绩效评估表_Employee_Performance_Appraisal
Performance-Appraisal-绩效评估
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Midterm Exam
範圍：
人力資源介紹 (~10%) 工作分析 (10~15%) 招募 (10~15%) 訓練 (20~30%) 績效評估 (20~30%)
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Job analysis
特質、行為、結果
績效管理
P = (能力 X 動機 X 機會)
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個人績效的決定因素
個人績效＝ f (能力，動機，機會)
招募甄選 教育訓練與發展
績效管理
薪酬制度 授權
頭銜與地位 成就慾望
資源 時間
3
績效評估的用途
調薪 (94%) 升遷 (88%) 員工發展 (56%) 員工訓練 (45%) 人事研究 (18%)
提出績效改善方案 發展行動方案、並解決問題 雙向溝通、有回饋的管道
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績效管理
探討績效不佳的原因
P = (能力 X 動機 X 機會)
三個主要因素可以來探討:
能力 動機 情境/系統因素
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Directing attention to the causes of problem.
Performance Appraisal 績效評估
Lecture 6 11/2/2005
HRM-MBA
Prepared by Ying-Jung Yeh - NCU, Fall, 2005
1
Agenda
績效評估的用途 評估者誤差 (Rater bias) 如何做好績效評估？ 360度評估/回饋 (360-degree feedback) 績效評估的方法
22
Summary of Appraisal Methods
绩效评估表-中英文对照版
Substantially Exceeded
Expectations
持续超越期望
Performance was consistently exceptional in most evaluation categories. Employee demonstrated personal initiative in attaining superior results, far beyond expectation.业绩持续超越评定标准。员工在达成卓越结果中，积极主动。远远超出预期。
2.Do you have any obstacles when achieving your goals? If yes, please describe, and how youovercome these obstacles.
在达成目标时是否遇到什么阻碍？如果有，请具体描述，并说明您是如何克服阻碍？
我已经和我的直线经理完成了业绩评估，并且同意以上所有意见
Employee Name, Signature and Date:
员工姓名、签名和日期：
Manager Name, Signature and Date:
经理姓名、签名和日期：
PROFESSIONAL DEVELOPMENT DIALOG & FOLLOW UP ACTIONS
Shape vision & strategy制定愿景和战略
Drive change & innovation驾驭变革和创新
Build capability for future为未来提高能力
IMPLEMENTATION执行力Rating评分: _________
Business Acumen商业敏感
绩效评估考核（Performanceappraisalandassessment）
绩效评估考核（Performance appraisal and assessment）The so-called performance appraisal, is through the system method and principle to assess and measure employees in the work of the behavior and effect. The results can affect the staff salary adjustment, bonuses and job rise and fall, career design and many other vital interests. The ultimate goal is to improve the performance of employees, while achieving business goals, improve employee satisfaction and future sense of accomplishment, and ultimately to achieve "win-win" development of enterprises and individuals". But it is also a "double-edged sword", well used to maximize the enthusiasm of employees and tap the potential of employees; on the contrary, it will undermine employees, and bring negative impact on enterprise development. The following 10 years of work experience, we should talk about the current situation and existing problems of enterprise staff performance appraisal, as well as suggestions for effective performance appraisal.First, the correct management idea of performance appraisal has not been successfully implanted in EnterprisesTo carry out performance appraisal work, the first question is why we should carry out performance appraisal work. This problem is not clear, and it will inevitably lead to blind performance appraisal. To carry out performance appraisal, the core problem is to achieve the strategic goal of the enterprise. Enterprises in the implementation of the performance appraisal, it is necessary to do a good job of propaganda and training, but the training and publicity if there is no real intention to highlight the performance appraisal, performance appraisal can not let employees understand very well, so the performanceappraisal is very difficult to achieve the goal.But in many enterprises, performance management is only senior managers in the little master, did not get a good promotion at the grassroots level, in the implementation process will inevitably lead to such problems, and some departments will think the performance appraisal is the human resources department that has nothing to do with other departments within the enterprise. At the same time, in the performance evaluation system design, the pursuit of one step in the design of indicators, without considering the actual situation of the enterprise, then