Performance Management Guide
老外的一份绩效管理英文版
It involves setting clear performance standards, assessБайду номын сангаасng employee performance against these standards, providing feedback, and creating development plans to improve performance
Link rewards to performance
01
Ensure that rewards and incentives are closely linked to individual performance and organizational goals
Recognition programs
Feedback and Recognition
Provide feedback on performance and recognize outstanding achievements
员工管理手册英文版
员工管理手册英文版Employee HandbookTable of Contents1. Introduction2. Company Information3. Employment Policies3.1. Equal Employment Opportunity3.2. Code of Conduct3.3. Anti-Discrimination and Harassment Policy 3.4. Attendance and Punctuality3.5. Dress Code3.6. Internet and Email Usage3.7. Workplace Safety3.8. Drug and Alcohol Policy3.9. Confidentiality and Data Protection4. Employee Benefits4.1. Health Insurance4.2. Retirement Plan4.3. Vacation and Time Off4.4. Sick Leave4.5. Holidays5. Performance Management5.1. Performance Evaluation5.2. Training and Development5.3. Employee Recognition5.4. Grievance and Dispute Resolution6. Termination and Resignation6.1. Resignation Procedure6.2. Termination Procedure6.3. Severance Pay7. Conclusion1. IntroductionWelcome to the company! This employee handbook has been created to provide you with information about our company's policies, guidelines, and benefits. We encourage you to read this handbook carefully and familiarize yourself with its contents. Our goal is to maintain a positive work environment where all employees are treated with respect and fairness.2. Company InformationName: [Company Name]Address: [Company Address]Phone: [Company Phone Number]Email: [Company Email]Website: [Company Website]3. Employment Policies3.1. Equal Employment OpportunityIt is our policy to provide equal employment opportunities to all individuals without regard to race, color, religion, gender, national origin, disability, age, or any other protected class under applicable laws. We are committed to creating a diverse and inclusive workforce.3.2. Code of ConductWe expect all employees to conduct themselves professionally and adhere to a high standard of ethical behavior. This includes treating colleagues, clients, and customers with respect, maintaining confidentiality, and avoiding conflicts of interest.3.3. Anti-Discrimination and Harassment PolicyWe have a zero-tolerance policy towards discrimination and harassment. Any form of discrimination or harassment based on race, color, religion, gender, national origin, disability, age, or any other protected class is strictly prohibited.3.4. Attendance and PunctualityEmployees are expected to be punctual and maintain regular attendance. If you are unable to report to work on time or will be absent, please notify your supervisor as soon as possible.3.5. Dress CodeWe have established a dress code to maintain a professional appearance. Please refer to the dress code policy for detailed guidelines on appropriate attire.3.6. Internet and Email UsageEmployees are provided with access to company computers,internet, and email for job-related purposes only. Personal use should be limited, and all internet and email activities are subject to monitoring.3.7. Workplace SafetyWe are dedicated to providing a safe and healthy work environment for all employees. It is the responsibility of each employee to follow safety protocols and report any potential hazards or accidents.3.8. Drug and Alcohol PolicyThe use, possession, or sale of illegal drugs or alcohol in the workplace is strictly prohibited. Employees found in violation of this policy may face disciplinary action, up to and including termination.3.9. Confidentiality and Data ProtectionEmployees are expected to maintain strict confidentiality regarding all company and client information. Unauthorized disclosure of sensitive data may result in disciplinary action.4. Employee Benefits4.1. Health InsuranceWe offer comprehensive health insurance plans to eligible employees and their dependents. Details of the coverage andenrollment process can be obtained from the Human Resources department.4.2. Retirement PlanEmployees are eligible to participate in our retirement plan after a specified period of employment. Contributions to the plan may be made by both the employee and the company.4.3. Vacation and Time OffEmployees are granted paid vacation time based on their length of service. The specific details regarding the accrual and usage of vacation days can be found in the vacation policy.4.4. Sick LeaveEmployees may use sick leave when they are unable to work due to illness or injury. The sick leave policy outlines the amount of sick leave allowed and the procedure for requesting sick leave.4.5. HolidaysWe observe certain holidays throughout the year. The specific holidays and the policies surrounding holiday pay are provided in the holiday policy.5. Performance Management5.1. Performance EvaluationTo help employees grow and develop, we conduct regular performance evaluations. These evaluations provide feedback on performance, identify strengths and areas for improvement, and set goals for the future.5.2. Training and DevelopmentWe are committed to providing employees with opportunities for growth and development. Training programs and professional development resources are available to help enhance skills and knowledge.5.3. Employee RecognitionWe value the contributions of our employees and recognize outstanding performance. Employee recognition programs are in place to acknowledge and reward exceptional work.5.4. Grievance and Dispute ResolutionIf an employee has a complaint or dispute, we encourage them to follow the procedures outlined in the grievance and dispute resolution policy. We are committed to addressing concerns promptly and fairly.6. Termination and Resignation6.1. Resignation ProcedureIf an employee wishes to resign, they are required to provide written notice to their supervisor or the Human Resources department. The notice period may vary depending on the position and should be discussed with the supervisor.6.2. Termination ProcedureIn the event of termination, the company will follow a fair and legal process. Details of the termination procedure can be found in the termination policy.6.3. Severance PayEmployees who are terminated may be eligible for severance pay based on their years of service. The eligibility criteria and calculation method are provided in the severance pay policy.7. ConclusionThis employee handbook serves as a guide to our company's policies, guidelines, and benefits. It is important for employees to familiarize themselves with this information and abide by the policies outlined within. If you have any questions or need further clarification, please consult the Human Resources department. We wish you a successful career with our company.Employee