2006年業績評估修正版

如何更有效地管理他人?2006年6月2006年業績評估修正版

如何更有效地管理他人?什么是績效管理?Amanagementprocesswithafocusonsteeringthecontributionofallmembersofanorganizationtowardsthedesiredresults績效管理是為確保組織中所有成員的業績能夠與公司整體的戰略目標一致而設立的一種管理體系。1什么是績效管理?Amanagementprocess1貝卡爾特績效管理PerformanceManagement:績效管理Amanagementprocess,notjustacompensationtool.一個管理過程，并不僅僅是一個薪酬工具Focus&alignmentofGroup,TeamandIndividualobjectivestowardsresults.關注并使公司、團隊及個人的目標一致以達到公司最終結果三年計劃

一年計劃

目標分解集團

團隊個人

績效評估集團

團隊個人集團團隊個人

跟蹤可持續性的盈利增長經營計劃主要業績目標取得的業績獎勵2貝卡爾特績效管理三年計劃

目標分解集團RoleoftheManager經理的職責GoalDeployment目標分解Follow-up跟蹤PerformanceReview績效評估三年計劃

一年計劃

目標分解集團

團隊個人

績效評估集團

團隊個人集團團隊個人

跟蹤可持續性的盈利增長經營計劃主要業績目標取得的業績獎勵3RoleoftheManager經理的職責GoalDGoalDeployment目標分解TranslationofbusinessplanstoTeamKPI’sandIndividualTargets將公司經營計劃分解到團隊和個人目標中Targetsarealwayssetindialoguewithallinvolved目標必須與下屬面對面設定Targetsneedtobeclearandunderstoodateachlevel所有的目標都應被所有的人清楚并理解Thebusinesspriorities,TeamKPI’sandIndividualTargetsarecapturedinthePerformanceReviewForm所有設定的目標都記錄在績效考核表格中Howandwheninyourunitordepartment?什么時候怎么做？IseverybodyassignedtoaTeam?部門中每個人被分派了任務？DoeseachTeammemberknowshiscontributiontotheTeamKPI’s?部門中每個人了解他對部門目標的貢獻？Whatdoyouexpectregardingtheirwayofworking?對于工作方式的期望？4GoalDeployment目標分解TranslationGoalDeployment:PerformanceReviewForm目標分解：績效考核表格5GoalDeployment:PerformanceRGoalDeployment目標分解Cleartargetsincludeplanningandmilestones目標清晰明確應包含工作計劃和重大事件Goalsandtargetsmayevolveduringtheyear目標應在年度內不斷有所進展UseyourPerformanceReviewFormasareferencedocumenttodiscussplanning,milestonesandchangesintargets:keepitalive!

將績效評估表格作為參考性文件用以探討目標中的工作計劃、重大事件、變化等：保持其不斷更新！UsetheMid-yearReviewtocheckprogressandpossiblechanges

使用半年評估用以核對工作進展和可能產生的變化Arethefinaltargetsandthewaytomeasureandthetimingoftheexpectedresultsclear?最終目標、衡量方法、預期完成時間等是否明確？Howdoyoucheckregularlythatallyourteammembersfocusonthemostup-to-datepriorities?如何經常性核對所有下屬能否集中精力最大化地接近目標？6GoalDeployment目標分解CleartargeGoalDeployment目標分解Otherhints:其他：Asasupervisingmanager:作為經理：YouexplaintheoverallTeamKPI’s解釋整體部門目標InviteTeammemberstoformulatetheirowntargets(usethepowerofownership)邀請部門成員闡述其個人目標（讓每位成員作為主人翁的身份）EachTeammembertakesinitiativetoidentifyhiscontribution

(takesownership)每位成員主動明確其個人目標（讓每位成員作為主人翁的身份）ReviewIndividualtargetswithintheTeam(sharedunderstandingofwhatisatstake)在部門內部回顧個人目標（共同分享個人目標對于部門業績得失悠關的影響）Thebestresultswillonlybeachievedwhenyoualsodiscussthe“How”(prioritiesforwayofworkingandpersonaldevelopment)同時探討“如何去做”才能達到最好的業績效果（優先考慮工作方式和個人發展）7GoalDeployment目標分解OtherhintsGoalDeployment目標分解SMARTKPI’sandTargetsSpecific具體的 Describeexactlywhatyoushouldbedoingineacharea.Useaspecificverb,notageneralone(implement,develop,…).Definetheareaandtheconstraints.

