ihg洲際-績(jī)效管理之旅-經(jīng)理級(jí)培訓(xùn)研討會(huì)

1、1The Performance Management Journey績(jī)效管理之旅Manager Training Workshop經(jīng)理級(jí)培訓(xùn)研討會(huì)2Agenda 議程 Module One: The Process 板塊一：績(jī)效管理的流程板塊一：績(jī)效管理的流程 What is Performance Management? 什么是績(jī)效管理？ Why is it important? 為什么績(jī)效管理至關(guān)重要？ How does Performance Management fit into our IHG Employee Commitment? 績(jī)效管理如何體現(xiàn)洲際酒店集團(tuán)對(duì)員工的承諾？ W

2、hat is the Performance Management journey? 什么是績(jī)效管理之旅？ Module Two: The Components 板塊二：績(jī)效管理的組成要素板塊二：績(jī)效管理的組成要素 What are the tools to support the Performance Management journey? 績(jī)效管理之旅有哪些輔助工具？ How do we complete the necessary forms? 如何填寫必須的表格？ Module Three: The Review 板塊三：績(jī)效評(píng)估板塊三：績(jī)效評(píng)估 How do we calibrat

3、e our Performance Reviews in our organisation? 如何在組織內(nèi)對(duì)績(jī)效評(píng)估進(jìn)行校準(zhǔn)？ What does a successful Performance Review look like? 成功的績(jī)效評(píng)估應(yīng)該是怎樣的？ How do we communicate performance to our employees? 我們?nèi)绾闻c員工就其績(jī)效進(jìn)行溝通？ Module Four: The Development 板塊四：?jiǎn)T工的發(fā)展板塊四：?jiǎn)T工的發(fā)展 What is a Personal Development Plan? 什么是個(gè)人發(fā)展計(jì)劃？ How

4、 do ensure development occurs throughout the year? 如何確保發(fā)展計(jì)劃在全年中得到實(shí)施？3Module One Objectives 板塊一：目標(biāo)By the end of this module, you will be able to:通過(guò)板塊一的學(xué)習(xí)，你將能夠：通過(guò)板塊一的學(xué)習(xí)，你將能夠： Understand what Performance Management means at IHG了解績(jī)效管理對(duì)洲際酒店集團(tuán)的意義 Explain why Performance Management is important解釋績(jī)效管理的重要性 D

5、escribe how Performance Management fits with our IHG Commitment闡述績(jī)效管理如何體現(xiàn)洲際酒店集團(tuán)的承諾 Know the five steps of The Performance Management Journey了解績(jī)效管理之旅的五個(gè)步驟4Module One: Exercise 板塊一：練習(xí)Why is Performance Management important to each of the following key stakeholders in the process? 績(jī)效管理對(duì)以下各關(guān)鍵方為什么至關(guān)重要？ I

6、HG 洲際酒店集團(tuán) Your organisation (hotel or corporate location) 所在組織（酒店或公司） You, as a leader 作為領(lǐng)導(dǎo)的你 Employees 員工5Performance Management 績(jī)效管理 You will know what success means for your role 你將了解對(duì)你的角色而言什么是成功 You will be involved in regular, quality feedback discussions你將參與定期的，高質(zhì)量的反饋討論 You will have the oppor

7、tunity to develop for your current and future roles 你將有機(jī)會(huì)在你目前和未來(lái)的職位上獲得發(fā)展 You will know what career opportunities are available with IHG around the world你將知道洲際集團(tuán)在全球范圍內(nèi)提供的職業(yè)發(fā)展機(jī)會(huì)成長(zhǎng)的空間成長(zhǎng)的空間6The Performance Management Journey 績(jī)效管理之旅Establish KPOs 設(shè)定KPOTake Action 采取行動(dòng)Review Performance 評(píng)估績(jī)效Plan Developme

8、nt 發(fā)展計(jì)劃Provide Recognition & Reward給予認(rèn)可和獎(jiǎng)勵(lì)7The Performance Management Journey 績(jī)效管理之旅Establish KPOs 設(shè)定設(shè)定KPO KPOs are established in January-February 1-2月期間設(shè)定KPO KPOs are linked to our core purpose; creating Great hotels guests love 將KPO與我們的核心目標(biāo)聯(lián)系起來(lái)；創(chuàng)造“出色的酒店，客人的最愛” KPOs cascade down KPO的逐級(jí)下達(dá)8The P

