IHG洲际绩效管理之旅经理级培训研讨会.ppt

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1、The Performance Management Journey绩效管理之旅,Manager Training Workshop经理级培训研讨会,Agenda 议程,Module One:The Process 板块一：绩效管理的流程What is Performance Management?什么是绩效管理？Why is it important?为什么绩效管理至关重要？How does Performance Management fit into our IHG Employee Commitment?绩效管理如何体现洲际酒店集团对员工的承诺？What is the Performa

2、nce Management journey?什么是绩效管理之旅？Module Two:The Components 板块二：绩效管理的组成要素What are the tools to support the Performance Management journey?绩效管理之旅有哪些辅助工具？How do we complete the necessary forms?如何填写必须的表格？Module Three:The Review 板块三：绩效评估How do we calibrate our Performance Reviews in our organisation?如何在组

3、织内对绩效评估进行校准？What does a successful Performance Review look like?成功的绩效评估应该是怎样的？How do we communicate performance to our employees?我们如何与员工就其绩效进行沟通？Module Four:The Development 板块四：员工的发展What is a Personal Development Plan?什么是个人发展计划？How do ensure development occurs throughout the year?如何确保发展计划在全年中得到实施？,M

4、odule One Objectives 板块一：目标,By the end of this module,you will be able to:通过板块一的学习，你将能够：Understand what Performance Management means at IHG了解绩效管理对洲际酒店集团的意义Explain why Performance Management is important解释绩效管理的重要性Describe how Performance Management fits with our IHG Commitment阐述绩效管理如何体现洲际酒店集团的承诺Know

5、the five steps of The Performance Management Journey了解绩效管理之旅的五个步骤,Module One:Exercise 板块一：练习,Why is Performance Management important to each of the following key stakeholders in the process?绩效管理对以下各关键方为什么至关重要？IHG 洲际酒店集团Your organisation(hotel or corporate location)所在组织（酒店或公司）You,as a leader 作为领导的你Em

6、ployees 员工,Performance Management 绩效管理,You will know what success means for your role 你将了解对你的角色而言什么是成功You will be involved in regular,quality feedback discussions你将参与定期的，高质量的反馈讨论You will have the opportunity to develop for your current and future roles 你将有机会在你目前和未来的职位上获得发展You will know what career o

7、pportunities are available with IHG around the world你将知道洲际集团在全球范围内提供的职业发展机会,成长的空间,The Performance Management Journey 绩效管理之旅,Establish KPOs 设定KPOTake Action 采取行动Review Performance 评估绩效Plan Development 发展计划Provide Recognition&Reward给予认可和奖励,The Performance Management Journey 绩效管理之旅,Establish KPOs 设定KPO

8、KPOs are established in January-February 1-2月期间设定KPOKPOs are linked to our core purpose;creating Great hotels guests love 将KPO与我们的核心目标联系起来；创造“出色的酒店，客人的最爱”KPOs cascade down KPO的逐级下达,The Performance Management Journey 绩效管理之旅,SMART KPOs KPO的SMART要求SSpecific 具体MMeasurable 可衡量AAchievable 可实现 RRelevant 相关

9、TTime specific 有时限,The Performance Management Journey 绩效管理之旅,Take Action 采取行动Execute KPOs 实施KPODemonstrate IHG Leadership Competencies显示洲际酒店集团领导能力Live IHG Winning Ways 履行洲际酒店集团的致胜之道Use Brand Building behvaiours 通过行为打造品牌Create Great hotels guests love 创造“出色的酒店，客人的最爱”,洲际酒店集团领导能力,The Performance Manage

10、ment Journey 绩效管理之旅,Review Performance 评估绩效Annual Performance Review 年度绩效评估Employee completes Self-Assessment Form 员工完成自我评估表Assess KPOs 评估KPO的达成情况Calibration Meetings take place 进行校准会谈Establish KPOs for next year 设定下一年度的KPOMid Year Performance Review 年中绩效评估Review KPOs 回顾KPO的达成情况Provide constructive

11、feedback and coaching 提供建设性反馈意见和辅导,The Performance Management Journey 绩效管理之旅,Plan Development 发展计划Create Personal Development Plan 制定个人发展计划Review Personal Development Plans throughout the year 回顾全年的个人发展计划Set milestones for development 设定个人发展里程碑Execute Personal Development Plan 实施个人发展计划,The Performan

12、ce Management Journey 绩效管理之旅,Provide Recognition&Reward 给予认可和奖励STI payment after Performance Review 绩效评估后的短期激励奖金Merit increases linked to Performance Review 与绩效评估相关联的加薪Nominations to attend training and development activities 提名参加培训和发展活动Career development 职业发展Promotions 升职,The Performance Management