具體描述在每個目標區域應該做什么。使用具體的動詞而不是一個大概性質的詞語（執行、發展等）。定義具體的目標區域和約束因素。Measurableorobservable可衡量的、看得見的 Maketheresultortheimprovementobservable&measurable:describecriteriaandtheconstraints.結果可衡量：描述衡量標準和約束因素。Agreedupon/Acceptable可接受的 Aneffectivegoaldemandsagreementandacceptanceofallpartiesconcerned.

雙方達成一致的有效需求Realistic實際的 Arealchallenge,whiletakingintoaccounttheopportunities,barriersandchangingcircumstance.真實的挑戰，要考慮到機會、障礙和變化情況Time-related有時間限定的 Targetdateforcompletionset?Anyintermediategoalsormilestonesdefined?

Follow-upscheduled?完成的預定日期設定否？中間目標、里程碑設定否？跟蹤計劃設定否？8GoalDeployment目標分解SMARTKPI’sTheRoleoftheManager經理的職責GoalDeployment目標分解Follow-up跟蹤PerformanceReview績效評估三年計劃

一年計劃

目標分解集團

團隊個人

績效評估集團

團隊個人集團團隊個人

跟蹤可持續性的盈利增長經營計劃主要業績目標取得的業績獎勵9TheRoleoftheManager經理的職責GoFollow-up跟蹤Weexpectmanagerstooptimizetheirresources所有經理應最大限度地利用他們的資源Leadingpeople／領導人

versus managingtasks／管理事Businessdialogue對話交流versus

top/downcommunication自上而下交流Motivate／激勵Listen／傾聽Givefeedback／反饋Planownwork／計劃自己的工作Operate／操作Controlaction／控制行動Initiative／主動性Empowerment／授權Ownership／所有權Direction／指導／令Rules／規定Execution／執行10Follow-up跟蹤WeexpectmanagersFeedbackISNOT反饋不是Givenonlytwiceayear僅僅每年兩次

Aboutfillingoutforms填填表格 FeedbackISallaroundyou反饋無處不在Itisuptotheemployeetoseekoutcontinualfeedback員工去發現持續不斷的反饋信息Recognizinganddocumentingfeedbackwhenitoccursaidsmanagersinmonitoringperformance.

當反饋變成幫助經理控制員工業績的工具時認可并記錄它Feedback=“whatyouliketoget…andwhatishardtogive”反饋＝”你喜歡得到的，但很難給出的”

Follow-up:WhatisFeedback什么是反饋11FeedbackISNOT反饋不是11Follow-up:EffectiveFeedback／有效的反饋Timely／及時的assoonaspossibleaftertheeventongoing=throughouttheyearnosurprisesatperformancereviewBalanced／和諧的positiveconstructive=howtodobetterspeedsuplearningandselfdevelopment.Specific／具體的factual,nothearsaysuggestforanalternative

Lackingthetimeforgivingfeedbackisasignofnothavingunderstoodtheroleofamanager／如果一個經理缺乏反饋的時間就說明他還不能完全理解經理的職責Thesuccessofamanagerdependsonyourcapabilityofgivingeffectivefeedback／一個經理是否成功取決于他及時反饋的能力Bettermanagersbuildbetterteams／一個好的經理會建立一個好的團隊12Follow-up:EffectiveFeedback／Follow-up:PerformanceFeedbackwithdoubleFocus

績效評估反饋的雙向關注What?做什么？How?怎么做？&Results結果WayofWorking工作方式13Follow-up:PerformanceFeedbacFeedbackonHowResultsareAchieved目標如何實現的反饋How?怎么做？What?做什么？Introductionof5criticalskillsformanagementemployeestoenhancethediscussiononprioritiesforpersonaldevelopmentandwayofworking5個關鍵技能的介紹，幫助員工增強對于個人發展和工作方式的優先區域的討論。New!14FeedbackonHowResultsareAcPerformanceReviewForm:Wayofworking績效評估表格：工作方式Howdidyoubringthe5criticalskillsintopractice?

