毕博-管理咨询工具方法—Performance Management Toolbox-chinese
1毕博-管理咨询工具方法—Performance Appraisal Form-Chinese
绩效评估PERFORMANCE APPRAISAL姓名NAME: 职位POSITION:经理MANAGER: 部门DIVISION:评估日期APPRAISAL DATE:时间TIME: 综述OVERVIEW绩效评估的目的在于向管理人员提供就员工的工作表现提出反馈意见的机会。
The aim of the performance appraisal is to allow the manager the opportunity to provide feedback to the team member on how they are performing.评估可以帮助员工明确自身的优缺点，使员工培养必要的技能，在企业中得到不断地发展。
This appraisal will assist the team member to identify his/her strengths and weaknesses, which will allow the team member, to develop the necessary skills in order to grow and advance within the business.评估有三个环节，即员工自身、直属经理及同事。
这有助于开辟一个公开沟通的渠道，并培养员工间的相互信任。
This appraisal has been designed to create a three between managers, the team member and their peers. This encourages open communication channels and builds trust within a team.说明INSTRUCTIONS绩效评估由三种类型的人员完成。
这有助于管理人员与员工得到一个全面的信息，为下一步的行动提供一个良好的基础。
毕博管理咨询工具方法Chinaroject实用手册
x i e x目录TABLE OF CONTENTS背景Background本指南旨在为咨询顾问公司和其它商业服务机构提供技术和方法，使他们能够成功地为中小企业提供咨询服务。
This guide is designed to provide consultants and other service providers with techniques and methodologies that will enable them to embark on successful consulting engagements with small/medium size enterprises (SMEs).这里提供的资料旨在帮助咨询顾问公司能够与中小企业建立互惠的关系。
这些方法不仅可以获得“快速取胜”的效果，还能够促进咨询顾问与客户之间建立长期的关系----这是一种让咨询顾问获得“受信任的顾问”的地位的关系，是一种使双方的知识和资源汇集成一个“知识和资源库”的关系。
The materials provided，aim to enable the consultant to engage with SMEs in a mutually beneficial relationship. While the methodologies used will provide “quick wins，” the materials are designed to facilitate a long-term relationship between consultant and client –a relationship where the consultant earns the status of “trusted advisor” and where the knowledge and resources of both parties are used to creat e a “pool of knowledge and resources.”该项目的目的是改善企业在财务和运营这两方面的业绩。
1毕博-管理咨询工具方法—4.6 Performance Management Action Plan-chinese
绩效管理行动计划THE PERFORMANCE MANAGEMENT ACTION PLAN有效地管理企业所有员工的绩效是企业取得长期成功的关键。
Effectively managing the performance of all team members is critical for the long-term success of your business.员工是企业最具价值的资产。
他们具备使企业取得优异表现的知识、专业技术与潜力。
Team members are one of your most valuable assets. They have knowledge, expertise and the potential to turn your organisation into an extraordinary business.员工需要得到定期、公正且具帮助性的反馈意见来提升业绩表现，这样可以达到激励员工，进行有效授权的目的。
企业需要有一个绩效管理体系来帮助其实现这一目的。
In order for team members to be motivated and empowered it is important that they receive regular, fair and supportive feedback that enables them to improve their performance. Therefore you must ensure that you have a performance management system that supports these objectives.下面的部分包含了绩效管理诊断中的所有问题，并提供了相应的行动建议。
请参照你的绩效管理诊断，明确哪些问题的得分在3.5分或3.5分以下。
对于这些问题，请参照相应的“行动建议”，并完成本工作表最后的“我的绩效管理行动计划”。
毕博-管理咨询工具方法—81BalancedScorecardPresentation-Chines
- 股价; Stock price; and
- 环境影响 Environmental impact
IFC-CPDF
8.1 Balanced Scorecard Presentation
Business Performance Improvement Program
结果是什么？ What Are The Outcomes?