9、erformance Management Journey 績(jī)效管理之旅SMART KPOs KPO的的SMART要求要求 SSpecific 具體 MMeasurable 可衡量 AAchievable 可實(shí)現(xiàn) RRelevant 相關(guān) TTime specific 有時(shí)限9The Performance Management Journey 績(jī)效管理之旅Take Action 采取行動(dòng)采取行動(dòng) Execute KPOs 實(shí)施KPO Demonstrate IHG Leadership Competencies顯示洲際酒店集團(tuán)領(lǐng)導(dǎo)能力 Live IHG Winning Ways 履行洲際酒店

10、集團(tuán)的致勝之道 Use Brand Building behvaiours 通過(guò)行為打造品牌 Create Great hotels guests love 創(chuàng)造“出色的酒店，客人的最愛”10Cluster 類別類別Definition 定義定義Competencies 能力能力Team Focused 關(guān)注團(tuán)隊(duì)Working together effectively to meet business goals faster通過(guò)有效的協(xié)同合作，更迅速的實(shí)現(xiàn)企業(yè)目標(biāo)通過(guò)有效的協(xié)同合作，更迅速的實(shí)現(xiàn)企業(yè)目標(biāo)Fostering Collaboration 全面協(xié)作全面協(xié)作Leading and D

11、eveloping People 領(lǐng)導(dǎo)和發(fā)展員工領(lǐng)導(dǎo)和發(fā)展員工Action Oriented 行動(dòng)導(dǎo)向Driving to achieve ambitious targets in an efficient way以高效的方式推動(dòng)長(zhǎng)遠(yuǎn)目標(biāo)的實(shí)現(xiàn)以高效的方式推動(dòng)長(zhǎng)遠(yuǎn)目標(biāo)的實(shí)現(xiàn)Drive for Results 成效驅(qū)動(dòng)成效驅(qū)動(dòng)Turning Vision into Action 將愿景轉(zhuǎn)化為行動(dòng)將愿景轉(zhuǎn)化為行動(dòng)Passionate 工作熱情Caring passionately about our guests and business partners, and changing to mee

12、t their needs關(guān)注客戶和商業(yè)伙伴的需求，積極做出變革關(guān)注客戶和商業(yè)伙伴的需求，積極做出變革Guest / Customer & Market Focus 關(guān)注客戶與市場(chǎng)關(guān)注客戶與市場(chǎng)Championing Change 主導(dǎo)變革主導(dǎo)變革Savvy 業(yè)務(wù)技能Knowing what it takes to beat our competitors, both now and in the future 了解現(xiàn)在和將來(lái)要擊敗競(jìng)爭(zhēng)對(duì)手所需要的條件了解現(xiàn)在和將來(lái)要擊敗競(jìng)爭(zhēng)對(duì)手所需要的條件Strategic Thinking 戰(zhàn)略思維戰(zhàn)略思維Understanding our Bus

13、iness 了解業(yè)務(wù)了解業(yè)務(wù)Winning Ways 致勝之道Demonstrating Winning Ways across the business whether we are assisting guests, working with business partners, or helping each other 在工作的各個(gè)領(lǐng)域，不論是服務(wù)賓客、與商業(yè)伙伴的合作，還是同事在工作的各個(gè)領(lǐng)域，不論是服務(wù)賓客、與商業(yè)伙伴的合作，還是同事間的互助，都顯示出致勝之道的行為準(zhǔn)則。間的互助，都顯示出致勝之道的行為準(zhǔn)則。Do The Right Thing 做對(duì)的事做對(duì)的事Aim Higher

14、 追求卓越追求卓越Show We Care 體現(xiàn)關(guān)愛體現(xiàn)關(guān)愛Celebrate Difference 求同存異求同存異Work Better Together 協(xié)作共贏協(xié)作共贏洲際酒店集團(tuán)領(lǐng)導(dǎo)能力11The Performance Management Journey 績(jī)效管理之旅Review Performance 評(píng)估績(jī)效評(píng)估績(jī)效 Annual Performance Review 年度績(jī)效評(píng)估 Employee completes Self-Assessment Form 員工完成自我評(píng)估表 Assess KPOs 評(píng)估KPO的達(dá)成情況 Calibration Meetings take

