1、1The Performance Management Journey绩效管理之旅Manager Training Workshop经理级培训研讨会2Agenda 议程 Module One:The Process 板块一：绩效管理的流程板块一：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
2、the Performance 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：绩效评估板块三：绩效评估 How do we calibrate our Performan
3、ce Reviews in our organisation?如何在组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 o
4、ccurs throughout the year?如何确保发展计划在全年中得到实施？3Module 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：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 Man
5、agement 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 the five steps of The Performance Management Journey了解绩效管理之旅的五个步骤4Module 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(ho
6、tel or corporate location)所在组织（酒店或公司）You,as a leader 作为领导的你 Employees 员工5Performance 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
7、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 opportunities 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成长的空间6The 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
8、认可和奖励7The Performance Management Journey 绩效管理之旅Establish KPOs 设定设定KPO KPOs are established in January-February 1-2月期间设定KPO KPOs 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8The Performance Management Journey 绩效管理之旅SMART K
9、POs KPO的的SMART要求要求 SSpecific 具体 MMeasurable 可衡量 AAchievable 可实现 RRelevant 相关 TTime specific 有时限9The Performance Management Journey 绩效管理之旅Take Action 采取行动采取行动 Execute KPOs 实施KPO Demonstrate 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
10、造品牌 Create Great hotels guests love 创造“出色的酒店，客人的最爱”10Cluster 类别类别Definition 定义定义Competencies 能力能力Team Focused 关注团队Working together effectively to meet business goals faster通过有效的协同合作，更迅速的实现企业目标通过有效的协同合作，更迅速的实现企业目标Fostering Collaboration 全面协作全面协作Leading and Developing People 领导和发展员工领导和发展员工Action Orien
11、ted 行动导向Driving to achieve ambitious targets in an efficient way以高效的方式推动长远目标的实现以高效的方式推动长远目标的实现Drive for Results 成效驱动成效驱动Turning Vision into Action 将愿景转化为行动将愿景转化为行动Passionate 工作热情Caring passionately about our guests and business partners,and changing to meet their needs关注客户和商业伙伴的需求，积极做出变革关注客户和商业伙伴的需求
12、，积极做出变革Guest/Customer&Market Focus 关注客户与市场关注客户与市场Championing Change 主导变革主导变革Savvy 业务技能Knowing what it takes to beat our competitors,both now and in the future 了解现在和将来要击败竞争对手所需要的条件了解现在和将来要击败竞争对手所需要的条件Strategic Thinking 战略思维战略思维Understanding our Business 了解业务了解业务Winning Ways 致胜之道Demonstrating Winning
13、Ways across the business whether we are assisting guests,working with business partners,or helping each other 在工作的各个领域，不论是服务宾客、与商业伙伴的合作，还是同事在工作的各个领域，不论是服务宾客、与商业伙伴的合作，还是同事间的互助，都显示出致胜之道的行为准则。间的互助，都显示出致胜之道的行为准则。Do The Right Thing 做对的事做对的事Aim Higher 追求卓越追求卓越Show We Care 体现关爱体现关爱Celebrate Difference 求同存异
14、求同存异Work Better Together 协作共赢协作共赢洲际酒店集团领导能力11The Performance Management Journey 绩效管理之旅Review Performance 评估绩效评估绩效 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KPO M
15、id Year Performance Review 年中绩效评估 Review KPOs 回顾KPO的达成情况 Provide constructive feedback and coaching 提供建设性反馈意见和辅导12The Performance Management Journey 绩效管理之旅Plan Development 发展计划发展计划 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 milesto
16、nes for development 设定个人发展里程碑 Execute Personal Development Plan 实施个人发展计划13The Performance Management Journey 绩效管理之旅Provide Recognition&Reward 给予认可和奖励给予认可和奖励 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 d
17、evelopment activities 提名参加培训和发展活动 Career development 职业发展 Promotions 升职14The Performance Management 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15Module 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：通过板块二的学习，你将能够：Explain the
18、 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 each 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
19、 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16The Components 绩效管理的组成要素The Annual Performance Review forms:年度绩效评估表：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
20、-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：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 Corpora
21、te 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 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：附表：Key Performance Objectives Form 主要工作目标表Personal Development Plan Form 个人发展计划表17The A
22、nnual Performance Review Form 年度绩效评估表18ABCs 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 19How can we write 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=具体具体 工作目标应具体说出员工需要达成的职责。M=Measurable-The
23、 objective must define quantity,cost,frequency or quality(ensure measurement).M=可衡量可衡量-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 objective requires some effort or stretch to achieve,but do not discourage the employee.A=可实现可实现 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 ha