如何把這5個關鍵技能運用到實踐當中？1.CustomerFocus(internal/external)關注客戶（內部/外部）Anticipatesonandclearlyunderstandscustomerrequirements預測并清楚地了解客戶的需求Takeseffectiveactionstomeetcustomerneeds采取有效的行動來滿足客戶的需要Activelycollectsandusesfeedbackfromcustomerstoimproveservice積極搜集并利用來自客戶的反饋信息以提高服務Developsandmaintainseffectivelonger-termworkingrelationswithcustomers發展和維持同客戶長期有效的合作關系2.SelfManagement自我管理

Keepsprofessionalandtechnicalknowledgeup-to-date,activelyseeksopportunitiestolearn掌握最新的專業和技術的知識，并積極地尋找機會來學習Knowsownstrengthsandweaknesses,activelysolicitsfeedbackandactsonit知道自己的強項和弱項，積極地懇求反饋并采取改進行動Workseffectivelywithothershavingadifferentbackground,cultureorgender有效地同有不同背景、文化和性別的人合作Worksconstructivelyandflexibleeveninuncertaincircumstances建設性地工作并在不確定的情形下，保持靈活3.Innovation創新Takessensibleandcreativeinitiativeswithoutbeingaskedtodoso在沒有被要求的情況下，主動地采取明智的，有創造性的行動Comesupwithnewideasandsolutionstoproblems對問題提出新的想法和解決辦法Challengestheexistingwayofworkinginordertoseekimprovement挑戰現有的工作方法，以尋求提高Activelysupportsnewinitiativesbeyondthescopeofownjob積極地支持自己工作范圍以外的新的行動4.Resultdriv結果導向Actswithspeedanddecisiveness快速，果斷地采取行動Setsaggressivegoalsandworkshardtodeliverthebestquality設置有挑戰性的目標并努力工作以達到最優Undertakestoughandsoundactionswhennecessary,alwaysinanethicalandintegerway必要的時候，采取嚴厲并合理的行動，同時這種行動也是道德的和正直的Isastrongteamplayer,alsowhenworkingwithothersoutsideownunit優良的團隊合作精神，在同本單位以外的人合作是也是如此5.Talentfocus關注人才Createsamotivatingenvironmentwherepeoplehavespacetoworktotheirbest創造一個積極的環境以便員工有空間發揮自己最大的能力Giveshonestfeedbackandcoachingtosupportothers給誠實的反饋和輔導以幫助其他人Spontaneouslysharesinformationandownexperience自愿地分享信息和自己的經驗Asapeoplemanager,focusesonmakingthebesttalentavailablefortheglobalbenchstrengthofBekaert作為一個管理者，注重為貝卡爾特全球培養最優秀的后備人才15PerformanceReviewForm:WayoPerformanceReviewForm:Wayofworking績效評估表格：工作方式4proficiencylevelsguidetheemployee/managerdiscussiononpriorities4個熟練程度指導員工/經理共同探討工作方式的優先性New!16PerformanceReviewForm:WayoPerformanceReviewForm:EvaluationofPrioritiesandWayofWorking

績效評估表格：優先性的評估和工作方式Clarityonthewayofworkingdrivesdevelopmentpriorities清晰的工作方式的選擇指導著個人發展的優先區域17PerformanceReviewForm:EvaluFeedback反饋Awareness知道BehaviorChange行為改變ImprovedWorkingRelationships

工作關系改善

IncreasedProductivity生產效率提高GreaterEmployeeSatisfaction員工滿意度提高ImprovedPerformance績效改善GreaterCustomerSatisfaction客戶滿意度提高從你開始!FeedbackisKeytoBecomingtheFirst!要想成為第一反饋是關健！！FeedbackisKEY／反饋的關健性18FeedbackAwarenessBehaviorImproTheRoleoftheManager經理的職責GoalDeployment目標分解Follow-up跟蹤PerformanceReview績效評估三年計劃

一年計劃

目標分解集團

團隊個人

績效評估集團

團隊個人集團團隊個人

跟蹤可持續性的盈利增長經營計劃主要業績目標取得的業績獎勵19TheRoleoftheManager經理的職責GoAnnualPerformanceReview(Yearend)年度績效評估（年終）PerformanceObjectivesandResultsfromPriorYear業績目標

PerformanceandDevelopmentDiscussion績效評估和個人發展討論DevelopmentPlan,CareerCoaching個人發展計劃，職業生涯指導Follow-UpDiscussions(Regularly)跟蹤討論（有規律的）ObjectivesUpdate目標更新 Performance,DevelopmentandCareerFeedback績效評估、個人發展和職業生涯反饋

AnyCorrectiveActionStepsasnecessary(Document!)