Handbook (Continued)8. Professional DevelopmentWe believe in investing in the growth and development of ouremployees. We offer various professional development opportunities to enhance your skills and knowledge. These opportunities include workshops, webinars, conferences, and online courses. Our company encourages continuous learning and supports employees in pursuing further education or certifications related to their job roles.Employees are encouraged to discuss their career aspirations and development plans with their supervisors. We are committed to providing resources and support to help employees achieve their professional goals.9. Flexible Work ArrangementsWe understand that employees may have personal obligations or circumstances that require flexible work arrangements. We strive to accommodate such situations, whenever possible, through options such as flexible working hours, telecommuting, or part-time schedules. Any requests for flexible work arrangements should be made in accordance with the company's policy and will be reviewed on a case-by-case basis.It is important to maintain open communication with your supervisor and seek approval for any changes to your work schedule. We believe that a healthy work-life balance is essential for employee well-being and productivity.10. Company CommunicationEffective communication is vital for the success of our company.We utilize various communication channels to ensure that employees stay informed and engaged. These include:- Intranet: Our company has an intranet platform where important announcements, company news, and policies are shared. Employees are encouraged to regularly check the intranet for updates.- Email: Email is used for official communication between employees and departments. It is important to check your company email regularly and respond to messages in a timely manner.- Meetings: Regular team and department meetings are held to discuss projects, goals, and any updates or changes within the company. These meetings also provide an opportunity for employees to share their ideas and concerns.- Employee Feedback: We value the feedback and input of our employees. We have established channels, such as suggestion boxes or employee surveys, to gather feedback and suggestions for improvement.11. Conflict ResolutionIn any workplace, conflicts may arise. It is important to address and resolve conflicts in a fair and respectful manner. We encourage employees to resolve conflicts through open communication, active listening, and finding common ground.If a conflict cannot be resolved through informal means,employees may utilize the company's formal grievance procedure outlined in the grievance and dispute resolution policy. The HR department is available to provide guidance and support during the resolution process.12. Social ResponsibilityWe recognize the importance of social responsibility and strive to make a positive impact in our community and the environment. We encourage employees to participate in volunteer activities and contribute to charitable initiatives organized by the company.Additionally, we aim to minimize our environmental footprint by implementing sustainable practices and promoting recycling and energy conservation. We appreciate the support and participation of our employees in our social responsibility efforts.13. Policy UpdatesThis employee handbook is a living document and will be periodically reviewed and updated as necessary. When policy changes are made, employees will be notified and provided with the updated information. It is important for employees to stay informed about any changes to policies and procedures.14. Acknowledgment of ReceiptUpon reading and familiarizing yourself with this employee handbook, please sign and date the acknowledgment form provided. The signed acknowledgment form should be returned tothe HR department.15. ConclusionWe hope that this employee handbook provides you with a comprehensive understanding of our company's policies, guidelines, benefits, and expectations. It is essential for all employees to adhere to these policies to maintain a harmonious and productive work environment. If you have any questions or need further clarification, please do not hesitate to reach out to the HR department. We appreciate your commitment to our company's success and look forward to a rewarding working relationship.。
绩效评估-中英文对照
GPSG oalsÖP erformanceÖS uccessHandbook(This page is intentionally blank.)Table of Contents1. Introduction to Performance Management 4Started 62. Getting3. Job Family Compass Guides and Success Factors 67Self-Appraisal4. TheEvaluation 8 5. The8Setting6. Goal7. Workplace Learning and Performance 118. Diversity 119. Evaluating Employees in Supervisory Roles 1212Improvement10.PerformanceSupporting Performance Improvement13IncreasesAnnualMerit11.MonthFollow-ups 13 Six12.toAvoid 14 Things13.Questions 14 Asked14.FrequentlyIntroduction to Performance Management (PM)The performance appraisal process at Lehigh University is designed to be a formal part of the ongoing two-way conversation between the employee and the supervisor. Appraising employee performance is one of the most important job responsibilities associated with the role of supervision. An effective appraisal requires the supervisor to set performance standards and goals, clearly communicate performance expectations, support employees in accomplishing set goals, and evaluate the impact/outcome of employees’ performance. This is referred to as performance management (PM). The supervisor’s role in performance management and in the performance appraisal process is that of a coach.There are three components of the ongoing performance management process:1.Setting expectations (goals and objectives)2.Ongoing tracking and feedback3.Reviewing results.Setting expectations begins when an employee is hired, transferred, or promoted to another position at Lehigh. All classified staff positions at Lehigh have position descriptions (PDs). Managers and supervisors are responsible for providing new employees with their position description. The provisional period of employment (90 days for most staff positions) is the initial opportunity to set expectations and establish goals and objectives. Beyond the provisional period, goals need to be established annually and reviewed and updated as necessary. Individual goals should align with area and University goals. It is good practice to review goals at the mid-year point in the performance management cycle.Staff members are responsible for tracking progress toward established goals and discussing progress with their supervisor. The supervisor’s role is to provide balanced feedback and coach staff to enhance performance. Performance discussions need to occur on a regular basis. Staff members should track progress throughout the year so that the information