15、 place 進(jìn)行校準(zhǔn)會(huì)談 Establish KPOs for next year 設(shè)定下一年度的KPO Mid Year Performance Review 年中績(jī)效評(píng)估 Review KPOs 回顧KPO的達(dá)成情況 Provide constructive feedback and coaching 提供建設(shè)性反饋意見和輔導(dǎo)12The Performance Management Journey 績(jī)效管理之旅Plan Development 發(fā)展計(jì)劃發(fā)展計(jì)劃 Create Personal Development Plan 制定個(gè)人發(fā)展計(jì)劃 Review Personal Develo

16、pment Plans throughout the year 回顧全年的個(gè)人發(fā)展計(jì)劃 Set milestones for development 設(shè)定個(gè)人發(fā)展里程碑 Execute Personal Development Plan 實(shí)施個(gè)人發(fā)展計(jì)劃13The Performance Management Journey 績(jī)效管理之旅Provide Recognition & Reward 給予認(rèn)可和獎(jiǎng)勵(lì)給予認(rèn)可和獎(jiǎng)勵(lì) STI payment after Performance Review 績(jī)效評(píng)估后的短期激勵(lì)獎(jiǎng)金 Merit increases linked to Perfor

17、mance Review 與績(jī)效評(píng)估相關(guān)聯(lián)的加薪 Nominations to attend training and development activities 提名參加培訓(xùn)和發(fā)展活動(dòng) Career development 職業(yè)發(fā)展 Promotions 升職14The Performance Management Journey績(jī)效管理之旅Manager Training Workshop Module Two: The Components經(jīng)理級(jí)培訓(xùn)課程 板塊二：績(jī)效管理的組成要素15Module Two Objectives 板塊二：目標(biāo)By the end of this modu

18、le, you will be able to:通過(guò)板塊二的學(xué)習(xí)，你將能夠：通過(guò)板塊二的學(xué)習(xí)，你將能夠： Explain the various sections of each Performance Management form解釋說(shuō)明每個(gè)績(jī)效管理表格中的不同部分 Identify which forms are to be used for each employee population明確每個(gè)員工群應(yīng)使用的績(jī)效管理表格 Understand how to write SMART KPOs理解如何制定符合SMART標(biāo)準(zhǔn)的主要工作目標(biāo)（KPO） Know how to utilise

19、the Rating Scale and its definitions 知道如何評(píng)分，以及各分值的含義 Describe how to write behaviour based statements for each section of the Performance Review 敘述如何撰寫績(jī)效評(píng)估各部分中基于行為的評(píng)價(jià)16The Components 績(jī)效管理的組成要素The Annual Performance Review forms: 年度績(jī)效評(píng)估表：年度績(jī)效評(píng)估表：Annual Performance Review Corporate Bands 1 3 年度績(jī)效評(píng)估總部辦

20、公室1-3級(jí)Annual Performance Review Corporate Bands 4-7, Hotel Bands H1-H7, Supervisory年度績(jī)效評(píng)估總部辦公室4-7級(jí)，酒店H1-H7級(jí)，主管級(jí)Annual Performance Review Corporate Band 8, Hotel Bands H7-H10, Non-Supervisory年度績(jī)效評(píng)估總部辦公室8級(jí)，酒店H7-H10級(jí)，非主管級(jí)The Self Assessment Forms: 自我評(píng)估表：自我評(píng)估表：Annual Review Self Assessment Form Corporat

21、e Bands 1-3年度績(jī)效評(píng)估自評(píng)表總部辦公室1-3級(jí)Annual Review Self Assessment Form Corporate Bands 4-7, Hotel Bands H1-H7, Supervisory年度績(jī)效評(píng)估自評(píng)表總部辦公室4-7級(jí)，酒店H1-H7，主管級(jí)Annual Review Self Assessment Form Corporate Band 8, Hotel Bands H7-H10, Non-Supervisory年度績(jī)效評(píng)估自評(píng)表總部辦公室8級(jí)，酒店H7-H10級(jí)，非主管級(jí)The Additional Forms: 附表：附表：Key Perf

