1、For China Hotels EXCOM, Dept. Heads, Supervisors, and Employees中國區(qū)酒店行政委員會、部門負責人、主管及員工績效管理指南The Year-End Performance Management Process年終績效管理程序Calibration Meeting 統(tǒng)籌會議統(tǒng)籌會議Performance Review 績效評估績效評估Performance Planning 績效計劃績效計劃Employee Self Assessment 員工自員工自我評估我評估Development and Career Planning 發(fā)展及職發(fā)

2、展及職業(yè)規(guī)劃業(yè)規(guī)劃Calibration Meeting 統(tǒng)籌會議統(tǒng)籌會議Performance Review 績效評估績效評估Performance Planning 績效計劃績效計劃Employee Self Assessment 員工自我評估員工自我評估Development and Career Planning 發(fā)展及職業(yè)規(guī)劃發(fā)展及職業(yè)規(guī)劃 As an employee the first thing you need to do is a self assessment. Use the annual performance review form to structure you

3、r thinking by completing an assessment of your competencies and your KPOs.作為一名員工，首先需要做的是自我評估。利用年度績效評估表組織思路，完成能力測評以及主要績效目標。 Download the form from http:/www.i-connect.bz/portal/page?_pageid=53,82409&_dad=portal&_schema=PORTAL從此處下載表格從此處下載表格： http:/www.i-connect.bz/portal/page?_pageid=53,82409&_dad=por

4、tal&_schema=PORTALAbout Leadership Brand Competencies品牌領導力所需具備的能力品牌領導力所需具備的能力Competency Guides for all levels are available from http:/www.i-connect.bz/portal/page?_pageid=53,82409&_dad=portal&_schema=PORTAL從這里下載各級別的能力指導： http:/www.i-connect.bz/portal/page?_pageid=53,82409&_dad=portal&_schema=PORTAL

5、 More about ratingslThe key thing to remember about the ratings is that performance is measured against both what you do and how you do it. That is against the KPLs and the Leadership Competencies.有關評分要記住的一點是，績效評定的依據包括你的工作以及你的工作方式。評分根據主要績效目標和領導力素質進行。lThe form guides you to give individual KPO and Le

6、adership Competency ratings.績效評估表會引導你進行個人主要績效目標和領導力素質評分。lFor both KPOs and Leadership Competencies you will also need and overall rating. There is no mathematical calculation at this stage. It is not an average but an overall rating as a whole number that reflects the level of achievement/difficulty

7、 against KPOs and Leadership Competencies.對于主要績效目標和領導力素質，你都將需要做出一個總體的評分。在本階段不需要數學計算。這不是一個平均數，而是一個總體的評分，反映了針對主要績效目標和領導力素質的成果。There is a choice of 5 ratings which are continued in the Annual Performance Review form.以下是年度績效評估表中歸納的5個評分選項。 To get to the Overall Performance Rating add the KPO rating and t

8、he Leadership Competency rating and simply divide by 2. So a 2 raiting on KPOs and a 3 on Leadership Competencies is an Overall Performance Rating of 2.5. The Overall Performance Rating is the only time a decimal is used.將主要績效目標評分加上領導力素質評分，再除以2，即得到總績效評分。因此，如果主要績效目標是2分，領導力素質是3分，那么總績效評分為2.5分。只有總績效評分會出

9、現小數點。5Consistently Exceeds Expectations: The Employee consistently exceeds all the expectations for key responsibilities, key performance objectives and leadership competencies.持續(xù)不斷地超越期望：持續(xù)不斷地超越期望：員工在主要工作職責、主要工作目標和工作能力等方面持續(xù)不斷地超越期望。This means: Exceptional performance acknowledged as such by peers and

10、 senior leaders.這這是指：同事是指：同事與與高高層領導層領導公公認認地特地特別別出色地出色地績績效表效表現現4 Frequently Exceeds Expectations: The employee achieves and frequently exceeds expectations for key responsibilities, key performance objectives and competencies.經常超越期望：經常超越期望： 員工在主要工作職責、主要工作目標和工作能力等各方面經常超越期望。This means: Consistent over

11、performance against an already stretching set of standards.這這是指：是指：績績效表效表現現始始終終超出已超出已經擴經擴展地展地設設定定標標準。準。3Meets Expectations: The employee meets established expectations for key responsibilities & key performance objectives and eompetencies.達達到期望：到期望： 員工在主要工作職責、主要工作目標和工作能力等各方面總體上達到期望。This means: Good

12、performance. A rating that any person should feel justifiably proud of.這這是指：是指：績績效表效表現現良好。任何人得到良好。任何人得到這個評這個評分都有理由感到自豪。分都有理由感到自豪。2Almost Attains Expectations: The employee achieves most expectations for key responsibilities, key performance objectives or competencies.基本基本達達到期望：到期望： 員工在主要工作職責、主要工作目標或

13、工作能力等各方面不是總能達到期望。This means: Disappointing but still an acceptable performance. With focus, the potential to raise standards exists.這這是指：是指：盡盡管令人失望，但仍管令人失望，但仍屬屬于可以接受范于可以接受范圍圍的的績績效表效表現現。需要強。需要強調調，存在提高存在提高標標準的可能。準的可能。1Below Expectation: The employee does not meet expectations for key responsibilities,