can be used for the self-appraisal.Reviewing results is the culmination of the performance management cycle. Performance is formally evaluated based on results and outcomes of the established goals documented in the Goals→Performance→Success(GPS) online tool, and discussed by the staff member and the supervisor. This is also the time new goals are established for the next evaluation period.The performance appraisal is the third phase of performance management – reviewing results. It is also the first phase – setting expectations. It is not only to look back over the past year, but more importantly, to look forward to the coming year, to discuss what needs to be accomplished professionally, and how the employee will contribute to the departmental goals. The supervisor and employee should also discuss and identify workplace learning programs necessary to enhance and expand the employee’s skills in order to ensure the completion of departmental goals and the stem’s strategic plan.About GPSIn 2006, the University launched the Performance Management Project. A steering committee comprised of staff representing most University stems, was appointed and designed a newprocess for evaluating staff performance. The new process is called GPS for Goals→Performance→Success.The GPS process is based on job accountabilities and related goals. Key accountabilities were established in the PDs created a few years ago. Goals and objectives established for employees during last year’s process will be included in the evaluation and linked to the key accountabilities. GPS is a process of shared responsibility between the supervisor and the staff member. The GPS online tool displays a workflow that will help guide staff members and supervisors through the process. Quick guides, user guides and online presentations will be available in addition to hands on GPS training sessions.In addition to key job accountabilities, the following aspects are important in the appraisal process:1.Setting Goals and Objectives: The full implementation of GPS in 2008 is heavilydependent on goals established during last year’s appraisal process. In addition toproviding the framework for next year’s appraisal, setting goals and objectives providesthe opportunity for employees to understand how their individual goals link to thestrategic plan for the department and the stem. Goals and objectives established duringthis performance cycle will be reviewed and evaluated in next year’s performanceprocess.2.Self-appraisals have always been a recommended part of the appraisal process but nowthey become even more important. Employees who complete a self-appraisal demonstrate the fourth Core Success Factor: Take ownership for personal learning and development.(See page 5 for more information on success factors.)3.Workplace Learning and Performance was previously referred to as “training anddevelopment” and identifies the resources that aid employees in meeting their job goalsand stretching their job knowledge.Performance management is an ongoing process, not a one-time discussion. A six-month follow-up to the annual appraisal is encouraged, but it is important to monitor performance and provide timely, specific, and balanced feedback when appropriate.Performance planning gives meaning to what people do and it makes their work more interesting. During the Lehigh All-Staff Employment Rewards (LASER) project launched in 2005, Lehigh staff members affirmed that they wanted interesting and engaging work. One planning tool available to managers and supervisors is the performance appraisal process. Performance planning also ensures that we all work toward the same goal. Employees may not understand how their work contributes to achieving the department and stem goals. It is the supervisor’s responsibility to communicate and act as a catalyst so the employee understands his or her role in achieving the institutional goals.Feedback is an integral part of performance management. As mentioned above, feedback needs to be timely, specific, and given frequently. Therefore the performance appraisal should be a review of feedback given throughout the year. Feedback is a motivational tool. When employees are told specifically how they did a good job, it emphasizes the desired level of performance and motivates employees to achieve that same level in other areas of their work. Feedback can also be a motivational tool for the employee who has not been performing at the expected level. Themanager should discuss the current level of performance, the expected level of performance, and ask the employee to develop a plan for achieving the desired level of performance. Feedback on significant and incremental improvement is equally important to the employee’s growth and professional development.“No news is good news” does not apply to the performance management process. When an individual does not receive a performance appraisal, the communicated message is not a positive one. At the onset of the performance appraisal process, the president, provost, vice presidents, and deans communicate that performance appraisals are mandatory for exempt and nonexempt staff. HR tracks the return of performance appraisals and contacts the immediate supervisor and the appropriate dean or vice president when appraisals are not returned. Surprising as it may seem, most individuals would rather learn if their performance is less than satisfactory and why, than to not receive any appraisal.When a supervisor meets with employees regularly to discuss performance and provide feedback and keeps a record of accomplishments, completing the annual performance appraisal should not be an arduous task.Getting StartedWhere to start can be difficult, but there are a number of ways to prepare to evaluate an employee’s performance over the past year. Supervisors should consider reviewing one or more of the following:•Position description•Job Family Compass Guide (can be found on the Campus Portal or obtained from HR)•Employee’s self-appraisal•Notes from meetings with the employee•Feedback from key people with whom the employee interacts regularly (contact HR for suggestions in doing so)•Last year’s performance appraisal which may contain goals for the current performance cycle.Job Family Compass Guides and Success FactorsThe Compass Initiative paved the way for the Performance Management project with the completion of the Job Family Compass Guides. The Job Family Compass Guides provide several tools to aid managers in the performance management process. Managers can refer to the Compass Guide for information on key accountabilities and knowledge, skills, and abilities for the job. Key accountabilities describe what needs to be accomplished in the position. Each Compass Guide includes the Core and Managerial Success Factors as well as Functional Success Factors developed by