some of the assessment will be difficult to achieve good results in actual operation.Two, the assessment indicators are primary and secondary, and the design is not reasonable enoughPerformance appraisal is a scientific measurement and evaluation of employees' job performance with various techniques and methods to meet the needs of personnel selection, allocation and training, as well as organizational change and development. There is no doubt that performance appraisal is a work, and it is a highly technical work. Therefore, the performance evaluation of the program design and formulation of a high demand. Normally, we are used to complete the mission, from the perspective of organization development, to design and establish evaluation scheme, and the scheme is the result of some cover and contain everything, non quantitative indicators were artificially "quantified", the "quantitative index" ready to accept either course caused by the examiners and examinees were at a loss.Three, the implementation of the organization is not enoughAmerican management scientist Larry Idy and Ram Charan in "execution: put forward how to complete the task of learning" in the book: not because of business failure often take the wrong strategy, but because of the good strategy is not performed correctly, ineffective implementation is the real cause of business failure.Business strategy and planning are important, but only execution can make them potentially useful. A lack of executive power of enterprise will make it work out the strategy and eventually become a mere scrap of paper, so is the performance appraisal. A good assessment system can not be carried out well, but it is also a waste of effort. There is a process to realize the strategic goal of an enterprise. The concrete process is execution, and executive ability is the ability to change the strategic vision into reality. The executive power of an enterprise is determined by three key factors, namely strategy, personnel and operation process. The effective implementation of performance appraisal also needs the coordination of personnel and the selection of the method of implementation and the process control.The author knows from many enterprises,More and more workers and even some executives believe that the performance appraisal is a kind of form, not to play its due role in the human face, not essential; performance appraisal is so feeble. The author believes that the main reason for thisdecline in the execution may be: (1) performance evaluation related to inadequate training; (2) the performance appraisal is not high-level practical support; (3) the performance appraisal index itself is unreasonable, contributed to the subjectivity and uncontrollable sex; (4) effect interpersonal relationship; (5) subordinate departments, the lack of effective communication mechanism; (6) "to advance inertia and culture to the people".Four, performance appraisal results and rewards and punishments are not equalFor enterprises, performance management is a part of corporate culture, fair and scientific performance appraisal can optimize its organizational structure, improve the overall performance, performance management for employees, create a positive work environment, through the performance appraisal, the staff to correctly understand their own advantages and disadvantages, and the development direction of the self correction, so as to get more opportunities and greater development performance.But at present, many enterprise managers regard performance appraisal as the task and requirement of the enterprise or superior. Therefore, in the process of assessment, the work attitude is not serious, the examination form is unitary, and the work is done carelessly. After that, the performance appraisal results are shelved. On the whole, performance appraisal results will have little impact on the final pay of the person being evaluated and the promotion of the future position. The intensity of punishment is not consistent withthe results of performance appraisal, to