22、ormance Objectives Form 主要工作目標(biāo)表Personal Development Plan Form 個(gè)人發(fā)展計(jì)劃表17The Annual Performance Review Form 年度績(jī)效評(píng)估表18ABCs of Documentation 表格填寫要求A = Accurate 準(zhǔn)確B = Behavioural 以行為為依據(jù)C = Consistent 一致統(tǒng)一 19How can we write SMART KPOs? 制定主要工作目標(biāo)的SMART要求 S = Specific - The objective should state exactly wh

23、at the employee is responsible for achieving. S = 具體具體 工作目標(biāo)應(yīng)具體說(shuō)出員工需要達(dá)成的職責(zé)。 M = Measurable - The objective must define quantity, cost, frequency or quality (ensure measurement). M = 可衡量可衡量 - 工作目標(biāo)必須具體說(shuō)出在數(shù)量、成本、頻率或質(zhì)量上的要求（保證有衡量標(biāo)準(zhǔn)）。 A = Achievable - The objective requires some effort or stretch to achieve

24、, but do not discourage the employee. A = 可實(shí)現(xiàn)可實(shí)現(xiàn) 工作目標(biāo)需要通過(guò)一些努力或一個(gè)過(guò)程才能實(shí)現(xiàn)，但不應(yīng)太難而讓員工感到氣餒。 R = Relevant - The objective has a clear impact to the team/organisations goals and helps the individual meet their development needs. R = 相關(guān)相關(guān) 工作目標(biāo)對(duì)所在團(tuán)隊(duì)/組織的目標(biāo)有明確的積極影響，并且有助于個(gè)人實(shí)現(xiàn)他們的發(fā)展目標(biāo)。 T = Time specific - The time

25、 in which the objective is to be accomplished must be clearly stated. T = 有時(shí)限有時(shí)限 必須明確說(shuō)明完成工作目標(biāo)的時(shí)限要求。20Winning Ways 致勝之道 We keep our promises and we dont let people down我們履行自己的承諾而不失信于他人我們履行自己的承諾而不失信于他人 We seek out the facts and trust our judgement 我們尊重事實(shí)并相信自己的判斷我們尊重事實(shí)并相信自己的判斷 We take decisions even wh

26、en theyre difficult 即使有時(shí)是困難的，我們?nèi)匀挥掠谧龀鰶Q定即使有時(shí)是困難的，我們?nèi)匀挥掠谧龀鰶Q定We always do what we believe is right and have the courage and conviction to put it into practice, even when it might be easier not to. We are honest and straightforward and see our decisions through.我們始終做我們認(rèn)為正確的事，即使會(huì)面臨困難，我們還是有勇氣將之付諸于行我們始終做我們

27、認(rèn)為正確的事，即使會(huì)面臨困難，我們還是有勇氣將之付諸于行動(dòng)。我們正直，坦誠(chéng)，并能堅(jiān)持到底。動(dòng)。我們正直，坦誠(chéng)，并能堅(jiān)持到底。Do the right thing 做對(duì)的事做對(duì)的事21Winning Ways 致勝之道 We treat people as individuals 我們將每個(gè)人視為一個(gè)獨(dú)立的個(gè)體來(lái)對(duì)待。我們將每個(gè)人視為一個(gè)獨(dú)立的個(gè)體來(lái)對(duì)待。 We look and listen for the little things that make a difference 我們積極尋找讓我們體現(xiàn)關(guān)愛的細(xì)節(jié)之處我們積極尋找讓我們體現(xiàn)關(guān)愛的細(xì)節(jié)之處 We use our experienc

28、e to find new ways to deliver great service 我們利用過(guò)去的經(jīng)驗(yàn)找出提供優(yōu)異服務(wù)的新途徑。我們利用過(guò)去的經(jīng)驗(yàn)找出提供優(yōu)異服務(wù)的新途徑。We want to be the company that understands peoples needs better than anyone else in our industry. This means being sensitive to others, noticing the things that matter and taking responsibility for getting things