and for members of the job family. Core and Managerial Success Factors are listed on page 7. Success factors describe how to perform the key accountabilities of the job. The Staff Development Resource Guide provides information for workplace learning and professional development. Job Family Compass Guides are available on the Campus Portal.Core Success Factors: Managerial Success Factors:1.Support Lehigh’s Mission and Goals2.Embrace and Adapt to Change3.Accountability for Work Achievements4.Take Ownership for Personal Learningand Developmentmunicate Effectively6.Demonstrate Creativity and Innovation 1.Build a Community2.Set a Strategic Vision3.Manage and Facilitate Change4.Coach Staff for Excellent Performance5.Foster a Learning Environmentmunicate to Ensure EffectivenessThe Self-AppraisalSelf-appraisals have always been a recommended part of the appraisal process due to the importance of understanding how the employee views his or her performance. The completion of self-appraisals by all employees was a key goal in the 2007 process and is equally important in the 2008 process and beyond. When employees complete self-appraisals, they demonstrate Core Success Factor #3, which states: Take accountability for work achievements. The self-appraisal can easily be accomplished by asking the employee to complete the “Progress and Outcomes” and “Comments” areas on the GPS online tool. Employees may also rate their performance for each key accountability as part of the self-appraisal. Asking employees to list goals and objectives and workplace learning suggestions for the upcoming year allows them the opportunity to express interest in their career development.It is important that employees know what is expected of them and by when. An early start ensures time for employees to complete a self-appraisal, allows time for employees to digest the appraisal prepared by the supervisor, and also allows time for the employee to respond to the appraisal in the “Performance Summary” section on the GPS online tool before returning the completed form to the supervisor. Schedules will vary by stem. Supervisors should consult their stem leadership. A sample schedule follows.Sample departmental schedule:December 8 Start of performance appraisal process. Supervisor requests all employees complete self-appraisals using the online GPS tool. Supervisor identifies adue date of January 9, 2009.January 9 Date self-appraisals are to be forwarded to the supervisor.January 12 – 23 Supervisor reviews self-appraisals, completes performance appraisals for all staff members, and reviews performance appraisals with next levelsupervisor (if necessary).January 26 – 30 Supervisor schedules performance meeting allowing sufficient time to review all completed sections of the appraisal. (HR recommends 90minutes.) When a supervisor forwards the online appraisal to the“Performance Meeting” step it becomes available for the employee toreview the supervisor’s ratings and comments. Supervisor and employeemeet to discuss the appraisal.February 2 – 6 Employee completes the “Summary Statement” section and finalizes “2009 Performance Goals and Objectives.”The EvaluationThe supervisor’s evaluation of the staff member takes place following the completion of the self-appraisal. Using the workflow established in the GPS online tool, the staff member will forward the self-appraisal to his or her supervisor. The supervisor will select a rating from the drop down menu that best reflects the direct report’s level of performance for each key accountability and related goal(s). Supervisors are encouraged to add comments and enter or edit weights for the key accountabilities and special projects (if applicable). Supervisors are also encouraged to set goals for the next performance cycle and identify workplace learningfor the employee.Goal SettingGoal setting is a very important part of the performance appraisal process and identifies where employees should focus their efforts to effectively meet objectives during the course of the year. This is the first step in completing the performance appraisal. Look at goals and objectives from the prior year and comment on the results. Many of Lehigh’s stems and colleges have prepared strategic plans.The achievement of goals and objectives is important but goals and objectives are a plan and need to be flexible to accommodate change in workplace priorities. In many cases unexpected activities or significant changes affect the employee’s ability to complete the goal. If a goal from the previous year was not completed, document the reasons why. These circumstances can be noted directly on the GPS online tool in the “Progress and Outcomes” area for the related key accountability and associate goal. Notes can also be made in the “Notes” function of the PM form.Use the S.M.A.R.T. goal-setting process to establish goals and objectives. This process helps ensure that both supervisors and staff members share the same understanding and clarity on goals set during the performance management cycle.Differentiating between a goal and an accountability:y An accountability is a statement about normal work output… a clearly defined and established ongoing responsibility or requirement of a job. Accountabilities and associated supporting activities are found on the position description. They describe what the person in that position is responsible for regularly producing or providing. Ask, “What are the normal expected outcomes of the position?”y A goal is a general statement about a desired outcome with one or more specific objectives that define in precise terms what is to be accomplished within a designated time frame. A goal may be performance-related, developmental, a special project, or some combination.Types of performance, developmental, and special project goals:y A performance goal is usually linked to an accountability and could involve problem-solving, innovating, or implementing some type of improvement.y A developmental goal may serve to enhance performance in the current role (greater depth of knowledge/skills) or prepare for a new or future role.y Special projects could include a “stretch” assignment (build experience), be based on the departmental plan, or meet a particular organizational need.Setting S.M.A.R.T. Goals:Goals should describe accomplishments, not activities. First,let’s look at what the S.M.A.R.T. acronym means …Specific: Goal objectives should address the … who, what, when, where, and how. Make sure the goal specifies what needs to be done, with a timeframe for completion. Use action verbs … create, design, develop, implement, produce, etc. Example: Resolve accounting discrepancies within 48 hours.Measurable: Goal objectives should include numeric or descriptive measures that define quantity, quality, cost, etc. How will you and your staff member know when the goal has been