give material and spiritual rewards for the performance of employees are not significant, employee punishment for poor performance is not enough, this will inevitably lead to employees' work enthusiasm is not high, thus losing the purpose of the performance appraisal. In dealing with the assessment results on the one hand to ensure the fairness and justice, on the other hand also from the human point of view, considering the differences in temperament of employees, take individual mode of communication, the performance feedback to be assessed, and help them to find causes analysis, the result is good or bad, so as to arouse by re assessment of the rise of hope, to establish confidence in the work, and they help enterprises grow together and progress.。
绩效表现评估表
Comment 评估意见
绩效表现评分 5 4 3 2 1
Overall Recommended Rating:
整体建议评分
*(mandatory 必须填写) II. Year-end Overall Evaluation 年终整体评估 Appraiser’s Overall Comment 评估者的整体意见: *(mandatory 必须填写)
Performance Appraisal Form (For Officer Grade or below) 绩效表现评估表 Staff Name: 员工姓名 Company: 公司 Rating 表现评分: Needs Significant Improvement 1 需要重大改进 Staff No. 员工工号: Department: 部门 Position: 职位 Date Join: 入职日期 Appraisal Period: 评估周期
Name 姓名:
Date 日期:
V. Signatures 签名 (applied to YEPA 年终评估时用) Signed by Appraisee Approved by Appraiser 员工签名: 评估者:
Endorsed by Next Level Manager 上一级经理:
Date 日期:
Name 姓名:
Date 日期:
Appraisee’s Comment 员工的意见:
III. Development Review 发展计划 Major Strength 主要优点: Development Needs 发展需求: IV. Next Level Manager’s Comment 上一级经理的意见
Area for Improvement 需改进的地方:
绩效考核表英文版
Performance Appraisal Form in English1. Employee InformationName: [Employee's Name]Department: [Employee's Department]Position: [Employee's Position]Date: [Appraisal Date]2. Overall PerformanceRate the overall performance of the employee from 1 to 5 (1 being unsatisfactory and 5 being exceptional): [Rating]3. Job Knowledge and SkillsRate the employee's job knowledge and skills from 1 to 5 (1 being inadequate and 5 being expert): [Rating]4. Job Competencies5. Achievements and ContributionsList any significant achievements or contributions made the employee during the appraisal period: [Achievements/Contributions]6. Areas for ImprovementIdentify areas where the employee can improve their performance: [Areas for Improvement]8. Appraiser InformationName: [Appraiser's Name]Position: [Appraiser's Position]Date: [Appraisal Date]Performance Appraisal Form in English1. Employee InformationName: [Employee's Name]Department: [Employee's Department]Position: [Employee's Position]Date: [Appraisal Date]2. Overall PerformanceRate the overall performance of the employee from 1 to 5 (1 being unsatisfactory and 5 being exceptional): [Rating]3. Job Knowledge and SkillsRate the employee's job knowledge and skills from 1 to 5 (1 being inadequate and 5 being expert): [Rating]4. Job Competencies5. Achievements and ContributionsList any significant achievements or contributions made the employee during the appraisal period: [Achievements/Contributions]6. Areas for ImprovementIdentify areas where the employee can improve their performance: [Areas for Improvement]8. Appraiser InformationName: [Appraiser's Name]Position: [Appraiser's Position]Date: [Appraisal Date]Performance Appraisal Form in English1. Employee InformationName: [Employee's Name]Department: [Employee's Department]Position: [Employee's Position]Date: [Appraisal Date]2. Overall PerformanceRate the overall performance of the employee from 1 to 5 (1 being unsatisfactory and 5 being exceptional): [Rating]3. Job Knowledge and SkillsRate the employee's job knowledge and skills from 1 to 5 (1 being inadequate and 5 being expert): [Rating]4. Job Competencies5. Achievements and ContributionsList any significant achievements or contributions made the employee during the appraisal period: [Achievements/Contributions]6. Areas for ImprovementIdentify areas where the employee can improve their performance: [Areas for Improvement]8. Appraiser InformationName: [Appraiser's Name]Position: [Appraiser's Position] Date: [Appraisal Date]。
绩效评估范本
SEE EE ME ND U NA
精品
.