矯正的行動計劃是必需的（文本性的）

Mid-YearReview(June/July)年中回顧（六月/七月）

PerformanceUpdate績效評估更新

PerformanceandDevelopmentDiscussion績效評估和個人發展討論PerformanceandDevelopmentDiscussion績效評估和個人發展的討論20AnnualPerformanceReview(YeaPerformanceReviewEmployeeself-assessment/ManagerassessmentDialoguewithteammemberFeedback&evaluationofresultsPrioritiesforpersonaldevelopment&wayofworkingValidationperformancelevelatmanagementteam21PerformanceReviewEmployeesePerformanceReviewForm:EvaluationonIndividualtargets22PerformanceReviewForm:EvaluPerformanceReviewForm:EvaluationonWayofWorkingClarityonthewayofworkingdrivesdevelopmentpriorities23PerformanceReviewForm:EvaluActiveListeningListeningisacombinationofhearingandunderstandingexactlywhatsomeoneissayingtous.Itisthemeansofcommunicationbywhichweensurethatwehaveunderstoodnotonlytheirwords,butalsotheirmeaning.

24ActiveListeningListeningisaHowtoUseActivelistening

Usesilence Maintaineyecontact Givenon-verbalaffirmation Userephrasing

Summarize

Usereflection

25HowtoUseActivelistening

DealingwithNegativePeople

Don’ttakeitpersonallyUse“I”not“You”

Staycalmthroughcontrolledbreathing

Listentothem

Focusonissuesnottheperson

Putyourselfintheirshoes

Expressyourideasandfeelings

MakethempartofthesolutionbyaskingforsuggestionsPracticepositivethinking

26DealingwithNegativePeople

DPerformanceReviewEmployeeself-assessment/ManagerassessmentDialoguewithteammemberFeedback&evaluationofresultsPrioritiesforpersonaldevelopment&wayofworkingValidationperformancelevelatmanagementteam27PerformanceReviewEmployeese5PitfallsinPerformanceReviewRecencyerrorHaloeffectiveLeniencyerror&SeverityerrorCentraltendencyImplicitpersonalityerror

285PitfallsinPerformanceReviPitfallsinPMTherecencyerrorBeginEnd29PitfallsinPMTherecencyerroPitfallsinPMThe“Halo”effecterrorOverallJobABCD30PitfallsinPMThe“Halo”effecPitfallsinPMLeniencyerrorLowHigh31PitfallsinPMLeniencyerrorLoPitfallsinPMThecentraltendencyerrorLowHigh32PitfallsinPMThecentraltendAnnualReview:SummarySheetEmployeeandmanagerdiscusseachyearcareerpreferencestobettermanageexpectations/possibilitiesNew!New!33AnnualReview:SummarySheetEmRatingsforwhatandhowUsematrixtoworkoutpreferreddistributionPerformanceReview:EvaluationofWhatandHow?EvaluationWayofworkingEvaluationindividualtargetsL1L2L3L434RatingsforwhatandhowPerforPerformanceReviewEmployeeself-assessment/ManagerassessmentDialoguewithteammemberFeedback&evaluationofresultsPrioritiesforpersonaldevelopment&wayofworkingValidationperformancelevelatmanagementteamSupervisorratings“Exceeded”/“Exceptional”ofindividualtargetsneedvalidationatmanagementmeeting.Newformat: Globalstandardforallmanagementemployeesin2006New!35PerformanceReviewEmployeesePerformanceReview:ValidationinManagementTeamValidationmeeting:fairnessandconsistencyofperformancelevelsPreferreddistributionforasufficientlylargegroupofemployeesWhyaperformanceleveldistribution?Recognizesdifferencesinperformanceamongmanagers.Motivatespeopletoperformbetterandtodeveloptheircompetencies.Consistencyacrossunitsandplants.Payforperformanceandbuildingamoreperformance-orientedcompanyculture36PerformanceReview:ValidationPMLinkagewithothers／與績效的關聯

Performance

mgmt績效管理Competency

Profile能力傾向JD崗位描述Goal

deployment目標分解Annual

target年度目標Bonus獎勵Development

plan發展計劃Succession

plan人才儲備37PMLinkagewithothers／與績效的關聯ImpactonReward／對薪酬的影響IndividualTargets(What?)個人目標（什么）WayofWorking(How?)工作方式（怎么樣做）業績級別:

