall goals and objectives, and used as a tool for continuous improvement and development.In conclusion, performance appraisal plays a crucial role in managing and developing employees. It helps in aligning individual and organizational goals, identifying areas for improvement, and recognizing and rewarding high performers. By implementing an effective performance appraisal system, organizations can enhance their overall performance and competitiveness.。
考核管理制度 英语
考核管理制度英语1. IntroductionPerformance appraisal is a formal evaluation process used by organizations to assess employees’ job performance and productivity. It is an important tool for managing and improving employee performance, and for making decisions about promotions, compensation, and training and development opportunities. A well-designed performance appraisal system can motivate employees, enhance job satisfaction, and contribute to organizational success.2. Purpose of Performance AppraisalThe purpose of performance appraisal is to provide employees with feedback on their job performance, to identify areas for improvement, and to recognize and reward excellent performance. Appraisals also help in setting performance goals and objectives, and in determining training and development needs. Another important purpose of performance appraisal is to support decision making on pay and promotions.3. Features of Performance AppraisalThe features of a good performance appraisal system include:- Clear Objectives: The objectives and criteria for appraisal should be clearly communicated to employees.- Fair and Objective: The appraisal should be fair, objective, and free from bias or discrimination.- Regular Feedback: Regular and ongoing feedback should be provided to employees, not just annually during the performance appraisal.- Two-way Communication: The process should be a two-way communication between the employee and the manager, with both parties able to express their views and concerns.- Continuous Improvement: The system should support continuous improvement and development of employees’ skills and capabilities.4. Components of Performance AppraisalThe components of a performance appraisal system typically include:- Setting Objectives: Employees and managers should collaborate to set specific, measurable, achievable, relevant, and time-bound (SMART) objectives and goals.- Regular Feedback: Managers should provide regular feedback to employees on their performance, not just during the formal annual appraisal.- Evaluation: A formal assessment of the employee’s performance against the set objectives and criteria.- Development Plan: Identification of training and development needs, and creation of a development plan to address areas for improvement.- Rewards and Recognition: Recognition of outstanding performance, and providing opportunities for career advancement and rewards.5. Benefits of Performance AppraisalA good performance appraisal system can bring several benefits to the organization and its employees, including:- Motivation and Job Satisfaction: Feedback and recognition of good performance can motivate employees and enhance job satisfaction.- Improved Performance: Performance appraisals can lead to improved job performance and productivity.- Clarified Expectations: Clear communication of objectives and expectations can help employees understand what is expected of them.- Training and Development: Identification of development needs can lead to targeted training and development activities.- Communication and Feedback: Regular feedback can improve communication and relations between employees and managers.6. Challenges of Performance AppraisalDespite the benefits, performance appraisal systems can also face several challenges, such as:- Bias and Discrimination: Appraisals can suffer from bias and discrimination, leading to unfair outcomes.- Lack of Training: Managers may lack the training and skills to conduct fair and objective appraisals.- Negative Impact on Morale: Poorly conducted appraisals can have a negative impact on employee morale and job satisfaction.- Inaccuracy: Appraisals may not accurately reflect an employee’s true performance due to subjective assessments or inaccurate information.- Legal Compliance: Appraisals must be conducted in a way that complies with legal requirements and prevents potential liabilities for the organization.7. Best Practices in Performance AppraisalWhen designing and implementing a performance appraisal system, organizations should follow best practices, including:- Training for Managers: Managers should receive training on how to conduct fair and objective appraisals, and on providing effective feedback.- Employee Involvement: Employees should be involved in setting their own objectives and in the appraisal process, promoting a sense of ownership and accountability.- Multiple Feedback Sources: Managers should seek feedback from multiple sources, not just their own assessment, to gain a comprehensive view of an employee’s performance.- Performance Management Software: The use of performance management software can streamline the appraisal process and provide a central platform for recording and tracking performance data.- Continuous Improvement: The system should be continuously reviewed and improved based on feedback and lessons learned from previous appraisals.8. ConclusionA well-designed performance appraisal system can be a valuable tool for managing and improving employee performance, and for making key HR decisions. By setting clear objectives, providing regular feedback, and supporting training and development, organizations can benefit from increased productivity, improved morale, and better business performance. Despite the challenges, best practices and continuous improvement can help organizations create an effective performance appraisal system that contributes to their overall success.。
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 APPRAISAL