successfully met? Focus on elements such as observable actions, quantity, quality, cycle time, efficiency, and/or flexibility to measure outcomes, not activities. Example: Secure pledges from ten new donors by the end of each week.Achievable: Goal objectives should be within the staff member’s control and influence; a goal may be a “stretch” but still feasible. Is the goal achievable with the available resources? Is the goal achievable within the timeframe originally outlined? Consider authority or control, influence, resources, and work environment support to meet the goal. Example: Obtain the XYZ professional certification within two years.Relevant: Goals should be instrumental to the mission of the department (and ultimately, the institution). Why is the goal important? How will the goal help the department achieve its objectives? Develop goals that relate to the staff member’s key accountabilities or link with departmental goals that align with the institutional agenda. Example: Develop and implement a diversity recruitment plan that increases the number of diversity candidates by ten percent.Time-bound: Goal objectives should identify a target date for completion and/or frequencies for specific action steps that are important for achieving the goal. How often should the staff member work on this assignment? By when should this goal be accomplished? Incorporatespecific dates, calendar milestones, or timeframes that are relative to the achievement of another result (i.e., dependencies and linkages to other projects). Example: Check the fire alarms and emergency lighting in all buildings every six months.Let’s look at some more examples:For an organization or department…Not SMART “Improve our student service.”SMART “Achieve and maintain an average student service rating of at least 4.0 (out ofa possible 5.0) on our annual survey by 11/20/09.”For an exempt staff member…Not SMART “Create departmental plan.”SMART “Create a 2009 operational plan for the new departmental initiative. Obtain final approval from stem leadership and discuss it with our department soindividuals can begin setting their performance objectives by 1-29-09.”Not SMART “Improve project management skills.”SMART“Take the Project Management Essentials workshop on 10-18-2008, report what was learned to our team by 11-01-2008, and apply the relevant conceptswhile implementing our 2009 marketing plan.”For a nonexempt staff member…Not SMART “Send out welcome letters to our new students.”SMART “Produce and distribute personalized welcome letters, error-free, to all new students in our department by 9-26-09.”Not SMART “Be more receptive to coaching suggestions and feedback.”SMART “At our monthly progress meetings, ask for feedback on what is going well and what things to improve. Keep a notebook with this information, try outthe suggestions, and document each week what worked and what didn’t.”For an exempt or nonexempt staff member…Not SMART “Keep our department’s Website up-to-date.”SMART “Solicit updates and new material for the Website from our department managers on the first Friday of each month; publish this new material by thefollowing Friday. Each time material is published, review the Website formaterial that is out-of-date and delete or archive that material.”Remember the S.M.A.R.T. acronym when establishing goals and objectives. This formula for goal-setting helps ensure that both supervisors and staff members share the same understanding and clarity on goals set during the performance management cycle.Workplace Learning and PerformanceGPS ProcessWorkplace learning is an important tool that enhances professional growth and development for all staff members regardless of position or grade. All supervisors are encouraged to identify one or two training programs related to a goal for each employee or to support requests for job-related training made by employees. The online GPS tool has two sections for workplace learning. The purpose of the first section (year being appraised) is to list any courses, seminars, or workshops attended during the year. The second Workplace Learning section is to identify seminars or workshops for the coming year. Workplace learning activities are generally linked to a key accountability and associated goal.Example from Online GPS Tool: 2009 Workplace Learning Section:Consult the Staff Development Resource section in the respective Job Family Compass Guide and refer to the Individual Development Plan to assist with these areas of the performance appraisal online tool. Training programs offered through Human Resources at Lehigh can be found at /~inhro/PerformanceManagementDirectory.htm.Diversity“Lehigh University actively promotes an inclusive community that values, affirms, and advances the diverse backgrounds, interests, experiences, and aspirations of all its members.” This is a sentence from the Diversity Initiative Mission Statement. Lehigh University is committed to diversity and to building a community that is more reflective of society.Diversity will always be a very important aspect of performance management at Lehigh and is part of our everyday work life. It is applicable to everyone, not just those who supervise. Behaviors demonstrate standards of professional conduct. Desired behaviors in the Lehigh workplace are described in the Core and Managerial Success Factors. “Supporting Lehigh’smission and goals” and “building a community” are success factors supporting diversity. Employees who are thoughtful in what they say and do exhibit an awareness and adherence to Lehigh policies and goals, thereby contributing to an inclusive and productive workplace. How an employee accomplishes key accountabilities and associated goals should be noted on the performance appraisal. This GPS online tool provides “Comments” areas for each key accountability and associated goal(s). The tool also has a “Notes” feature that can be used to document how an employee performs relative to the core, managerial, and/or functional success factors.Evaluating Employees in Supervisory RolesEmployees who supervise other exempt and nonexempt employees need to be evaluated regarding their effectiveness as a manager or supervisor. In the GPS process the supervisory role will be addressed as a key accountability. If an employee supervises other nonexempt or exempt employees, one of his/her key accountabilities should be supervision.The GPS online tool has a “Get Feedback” function. Be advised that feedback received using this function will remain on the performance appraisal tool and printed form. Those who evaluate employees in supervisory roles should seek feedback from the employee’s direct reports. For more information on how to obtain this feedback, contact Human Resources.Performance ImprovementSupporting Performance ImprovementIf an employee’s overall appraisal is rated “needs improvement,” “below