L1-L2-L3-L4Individualportionofannualbonus年終獎個人部分Evolutionof

basesalary影響工資變化Deployment&Follow-upReview&ValidationRewardImplications總分總分38ImpactonReward／對薪酬的影響IndividImpactonReward-BaseSalary對薪酬的影響－基本工資Performanceleveldeterminesevolutionofbasesalary

(meritincrease)績效評估結果決定基本工資的變化（增值）Keymessages關鍵信息Country-specificmerittable,mayvaryfromyeartoyear.根據國度制定的工資表格應該年年不同Differentiatemoreonperformancethanonrelativepositioninsalaryrange.

工資的區別更多地決定于績效評估結果而不是在工資范圍中的相對位置Onlytopperformerscangrowtowardsrangemaximum.

只有表現最優者的工資可以趨向每個工資范圍的最大值Standardformat標準格式39ImpactonReward-BaseSalaryImpactonReward-AnnualBonus對薪資的影響－年終獎金Scoreonindividualtargetsdeterminespay-outof

individualportionofannualbonus個人目標分數決定年終獎金的個人部分Keymessages:關鍵信息Performancerelatedbonusshouldconstitutemeaningfulpartoftotalremunerationofeachmanagementemployee.

與績效評估相關的獎金應該是員工總體報酬中有意義的組成部分Bonuslevelsvarybycountry.獎金級別因國度而不同Annualbonuswilltypicallyconsistofa“Team”portion,an“Individual”portion

年終獎金應該典型性地由團隊部分和個人部分組成。40ImpactonReward-AnnualBonuDiscussion:Ourexperiencesofar?討論：我們迄今為止的經驗

三年計劃

一年計劃

目標分解集團

團隊個人

績效評估集團

團隊個人集團團隊個人

跟蹤可持續性的盈利增長經營計劃主要業績目標取得的業績獎勵41Discussion:Ourexperiencesobettertogether42better演講完畢，謝謝觀看！演講完畢，謝謝觀看！2006年業績評估修正版

如何更有效地管理他人?2006年6月2006年業績評估修正版

如何更有效地管理他人?什么是績效管理?Amanagementprocesswithafocusonsteeringthecontributionofallmembersofanorganizationtowardsthedesiredresults績效管理是為確保組織中所有成員的業績能夠與公司整體的戰略目標一致而設立的一種管理體系。45什么是績效管理?Amanagementprocess1貝卡爾特績效管理PerformanceManagement:績效管理Amanagementprocess,notjustacompensationtool.一個管理過程，并不僅僅是一個薪酬工具Focus&alignmentofGroup,TeamandIndividualobjectivestowardsresults.關注并使公司、團隊及個人的目標一致以達到公司最終結果三年計劃

一年計劃

目標分解集團

團隊個人

績效評估集團

團隊個人集團團隊個人

跟蹤可持續性的盈利增長經營計劃主要業績目標取得的業績獎勵46貝卡爾特績效管理三年計劃

目標分解集團RoleoftheManager經理的職責GoalDeployment目標分解Follow-up跟蹤PerformanceReview績效評估三年計劃

一年計劃

目標分解集團

團隊個人

績效評估集團

團隊個人集團團隊個人

跟蹤可持續性的盈利增長經營計劃主要業績目標取得的業績獎勵47RoleoftheManager經理的職責GoalDGoalDeployment目標分解TranslationofbusinessplanstoTeamKPI’sandIndividualTargets將公司經營計劃分解到團隊和個人目標中Targetsarealwayssetindialoguewithallinvolved目標必須與下屬面對面設定Targetsneedtobeclearandunderstoodateachlevel所有的目標都應被所有的人清楚并理解Thebusinesspriorities,TeamKPI’sandIndividualTargetsarecapturedinthePerformanceReviewForm所有設定的目標都記錄在績效考核表格中Howandwheninyourunitordepartment?什么時候怎么做？IseverybodyassignedtoaTeam?部門中每個人被分派了任務？DoeseachTeammemberknowshiscontributiontotheTeamKPI’s?部門中每個人了解他對部門目標的貢獻？Whatdoyouexpectregardingtheirwayofworking?對于工作方式的期望？48GoalDeployment目標分解TranslationGoalDeployment:PerformanceReviewForm目標分解：績效考核表格49GoalDeployment:PerformanceRGoalDeployment目標分解Cleartargetsincludeplanningandmilestones目標清晰明確應包含工作計劃和重大事件Goalsandtargetsmayevolveduringtheyear目標應在年度內不斷有所進展UseyourPerformanceReviewFormasareferencedocumenttodiscussplanning,milestonesandchangesintargets:keepitalive!