CHAPTER SEVEN: PERFORMANCE APPRAISAL第七章绩效考评CHAPTER OBJECTIVES本章目标第一节绩效考评概述AN BRIEF INTRODUCTON TO PERFORMANCEAPPRAISAL1. The Significance of Performance Appraisal2. Roles (作用) of Performance Appraisal3. Principle of Performance Appraisal4. Who Performance AppraisalPERFORMANCE APPRAISAL PROCESS第二节绩效考评的过程1. Preparation: To establish the criteria and standardfor each position2. Conducting Performance Appraisal3．To Coach (辅导阶段)4．To improveTYPES OF APPRAISAL INSTRUMENTS第三节绩效考评的方法1.Alternation Ranking Scale2.Forced Distribution Method.（强制分布法）3.Paired comparison Method（配对比较法）4.GRAPHIC RATING SCALES（量表法）5.BEHAVIORALLY ANCHORED RATING SCALES(行为锚定法)6.Critical Incident Method(关键事件法)7．MANAGEMENT-BY-OBJECTIVES（目标管理法）FEEDBACK INTERVIEW第四节绩效考评的面谈EXERCISES作业Reference参考文献CHAPTER OBJECTIVES（本章目标）After you learn this chapter, you should be able to:1. To cite the various objectives of performance appraisal.2. To identify the basic consideration in selecting standards for appraisal3. To identify and discuss the major performance appraisal method.4. To identify the different approaches to performance appraisal interview.5.To describe the types of errors those are commonly found in performance appraisalAN BRIEF INTRODUCTON TO PERFORMANCE APPRAISAL （第一节绩效考评概述）CASE:“ Why did Zhang jump ship?”After graduated from the college, Zhang was recruited to be a salesman in Company Z .In the first two years, his performance was not so satisfactory because of lacking experience. But at the end of the third year, His performance was greatly improved.Last year, Zhang did a very good job, and he accomplished his sale-volume at the end of September. But the sales manager didn’t show any response to it, so Zhang felt quite disappointed. Zhang left the company in October since the company had no formal appraisal system. In the Company z, an HR professional appraised employees only based on informal conversations between the HR professional and the employees’ supervisor. This system yields no information regarding employee strengths and weaknesses. To make matter worse, this system provided no information regarding company expectation, leaving the employees in the dark as to what they needed to do to achieve favorable performance.In this chapter we turn to discuss performance appraisal programs, which are among the most helpful tools an organization can use to maintain and enhance competitive advantage and facilitate progress toward organization goals.Performance appraisal (绩效评估) refers to a formal, structured system for measuring, evaluating, an employee’s job-related attributes, behavior, and outcomes.1. The Significance of Performance AppraisalIt may understand at first glance that performance appraisals are used for evaluating who is doing a good job and who is doing a bad one. The significance of performance appraisals can be reviewed from the point of employees as well as the organization’s. The following are just a sample of those significance.For Employees a. Understand more clearly about their own duties, tasks and requirements.b. Understand more about what the organization expects from them and their future goals for achieving high performance.c. Employees who are performing well can receive formal recognition （认可）for their performance.d. To provide Employees with the opportunity to participate in performance appraisal.For Organizationa. To provide the supervisor with a means of identifying the strengths and weaknesses of an employe e’s performance.b. To provide a format enabling managers and employees to jointly establish future development and growth plan for the employees.c. To establish a communication channel between managers and employees.d. To express what managers wish to expect from employees.2. Roles (作用) of Performance AppraisalIn HRM activities, a lot decisions have to be based on performance appraisal process, which implies that performance appraisal provides input into all aspects of HRM. The interrelationship between the performance appraisal function and other major HR functions is shown in following Figure:Training: It can determined which employee needs more training and what should be trained (培训内容)b. Administrative decisions: It helps the organization to decide who should be receive pay raises, promoted, laid off, transferred.c. Rewards: It provides basis for judging Pay System (薪酬制度) and pay adjustment.d. Motivation: It encourages initiative, develops a sense of responsibilities, and stimulates efforts to perform better.e. HR planning: Performance appraisal data can also be used in HR planning, in determining the relative worth of jobs under a job evaluation program.f. Selection: It can be used to validate selection tool such as a testing program.3. Principle of Performance Appraisala. Transparency (透明):A supervisor should communicate appraisal criteria （评估项目）or dimension, appraisal procedures, results openly with employees.b. Objectiveness（客观）: Employees’ outcome must be assessed by supervisors fairly without inserting their own Likes or dislikes.c. Practical（实用）: The appraisal scheme should be simple but practical.d. Training（培训）: Supervisor should be trained how to apply appraisal standards, when making judgments.e. Clear performance standards: It must be so clear that employees know exactly when the company expects of them,f. Relented: Appraisal form must exclude criteria that are irrelevant to job performance.g. Difference (差别化): The result of appraisal must be able to reflect the difference between high and low performers.4. Who Performance Appraisala. Appraisal by supervisor (主管评估) The superior knows the subordinate’sperformance better. He knows his ability and behaviors and attitude. However, appraisal by supervisor has drawbacks. Supervisor appraisal has been the traditional approach to evaluating an employee’s performance. Supervisor has the power to reward and pu nish.b. Peer Appraisals (同事评估) Some companies use it to replace or supplement the appraisal given by