29、 right. 在同業(yè)中，我們力求比其他公司更能理解人們的需求。這意味著關(guān)注他人，留意在同業(yè)中，我們力求比其他公司更能理解人們的需求。這意味著關(guān)注他人，留意周圍的事物，察覺(jué)事情的重要性，并能主動(dòng)擔(dān)負(fù)起更正失誤的責(zé)任。周圍的事物，察覺(jué)事情的重要性，并能主動(dòng)擔(dān)負(fù)起更正失誤的責(zé)任。Show we care 體現(xiàn)關(guān)愛體現(xiàn)關(guān)愛22Winning Ways 致勝之道 We put our hearts into learning new things我們盡心學(xué)習(xí)新事物。我們盡心學(xué)習(xí)新事物。 We challenge ourselves and those around us我們挑戰(zhàn)自我及他人。我們挑戰(zhàn)自我

30、及他人。 We always look for ways to improve我們不斷尋求改進(jìn)之道。我們不斷尋求改進(jìn)之道。We aim to be acknowledged leaders in our industry, so we have built a team of talented people who have a real will to win. We strive for success and value individuals who are always looking for a better way to do things.我們致力于成為同行業(yè)中公認(rèn)的領(lǐng)先者，所

31、以我們建立了一支充滿必勝信念的我們致力于成為同行業(yè)中公認(rèn)的領(lǐng)先者，所以我們建立了一支充滿必勝信念的精英團(tuán)隊(duì)。我們力求成功并珍視那些始終尋求更好工作方法的人。精英團(tuán)隊(duì)。我們力求成功并珍視那些始終尋求更好工作方法的人。Aim higher 追求卓越追求卓越23Winning Ways 致勝之道 We welcome different perspectives and listen to everyones ideas 我們歡迎不同的觀點(diǎn)并聽取每個(gè)人的意見。我們歡迎不同的觀點(diǎn)并聽取每個(gè)人的意見。 We are respectful of all cultures and look to learn

32、 from others 我們尊重各種不同的文化并愿意向他人學(xué)習(xí)。我們尊重各種不同的文化并愿意向他人學(xué)習(xí)。 We play an active role in the communities in which we operate 我們?cè)谏硖幍纳鐣?huì)團(tuán)體中發(fā)揮積極作用。我們?cè)谏硖幍纳鐣?huì)團(tuán)體中發(fā)揮積極作用。We believe that its the knowledge of our people that really brings our brands to life. While other companies may want to impose a rigid, uniform vie

33、w of the world, we do not. Our global strength comes from celebrating local differences whilst understanding that some things should be kept the same.我們深信是大家的知識(shí)為我們的品牌注入生命。其他公司可能會(huì)強(qiáng)加員工一種死我們深信是大家的知識(shí)為我們的品牌注入生命。其他公司可能會(huì)強(qiáng)加員工一種死板而一成不變的世界觀，而我們不這么做。我們?nèi)蛐缘膬?yōu)勢(shì)源于在保持一致的板而一成不變的世界觀，而我們不這么做。我們?nèi)蛐缘膬?yōu)勢(shì)源于在保持一致的同時(shí)也樂(lè)于接受地方差

34、異。同時(shí)也樂(lè)于接受地方差異。Celebrate difference 求同存異求同存異24Winning Ways 致勝之道 We work hard to develop excellent working relationships 我們致力于建立優(yōu)良的工作關(guān)系。我們致力于建立優(yōu)良的工作關(guān)系。 We think about what we do and how it might affect others 我們充分顧及自己的言行及可能對(duì)他人產(chǎn)生的我們充分顧及自己的言行及可能對(duì)他人產(chǎn)生的影響。影響。 We trust and support each other 我們彼此信賴，相我們彼此信賴

35、，相互支持?；ブС?。When we work together we are stronger. Were at our best when we collaborate to form a powerful, winning team. We listen to each other and combine our expertise to create a strong, focused and trusted group of people.團(tuán)結(jié)就是力量，同心協(xié)力使我們成為一個(gè)強(qiáng)而有力的致勝團(tuán)隊(duì)。我們聽取每個(gè)人的團(tuán)結(jié)就是力量，同心協(xié)力使我們成為一個(gè)強(qiáng)而有力的致勝團(tuán)隊(duì)。我們聽取每個(gè)人的意見