將績效評估表格作為參考性文件用以探討目標中的工作計劃、重大事件、變化等：保持其不斷更新！UsetheMid-yearReviewtocheckprogressandpossiblechanges

使用半年評估用以核對工作進展和可能產生的變化Arethefinaltargetsandthewaytomeasureandthetimingoftheexpectedresultsclear?最終目標、衡量方法、預期完成時間等是否明確？Howdoyoucheckregularlythatallyourteammembersfocusonthemostup-to-datepriorities?如何經常性核對所有下屬能否集中精力最大化地接近目標？50GoalDeployment目標分解CleartargeGoalDeployment目標分解Otherhints:其他：Asasupervisingmanager:作為經理：YouexplaintheoverallTeamKPI’s解釋整體部門目標InviteTeammemberstoformulatetheirowntargets(usethepowerofownership)邀請部門成員闡述其個人目標（讓每位成員作為主人翁的身份）EachTeammembertakesinitiativetoidentifyhiscontribution

(takesownership)每位成員主動明確其個人目標（讓每位成員作為主人翁的身份）ReviewIndividualtargetswithintheTeam(sharedunderstandingofwhatisatstake)在部門內部回顧個人目標（共同分享個人目標對于部門業績得失悠關的影響）Thebestresultswillonlybeachievedwhenyoualsodiscussthe“How”(prioritiesforwayofworkingandpersonaldevelopment)同時探討“如何去做”才能達到最好的業績效果（優先考慮工作方式和個人發展）51GoalDeployment目標分解OtherhintsGoalDeployment目標分解SMARTKPI’sandTargetsSpecific具體的 Describeexactlywhatyoushouldbedoingineacharea.Useaspecificverb,notageneralone(implement,develop,…).Definetheareaandtheconstraints.

具體描述在每個目標區域應該做什么。使用具體的動詞而不是一個大概性質的詞語（執行、發展等）。定義具體的目標區域和約束因素。Measurableorobservable可衡量的、看得見的 Maketheresultortheimprovementobservable&measurable:describecriteriaandtheconstraints.結果可衡量：描述衡量標準和約束因素。Agreedupon/Acceptable可接受的 Aneffectivegoaldemandsagreementandacceptanceofallpartiesconcerned.

雙方達成一致的有效需求Realistic實際的 Arealchallenge,whiletakingintoaccounttheopportunities,barriersandchangingcircumstance.真實的挑戰，要考慮到機會、障礙和變化情況Time-related有時間限定的 Targetdateforcompletionset?Anyintermediategoalsormilestonesdefined?

Follow-upscheduled?完成的預定日期設定否？中間目標、里程碑設定否？跟蹤計劃設定否？52GoalDeployment目標分解SMARTKPI’sTheRoleoftheManager經理的職責GoalDeployment目標分解Follow-up跟蹤PerformanceReview績效評估三年計劃

一年計劃

目標分解集團

團隊個人

績效評估集團

團隊個人集團團隊個人

跟蹤可持續性的盈利增長經營計劃主要業績目標取得的業績獎勵53TheRoleoftheManager經理的職責GoFollow-up跟蹤Weexpectmanagerstooptimizetheirresources所有經理應最大限度地利用他們的資源Leadingpeople／領導人

versus managingtasks／管理事Businessdialogue對話交流versus

top/downcommunication自上而下交流Motivate／激勵Listen／傾聽Givefeedback／反饋Planownwork／計劃自己的工作Operate／操作Controlaction／控制行動Initiative／主動性Empowerment／授權Ownership／所有權Direction／指導／令Rules／規定Execution／執行54Follow-up跟蹤WeexpectmanagersFeedbackISNOT反饋不是Givenonlytwiceayear僅僅每年兩次

Aboutfillingoutforms填填表格 FeedbackISallaroundyou反饋無處不在Itisuptotheemployeetoseekoutcontinualfeedback員工去發現持續不斷的反饋信息Recognizinganddocumentingfeedbackwhenitoccursaidsmanagersinmonitoringperformance.