supervisor. The co-worker who is at an individual’s side all day has an excellent opportunity to observe the individual’s behavior and even can observe the o ther facets of the employee’s behavior that his supervisor can not because employees often be have differently when the boss is present.c. Self-Appraisal （自评）A worker knows clearly what he has done. Self-appraisal can reduce the defensive of the employee and make the employee to evaluate his performance with his responsibility.d. Subordinate Appraisal（下属评价）Subordinates are in a good position to evaluate their managers since they are in frequent contact with many performance-related behaviors. Those performance dimensions judged most appropriate for subordinate appraisals include leadership, oral communication, delegation of authority, coordination of team efforts, and interest in subordinates.e. Customers (客户评估) Some companies like restaurants will ask the customers to assess their employees’ performance.E. 360-Degree Feedback（360度评估）Performance information is collected all round an employee, from his or her supervisors, subordinates, peers, and internal or external customers; this approach is increasingly popular. It is generally used for management and career development.PERFORMANCE APPRAISAL PROCESS（第二节绩效考评的过程）1. Preparation: To establish the criteria and standard for each positiona．Types of Performance Criteria (考评项目)Criteria are dimensions against which the performance of an employee team or a work unit is evaluated.Trait-based criteria: They focus on the personal moral character, value and work attitude such as team-sprit, locality, initiative or creativity of an employee.Behaviour-based criteria: They focus on how the work is performed. With behaviour clearly defined, an employee is more likely to exhibit the acts that lead to peak performance. Behaviour is difficult to be measured in figures or amounts. As a matter of fact, an organization generally uses frequency to describe the employee s’ behavior.Outcome-based criteria: They focus on what was produced rather than on how it was produced. (focus on output and contribution which can be reflected in quality, quantity, efficiency). This kind of criteria can be easily measured. It doesn’t c are how the result achieved. Aresult-at-all-cost may plague outcome-based appraisal.Unfortunately, when used alone, any one of these performance criteria is deficient for accurately evaluating performance. Thus, many organizations use several criteria in making judgments about an employee’s performance.Realistic, measurable, clearly understood performance standards benefit both the organization and the employee. It is important to establish standards before the work is performed so that all involved will understand the level of accomplishment expected.b．To set performance standard Ensure that the targets set are in the smart model.Specific means that they are transparent and not open to dispute.Targets should be measurable so that all sides can agree when they are achieved or not. Thirdly, Targets should be agreed and achievable. If employees disagree with the target because they find them too difficult to achieve, then they may set out to prove this by determining to fail.Fourthly, targets should be realistic and relevant, which makes them more attractive to all parties. Finally, they should be time-related, so that it is clear at what point they should be achieved.An organization may use three approaches to performance evaluations. The first evaluates employees against preestablished common criteria or standards, similar to the way many professors evaluate students’ performance.The second evaluation approach is based on individualized performance criteria and standards. Performance goals for each individual are derived from the overall departme nt’s performance requirements for a specified period. Each employee may have unique performance goals (criteria and standards), and each employee is evaluated on the basis of how well he or she meets those goals.A third evaluation approach entails rankin g one employee’s performance against the performance of other employees.2. Conducting Performance AppraisalAfter an appraisal system is designed, must be properly implemented. Managers are chiefly responsible for implementation; they must complete the real ratings for employees and provide feedback to employees.One of the key objectives of feedback is to improve employee performance by giving them constructive criticism, when necessary, to make them aware of their shortcomings.3．To Coach (辅导阶段)After completing performance Appraisal, some employees’ result may turn out to be comparatively dissatisfactory which may be resulted from lacking knowledge or skills. In reality, it is supervisor’s responsibility to establish a performan ce improvement plan as follows.4．To improveThe supervisor must evaluate whether the employees have improved their outcome or not after caring out the plan for some time.TYPES OF APPRAISAL INSTRUMENTS（第三节绩效考评的方法）1.Alternation Ranking ScaleFor the trait you are measuring, list all the employees you want to rank. Put the highest-rankingemployee’s name on line 1. Put the lowest-ranking employee’s mane on line 10. Then list the next highest ranking on line 2, the next lowest ranking on ling 9, and so on Continue all names are on the scale.Highest-ranking employeeLowest –ranking employee2..Forced Distribution Method.