13、 Journey绩效管理之旅,Manager Training Workshop Module Two:The Components经理级培训课程 板块二：绩效管理的组成要素,Module Two Objectives 板块二：目标,By the end of this module,you will be able to:通过板块二的学习，你将能够：Explain the various sections of each Performance Management form解释说明每个绩效管理表格中的不同部分Identify which forms are to be used for e

14、ach employee population明确每个员工群应使用的绩效管理表格Understand how to write SMART KPOs理解如何制定符合SMART标准的主要工作目标（KPO）Know how to utilise the Rating Scale and its definitions 知道如何评分，以及各分值的含义Describe how to write behaviour based statements for each section of the Performance Review 叙述如何撰写绩效评估各部分中基于行为的评价,The Component

15、s 绩效管理的组成要素,The Annual Performance Review forms:年度绩效评估表：Annual Performance Review Corporate Bands 1 3 年度绩效评估总部办公室1-3级Annual Performance Review Corporate Bands 4-7,Hotel Bands H1-H7,Supervisory年度绩效评估总部办公室4-7级，酒店H1-H7级，主管级Annual Performance Review Corporate Band 8,Hotel Bands H7-H10,Non-Supervisory年度绩

16、效评估总部办公室8级，酒店H7-H10级，非主管级The Self Assessment Forms:自我评估表：Annual Review Self Assessment Form Corporate Bands 1-3年度绩效评估自评表总部办公室1-3级Annual Review Self Assessment Form Corporate Bands 4-7,Hotel Bands H1-H7,Supervisory年度绩效评估自评表总部办公室4-7级，酒店H1-H7，主管级Annual Review Self Assessment Form Corporate Band 8,Hotel

17、 Bands H7-H10,Non-Supervisory年度绩效评估自评表总部办公室8级，酒店H7-H10级，非主管级The Additional Forms:附表：Key Performance Objectives Form 主要工作目标表Personal Development Plan Form 个人发展计划表,The Annual Performance Review Form 年度绩效评估表,ABCs of Documentation 表格填写要求,A=Accurate 准确B=Behavioural 以行为为依据C=Consistent 一致统一,How can we writ

18、e SMART KPOs?制定主要工作目标的SMART要求,S=Specific-The objective should state exactly what the employee is responsible for achieving.S=具体 工作目标应具体说出员工需要达成的职责。M=Measurable-The objective must define quantity,cost,frequency or quality(ensure measurement).M=可衡量-工作目标必须具体说出在数量、成本、频率或质量上的要求（保证有衡量标准）。A=Achievable-The

19、objective requires some effort or stretch to achieve,but do not discourage the employee.A=可实现 工作目标需要通过一些努力或一个过程才能实现，但不应太难而让员工感到气馁。R=Relevant-The objective has a clear impact to the team/organisations goals and helps the individual meet their development needs.R=相关 工作目标对所在团队/组织的目标有明确的积极影响，并且有助于个人实现他们

20、的发展目标。T=Time specific-The time in which the objective is to be accomplished must be clearly stated.T=有时限 必须明确说明完成工作目标的时限要求。,Winning Ways 致胜之道,We keep our promises and we dont let people down我们履行自己的承诺而不失信于他人 We seek out the facts and trust our judgement 我们尊重事实并相信自己的判断 We take decisions even when they

21、re difficult 即使有时是困难的，我们仍然勇于做出决定,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.我们始终做我们认为正确的事，即使会面临困难，我们还是有勇气将之付诸于行动。我们正直，坦诚，并能坚持到底。,Do the right thi

22、ng 做对的事,Winning Ways 致胜之道,We treat people as individuals 我们将每个人视为一个独立的个体来对待。We look and listen for the little things that make a difference 我们积极寻找让我们体现关爱的细节之处 We use our experience to find new ways to deliver great service 我们利用过去的经验找出提供优异服务的新途径。,We want to be the company that understands peoples nee

23、ds better than anyone else in our industry.This means being sensitive to others,noticing the things that matter and taking responsibility for getting things right.在同业中，我们力求比其他公司更能理解人们的需求。这意味着关注他人，留意周围的事物，察觉事情的重要性，并能主动担负起更正失误的责任。,Show we care 体现关爱,Winning Ways 致胜之道,We put our hearts into learning new

24、 things我们尽心学习新事物。We challenge ourselves and those around us我们挑战自我及他人。We always look for ways to improve我们不断寻求改进之道。,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 looki