? 评估外部各方所产生的影响，以及他们如何衡 量企业的表现
Measures the impact on external parties and how these parties judge business performance.
- 一般性结果 Common outcomes :
? 创新和学习 – 提醒企业需要对员工进行战略投资以获 得竞争优势 Innovation and Learning – alerts the business to strategic investments needed in team members to gain a competitive advantage.
8.1 Balanced Scorecard Presentation
Business Performance Improvement Program
定义 Definition…
? 平衡计分卡 – 一种将绩效与战略规划结合起来的管理工具 Balanced Scorecard – a management tool linking performance to a strategy map.
Business Performance Improvement Program
毕博-管理咨询工具方法—3-YearKeyPerformanceIndicatorBusinessPlan-Chinese
员工劳动补偿数Number of Workers Compensation Claims
关于服务的投诉数量Number of Service Complaints
关于产品的投诉数量Number of Product Complaints (Warranty Claims)
销售额［产品类别3］Number of sales[Category 3]
销售额［产品类别4］Number of sales[Category 4]
新产品占销售总额％% Revenue from New Sales
平均每笔销售金额Average sale value
不同行业中的销售额Sales per Industry Sector
产品数量［产品类别3］Number of Products[Category 3]
新产品数量［产品类别1］Number of New Products[Category 1]
研发费用Research and Development $
目前处于研发中的产品数量Number of Products Under Development
兑现承诺的客户数（或％）Number (or %) of Customers Who Invoke Guarantees or Warranty Rights
客户投诉数（或％）Number (or %) of Customer Complaints
客户总数Number of Customers
A级客户％% of A-Class Customers
盈亏平衡缺口Breakeven Gap
毕博-管理咨询工具方法—8.25YearKeyPerformanceIndicatorBusinessPlan-Chinese
产品与服务 PRODUCT AND SERVICE 工作数量 Number of Jobs 工作数量[类别1] Number of Jobs [Category 1] 工作数量[类别2] Number of Jobs [Category 2]
产品数量 Number of Products 产品数量[类别1] Number of Products [Category 1] 产品数量[类别2] Number of Products [Category 2] 产品数量[类别3] Number of Products [Category 3] 新产品数量[类别1] Number of New Products [Category 1] 研发费用 Research and Development $ 研发中产品数量 Number of Products Under Development
管理与人力资源 MANAGEMENT AND HUMAN RESOURCES 员工人数 Number of Employees 员工流失率 Employee Turnover 员工工作小时 Employee Hours 员工平均每小时产出量 Employee Yield per Hour 员工终止合同数 Number Terminations 内训小时数 － 全部员工 Hours in Internal Training - Entire Team 内训小时数［小组1］ Hours in Internal Training [Team Member 1] 内训小时数［小组2］ Hours in Internal Training [Team Member 2] 外部培训小时数 Hours of External Training 外部培训小时数 ［小组1］ Hours in External Training [Team Member 1] 外部培训小时数 ［小组2］ Hours in External Training [Team Member 2] 享受补偿的员工数 Number of Workers Compensation Claims 服务投诉数 Number of Service Complaints 产品投诉数（兑现承诺数） Number of Product Complaints (Warrant
毕博-管理咨询工具方法—7.2RoleProfileandPerformanceChecklist-CN-EN
[客户名称－ABC公司] [Client Name – ABC Co]日期: Date: 开始时间: Start time:参会人员Attendees:地点: Location: 完成时间: Finish time:会前准备Pre – Session Arrangements✍提前一周同参会人员确认会议安排，并在开会前一天再次进行确认。
Confirm arrangements with attendees 1 week prior and again 1day before the session❑✍将会议地点安排在避免任何干扰的中立地Arrange venue neutral with no distractions❑✍准备点心小吃Arrange refreshments- 早上或下午茶点－饮食方面有无特别要求？Morning or Afternoon tea -any special dietary requirements?❑✍为所有参会人员准备姓名牌Prepare name tags for participants❑✍为参会人员准备工作手册Print participant workbooks❑会场布置Room Set-Up✍水杯❑Glasses of water✍笔和笔记本❑Pens and notepads✍为参会人员准备会议议程❑Copies of Agenda for all participants✍白板和书写笔❑Whiteboard and pens✍所有参会人员的姓名牌❑Name tags for all participants✍为参会人员准备”角色描述和个人表现计划工作手册”❑Copies of “Role Profile and Performance Workbook” for allparticipants✍鲜花❑Flowers✍水果❑Fresh Fruit✍冷热饮❑Hot and cold refreshments✍反馈表格❑Feedback Forms✍测试所有设备❑Test all equipment。