most expectations,” or “unsatisfactory,” the supervisor needs to complete the Performance Improvement form. The Performance Improvement form is not part of the GPS online tool. It is a separate paper form and is available at /~inhro/forms.html.In completing the Performance Improvement form, supervisors should also consider the employee’s level of performance in comparison to the previous year. If, for example, an employee had an unsatisfactory rating last year, the supervisor should identify where progress has been made. By doing this the supervisor reinforces significant or complete improvement.If some improvement has occurred, the supervisor still needs to reinforce the improvement and focus on further improvement.If significant progress has not been made, the supervisor should contact HR in order to be prepared to discuss the employee’s lack of improvement and a course of action.An example of the Performance Improvement form is shown on page 13.Example of the Performance Improvement form:Improvement Area Expected Results Time Frame Support ActionsImproved sense of urgency when dealing with walk-in or telephone customers.Walk-in customers areto be assistedimmediately.Telephone calls shouldbe answered by thethird ring.March 2009If you are with another customeror on the telephone, establishimmediate eye contact and say, “Iwill be with you shortly.”If several phones ring at the sametime, ask customers to hold.Request assistance from otherstaff if necessary.Annual Merit IncreasesThe annual staff salary increases are merit-based. Appraisals are to be completed by February 28, 2009 so they can be reviewed by the dean, vice president, or other designate to ensure there is an appropriate relationship between the appraisal and the recommended merit increase. The Board of Trustees approves the budget parameters including the merit increase guidelines at their February board meeting. Recommended merit increases are then sent to the Budget Office for the budget process. The Budget Office will provide the earliest date employees receiving a merit increase may be notified of their new salary. The new salary is effective July 1, 2009 or when the employee returns to Lehigh if working less than 12 months.Six-Month Follow-UpThe timeframe for completion of performance appraisals is October 1, 2008 through February 28, 2009. Performance is an ongoing process, therefore appraising performance also needs to be an ongoing process. Now that you’ve established goals for your employees, check back periodically to see what progress has been made toward the goals. Quarterly checkups are ideal. HR recommends following up to the performance review in July or August. This is an informal review where the supervisor discusses with the employee his or her progress toward the goals. It is also an opportunity to discuss whether goals have changed in priority or whether new goals and priorities have emerged. The online GPS form for 2009 will be available early in 2009 to note progress, comments, or edit/change goals.Things to AvoidHere are some helpful hints in completing the performance appraisal: Pitfall How to addressAn aspect of the employee’s performance is either very good or very poor just before the performance appraisal. The supervisor allows this event to overshadow the year. This is sometimes referred to as “three-week memory” or the “horn/halo effect.” Provide timely feedback to the employee and comment on the event in the appraisal, but be sure to consider all other aspects of the employee’s performance throughout the year.An employee is absent for several weeks and the absence is covered by short-term disability or the Family Medical Leave Act. The supervisor documents in the appraisal that performance could have been better if the employee were not out for such a long period of time.Attendance issues related to the Family Medical Leave Act or short-term disability, such as pregnancy, should not be documented or discussed in the performance appraisal. Contact Human Resources for more information.The supervisor includes information in the performance appraisal that has not been discussed with the employee.The appraisal is intended to review the year but there should not be any surprises for the employee. Also, the appraisal should not be used as a disciplinary tool.Frequently Asked Questions•I have a new employee just completing the provisional period. Should I prepare an appraisal?For employees with a hire date of October 1, 2008 or later it is best to complete the GPS online Provisional Period Report, which will be sent to the supervisor from HR. It will help the employee know what is expected during the year and will help you with the appraisal next year.•Is it a good idea to solicit feedback from others with whom the employee works closely?Within the department? Outside the department?Yes. This is important because there are aspects of performance that you may not be able to observe. This can be done informally through conversations or in writing (email, memo, etc.) or by using the “Notes” feature of the online GPS tool. It can be accomplished formally by using the “Get Feedback” function of the GPS tool. Be advised that comments made using the “Get Feedback” function become a part of the appraisal and printed form. If you want to weigh what others tell you and summarize it in a way that can be useful for the recipient, use an informal method as described above. Include examples of behaviors if known.•If I solicit feedback from others, must I identify who provided the feedback?If it’s good, absolutely! If it’s negative, you may choose to summarize information from several individuals. It is best to try to frame it from your perspective if you have first-hand knowledge or have observed it. There are two sides to every situation and knowing both may。
太古飞机员工绩效管理制度指引
Reviewing (October / November) • 年终评核（10 月/11 月）
This is the time to provide formal feedback to staff members. The focus will be on their achievements / results and their performance in terms of their strengths and areas of development. 这是为雇员提供正式反馈的时候。主要关注员工的成就（结果），以及他们在自己的强项和需要发
层与员工之间相互理解和积极的工作关系
Thus, the main purposes of performance management are to:
Personnel and Administration Department
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因此，员工绩效管理的主要目的是： Enable individuals to identify and contribute to the business expectations of the company 帮助员工清晰了解公司的企业目标并为此作出贡献 Drive and sustain behaviour and performance of all staff members 推动及维持员工的行为及表现 Enable individuals to identify their own strengths and areas for improvement 帮助员工清晰了解自己的优点及需要改进的地方 Create a platform for conducting development conversations and career planning 创建一个执行员工发展对话与职业规划的平台 Establish a clear objective for self improvement (development) 建立一个清晰的自我完善（发展）的目标 Provide timely feedback to staff members for continuous improvement and development 提供及时的反馈及意见以协助员工持续的进步及发展