36、，結(jié)合我們的專業(yè)知識(shí)，創(chuàng)造一個(gè)堅(jiān)不可摧，目標(biāo)專注，相互信賴的團(tuán)隊(duì)。意見，結(jié)合我們的專業(yè)知識(shí)，創(chuàng)造一個(gè)堅(jiān)不可摧，目標(biāo)專注，相互信賴的團(tuán)隊(duì)。Work better together 協(xié)作共贏協(xié)作共贏25The Performance Management Journey績(jī)效管理之旅Manager Training Workshop Module Three: The Process經(jīng)理級(jí)培訓(xùn)課程 板塊三：績(jī)效管理的流程26Module Three Objectives 板塊三：目標(biāo)By the end of this module, you will be able to:通過(guò)板塊三的學(xué)習(xí)，你將能

37、夠：通過(guò)板塊三的學(xué)習(xí)，你將能夠： Explain how to prepare for a Performance Review解釋如何準(zhǔn)備績(jī)效評(píng)估 Describe the Calibration Review process and its importance on The Performance Management Journey描述評(píng)估校準(zhǔn)流程，及其在績(jī)效評(píng)估之旅中的重要作用 Understand how to successfully facilitate a Performance Review meeting理解如何成功的進(jìn)行績(jī)效評(píng)估會(huì)談 Know how to handle

38、 challenging situations in a Performance Review meeting知道如何處理績(jī)效評(píng)估會(huì)議中容易引起爭(zhēng)論的局面27Preparing for the Review 績(jī)效評(píng)估的準(zhǔn)備 Time/Date 時(shí)間時(shí)間/日期日期 Allow yourself enough time to prepare for the review and for the employee to reflect on their performance (at least one week notice).給自己和員工足夠時(shí)間進(jìn)行績(jī)效評(píng)估的準(zhǔn)備，讓員工有時(shí)間思考一下他們的績(jī)效

39、表現(xiàn)（至少提前一星期通知）。 Ensure that the time is during the employees work schedule. Employees will not be focused if their review is conflicting with their post work schedule.確保評(píng)估時(shí)間是在員工的工作日程之內(nèi)。如果與員工工作后的時(shí)間沖突，他們將無(wú)法專心進(jìn)行績(jī)效評(píng)估。 The end of the day is also a poor time for the review as the employee will be tired fro

40、m the day and the review may be rushed to ensure they are out of work on time.在一天結(jié)束時(shí)也不適合進(jìn)行評(píng)估，員工將因?yàn)楣ぷ饕惶於浅诶?，可能?huì)匆忙的進(jìn)行評(píng)估，為了能準(zhǔn)時(shí)下班。 For manager reviews, allot at least 1.5 hours, for employee reviews, allot at least 45 minutes經(jīng)理評(píng)估時(shí)間至少為1.5小時(shí)，員工評(píng)估時(shí)間至少45分鐘。 Location 地點(diǎn)地點(diǎn) Select a neutral location (i.e., no

41、t the bosses office as they may be anxious).選擇一個(gè)中性的地點(diǎn)（即不要選擇在可能會(huì)令人緊張的老板辦公室）。 Ensure it is a private location, the employee cafeteria is not ideal!確保私秘不受打擾，員工餐廳可不是理想的地點(diǎn)！ Select a clean, quiet environment where both you and the employee can focus選擇一個(gè)干凈、安靜的環(huán)境，你和員工都能集中注意力的地方。28Preparing for the Review 績(jī)效

42、評(píng)估的準(zhǔn)備 Advise the employee 通知員工通知員工 Explain the purpose of the review 說(shuō)明評(píng)估的目的 Ensure the employee understands how to complete the self-assessment form (see the Annual Performance Review Process Guide available on Merlin) 確保員工理解如何填寫自我評(píng)估表（參見Merlin上的年度績(jī)效評(píng)估流程指南） Ask the employee to begin thinking ahead a

43、bout future plans and goals.讓員工提前開始思考未來(lái)的計(jì)劃和目標(biāo)。29Preparation 準(zhǔn)備工作 Review the employees file 瀏覽員工檔案瀏覽員工檔案 Look for successes or achievements that have been added to the file尋找檔案記錄中員工取得的成功或成績(jī) Identify concerns, if any 明確對(duì)員工的顧慮 Review previous Performance Review documents 瀏覽過(guò)去的績(jī)效評(píng)估文件 Review the job desc

44、ription 瀏覽員工的工作職責(zé)描述瀏覽員工的工作職責(zé)描述 Ensure the employee is performing the job they are assigned確保員工目前被分配的工作職責(zé)得到執(zhí)行 See if there have been any changes in the role during the year確認(rèn)一年中員工的工作角色是否有任何變化 Obtain feedback from other managers 從其他經(jīng)理處獲取反饋信息從其他經(jīng)理處獲取反饋信息 If you are a new manager, speak with the previou