25、ng for a better way to do things.我们致力于成为同行业中公认的领先者，所以我们建立了一支充满必胜信念的精英团队。我们力求成功并珍视那些始终寻求更好工作方法的人。,Aim higher 追求卓越,Winning Ways 致胜之道,We welcome different perspectives and listen to everyones ideas 我们欢迎不同的观点并听取每个人的意见。We are respectful of all cultures and look to learn from others 我们尊重各种不同的文化并愿意向他人学习。We

26、 play an active role in the communities in which we operate 我们在身处的社会团体中发挥积极作用。,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 view of the world,we do not.Our global strength comes from celebrating local d

27、ifferences whilst understanding that some things should be kept the same.我们深信是大家的知识为我们的品牌注入生命。其他公司可能会强加员工一种死板而一成不变的世界观，而我们不这么做。我们全球性的优势源于在保持一致的同时也乐于接受地方差异。,Celebrate difference 求同存异,Winning Ways 致胜之道,We work hard to develop excellent working relationships 我们致力于建立优良的工作关系。We think about what we do and

28、 how it might affect others 我们充分顾及自己的言行及可能对他人产生的影响。We trust and support each other 我们彼此信赖，相互支持。,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

29、 people.团结就是力量，同心协力使我们成为一个强而有力的致胜团队。我们听取每个人的意见，结合我们的专业知识，创造一个坚不可摧，目标专注，相互信赖的团队。,Work better together 协作共赢,The Performance Management Journey绩效管理之旅,Manager Training Workshop Module Three:The Process经理级培训课程 板块三：绩效管理的流程,Module Three Objectives 板块三：目标,By the end of this module,you will be able to:通过板块三的

30、学习，你将能够：Explain how to prepare for a Performance Review解释如何准备绩效评估Describe the Calibration Review process and its importance on The Performance Management Journey描述评估校准流程，及其在绩效评估之旅中的重要作用Understand how to successfully facilitate a Performance Review meeting理解如何成功的进行绩效评估会谈Know how to handle challenging

31、 situations in a Performance Review meeting知道如何处理绩效评估会议中容易引起争论的局面,Preparing for the Review 绩效评估的准备,Time/Date 时间/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).给自己和员工足够时间进行绩效评估的准备，让员工有时间思考一下他们的绩效表现（至少提前一星期通知）。Ensur

32、e that the time is during the employees work schedule.Employees will not be focused if their review is conflicting with their post work schedule.确保评估时间是在员工的工作日程之内。如果与员工工作后的时间冲突，他们将无法专心进行绩效评估。The end of the day is also a poor time for the review as the employee will be tired from the day and the revi

33、ew may be rushed to ensure they are out of work on time.在一天结束时也不适合进行评估，员工将因为工作一天而非常劳累，可能会匆忙的进行评估，为了能准时下班。For manager reviews,allot at least 1.5 hours,for employee reviews,allot at least 45 minutes经理评估时间至少为1.5小时，员工评估时间至少45分钟。Location 地点Select a neutral location(i.e.,not the bosses office as they may

34、be anxious).选择一个中性的地点（即不要选择在可能会令人紧张的老板办公室）。Ensure it is a private location,the employee cafeteria is not ideal!确保私秘不受打扰，员工餐厅可不是理想的地点！Select a clean,quiet environment where both you and the employee can focus选择一个干净、安静的环境，你和员工都能集中注意力的地方。,Preparing for the Review 绩效评估的准备,Advise the employee 通知员工Explain

35、 the purpose of the review 说明评估的目的Ensure the employee understands how to complete the self-assessment form(see the Annual Performance Review Process Guide available on Merlin)确保员工理解如何填写自我评估表（参见Merlin上的年度绩效评估流程指南）Ask the employee to begin thinking ahead about future plans and goals.让员工提前开始思考未来的计划和目标。

36、,Preparation 准备工作,Review the employees file 浏览员工档案Look for successes or achievements that have been added to the file寻找档案记录中员工取得的成功或成绩Identify concerns,if any 明确对员工的顾虑Review previous Performance Review documents 浏览过去的绩效评估文件Review the job description 浏览员工的工作职责描述Ensure the employee is performing the j

37、ob they are assigned确保员工目前被分配的工作职责得到执行See if there have been any changes in the role during the year确认一年中员工的工作角色是否有任何变化Obtain feedback from other managers 从其他经理处获取反馈信息If you are a new manager,speak with the previous manager(if possible)or other managers that the employee partners with in your locati