當反饋變成幫助經理控制員工業績的工具時認可并記錄它Feedback=“whatyouliketoget…andwhatishardtogive”反饋＝”你喜歡得到的，但很難給出的”

Follow-up:WhatisFeedback什么是反饋55FeedbackISNOT反饋不是11Follow-up:EffectiveFeedback／有效的反饋Timely／及時的assoonaspossibleaftertheeventongoing=throughouttheyearnosurprisesatperformancereviewBalanced／和諧的positiveconstructive=howtodobetterspeedsuplearningandselfdevelopment.Specific／具體的factual,nothearsaysuggestforanalternative

Lackingthetimeforgivingfeedbackisasignofnothavingunderstoodtheroleofamanager／如果一個經理缺乏反饋的時間就說明他還不能完全理解經理的職責Thesuccessofamanagerdependsonyourcapabilityofgivingeffectivefeedback／一個經理是否成功取決于他及時反饋的能力Bettermanagersbuildbetterteams／一個好的經理會建立一個好的團隊56Follow-up:EffectiveFeedback／Follow-up:PerformanceFeedbackwithdoubleFocus

績效評估反饋的雙向關注What?做什么？How?怎么做？&Results結果WayofWorking工作方式57Follow-up:PerformanceFeedbacFeedbackonHowResultsareAchieved目標如何實現的反饋How?怎么做？What?做什么？Introductionof5criticalskillsformanagementemployeestoenhancethediscussiononprioritiesforpersonaldevelopmentandwayofworking5個關鍵技能的介紹，幫助員工增強對于個人發展和工作方式的優先區域的討論。New!58FeedbackonHowResultsareAcPerformanceReviewForm:Wayofworking績效評估表格：工作方式Howdidyoubringthe5criticalskillsintopractice?

如何把這5個關鍵技能運用到實踐當中？1.CustomerFocus(internal/external)關注客戶（內部/外部）Anticipatesonandclearlyunderstandscustomerrequirements預測并清楚地了解客戶的需求Takeseffectiveactionstomeetcustomerneeds采取有效的行動來滿足客戶的需要Activelycollectsandusesfeedbackfromcustomerstoimproveservice積極搜集并利用來自客戶的反饋信息以提高服務Developsandmaintainseffectivelonger-termworkingrelationswithcustomers發展和維持同客戶長期有效的合作關系2.SelfManagement自我管理

Keepsprofessionalandtechnicalknowledgeup-to-date,activelyseeksopportunitiestolearn掌握最新的專業和技術的知識，并積極地尋找機會來學習Knowsownstrengthsandweaknesses,activelysolicitsfeedbackandactsonit知道自己的強項和弱項，積極地懇求反饋并采取改進行動Workseffectivelywithothershavingadifferentbackground,cultureorgender有效地同有不同背景、文化和性別的人合作Worksconstructivelyandflexibleeveninuncertaincircumstances建設性地工作并在不確定的情形下，保持靈活3.Innovation創新Takessensibleandcreativeinitiativeswithoutbeingaskedtodoso在沒有被要求的情況下，主動地采取明智的，有創造性的行動Comesupwithnewideasandsolutionstoproblems對問題提出新的想法和解決辦法Challengestheexistingwayofworkinginordertoseekimprovement挑戰現有的工作方法，以尋求提高Activelysupportsnewinitiativesbeyondthescopeofownjob積極地支持自己工作范圍以外的新的行動4.Resultdriv結果導向Actswithspeedanddecisiveness快速，果斷地采取行動Setsaggressivegoalsandworkshardtodeliverthebestquality設置有挑戰性的目標并努力工作以達到最優Undertakestoughandsoundactionswhennecessary,alwaysinanethicalandintegerway必要的時候，采取嚴厲并合理的行動，同時這種行動也是道德的和正直的Isastrongteamplayer,alsowhenworkingwithothersoutsideownunit優良的團隊合作精神，在同本單位以外的人合作是也是如此5.Talentfocus關注人才Createsamotivatingenvironmentwherepeoplehavespacetoworktotheirbest創造一個積極的環境以便員工有空間發揮自己最大的能力Giveshonestfeedbackandcoachingtosupportothers給誠實的反饋和輔導以幫助其他人Spontaneouslysharesinformationandownexperience自愿地分享信息和自己的經驗Asapeoplemanager,focusesonmakingthebesttalentavailablefortheglobalbenchstrengthofBekaert作為一個管理者，注重為貝卡爾特全球培養最優秀的后備人才59PerformanceReviewForm:WayoPerformanceReviewForm:Wayofworking績效評估表格：工作方式4proficiencylevelsguidetheemployee/managerdiscussiononpriorities4個熟練程度指導員工/經理共同探討工作方式的優先性New!60PerformanceReviewForm:WayoPerformanceReviewForm:EvaluationofPrioritiesandWayofWorking