毕博-管理咨询工具方法—How To Report An Accident-Chinese
模块：Module: 人力资源管理Human Resource Management流程：Process: 职业健康和安全Occupational Health and Safety系统：System: 如何报告意外事件How To Report An Accident系统执行人：System Champion: 经理Manager目标：Objectives:遵守正确的程序来报告意外事件To follow the correct procedures for reporting an accident 报告所有的意外事件，不论其大小To report all accidents irrespective of the magnitude 每月的经理会议评估意外事件报告表To review accident report forms at monthly manager meetings流程：Procedure:向经理报告所有的意外事件Be sure to report all accidents to your manager要求经理给一份意外事件报告表Request an Accident Report form from your manager 完成意外事件报告表Complete the Accident Report form向你的经理提交意外事件报告表Submit the Accident Report form to your manager在意外事件报告表上签字Sign the Accident Report form主要业绩指标：Key Performance Indicators:1. 意外事件报告的数量Number of accidents reported2. 意外事件导致伤害的数量Number of injuries as a result of an accident。
毕博-管理咨询工具方法—4.5RecruitmentStrategyActionPlan-Chinese
员工招聘战略行动计划THE RECRUITMENT STRATEGY ACTION PLAN有效的招聘体系是企业取得长期成功的关键。
Effective recruitment systems are critical for the long-term success of your business.员工是企业最有价值的资产，他们有着使企业取得非凡成就的知识、技能与潜力。
Team members are one of your most valuable assets. They have knowledge, expertise and the potential to turn your organisation into an extraordinary business.为了吸引并留住高素质员工，企业必须制定一个与企业总体战略目标相配合的，彻底的、公平的招聘体系。
In order for talented team members to be attracted and remain with your organisation it is essential that you have a thorough and fair recruitment system that supports the strategic objectives of the business.以下的部份包括了员工招聘战略诊断的所有问题，并提供了行动建议。
请参照已完成的员工招聘战略诊断，以明确哪些问题你的得分等于或低于3.5分。
对于这些问题，请参照其“行动建议”，并完成本部份最后的“我的员工招聘战略行动计划”工作表。
标有的地方表示在经营业绩改善项目中有工具来帮助你完成这项工作。
The following section goes through each of the Recruitment Strategy Audit questions and provides a suggested action. Please refer back to your Recruitment Strategy Audit and identify those questions that you scores at 3.5 or less. Please review the “Suggested Action” for each of these questions and then complete “My RecruitmentStrategy Action Plan” at the back of this workbook. Please note that the symbol indicates that a tool is available within the Business Performance Improvement Program to assist in that area.招聘计划 RECRUITMENT PLANNING请参照你的员工招聘战略诊断。
1毕博-管理咨询工具方法—3-Year Key Performance Indicator Business Plan-Chinese
员工流失率Employee Turnover
员工工作小时Employee Hours
员工每小时产出Employee Yield per Hour
员工终止合同数Number of Terminations
内部培训小时数－全体员工Hours in Internal Training - Entire Team
产品数量［产品类别3］Number of Products[Category 3]
新产品数量［产品类别1］Number of New Products[Category 1]
研发费用Research and Development $
目前处于研发中的产品数量Number of Products Under Development
工作数［类别1］Number of Jobs[Category 1]
工作数［类别1］Number of Jobs[Category 2]
产品数量Number of Products
产品数量［产品类别1］Number of Products[Category 1]
产品数量［产品类别2］Number of Products[Category 2]
潜在客户数［地理区域2］Number of Leads[Georgaphic Area 2]
新客户数量Number of New Customers
转换率Conversion Rates
每位新客户发展成本（广告和促销活动）Cost per Reach (Advertising and Promotional Activities)