Oracle Fusion Performance Management 用户指南说明书
Oracle Performance Management: Oracle Fusion Performance ManagementAn integral part of Oracle Human Capital Management (HCM) solution, Oracle Fusion Performance Management (Performance Management) fully automates the performance process and provides executives, managers, and employees with valuable and immediate insight to workforce performance progression and its alignment with organizational objectives.Performance Management is designed to support employees, managers, and business leaders with point-in-time evaluation of worker performance. Organizations can configure the performance process to match their business practices. An industry-leading user experience enables employees and managers to easily see where they are and move smoothly through the process. Guidance and decision support are provided to users in context to help them easily and intelligently complete evaluations. Embedded intelligence supports managers and HR administrators in efficiently monitoring and managing the overall performance management process, enabling them to take action at the point it is needed. Executive Insight into Performance Management Business Processes In traditional HR systems, managers and executives have little insight into how performance ratings are distributed, without generating paper reports or Excel graphs. Performance Management delivers real-time embedded business intelligence providing deep and meaningful insight into the performance process. Configurable graphs let you view data in a variety of ways. For example, you can define specific targets and instantly see how your organization is performing. Through filters, you can quickly change parameters to hone in on different areas of interest. Management can take any corrective action required, and better manage the performance process. STRATEGIC PERFORMANCEMANAGEMENTKEY FEATURES∙ Task list easily directs youto the next step∙ Informational regionprovides helpful supportinginformation for evaluatingcompetencies and goals∙ Executive view intoperformance taskcompletion, ratingdistribution, managerratings and performancedetails∙ Configurable process flowsand content to match yourbusiness needsFlexible, Configurable Performance Evaluations Organizations conduct their performance processes in a variety of ways, but many are locked into rigid processes that are difficult or impossible to change. Having a flexible performance system that supports different processes is critical. Depending on your business unit, you may want to conduct annual evaluations, project evaluations, or use performance improvement plans. Performance Management provides you with a flexible, configurable template-driven setup that you can mold to fit the performance processes of your organization without giving up control. Easy Viewing of Worker Performance Documents Managers require a quick means for accessing one or more worker performance document details during the evaluation process. Performance Management allows for easy viewing of any current or historical performance documents in an easy to read PDF format. This gives managers the ability to quickly review past performance documents as a guide to creating a new employee performance review, and can provide employees the same opportunity to review the past as they create or comment on a current review. Multi-Rater Feedback, Questionnaires, Matrix Management The ability to gather multi-rater feedback during the performance process enhances and enriches the final evaluation. Performance Management also allows participants to rate and provide comments on the employee ’s competencies and goals, and organizations can define configurable questionnaires to distribute to subordinates, peers, and customers in the organization to request feedback. You can select participants and track their responses, and the responses can be configured as fully visible to the employee, visible but anonymous, or hidden from the employee and visible only to the manager. The questionnaire can also be used as a feedback conduit between the manager and employee to share additional information outside rated competencies and goals, such as gathering the employee’s career aspirations. The system may also be configured to include matrix managers as part of the evaluation process. The matrix managers can be auto-populated, and these managers will have performance document visibility similar to the line manager. These features allow for a more rounded, full picture of employee performance to be recorded and communicated and can be tailored to fit your organization’s performance culture. CONTACT US For more information about Oracle Fusion Performance Management, visit or call +1.800.ORACLE1 to speak to an Oracle representative.KEY BENEFITS∙ Easy navigation andcompletion of variousperformance tasks∙ Get insight to how theorganization is tracking forperformance tasks and ratingdistribution∙ Flexible, configurabletemplate-driven setup。
【PM】2020年6月ACCA PM(F5) Performance Management (PM) 复习笔记 9 - 必考内容
【PM】2020年6月ACCA PM（F5）Performance Management (PM) 复习笔记9 - 必考内容ACCA Performance Management - 9Part D-3. Further variances analysis3.1 Material mix and Yield variances3.2 Sales mix and Quantity variances3.3 Planning and Operating variances必考！！角度三选一且考核形式固定3.1 Material mix and Yield variancesAQ act. mix: 实际产量下原材料的实际用量SQ std. mix: 实际产量下原材料的标准用量AQ std. mix: 用标准比例分配的原材料实际用量Material Mix variance相同生产效率下原材料比重的变化(1)(2)原材料用量的差异*std price=mix varianceMaterial Yield variance相同原材料比重下生产效率的变化(2)(3)原材料用量之差*std price=yield varianceInterpretations of Adverse (A)Mix variance (A)A higher proportion of an expensive material is being used多用了贵的原材料Yield variance (A)less output has been achieved for a given input相同投入获得较少产出/获得相同产出时投入较多*补充：Material usage variance选择题可用下方公式↓：大题使用上方表格计算↑Material usage variance=mix variance + yield variance3.2 Sales mix and Quantity variances同一人负责销售多种产品AQ act. mix: 实际总销量SQ std. mix: 标准比例下的标准销量AQ std. mix: 用标准比例分配的总销量Sales mix variance相同销售能力情况下销售比重的变化Sales quantity variance相同销售比重下的销售能力的变化Sales volume varianceSales volume variance=mix variance + quantity varianceStd MarginMarginal costing: contribution per unitAbsorption costing: profit per unit3.3 Planning and Operating variancesSalesMaterials LaborsAdvantages P &O variances①Highlights controllable and non-controllable②Increase the acceptance 增加评估的接受度③Fair reflection 更加公允*解题先列数据表。
Performance Evaluation and Management(绩效评估和管理)
3. Supervisor, after consulting with the employee, establishes the criteria for assessing the accomplishment of the objectives
Time consuming, must be disciplined to log in incidents, reveals critical behaviors that can be fed back easily.
Difficult to develop, time consuming, great for providing specific feedback to aid in improving performance.
oriented, does not engage in comparisons among employees.