19. Drive / Energy 工作精力 20. Leadership 领导力 21. aPlus Involvement aPlus 参与度 MANAGEMENT SKILLS (applied to those who supervise others) 管理技能（适用于监督管理人员） 22. Development of subordinates 下级进步情况 23. Creation of teamwork environment 团队协作氛围的创造 24. Coordination of job duties / Delegation 岗位职责的协调/赋权 25. Professional handling of employee relations
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PART II 第二部分
PERFORMANCE FACTORS 评估要素
Please rate the performance factors listed below based upon these rating guidelines:
请根据以下评定等级就每一评估要素进行评价。
Ratings (choose only one): SEE (Substantially Exceeds Expectations); EE (Exceeds Expectations);
1. Safety awareness 安全意识 2. Environmental awareness 环保意识 3. Teamwork 团队协作 4. Technical competence / Job knowledge 技术能力/工作知识 5. Quality of work 工作质量 6. Quantity of work 工作量 7. Productivity 工作能力 8. Judgment 判断力 9. Planning / Organization 规划/组织能力 10. Communications 沟通能力 11. Creativity / Innovation 创造力/创新能力 12. Relationships 人际关系 13. Reliability / Dependability 可靠度/可靠性 14. Cost conscientious 尽责情况 15. Customer relations 客户关系 16. Motivation / Responsiveness 积极性/响应性 17. Versatility 多才多能性 18. Problem solving 解决问题能力
公司员工绩效考核评估表
公司员工绩效考核评估表公司员工绩效考核评估表尊敬的员工，为了更好地评估和提升员工的绩效，我们设计了以下综合考核评估表。
请您认真填写，并在规定的时间内提交给人力资源部门。
一、个人信息：姓名：部门：职位：入职日期：二、工作目标及完成情况评估：1. 根据您的工作职责，请列举您在过去一年内的工作目标。
2. 请对每个工作目标进行自我评估，并简要描述您的完成情况（包括目标达成程度、所用时间、所用资源等）。
三、工作质量评估：1. 您的工作成果是否符合公司要求？请简要说明。
2. 您的工作质量是否经常出现错误或疏漏？请简要说明。
四、工作效率评估：1. 您的工作进展是否按时完成？请简要说明。
2. 您的工作进展是否经常拖延或延误？请简要说明。
五、团队合作评估：1. 您是否积极参与团队合作，并与同事保持良好的沟通和合作关系？请简要说明。
2. 您是否经常与同事发生冲突或存在合作问题？请简要说明。
六、自我评估：请您针对以下能力和素质进行自我评估，并简要说明您的评估依据。
1. 专业知识与技能2. 学习与创新能力3. 沟通与协调能力4. 解决问题的能力5. 自我管理与自我驱动能力6. 团队合作能力七、上级评估：请您邀请您的直接上级填写以下评估内容，并在评估表上签字确认。
1. 工作态度与责任心2. 工作能力与表现3. 团队合作与沟通能力4. 问题解决与决策能力5. 自我管理与自我驱动能力八、综合评估与总结：根据您的自我评估和上级评估，请您对自己的综合表现进行总结，并提出您对未来工作的改进计划。
请您认真填写评估表，并在规定的时间内提交给人力资源部门。
我们将根据评估结果，为您提供个人成长和发展的指导和支持。
感谢您的配合与努力！人力资源部门。
绩效评估表_Employee_Performance_Appraisal
PERFORMANCE APPRAISAL绩效评估表（For hourly employees适用于计时工 / non-exempt必填）Name姓名： ________________ Hire Date入职日期: ___________ Last Review Date±一评估日：__________ Date Prepared计划评估日：__________ Present Job Title现任职位: ________________ Department部门：____________ Supervisor/Reviewer1 Name主管/评估人: _______________________Ratings 等级：Low 低=Unsatisfactory 不满意Needs Improvement待改善Meets an acceptable level of performance 良好Exceeds an acceptable level of performanee优秀High = Outstanding J B 色Plans for Improvement 改善计划 / Comments 评述FO-S-014)30/05-10-2008 / AGEC:\Documents and Set(ings\zhang selina\Desktop\FO-PCN-S-01 -030_Employee_Pertbrmaiice_Appraisal.docCore Competencies 核心竞争力page 2 of 4Summary of discussed and intended Training and Development Measures for year ________________ 年培训与发展大纲Summary of discussed Tasks / Objectives / Goals for year __________ 年工作/任务/目标Employee Name姓名: _____________________________ S upervisor Name主管: ______________________________ Date Review评估日期: _________________EMPLOYEE COMMENTS 员工评述(You are encouraged to add comments to this appraisal. Use additional pages, if necessary.)对于此评估欢迎提出你的任何意见与建议。
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PERFORMANCE APPRAISAL绩效评估表(For hourly employees适用于计时工 / non-exempt必填)Name姓名: _______________ Hire Date入职日期: __________ Last Review Date上一评估日: __________Date Prepared计划评估日: __________ Present Job Title现任职位: ________________ Department部门: ___________ Supervisor/Reviewer’ Name主管/评估人: ___________________Ratings等级:Low低 = Unsatisfactory不满意Needs Improvement待改善Meets an acceptable level of performance良好Exceeds an acceptable level of performance优秀1.Job Knowledge 专业知识– Competent in knowledge skills & abilities专业知识技能和能力N/A 不适用 Low低 <------------------>High高Overall总评2. Quality工作质量–Displays commitment