24、s a clear impact to the team/organisations goals and helps the individual meet their development needs.R=相关相关 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=有时限有时限 必须明确说明完成工作目标的时限要求。20Winning Ways 致胜之道 We keep o
25、ur promises and we dont let people down我们履行自己的承诺而不失信于他人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我们尊重事实并相信自己的判断 We take decisions even when theyre difficult 即使有时是困难的，我们仍然勇于做出决定即使有时是困难的，我们仍然勇于做出决定We always do what we believe is right and have the courage and convict
26、ion 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。动。我们正直，坦诚，并能坚持到底。Do the right thing 做对的事做对的事21Winning Ways 致胜之道 We treat people as in
27、dividuals 我们将每个人视为一个独立的个体来对待。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。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
28、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 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。周围的事物，察觉事情的重要性，并能主动担负起更正失误
29、的责任。Show we care 体现关爱体现关爱22Winning Ways 致胜之道 We put our hearts into learning new things我们尽心学习新事物。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。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。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 o
30、f 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。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 追求卓越追求卓越23Winning Wa
31、ys 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。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。我们尊重各种不同的文化并愿意向他人学习。We 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。我们在身处的
32、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 differences whilst understanding that some things should be kept the
33、 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。同时也乐于接受地方差异。Celebrate difference 求同存异求同存异24Winning 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。我们致力于建立优良的
34、工作关系。We think about what we do and 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我们充分顾及自己的言行及可能对他人产生的影响。影响。We trust and support each other 我们彼此信赖，相我们彼此信赖，相互支持。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 c
35、ombine our expertise to create a strong,focused and trusted group of 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。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 协作共赢协作共赢25The Performance Management Journey绩效管理之旅Manager Tra
36、ining Workshop Module Three:The Process经理级培训课程 板块三：绩效管理的流程26Module Three Objectives 板块三：目标By the end of this module,you will be able to:通过板块三的学习，你将能够：通过板块三的学习，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
37、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 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27Preparing for the Review 绩效评估的准备 Time/Date 时间时间/日期日期 Allow yourself enough
38、 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）。Ensure that the time is during the employees work schedule.Employees will not be focused if their review is conflicting with their post work
39、 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 review 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 l
40、east 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 地点地点 Select a neutral location(i.e.,not the bosses office as they may 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
41、！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。28Preparing for the Review 绩效评估的准备 Advise the employee 通知员工通知员工 Explain 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 Per
42、formance 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。29Preparation 准备工作 Review the employees file 浏览员工档案浏览员工档案 Look for successes or achievements that have been added to the file
43、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浏览员工的工作职责描述 Ensure the employee is performing the job 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
44、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 location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。30Preparation 准备工作 Fill out the Performance Re
45、view form:填写绩效评估表：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，主要工作目标同时包括主要工作职责，以及技术能力。For Corporate Band/Hotel bands H7-H10-Non Supervisory employee
46、s,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 Leadership 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 be
47、st 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31Calibration Meeting 校准会议 Prior to the meeting:会议前：会议前：Identify a facilitator to manage the process,keep the d
48、ebate 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 Over
49、all 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 Winning 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。32Cali
50、bration Meeting 校准会议 During the meeting:会议中：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 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 y