（强制分布法）The forced distribution method is similar to grading on a curve. With this method, predetermined percentages of rates are placed in performance categories. For example, you may decide to distribute employees as follows:5% high performers20% high-average performers50% average performers20% low-average performers5% low performers3..Paired comparison Method（配对比较法）The paired comparison method helps make the ranking method more precise. For every trait (quantity of work, quality o f work, and so on), every subordinate is paired with and compared to4.GRAPHIC RATING SCALES（量表法）A graphic rating scale (GRS) presents a list of traits (e.g., cooperativeness, adaptability, maturity,motivation). Each trait is accompanied by a five or seven-point rating scale. The points along the scale are defined by numbers and/or descriptive words or phrases that indicate the level of performance.Many organizations use graphic rating scales because they are practical and cost little to develop. But Graphic rating scales do present a number of problems. Such scales do not effectively direct behavior; that is, the rating scale does not clearly indicate what a person must do to achieve a given rating. Another problem with GRS is the points on the rating scale are not clearly defined. An example of GRS is showed as followsEvaluate the worker on each quality using the following ratting scale:5=Outstanding; one of the best workers you have known4=Good; meets all job standards; exceeds some3=Adequate; meets all job standards2=Needs improvement; needs improvement in some way1=Unsatisfactory; not acceptableA. Dress and appearanceB. Self-confidenceC. DependabilityD. Tact and diplomacyE. AttitudeF. CooperationG. EnthusiasmH. Knowledge1_________2________3________4________5_________1_________2________3________4________5_________1_________2________3________4________5_________1_________2________3________4________5_________1_________2________3________4________5_________1_________2________3________4________5_________1_________2________3________4________5_________1_________2________3________4________5_________5.BEHAVIORALLY ANCHORED RATING SCALES(行为锚定法)A behaviorally anchored rating scale (BARS), is a combination of a graphic rating scale, and Critical Incident Method. It requires appraisers to rate employees on their traits. The typical BARS includes seven or eight traits, referred to as ―dimensions,‖ each anchored by a seven-or nine-point scale.6.Critical Incident Method(关键事件法)With the critical incident method, the supervisor keeps a record good or bad or so, the supervisor and subordinate meet and discuss the latter’s performance using the specific incidents as examples.This method has several advantages. It provides you with specific hard example true facts of good and poor performance for explaining the appraisal. A BARS anchors each trait with examples of specific job behaviors that reflect varying levels of performance. An example is shown in Exhibit below.DIMENSION: CLASSROOM TEACHICG SKILLSOutstanding7 ·The instructor answers students questions in a clear, concise, and accurate manner.6 ·The instructor uses examples when trying to emphasize a point.54 ·The instructor exhibits a number of annoying habits when lecturing.3 ·The instructor singles out students in class for unreasonable criticism.2Extremely Poor 1The greatest strength of BARS is to let employees know what types of behaviors are expected of them and gives appraisers the opportunity to provide behaviorally based feedback.The failure of BARS may lie in the difficulty raters experience when trying to select the one behavior on the scale that is most indicative of the employees performance level. Sometimes an employee may exhibit behaviors at both ends of the scale, so the rater would not know which rating to assign.7．MANAGEMENT-BY-OBJECTIVES（目标管理法）Management-by-objectives (MBO) is a management system designed to achieve organizational effectiveness by steering each empl oyees behavior toward the organization’s mission. The MBO process includes goal setting, planning, and evaluation.GOAL SETTING Goal setting starts at the top of the organization. The goal then cascades down through the organizational hierarchy to the level of the individual employee.In most instances individual goals are mutually set by employees and their supervisors, at which time mine how goal attainment will be measured. As will as to identify potential obstacles to reaching goals and devise strategies to overcome these obstacles.EVALUATION In the final phase, the employee’s success at meeting goals is evaluated against the agreed-on performance standards.MBO lets people know what is expected of them so that they can spend their time and energy in ways that maximize the attainment of important organizational objectives.But MBO presents several potential problems, it does not specify the behaviors required to reach them. This may be a problem for some employees, especially new ones.MBO also tends to focus on short-term goals.The successful achievement of MBO goals may be partly affect by some factors which are outside the worker’s control.Common appraisal problemHalo Effect ：It means that the rating of a subordinate on one trait influences the way the person is rated on other traits. Managers may rate employees on the basis of their personal relationships rather than by an objective measure of their competencies and abilities.Central Tendency ：It refers to a tendency to rate all employees above average.Leniency or Strictness: Some supervisors tend to rate all subordinates consistently high or low Recency Error: Some supervisors tend to be too influenced by an event that happened a few days or weeks ago that is fresh in their mind.Bias :It refers to the tendency to allow individual differences such as age, race, and sex to affect the appraisal rating employees receive.FEEDBACK INTERVIEW （第四节绩效考评的面谈）Before the InterviewAdequate preparation, including giving notice, reviewing the job description and choosing the right place.During the InterviewListen and questionConcentrate on performance not personalityBe specific about specificDon’t impose your ideasDon’t be instructiveAfter the InterviewMonitor progressFollow-up any issuesEXERCISES （作业）QURSTION1.. What is meant by the term ―relevance‖ in the context of performance appraisal? And what canan organization do to ensure its rating instruments are relevant?2. What are some of the causes of inaccurate ratings? How can ratings be made more accurate?3. Why are