外部培训小时数［小组2］Hours in External Training[Team Member 2]
毕博-管理咨询工具方法—4.6 Performance Management Audit-chinese
绩效管理战略 PERFORMANCE MANAGEMENT STRATEGY本部分的诊断指在分析企业是如何进行绩效管理的，以及如何通过绩效管理来帮助企业实现战略目标。
This part of the audit explores the way in which the business approaches performance management and the emphasis that is placed on using performance management in order to achieve the organisations strategic objectives.绩效评估 PERFORMANCE APPRAISALS本部分旨在分析企业是如何进行绩效评估的，包括频率、有效性及战略协调性This part of the audit explores the way in which the business conducts performance appraisals including frequency, validity and strategic congruence.处理绩效问题 MANAGING PERFORMANCE PROBLEMS本部分旨在诊断企业是如何处理有关绩效方面的问题的。
This part of the audit explores how the business approaches the management of performance problems.绩效反馈 PERFORMANCE FEEDBACK本部分旨在诊断企业是如何进行绩效反馈的。
This part of the audit explores how the business approaches performance feedback.。
毕博管理咨询工具方法—How To Undertake A Performance AppraisalChinese
模块：Module: 员工People流程：Process: 绩效管理Performance Management系统：System: 如果进行绩效评估How To Undertake A Performance Appraisal系统执行人：System Champion: 所有经理All Managers目标：Objectives:遵循正确程序并对每位员工的业绩进行评估。
To follow the correct procedure and carry out a review of each team member’sperformance.承认并奖励员工的成绩。
To recognise and reward their achievements.与员工讨论他们的未来目标。
To discuss their future goals.草拟一份未来12个月的行动计划。
To draw up an action plan for the next 12-months.程序：Procedure:至少每年和试用期结束时对每位员工进行一个绩效评估回顾Carry out a Performance Appraisal Review for each team member at least every yearand at the end of the probationary period你会需要以下文件：You will need the following documents:职责描述Role Profile;以前的绩效评估副本；Copies of past Performance Appraisals; and行动计划Action plans在绩效评估之前四周需要完成：Four weeks before the performance appraisal:打印一份绩效评估表格；Print a Performance Appraisal form; and把表格交给员工做自我评价。
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绩效管理工具THE PERFORMANCE MANAGEMENT TOOLBOX制定并执行结构化与系统化的绩效管理体系是长期有效地管理员工的关键。
To effectively manage your team members on a long term basis, it is essential to implement a structured and systemised Performance Management system.这一结构化的体系使管理人员能够与员工一起分享自己的知识与经验，鼓励员工发展技能，达成其个人目标。
This structured system will enable the Manager to share his/her knowledge and experience with theirteam members, encouraging team members to develop their skills and achieve their personal goals.有效的绩效管理体系的优点在于：Some of the benefits of an effective performance managements system include:✍提供了一个学习与发展的系统程序Provides a systemised process for learning and development;✍使管理人员指导员工达成他们的目标Allows the manager to guide their team members towards his or her goals;✍在共同目标下，相互分享经验与观点The mutual sharing of experiences and opinions creates agreed-upon outcomes;✍创造一个团队间相互支持与鼓励的文化Creates a culture that inspires and supports team members;✍增加工作满意度、激励员工Increased job satisfaction and employee motivation;✍改善经理人员与员工间的工作关系Improved working relationship between manager and direct reports;✍提高员工工作效率More productive teams; and✍更加有效地运用公司资源More effective use of organizational resources.管理人员的一个主要任务就是扮演员工的“导师”。
辅导的内容包括与员工一起工作，并引导其提升业绩表现。
一个系统化的绩效管理程序可以帮助其完成这项工作。