45、s manager (if possible) or other managers that the employee partners with in your location如果你是新任的經(jīng)理，（如果可能）與前任經(jīng)理或員工共事過(guò)的其他經(jīng)理交談了解情況。30Preparation 準(zhǔn)備工作 Fill out the Performance Review form: 填寫績(jī)效評(píng)估表：填寫績(jī)效評(píng)估表： Consider how well the employee has performed against their KPOs. Remember, the KPO achievement al

46、so covers key job responsibilities, including technical abilities.對(duì)照員工的主要工作目標(biāo)，考慮員工的工作表現(xiàn)如何。須記住，主要工作目標(biāo)同時(shí)包括主要工作職責(zé)，以及技術(shù)能力。 For Corporate Band/Hotel bands H7-H10-Non Supervisory employees, review the results of any Special Projects and/or Additional Responsibilities accomplished during the year.對(duì)于總部辦公室/酒

47、店H7-H10非主管級(jí)員工而言，需要回顧其在一年中是否有任何特殊項(xiàng)目和/或附加工作職責(zé)方面的績(jī)效。 Consider the employees performance against the IHG Leadership Competencies.對(duì)照洲際酒店集團(tuán)領(lǐng)導(dǎo)能力，評(píng)估員工的工作績(jī)效。 Think about how the employee can best contribute to the organisation over the next year.思考一下，在下一年度員工能夠怎樣對(duì)組織作出最大貢獻(xiàn)。 Make notes on possible development a

48、ctivities注明一些可能的個(gè)人發(fā)展活動(dòng) Determine an Overall Performance Rating 決定員工的總體績(jī)效評(píng)分31Calibration Meeting 校準(zhǔn)會(huì)議 Prior to the meeting: 會(huì)議前：會(huì)議前： Identify a facilitator to manage the process, keep the debate on track and ensure that appropriate time and attention is given to all employees discussed (generally cha

49、ired by the function head/GM and facilitated with an HR representative) 指定一名會(huì)議主持人，管理會(huì)議的流程，保持討論不偏離主題，同時(shí)確保對(duì)所有被討論的員工都給予了適當(dāng)?shù)臅r(shí)間和關(guān)注（通常由職能負(fù)責(zé)人/總經(jīng)理?yè)?dān)任會(huì)議主席，一名人事部代表?yè)?dān)任主持人） All managers should prepare Overall Performance Ratings for their direct reports. 所有經(jīng)理都應(yīng)準(zhǔn)備好直接下屬的總體績(jī)效評(píng)分。 Gather evidence to support ratings in

50、cluding evidence to support achievement of KPOs and behavioural indicators observed for IHG Leadership Competencies and Winning Ways. 收集用以支持評(píng)分的證據(jù)，包括主要工作目標(biāo)的成績(jī)證明，以及在洲際酒店集團(tuán)領(lǐng)導(dǎo)力和致勝之道方面觀察到的行為指標(biāo)。32Calibration Meeting 校準(zhǔn)會(huì)議 During the meeting: 會(huì)議中：會(huì)議中： Facilitator will establish ground rules for the meeting

51、to include:主持人將設(shè)定會(huì)議的基本原則，包括：Remember, when making judgments around an individuals performance they should be related to facts and supported by evidence須記住，在圍繞個(gè)人績(jī)效作出評(píng)判時(shí)，應(yīng)該與事實(shí)相關(guān)，并提供證據(jù)支持。Ensure that you are aware of your own preferences and prejudices when make a judgment; judgments should be based on

52、concrete outputs.確保在作出評(píng)判時(shí)，你意識(shí)到自己的喜好和偏見；評(píng)判應(yīng)該根據(jù)客觀的結(jié)果作出。 Each Calibration Team member should present the Overall Performance Rating for each direct report and provide evidence for their rating.每一名校準(zhǔn)團(tuán)隊(duì)的成員應(yīng)作出對(duì)所有直接下屬的總體績(jī)效評(píng)分，并提供評(píng)分依據(jù)。Focus attention on the high and low end of the ratings (i.e. Do we have en