graphic rating scales so frequently used? What are major problems associated with their use?4. Discuss the advantages and disadvantages associated with the use of MBO as a performance appraisal technique.5. Why are peer ratings sometimes used to supplement supervisory ratings? What are some problems associated with their use?6. What steps can an organization take to help ensure that its appraisal system is a fair one?7.What sources could be used to evaluate the performance of people working in the following jobsa. Taxi driverb. GMc. HR Managerd. Lathe operatorA spokesperson for each group should present the group’s responses.8.Suppose you are the HR manager of Foshan University, how you should develop a performance appraisal system for teachers. Please follow the steps as below■ Gain support for system: gain support of President and seek employee input when developing the system■ Develop rating instruments: instrument o f choice depends on practicality, cost, and the nature of jobs being evaluated■ Chose raters: supervisors, peers, self, and 360-degree feedback■ Determine when appraisals will be given■ Include safeguards to ensure fairness: should include an u pper-management review and an appeals system,A spokesperson for each group should present the group’s responses.CASE STUDY华夏银行商业信贷部的绩效评估华夏银行商业信贷部总共有4名出纳员，其中一名是资深出纳员马丽，部门主管张岚负责信贷部的工作，已经有3年了。
绩效考核ppt
考核与测评的区别
考核
测评
是企业内部管理活动 是咨询诊断活动
是例常性制度
是例外性工作
为 企 业 经 营 战 略 服 为企业选拔、评价和
务，为 HRM 服务
开发人才服务
根 据 事 实 和 职 务 要 用标准量表和统计分
求，对员工的实际贡献进 析方法对人本身的属性进
行评价，强调人的特殊性 行评价，强调人的共性
考核的原则
▪公开：评价标准明确，考核过程公开 ▪依据：实例、数据取代抽象字眼 ▪双向与双赢 ▪反馈与修正 ▪记录：详尽记录考核过程和结果 ▪定期化，制度化
17
绩效考核的程序
准备
1. 确立考核体系，制定考核计划 考核谁？ 考核标准是什么？ 谁来进行考核？ 怎样进行考核？ 什么时间考核？
2. 把考核目的、意义和做法告诉被考核人 3. 对考核人进行必要的培训
完 成
得分： ___________
得分： ___________
总分： ___________24
考核的方法-2
优点
考核内容全面 打分档次较多
缺点
受主观因素影响 没有加权
25
请根据下表评价员工在当前岗位上的绩效。在你认为最合适等级上画勾（ ）。同时你
可以自由地进行相应的评价。
1．工作所需要的知识 对其工作的各个阶段及有关
等差图表法/图解式评定量表
(Graphical Rating Scales, GRS) 两个因素
考核项目 评定分等
23
考核的方法-2
工作质量 工作数量
5 10 15 20 25
太不基很 最 粗精本精 精 糙确精确 确
确
5 10 15 20 25
英语作文-绩效考核审批
英语作文-绩效考核审批Performance Appraisal Approval Process。
Performance appraisal is a critical process in any organization, serving as a cornerstone for assessing employee contributions, setting expectations, and facilitating career development. This document outlines the procedures and considerations involved in approving performance appraisals within our company.Purpose of Performance Appraisal。
Performance appraisal aims to evaluate individual job performance against predefined goals and competencies. It provides a structured approach for recognizing achievements, identifying areas for improvement, and aligning employee efforts with organizational objectives. By conducting fair and objective assessments, we foster a culture of accountability and continuous growth.Initiating the Appraisal。
The performance appraisal process begins with the employee and their immediate supervisor. Both parties engage in a dialogue to review job responsibilities, performance expectations, and any relevant metrics or KPIs established at the beginning of the appraisal period. This initial discussion sets the foundation for evaluating the employee's contributions and achievements over the specified timeframe.Documentation and Evidence Gathering。
绩效评估范本
Rating 完成等级:
_____
Rating 完成等级:
_____
Rating 完成等级:
_____
Rating 完成等级:
_____
Rating: _____
1
PA-E Rev 1.06 (11/10)
PERFORMANCE APPRAISAL 绩效评估 EXEMPT
PART II PERFORMANCE FACTORS 评估要素 第二部分 Please rate the performance factors listed below based upon these rating guidelines: 请根据以下评定等级就每一评估要素进行评价。 Ratings (choose only one): SEE (Substantially Exceeds Expectations); EE (Exceeds Expectations); ME (Meets Expectations); ND (Needs Development); U (Unsatisfactory) ; NA (Not Applicable) 评定等级（只选其一）：SEE（相当超出预期）；EE（超出预期）；ME（达到预期）； ND（尚需提高）；U（不合格）；NA（差） SEE EE ME ND U NA 1. Safety awareness 安全意识 2. Environmental awareness 环保意识 3. Teamwork 团队协作 4. Technical competence / Job knowledge 技术能力/工作知识 5. Quality of work 工作质量 6. Quantity of work 工作量 7. Productivity 工作能力 8. Judgment 判断力 9. Planning / Organization 规划/组织能力 10. Communications 沟通能力 11. Creativity / Innovation 创造力/创新能力 12. Relationships 人际关系 13. Reliability / Dependability 可靠度/可靠性 14. Cost conscientious 尽责情况 15. Customer relations 客户关系 16. Motivation / Responsiveness 积极性/响应性 17. Versatility 多才多能性 18. Problem solving 解决问题能力 19. Drive / Energy 工作精力 20. Leadership 领导力 21. aPlus Involvement aPlus 参与度 MANAGEMENT SKILLS (applied to those who supervise others) 管理技能（适用于监督管理人员） 22. Development of subordinates 下级进步情况 23. Creation of teamwork environment 团队协作氛围的创造 24. Coordination of job duties / Delegation 岗位职责的协调/赋权 25. Professional handling of employee relations 员工关系的专业化处理
英语作文-员工绩效考核审批
英语作文-员工绩效考核审批Performance Appraisal Approval。
Introduction:Performance appraisal is an essential process for evaluating the performance of employees in an organization. It helps in identifying the strengths, weaknesses, and areas of improvement for each employee. This document aims to provide guidelines for the approval of performance appraisals.1. Purpose:The purpose of the performance appraisal approval is to ensure fairness, consistency, and transparency in evaluating employee performance. It allows managers to make informed decisions regarding promotions, salary increments, and training needs.2. Process:2.1 Performance Evaluation:The performance evaluation process should be conducted annually or as per the organization's policy. It involves assessing various aspects such as job knowledge, quality of work, productivity, teamwork, communication skills, and adherence to deadlines.2.2 Appraisal Form:A standardized appraisal form should be used to evaluate employees. The form should include clear performance criteria, rating scales, and space for comments. It should be designed to capture both quantitative and qualitative aspects of performance.2.3 Appraiser Training:Managers responsible for conducting performance appraisals should