績效評估表格：優先性的評估和工作方式Clarityonthewayofworkingdrivesdevelopmentpriorities清晰的工作方式的選擇指導著個人發展的優先區域61PerformanceReviewForm:EvaluFeedback反饋Awareness知道BehaviorChange行為改變ImprovedWorkingRelationships

工作關系改善

IncreasedProductivity生產效率提高GreaterEmployeeSatisfaction員工滿意度提高ImprovedPerformance績效改善GreaterCustomerSatisfaction客戶滿意度提高從你開始!FeedbackisKeytoBecomingtheFirst!要想成為第一反饋是關健！！FeedbackisKEY／反饋的關健性62FeedbackAwarenessBehaviorImproTheRoleoftheManager經理的職責GoalDeployment目標分解Follow-up跟蹤PerformanceReview績效評估三年計劃

一年計劃

目標分解集團

團隊個人

績效評估集團

團隊個人集團團隊個人

跟蹤可持續性的盈利增長經營計劃主要業績目標取得的業績獎勵63TheRoleoftheManager經理的職責GoAnnualPerformanceReview(Yearend)年度績效評估（年終）PerformanceObjectivesandResultsfromPriorYear業績目標

PerformanceandDevelopmentDiscussion績效評估和個人發展討論DevelopmentPlan,CareerCoaching個人發展計劃，職業生涯指導Follow-UpDiscussions(Regularly)跟蹤討論（有規律的）ObjectivesUpdate目標更新 Performance,DevelopmentandCareerFeedback績效評估、個人發展和職業生涯反饋

AnyCorrectiveActionStepsasnecessary(Document!)

矯正的行動計劃是必需的（文本性的）

Mid-YearReview(June/July)年中回顧（六月/七月）

PerformanceUpdate績效評估更新

PerformanceandDevelopmentDiscussion績效評估和個人發展討論PerformanceandDevelopmentDiscussion績效評估和個人發展的討論64AnnualPerformanceReview(YeaPerformanceReviewEmployeeself-assessment/ManagerassessmentDialoguewithteammemberFeedback&evaluationofresultsPrioritiesforpersonaldevelopment&wayofworkingValidationperformancelevelatmanagementteam65PerformanceReviewEmployeesePerformanceReviewForm:EvaluationonIndividualtargets66PerformanceReviewForm:EvaluPerformanceReviewForm:EvaluationonWayofWorkingClarityonthewayofworkingdrivesdevelopmentpriorities67PerformanceReviewForm:EvaluActiveListeningListeningisacombinationofhearingandunderstandingexactlywhatsomeoneissayingtous.Itisthemeansofcommunicationbywhichweensurethatwehaveunderstoodnotonlytheirwords,butalsotheirmeaning.

68ActiveListeningListeningisaHowtoUseActivelistening

Usesilence Maintaineyecontact Givenon-verbalaffirmation Userephrasing

Summarize

Usereflection

69HowtoUseActivelistening

DealingwithNegativePeople

Don’ttakeitpersonallyUse“I”not“You”

Staycalmthroughcontrolledbreathing

Listentothem

Focusonissuesnottheperson

Putyourselfintheirshoes

Expressyourideasandfeelings

MakethempartofthesolutionbyaskingforsuggestionsPracticepositivethinking

70DealingwithNegativePeople

DPerformanceReviewEmployeeself-assessment/ManagerassessmentDialoguewithteammemberFeedback&evaluationofresultsPrioritiesforpersonaldevelopment&wayofworkingValidationperformancelevelatmanagementteam71PerformanceReviewEmployeese5PitfallsinPerformanceReviewRecencyerrorHaloeffectiveLeniencyerror&SeverityerrorCentraltendencyImplicitpersonalityerror

725PitfallsinPerformanceReviPitfallsin