One of the main roles of a manager is to act as a ‘mentor’ to their team. Mentoring involves the process of working together with team members to lead them to improved performance. A systemised performance management process will assist them to perform this function.为了制定一个有效的绩效管理体系，需要对以下的环节进行系统化并制作成正式文本：To develop an effective performance management system, the following processes need to be systemised and documented:✍绩效评估Performance Appraisals;✍职位描述Job Descriptions; and✍个人绩效计划Personal Performance Plan.本工作手册为你提供了这些程序的模板，帮助你向员工提供定期、公正、具帮助性的反馈意见。
This workbook provides these templates to assist you to provide team members with regular, fair and supportive feedback.绩效评估PERFORMANCE APPRAISAL有效的绩效评估包括了经理人员与员工之间的互动，这需要一个公开的沟通渠道与相互间的信任。
An effective performance appraisal involves a two-way partnership between managers and their team members where there are open communication channels and a mutual trust.互动合作的关键因素包括：The key factors of a two-way partnership are:✍管理人员向员工提供其绩效表现的反馈意见Manager provides feed back on the team member’s performance to the teammember; and✍员工向管理人员提供其绩效表现的反馈意见Team member provides feedback on the manager’s performance to themanager.除了这一互动的反馈程序外，也可以邀请其同事对其绩效表现提供反馈意见，以获得员工在团队环境下的绩效表现。
In addition to this two-way feedback process, it is an excellent idea to invite peer group members to also provide feedback on the team member’s performance. This can provide valuable information regarding how a team member performs within the team environment.改善绩效评估的三个步骤THREE STEPS TO BETTER PERFORMANCE APPRAISALS当管理人员对员工进行绩效评估时，须考虑以下三个步骤：There are three key steps that all managers should take into consideration when conducting performance appraisals with their team members.1. 准备 PREPARATION花时间来检查所有的评估表，包括员工个人的、同事的及直属经理的。
通过检查，找出你希望与员工就其优缺点方面要进行讨论的问题。
Take the time to review all of the appraisal assessment forms; team member, peer and manager assessment of the team member. This will highlight any areas of strengths and weaknesses that you can discuss with the team member.在准备评估时，应注意以下方面：Take note of the following when preparing for the appraisal:✍找出弱点，考虑提供相应的培训机会Identify any areas of weakness and consider possible training options toovercome them;✍对于可能的结果心中有数Have desired outcomes in mind;✍清楚了解绩效评估的目的与评估尺度Be clear about the purpose and the parameters of the session;✍事前考虑可能出现的问题，并找出处理办法Think ahead about potential difficulties and how you will handle them;✍将绩效评估的计划通知员工，并让其事先做好准备工作Share with the team member how you plan to proceed in the performanceappraisal and alert them to any preparation necessary on his or her part.2．实施绩效评估 CONDUCTING THE PERFORMANCE APPRAISAL实施一个能够激励员工的成功的绩效评估，就必须考虑以下方面：To conduct a successful performance appraisal that will motivate the team member, consider the following points of reference:✍在积极的氛围中进行。
将重点放在个人发展机会上Keep the tone positive. Focus on the opportunity for personal development;✍确保员工接受并分享绩效评估的目标Make sure you have a shared understanding of the session’s goals;✍强调你真诚地希望能帮助他人Emphasize your sincerity in wanting to help the other person;✍积极主动地聆听员工的想法与解释Listen actively to the team member’s thoughts and explanations;✍为员工提供一个发表自己观点、回答问题的机会Allow the team member an opportunity to present his/her ideas and respond to yours;✍讨论三个评估表结果的优缺点，以及中间可能出现的差异。