14、 key performance objectives or competencies.未未達達到期望：到期望： 員工在主要工作職責、主要工作目標或工作能力等各方面未達到期望。This means Performance improvement plan needs to be in place. Without significant improvement within the next three months placement in an alternative role or exit from the business needs to occur.這這是指：需要是指：需要實實施

15、施績績效提高效提高計劃計劃。如果未。如果未來來三三個個月無明月無明顯顯改改進進，則則需要更需要更換換工作角色或退出公司。工作角色或退出公司。Calibration Meeting 統(tǒng)籌會議統(tǒng)籌會議Performance Review 績效評估績效評估Performance Planning 績效計劃績效計劃Employee Self Assessment 員工自我評估員工自我評估Development and Career Planning 發(fā)展及職業(yè)規(guī)劃發(fā)展及職業(yè)規(guī)劃The calibration meeting process is where Managers come together

16、 to: Have quality conversations around the collective of the team/function Ensure ratings across the business have integrity統(tǒng)籌會議的程序是經理們聚到一起：圍繞團隊凝聚力進行高質量的討論確保評分真實可信In preparing for the calibration meeting managers need to: Begin by collecting employees self assessments Compare and contrast these with

17、 your views Consolidate individual employee rating into a single document統(tǒng)籌會議的準備需要：首先收集員工的自我測評將員工自我測評與你自己的觀點相比較將每個員工的評分合并到一起During the calibration meeting the focus will be on: A general review of ratings for each individual Provide evidence and discussions to support rating統(tǒng)籌會議的要點：對每個員工的總體績效評分提供證據及

18、討論來支持評分Calibration Meeting 統(tǒng)籌會議統(tǒng)籌會議Performance Review 績效評估績效評估Performance Planning 績效計劃績效計劃Employee Self Assessment員工自我評估員工自我評估Development and Career Planning 發(fā)展及職業(yè)規(guī)劃發(fā)展及職業(yè)規(guī)劃 Allow enough time to cover everything and not feel rushed during the discussion.談話有充足的時間來討論到所有想要談的問題，避免倉促。 If you prefer break

19、 the conversation down in to 2 parts. The first focusing on the performance review itself, with the second part focusing on the development and career planning along with KPO setting for the forthcoming year.根據你的意愿，談話可以分為兩部分進行。第一部分著重于績效評估本事，第二部分著重于根據來年主要工作目標而設定的發(fā)展及職業(yè)規(guī)劃。 Make sure both manager and em

20、ployee are able to give specific examples to help explain performance against either a KPO or a competency.確保員工及經理都可以給出具體的例子來說明員工的表現。 Make sure the conversation takes place in the right sort of environment one which is free from interruptions.確保談話在合適的場合進行，避免被打擾。 Be honest and open with one another.互

21、相坦誠。 Listen to one another carefully.仔細聆聽對方的發(fā)言。Calibration Meeting 統(tǒng)籌會議統(tǒng)籌會議Performance Review 績效評估績效評估Performance Planning 績效計劃績效計劃Employee Self Assessment員工自我評估員工自我評估Development and Career Planning 發(fā)展及職業(yè)規(guī)劃發(fā)展及職業(yè)規(guī)劃The purpose of the Performance Planning meeting which can take place at the same time a

22、s thePerformance Review conversation or separately ifnecessary is to: Set KPOs for the year ahead Discuss next steps for career development Agree a development plan that works for bothmanager and employee as useful for the yearAhead績效計劃會議可以與績效評估同時進行，如果必要，也可以分開進行。它的主要目的是：設定明年的主要工作目標討論職業(yè)發(fā)展的下個步驟達成經理和員工

23、一致認可的下一年實用的發(fā)展計劃Setting KPOs for the year aheadThe most important thing about KPOs is to linkpriorities, if not to the business strategy at the highlevel, then to the departmental or team level goals.What will you be doing that will help to add valueto IHG?Equally important is that you KPOs are writt

24、en in away which makes it clear What needs to be done How it will be done When it will be done What success looks like設定下一年度主要工作目標主要工作目標的最重要事宜是要與優(yōu)先事項相連， 如果不是與高標準的經營戰(zhàn)略相聯(lián)系，就是與部門或者團隊標準的目標相聯(lián)系。為提高洲際酒店集團的價值，你將會怎樣呢？同樣重要的是，你的主要工作目標必須明確說明一下幾點：需要做什么怎么做什么時候做你認為怎么樣才是成功Calibration Meeting 統(tǒng)籌會議統(tǒng)籌會議Performance Review 績效評估績效評估Performance Planning 績效計劃績效計劃Employee Self Assessment員工自我評估員工自我評估Development and Career Planning 發(fā)展及職業(yè)規(guī)劃發(fā)展及職業(yè)規(guī)劃Assessing performance only really becomes useful when it is taken to the next stage that is taking steps to develop and improve it.對績效進行評估只有在進展到下一階段時才真正變得有用，即設法進行個人發(fā)展和績效提高。De