receive appropriate training on the evaluation process. They should understand the criteria, rating scales, and how to provide constructive feedback to employees.2.4 Self-Assessment:Employees should be given an opportunity to self-assess their performance. This allows them to reflect on their achievements, challenges, and future goals. Self-assessment can provide valuable insights for the appraisal process.2.5 Performance Discussion:After completing the appraisal, managers should schedule a meeting with each employee to discuss the evaluation results. This discussion should be conducted in a private and supportive environment, focusing on strengths, areas of improvement, and career development opportunities.3. Approval Criteria:3.1 Consistency:The performance appraisal should be consistent across employees in similar roles. It should ensure that similar performance levels receive similar ratings and rewards. Any deviations from the set criteria should be justified with valid reasons.3.2 Fairness:The appraisal process should be fair and unbiased. It should not be influenced by personal preferences, biases, or discrimination. Managers should base their evaluations on objective evidence and performance data.3.3 Performance Improvement Plans:If an employee's performance falls below expectations, a performance improvement plan should be implemented. This plan should outline specific goals, timelines, and support mechanisms to help the employee improve their performance.3.4 Calibration:Calibration sessions should be conducted to review and discuss the appraisal ratings of employees across different teams or departments. This helps in ensuring consistency and fairness in the overall appraisal process.4. Approval Process:4.1 Review by Immediate Supervisor:The immediate supervisor should review the performance appraisal and provide their feedback and recommendations. They should ensure that the appraisal aligns with the employee's job responsibilities and performance expectations.4.2 Review by HR Department:The HR department should review the performance appraisal to ensure compliance with the organization's policies and procedures. They should verify the accuracy of the ratings, comments, and adherence to the appraisal timeline.4.3 Final Approval:The final approval of the performance appraisal should be given by the designated authority, such as the department head or HR manager. They should ensure that the appraisal process has been followed correctly and that it aligns with the organization's goals and values.Conclusion:The approval of performance appraisals plays a crucial role in recognizing and rewarding employee performance. It ensures fairness, consistency, and transparency in the evaluation process. By following the guidelines outlined in this document, organizations can effectively manage performance and support employee development.。
人力资源第七章绩效考核
初步解决方案
发现这个问题之后，人事经理和生产经理决定召集所有的主管，开一次针对主 管给操作员奖金评分公证性的会议，并且共同制定了尽最大努力数字化的平分 细则。但是无论评分细则制定的有多么数字化，最后的年度评分结果仍然是无 规则最后的一致。 在经过紧急磋商之后，人事经理和生产经理决定：将原来每天的早、午、晚三 班倒，改为早夜两班倒。早班为8：00—20：00，夜班为20：00—8：00， 工作时间为每天12小时。并且，将主管的工作时间更改为工作四天休息四天， 即上两天早班再上两天夜班，然后休息四天，休息四天后接着上两天夜班然后 两天早班，再休息四天，以此往复。这样主管将会在一天中遇到两个班的操作 员，而且主管对操作员的评分由以前的每月一次更改为每天一次。 人事经理和生产经理认为这次应该能够遏制住因为固定的主管在给自己班的操 作员评分时候的主观性行为。但是年底到了，操作员年度评分结果依然依旧和 更换主管工作时间以前一模一样。
2. 把考核目的、意义和做法告诉被考核人 3. 对考核人进行必要的培训
实施
1. 自我考核 2. 上级、同事、下属等评定
3. 反馈
使 用 HRP、培训、激励、工资奖励等
22
组织目标分解 工作单元职责
绩
效 期
绩效计划
间
活动：共同确定目标与计划
时间：新绩效期间的开始
绩效反馈面谈：主管人
员就评估的结果与员工讨论
3
一、 存在问题
操作员的月薪由两部分组成：基本工资和奖金，基本工资约占月 薪的75%，奖金约占月薪的25%。奖金是与每个月的生产绩效 挂钩，又由四个部分组成：自我培训20%；问题分析20%；主 管评价20%；目标管理40%。自我培训，问题分析，主管评价 和目标管理，这些所有的分数都是由每班的主管在月底根据人事 部和生产部共同制定的评分细则直接给出。最后的总分将分为A、 B 、 C 、 D 四 个 等 级 ， 所 得 奖 金 分 别 是 每 月 基 准 奖 金 的 125% 、 100%、75%、50%。在主管给自己班的每个操作员打完分之 后会由纸机经理签字，最后交给人事部签字存档，为在年底进行 的每年一次的操作员年度考核作依据，而年度考核是操作员每年 基本工资增加的唯一参考。
什么是绩效评估
什么是绩效评估绩效评估，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，店铺把整理好的什么是绩效评估分享给大家，欢迎阅读，仅供参考哦!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。
绩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。
论绩效评估和绩效管理绩效评估与绩效管理之间是存在很大差异的，不要将绩效评估或评价等同于绩效管理，两者之间是有所不同的。
绩效相关名词
绩效管理绩效: （performance）绩效是指某一组织或员工在一定时间与条件下完成某一工作任务所表现出来的工作行为和所取得的工作结果，对组织而言，绩效的表现形式主要体现在三个方面：工作效率、工作数量与质量、工作效益。
绩效考核：（Performance appraisal）绩效考核又叫绩效评估或绩效评价，它通过系统的方法，原理来评定和测量员工在职务上的工作行为和工作效果。
就是在工作一端时间或工作完成后，对照工作说明书或绩效标准，采用科学的方法，检查和评定员工对职务所规定的职责和履行程度以及员工个人发展的情况，对员工的工作结果进行评价，并将评定结果反馈给员工的过程。
目标管理:(management by objective,MBO)目标管理是以目标为导向，以人为中心，以成果为标准，而使组织和个人取得最佳业绩的现代管理方法。
目标管理亦称“成果管理”，俗称责任制。
是指在企业个体职工的积极参与下，自上而下地确定工作目标，并在工作中实行“自我控制”，自下而上地保证目标实现的一种管理办法。
目标管理法：(Target administration)目标管理法是一种管理过程，在这一过程中通过使主管人员和下属共同参与制定双方同意的目标、目的，从而使组织的目的得到确定和满足。
绩效计划：(Performance Plan)绩效计划是被评估者和评估者双方对员工应该实现的工作绩效进行沟通的过程，并将沟通的结果落实为订立正式书面协议即绩效计划和评估表，它是双方在明晰责、权、利的基础上签订的一个内部协议。
绩效计划的设计从公司最高层开始，将绩效目标层层分解到各级子公司及部门，最终落实到个人。
对于各子公司而言，这个步骤即为经营业绩计划过程，而对于员工而言，则为绩效计划过程。
绩效目标：（Performance objective/Performance goal）绩效目标（常被称为目的和责任,英文Achievement imitates a target）是指给评估者和被评估者提供所需要的评价标准，以便客观地讨论、监督、衡量绩效。
Performance appraisal
Performance appraisalFrom a strategic and competitive advantage perspective it is important to integrate employee performance with organizational performance goals. Therefore, performance appraisal is a good way to link individual performance with whole organization strategy. Specifically, performance appraisal can be defined as a formal process of evaluating the performance of an individual or group in relation to implicit or explicit performance expectations. This essay will first describe the purpose of performance appraisal, and then criticize the practice of using performance appraisals. Finally, I will mention political uses of PA as well as means of strengthening appraiser accountability.In general, the purpose of performance appraisal can be divided into administrative purpose (control/monitoring performance and staffing/predicting performance) and development purpose. One purpose of performance appraisals is to monitor performance and exert