38、on如果你是新任的经理，（如果可能）与前任经理或员工共事过的其他经理交谈了解情况。,Preparation 准备工作,Fill out the Performance Review form:填写绩效评估表：Consider how well the employee has performed against their KPOs.Remember,the KPO achievement also covers key job responsibilities,including technical abilities.对照员工的主要工作目标，考虑员工的工作表现如何。须记住，主要工作目标同时

39、包括主要工作职责，以及技术能力。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.对于总部办公室/酒店H7-H10非主管级员工而言，需要回顾其在一年中是否有任何特殊项目和/或附加工作职责方面的绩效。Consider the employees performance against the IHG Lead

40、ership Competencies.对照洲际酒店集团领导能力，评估员工的工作绩效。Think about how the employee can best contribute to the organisation over the next year.思考一下，在下一年度员工能够怎样对组织作出最大贡献。Make notes on possible development activities注明一些可能的个人发展活动Determine an Overall Performance Rating 决定员工的总体绩效评分,Calibration Meeting 校准会议,Prior to

41、 the meeting:会议前：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 chaired by the function head/GM and facilitated with an HR representative)指定一名会议主持人，管理会议的流程，保持讨论不偏离主题，同时确保对所有被讨论的员工都给予了适

42、当的时间和关注（通常由职能负责人/总经理担任会议主席，一名人事部代表担任主持人）All managers should prepare Overall Performance Ratings for their direct reports.所有经理都应准备好直接下属的总体绩效评分。Gather evidence to support ratings including evidence to support achievement of KPOs and behavioural indicators observed for IHG Leadership Competencies and W

43、inning Ways.收集用以支持评分的证据，包括主要工作目标的成绩证明，以及在洲际酒店集团领导力和致胜之道方面观察到的行为指标。,Calibration Meeting 校准会议,During the meeting:会议中：Facilitator will establish ground rules for the meeting to include:主持人将设定会议的基本原则，包括：Remember,when making judgments around an individuals performance they should be related to facts and

44、supported by evidence须记住，在围绕个人绩效作出评判时，应该与事实相关，并提供证据支持。Ensure that you are aware of your own preferences and prejudices when make a judgment;judgments should be based on concrete outputs.确保在作出评判时，你意识到自己的喜好和偏见；评判应该根据客观的结果作出。Each Calibration Team member should present the Overall Performance Rating for

45、 each direct report and provide evidence for their rating.每一名校准团队的成员应作出对所有直接下属的总体绩效评分，并提供评分依据。Focus attention on the high and low end of the ratings(i.e.Do we have enough evidence to support to support a 4 or 5 or What are we doing to help develop those with a 1 or 2集中关注评分中的高分和低分（即，我们是否有足够的证据支持4分或5分

46、的评分，对那些1分或2分的员工，我们将采取什么方法帮助他们进步）Provoke debate around employee Overall Performance Ratings围绕员工的总体绩效评分展开讨论Ensure there is consistency of the ratings regardless of the person.In other words,a rating of 3 is based on performance and does not change based on the person being reviewed.确保评分的一致性，不会因人而异。换句话

47、说，一个3分的评分，是对员工绩效的评价，而非被评估的人是谁。,The Performance Review 绩效评估,Treat the employee as a guest,put them at ease.对待员工象对待客人一样，让他们感到放松自如。Do not leave the employee waiting不要让员工久等Dont cancel the meeting at the last minute不要在最后时刻取消会谈Welcome them warmly,Show we care对员工热情欢迎，体现出关爱Offer them a beverage(coffee/tea,w

48、ater)询问他们是否需要饮料（咖啡/茶，水）Remove barriers(desk,folded arms)搬除一些障碍物（桌子，扶椅等）Ensure they understand the purpose of the review is the development of their performance and for their benefit确保他们理解评估的目的是出于他们工作绩效的提高，和他们自身的利益相关Build rapport with the employee与员工建立相互信任和友好的关系Explain the format of the review解释说明评估的

49、安排Set the stage that this will be a constructive conversation奠定谈话前提，将是一次建设性的会谈,The Performance Review 绩效评估,Review the employees accomplishments回顾员工取得的成绩Let the employee start by highlighting their successes which allows you to see how they view their performance先由员工开始，对已取得的成绩作重点性说明，从而使你能够了解他们如何看待自己的

50、工作表现。Use the Performance Review Form as a guide for your conversation discussing ratings for each component of the form利用绩效评估表，指导你与员工针对表格中各部分内容的评分进行讨论。Give specific feedback using behvaioural examples举出行为中的实例，给出具体的反馈意见。Dont spend all your time on the past不要将全部时间都用在关注过去上50%of the review on the past 5