53、ough evidence to support to support a 4 or 5 or What are we doing to help develop those with a 1 or 2集中關(guān)注評(píng)分中的高分和低分（即，我們是否有足夠的證據(jù)支持4分或5分的評(píng)分，對(duì)那些1分或2分的員工，我們將采取什么方法幫助他們進(jìn)步） Provoke debate around employee Overall Performance Ratings圍繞員工的總體績(jī)效評(píng)分展開討論Ensure there is consistency of the ratings regardless of the

54、 person. In other words, a rating of 3 is based on performance and does not change based on the person being reviewed.確保評(píng)分的一致性，不會(huì)因人而異。換句話說(shuō)，一個(gè)3分的評(píng)分，是對(duì)員工績(jī)效的評(píng)價(jià)，而非被評(píng)估的人是誰(shuí)。33The Performance Review 績(jī)效評(píng)估1. Treat the employee as a guest, put them at ease.對(duì)待員工象對(duì)待對(duì)待員工象對(duì)待客人客人一樣，讓他們感到放松自如。一樣，讓他們感到放松自如。Do not le

55、ave the employee waiting不要讓員工久等Dont cancel the meeting at the last minute不要在最后時(shí)刻取消會(huì)談Welcome them warmly, Show we care對(duì)員工熱情歡迎，體現(xiàn)出關(guān)愛Offer them a beverage (coffee/tea, water)詢問(wèn)他們是否需要飲料（咖啡/茶，水）Remove barriers (desk, folded arms)搬除一些障礙物（桌子，扶椅等）Ensure they understand the purpose of the review is the devel

56、opment of their performance and for their benefit確保他們理解評(píng)估的目的是出于他們工作績(jī)效的提高，和他們自身的利益相關(guān)Build rapport with the employee與員工建立相互信任和友好的關(guān)系1. Explain the format of the review解釋說(shuō)明評(píng)估的安排Set the stage that this will be a constructive conversation奠定談話前提，將是一次建設(shè)性的會(huì)談34The Performance Review 績(jī)效評(píng)估2. Review the employee

57、s accomplishments回顧員工取得的成績(jī)回顧員工取得的成績(jī)Let the employee start by highlighting their successes which allows you to see how they view their performance先由員工開始，對(duì)已取得的成績(jī)作重點(diǎn)性說(shuō)明，從而使你能夠了解他們?nèi)绾慰创约旱墓ぷ鞅憩F(xiàn)。Use the Performance Review Form as a guide for your conversation discussing ratings for each component of the fo

58、rm利用績(jī)效評(píng)估表，指導(dǎo)你與員工針對(duì)表格中各部分內(nèi)容的評(píng)分進(jìn)行討論。Give specific feedback using behvaioural examples舉出行為中的實(shí)例，給出具體的反饋意見。Dont spend all your time on the past不要將全部時(shí)間都用在關(guān)注過(guò)去上50% of the review on the past 50%時(shí)間用于回顧過(guò)去20% on the present 20%時(shí)間用于關(guān)注現(xiàn)在2.30% on the future 30%時(shí)間用于思考未來(lái)35The Performance Review 績(jī)效評(píng)估3. Ensure employ

59、ee understands any performance areas for development確保員工了解到工作績(jī)效中可以繼續(xù)發(fā)展的領(lǐng)域確保員工了解到工作績(jī)效中可以繼續(xù)發(fā)展的領(lǐng)域 Ask questions: 提問(wèn)：Open ended questions to get the employee talking 開放式問(wèn)題，讓員工暢所欲言 (What about the _ project stands out as an accomplishment, I see you noted it in your self-assessment?) （談?wù)勀莻€(gè)成績(jī)不錯(cuò)的_項(xiàng)目，我看到你在自

60、我評(píng)估中提到了。）Probing questions to gain clarification or find details探索式問(wèn)題，尋求對(duì)一些問(wèn)題的澄清或細(xì)節(jié)(Who was on the team, what did you do, what did you say?) （團(tuán)隊(duì)有哪些成員，你做了什么工作，你說(shuō)了什么？）Funnel questions to get specific information 漏斗式問(wèn)題，獲取具體信息(Tell me about it, what happened exactly?)（告訴我，具體發(fā)生了什么事情？）3.Closed questions only to get