control over employees, which align their behaviors with the goals of the organization. Appraisals used for this purpose must be linked to the administration of a valued reward, including monetary rewards and nonmonetary rewards. In terms of staffing/predicting performance purpose, the aim is to place right people in the right place. Given differences in competency requirements, staffing system may require future-oriented competency assessments rather than appraisals of past performance. Specifically, promoting based on past performance may result in a problem. According to the Peter Principle, people are promoted based on performance in their last job. Eventually, people are promoted into a high level until they are incompetent to the new job. However, in reality, this principal may not work. As the chart shows, if only better performance entry-level employees were able to enter middle management and only the top performance middle managers were promoted to top managers, some employees with the ability required for top management would be eliminated since the first promotion step. The most common interpretation of this phenomenon is that employees who are good at one job may not good at other jobs. As for development performance, the aim is to identify which employees acquire new skills, knowledge, and increase their value to organization. The more value that attached to individual, the more likely that firm invests in regular and formal assessment of development needs.However, administrative and developmental appraisal purposes are always in conflict and that using one appraisal system to cater for both purposes will result in unsatisfied outcome. A separation of administrative and developmental appraisal system is a good way to deal with this conflict. Developmental feedback may be given more frequently and on a more informal basis, while administrative appraisals may be more formalized and given in regular intervals.After the appraisal system has been designed, some supervisors might pursue their own interests in conducting appraisals, leading to inflated or deflated rating. According to research, ratings are inflated when supervisor want to maintain the image of caring boss, to avoid conflicts between subordinate, to encourage someone who is having personal problems but is normally a good employee. Sometimes ratings are also deflated in the pursuit of objectives other than不同于the strategic appraisal objectives of the organization. For example to shock subordinates performing below their potential, to punish difficult subordinates, to indirectly communicate to subordinates that they should consider leaving and so on. The inaccurate rating would result in misallocation of resource, reduced employees’motivation to hard working, and even increase the turnover rates of company.To ensure the realization of appraisal objectives, accountability for conducting the appraisals is necessary. A more effective accountability mechanism would require upward feedback. Upward feedback occurs when associates provide information or feedback to a manager whom they are directly/indirectly reporting. Basic idea of the upward feedback is that you are only as good a manager as your subordinate thinks you are. Through the mechanism of 'upward feedback' employees in an organization can influence the behavior of managers. The feedback is intended create two-way communication between employees and managers that can assist in developing leadership skills. Additionally, appraisal interview is the other accountability mechanism in performance appraisals. The aim of this research is that making the appraisers justify their rating s to the appraisee in a face-to-face feedback session results in the appraiser going about the appraisal more thoroughly.In conclusion, administrate and development are two main purposes for performance appraisal. Supervisor may inflate or deflate rating for their subjective objectives, to prevent these inaccurate outcomes, many mechanisms such as upward feedback and appraisal interview can be used to guarantee to accountability of performance appraisal.。
迈瑞绩效考核方法
迈瑞绩效考核方法Performance appraisal is an essential process in any organization as it helps in evaluating the effectiveness of employees. 迈瑞绩效考核是一个至关重要的过程，有助于评估员工的有效性。
It provides a platform for managers to assess the performance of their team members and provide feedback on areas of improvement. 这为经理们提供了一个评估团队成员表现并提供改进意见的平台。
Performance appraisal at Mindray aims to ensure that employees are meeting the company's goals and objectives. 迈瑞的绩效考核旨在确保员工达到公司的目标和目标。
It also helps in identifying top performers and recognizing their contributions to the organization. 它还有助于确定顶尖表现者并认可他们对组织的贡献。
One of the key benefits of performance appraisal at Mindray is that it helps in aligning individual goals with the overall goals of the organization. 迈瑞绩效考核的一个关键好处是它有助于将个人目标与组织的整体目标保持一致。
This alignment ensures that employees are working towards the common objectives of the company, thus increasing productivity and efficiency. 这种一致性确保员工致力于公司的共同目标，进而提高生产力和效率。
绩效考核用英语怎么说
绩效考核用英语怎么说引言在职场中，绩效考核是一项十分重要的工作。
通过对工作绩效进行评估和量化，能够有效地衡量员工的工作能力和表现。
然而，对于学英语的人来说，绩效考核用英语怎么说可能是一个常见的疑问。
本文将为大家介绍一些常用的表达方式。
正文以下是几个与绩效考核相关的常用英语表达：1.Performance Appraisal–绩效评估–例句：The company conducts performance appraisalsannually to assess employee performance.2.Performance Evaluation–绩效评估–例句：The performance evaluation process includes setting goals, providing feedback, and assessing performance.3.Performance Assessment–绩效评估–例句：The manager conducted a performance assessment to determine individual contributions to the project.4.Performance Review–绩效评审–例句：The performance review meeting allows for open discussion and feedback between the employee and the manager.5.Performance Management–绩效管理–例句：Effective performance management involves setting clear goals, providing regular feedback, and recognizing achievements.6.Key Performance Indicators (KPIs)–关键绩效指标–例句：The company uses key performance indicators to measure and track performance against specific goals.7.Performance Metrics–绩效指标–例句：The HR department collects performance metrics to analyze individual and team performance.8.Performance Improvement Plan (PIP)–绩效改进计划–例句：The employee was placed on a performanceimprovement plan to help them meet performance expectations.以上是一些常用的与绩效考核相关的英语表达，通过这些词汇的运用，你可以更流利地讨论绩效考核的话题。