to excellence through actions & work按承诺出色完成工作N/A 不适用 Low低 <------------------>High高Overall总评3. Quantity 工作量–Accomplishes productivity goals完成生产目标N/A 不适用 Low低 <------------------>High高Overall总评4. Cooperation协作–Establishes and maintains effective relationships建立并维护有效的工作关系N/A 不适用 Low低 <------------------>High高Overall总评5. Dependability 可靠性–Dependable with regard to attendance, punctuality, and their word 可靠的出勤、准时性、承诺N/A 不适用 Low低 <------------------>High高Overall总评6. Communication 沟通- Demonstrates effective communication skills高效的沟通技巧N/A 不适用 Low低 <------------------>High高Overall总评7. Organization Support 组织支持–Supports organization’s goals and values支持组织目标与价值N/A 不适用 Low低 <------------------>High高Overall总评Overall总评9. Planning & Organization规划组织能力–Prioritizes and works efficiently有效的推动与运作N/A 不适用 Low低 <------------------>High高Overall总评10. Judgments and Decision-making判定与决策 - Exercises sound judgment and appropriate decisions在实践的基础上做判定与决策N/A 不适用 Low低 <------------------>High高Overall总评11. Problem Solving 问题处理–Takes steps to solving problems in timely fashion有时间性的分步解决问题N/A 不适用 Low低 <------------------>High高Overall总评12. Initiative主动性–Takes initiative for present & future opportunities积极主动地承担目前及将来工作N/A 不适用 Low低 <------------------>High高Overall总评13. Innovation创造性–Develops innovative approaches & ideas提出有创造性地方式方法N/A 不适用 Low低 <------------------>High高Overall总评14. Business Ethics职业道德–Works ethically and with integrity具备职业道德N/A 不适用 Low低 <------------------>High高Overall总评Low低 <------------------>High高OVERALL PERFORMANCE RATING总体绩效评估FO-S-01-030 / 05-10-2008 / AGE page 2 of 4 C:\Documents and Settings\zhang selina\Desktop\FO-PCN-S-01-030_Employee_Performance_Appraisal.docSummary of discussed and intended Training and Development Measures for year __________年培训与发展大纲Employee Name姓名: _____________________ Supervisor Name主管: ______________________ Date Review评估日期: ____________年工作/ 任务/目标Employee Name姓名: _____________________ Supervisor Name主管: ______________________ Date Review评估日期: ____________EMPLOYEE COMMENTS 员工评述(You are encouraged to add comments to this appraisal. Use additional pages, if necessary.)对于此评估欢迎提出你的任何意见与建议。
如果有需要，可另附页_________________________________________________________________________________________________________ _________________________________________________________________________________________________________ _________________________________________________________________________________________________________ _________________________________________________________________________________________________________ _________________________________________________________________________________________________________ _________________________________________________________________________________________________________ _________________________________________________________________________________________________________ _________________________________________________________________________________________________________ _________________________________________________________________________________________________________ _________________________________________________________________________________________________________Employee Acknowledgment员工确认I have reviewed this Performance Appraisal and discussed the contents with my Supervisor. I acknowledge that I have been advised of my performance ratings and received a copy of this Performance Appraisal.我已经看过并与我的主管讨论了关于我的绩效评估的内容。
我确认我已经了解我的评定等级并收到一份评估表复印件。
____________________________ __________________________________Employee Signature/Date Supervisor’s / Reviewer’s Signature/Date员工签名/日期主管或评估人签名/日期Copy to: Employee, HR (personnel file)复印至：员工与人事。