绩效评估常用英语
绩效评估常用英语1. Introduction绩效评估是一个评估员工表现和工作成果的过程。
下面是一些在绩效评估中常用的英语术语和短语。
2. 常用英语术语和短语- Performance evaluation: 绩效评估/考核- Key performance indicators (KPIs): 关键绩效指标- Performance goals: 绩效目标- Criteria: 标准- Rating scale: 评分标准- Self-evaluation: 自我评估- Manager's evaluation: 上级评估- Peer evaluation: 同事评估- Feedback: 反馈- Strengths: 优点- Areas for improvement: 需要改进的地方- Performance review: 绩效评估/考核- Performance rating: 绩效评级- Performance appraisal: 绩效评价- Performance management: 绩效管理- Performance improvement plan: 绩效改进计划3. 表达评价在绩效评估中，我们需要用适当的语言表达评价。
以下是一些常用的表达方式：- Exceeds expectations: 超出预期- Meets expectations: 达到预期- Below expectations: 低于预期- Outstanding performance: 杰出的表现- Needs improvement: 需要改进- Strong attention to detail: 对细节关注度高- Consistently meets deadlines: 总是按时完成任务- Demonstrates strong teamwork: 表现很强的团队合作能力- Shows initiative: 展示主动性- Takes responsibility for mistakes: 对错误负责4. 结论以上是绩效评估中常用的英语术语和短语，希望对您有帮助。
- 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)。
- Targeted action- Organization, priority management - Independence - Commitment - Adaptability- Foucs on customers O i z n- Innovation - Initiative - Continuous improvement- - Building Relationships- Communication - Health, Safety and Environment R s- Leadership - Strategic Thinking绩效评估使用指南PERFORMANCE APPRAISAL GUIDE公司政策规定每位员工都有机会每年至少一次与主管讨论其每年的业绩。
此绩效评估表体现了此政策。
It is our policy to provide every employee the opportunity to discuss performance with his/her supervisor at least once a year. The annual appraisal ensures that opportunity.此年度评估是员工和管理人员的直接对话，是双方有效沟通的一部分。
The annual appraisal is a dialogue between employees and management. It is part of the ongoing communication process between the two parties. 基本评估原则Basic appraisal principles∙此评估必须建立在双方相互尊重和聆听基础上，以达成一致。
The appraisal must be conducted in a spirit of mutual respect and listening, with a view to reaching a consensus.∙此评估的目标是根据事实评定一段时期内员工的表现，而不是根据对员工的印象，看法或个性而做出评定。
The objective is to assess the employee’s performance over a given period, based on facts, not on impressions or opinions of the employee’s personality.∙业绩评估是根据岗位的需求而去评估的，请避免对与绩效评估无关的不同工作或不同业绩进行比较。
Performance is evaluated with respect to the job’s requirements. Avoid making comparisons with jobs or performance levels tha t are not relevant to the appraisal.评估的目的并非局限于对目前业绩的评估，而且要采用有远见的方法去改进，帮助开发员工的潜力，以及保证业务的增长。
∙The purpose of the appraisal is not limited to assessing current performance, but also to taking a forward-looking approach designed to improve performance, help develop the employee’s pot ential, and ensure the growth of the business.评估结果的用途How is the information used员工，员工上级主管以及人力资源部门都会收到一份评估报告。
这份报告是用来记录员工的业绩表现，决定工资（根据总体评价），计算奖金（作为参考），制订培训计划，以及评估员工的其它需求。
∙The employee, the employee’s managers and the Human Resources Department receive a copy of the appraisal report. The information is used to document performance, determine salaries (based on the overall appraisal), calculate bonuses (where appropriate), outline training programs, and evaluate other staffing needs.如何使用此表格How to use the form此文档有两部分：This document contains two sections.第一部分是评估员工过去一年的业绩表现以及来年的工作计划。
Use the first to review an employee’s job performance over the last year (Review) and plan for the next period (Planning)第二部分是评定员工过去一年的绩效奖金。
Use th e second to review an employee’s bonus performance over the last year (Review)请确认在每部分中都有员工，评估者，评估者上级及人力资源的签字。
Within each section, please be sure to obtain signatures of the employee, appraiser, the next level of approval and HR.评分级别Rating scale使用以下的评分级别来量化业绩。
To quantify performance levels, use the following scale:回顾Review业绩评估的几个方面：Aspects of performance for review include:评定去年建立的个人业绩目标∙Evaluation of achievement of Individual Performance Objectives established jointly over the previous review period.根据评估标准来评估(具体见下表)，虽然表格中有若干项，请选与岗位最相关的5项来进行评定。
（至少选5项）. 总体评估结果将展示强项和发展方向。
∙Evaluation of performance against Performance Criteria (defined below) that are important to the function. Although several criteria are listed on the document, please select minimum five that are critical to rate and to comment. An Overall Summary section is provided to record overall comments about Strengths and Development Areas.评估阶段完成职业发展计划∙Review of Professional Development activities completed during the review period.计划Planning计划设定的几个方面：Aspects of performance planning include:•来年主要目标. 这些目标必须根据公司的战略和目标来建立。
如有需要，你可列出详细个人目标及经过讨论的完成日期。
Main themes of new objectives for the upcoming year or period. These object ives must support the company’s strategy and objectives. If needed, you may wish to attach a detailed list of individual objectives for the upcoming period and agree on a later date to finalize them.•制定明年个人发展的计划Development activities planned for the upcoming period.行为标准Performance Criteria行为标准提供了对各职能部门绩效有重要影响的考核指标, 因此在评估时请一定以事实案例为依据.∙The Performance Criteria are intended to provide an assessment of qualitative aspects of performance that are important to the function.Please provide as much factual information to support your rating.请在您认为合适的框内用”X”表示(尽量多的选择适用的), 并用”N/A”表示不适用此岗位∙Mark critical criteria for the function with an X (select as many as appropriate). Put N/A next to criteria that do not apply to the function.面谈纪要及签字/COMMENTS AND SIGNATURES∙员工和主管可以在评注栏中表达各自在面谈中的意见, 此纪要/意见应该真实的反映员工或主管的意见,这些纪要/意见将被用于确认面谈结果或是面谈后后续行为的说明. The employee and manager may express their comments in the Comments section. These comments should serve to either confirm or expand on the conclusions of the interview.∙所有相关人员均需对最终结论签字确认.By signing the document, all parties validate interview and confirm that they stand by the conclusions.。