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MBO Program Process (1 of 2)
1. Supervisor and employee conduct meetings to define key tasks of the subordinate and to set a limited number of objectives (goals)
5. Discuss the evaluation with the employee
6. Make decisions and file the evaluation
பைடு நூலகம்
毕博-管理咨询工具方法—Performance Management Toolbox-chinese
绩效管理工具THE PERFORMANCE MANAGEMENT TOOLBOX制定并执行结构化与系统化的绩效管理体系是长期有效地管理员工的关键。
To effectively manage your team members on a long term basis, it is essential to implement a structured and systemised Performance Management system.这一结构化的体系使管理人员能够与员工一起分享自己的知识与经验，鼓励员工发展技能，达成其个人目标。
This structured system will enable the Manager to share his/her knowledge and experience with theirteam members, encouraging team members to develop their skills and achieve their personal goals.有效的绩效管理体系的优点在于：Some of the benefits of an effective performance managements system include:✍提供了一个学习与发展的系统程序Provides a systemised process for learning and development;✍使管理人员指导员工达成他们的目标Allows the manager to guide their team members towards his or her goals;✍在共同目标下，相互分享经验与观点The mutual sharing of experiences and opinions creates agreed-upon outcomes;✍创造一个团队间相互支持与鼓励的文化Creates a culture that inspires and supports team members;✍增加工作满意度、激励员工Increased job satisfaction and employee motivation;✍改善经理人员与员工间的工作关系Improved working relationship between manager and direct reports;✍提高员工工作效率More productive teams; and✍更加有效地运用公司资源More effective use of organizational resources.管理人员的一个主要任务就是扮演员工的“导师”。
performancemanagementandappraisal人力资源中绩效管理评估
P e r f o r m a n c e M a n a g e m e n ta n d A p p r a i s a l人力资源中绩效管理评估(总5页)--本页仅作为文档封面，使用时请直接删除即可----内页可以根据需求调整合适字体及大小--Performance Management and Appraisalperformance management and discuss how it differs from performance appraisal.Basic concepts illustrate that performance appraisal plays a central role in human resource what is performance appraisal?The e-text have given a explanation which evaluating an employees current or/and past performance relative to his or her performance standards is performance speaking,if there is a employer will appraise his or her subordinates current or/and past performance should according to if the employees come up to the performance standards to appraise.the appraisal process.Here are performance appraisal process: work standards; the employees actual performance relative to those standards (this usually involves some rating form); and feedback to the employee with the aim of helping him or her to eliminate performance deficiencies or to continue to perform above our real life,our school also put these performance appraisal process to ’s supervisor will set work standards to assess the teachers actual the supervisor will provide feedback to teachers to help them to know theirweaknesses and school will award high performing teachers to create a form of friendly competition.When it comes to why appraise performance,to my point of view,all reasons come to a word is e-textbook shows it’s beneficial for both supervisors and subordinates to apply performance can avoid the supervisors to subjectively judge the the other hand,subordinates will understand their deficiencies and strengths.The importance of continuous feedback means when a supervisor see a performance problem,he or she would better take actions ,when your subordinates make mistakes you the time to feedback is technique people apply in daily life is or parents may continuous feedback to you immediately when you make mistakes.What is performance management In my opinion on the basis of the e-book which illustrate,for reaching the organizations goals,individuals and teams will take part in identifying,measuring,and developing the performance continuously as well as it is a continuous performance management aims to promote continuously the performance of individuals,department and organizations. 3.Set effective performance appraisal standardsFirst of all,why should define the employees goals and performance standards?As far as I can see,there are contact with these two supervisors do the performance appraisal,they must decide what to measure and it is typical to set measurable goals for each expectation the supervisors have for the employee to form effective performance appraisal this way,supervisor can do the appraisal effectively.So how to set effective goals?The answers have given by e-textbook are as follows, specific measurable challenging but doable our senior schools,every year headmasters those teach graduating class will receive an different education quota about how many students should get the first-batch and school will apply these effective goals to set effective education quota,for make sure the education goals of school.Should Do the AppraisingFrom the e-textbook,the immediate supervisor’s appraisal is the heart of most appraisal can directly observe and evaluate his or her subordinates ,relying only on supervisors appraisals isn’t always advisable because there is always some danger of bias for or against the employee.So there are several options we can including peer appraisal,it means the colleague can appraise each committees,the employee’s immediate supervisor and 3 or 4 other supervisors can make up a group to do the ,employees’self-ratings conjunction with supervisors’by subordinate,obviously,managers will receive feedback from their °our daily life,the 360°feedback is the most commonly employer will evaluate his or her employees’comprehensive ability and skills.5.Techniques For Appraising Performance.Managers usually apply many approaches to appraisal their there are many useful options can managers reading in this part,I can not help thinking what advantages these appraising performance techniques can probably understand these techniques can avoid many errors while appraising performance.With Appraisal Problems And Interview.。
美世—绩效管理
组织权变理论， 最适而非最优的
观点
卡普兰 & 诺顿 Kaplan & Norton
强调绩效与战略 的联系，强调企
业的绩效平衡
备注： • 各种绩效管理方法并无绝对的优劣好坏之分，他们也有各自的优点和缺陷； • 不同类型的企业，不同的发展阶段，不同的企业内外部环境，可能需要适用不同的绩效管理系统；
具备绩效管理系统 7.9% 10.2% 8.0% 6.6% 2.2% $169,900
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View Points of Performance Management 绩效管理的不同观点
管理会计观点
预算
会计
支付
营运管理观点
战略&目标
过程 控制
Managing Performance for Business Results 绩效管理
January 16, 2004
Table of Contents 内容提要
绩效管理的基本概念 绩效管理流程 平衡记分卡简介
Mercer Human Resource Consulting
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1. Performance Management Basics 绩效管理的基本概念
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360o Appraisal Method 360 度评估方法
直接领导
同级成员或合作伙伴
经经理理//相相关关的的被被评评估估人人
相关方 （客户/供应商）
直接下属
Mercer Human Resource Consulting
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Writing Performance Improvement Goals ……………………………………………………………………………. 6 Conducting Performance Evaluation ………………………………the Performance Evaluation Meeting ……………………………………………………………… Training Plan ………………………………………………………………………………………………………………………. Closing the Performance Review ………………………………………………………………………………………… Administration Responsibilities ………………………………………….………………………………………………. Effective management tools and techniques ………………………………………………………………………. The reviewer’s results orientation ………………………………………………………………………………………. 7 7 9 10 10 11 11
Employee input and participation in developing performance expectations Communicating performance expectations before the performance review period starts Ongoing positive and constructive feedback as well as communication about progress towards established goals throughout the review period Feedback that shows the employee how to perform more successfully in the future
Management Techniques ……………………………………………………………………………………………………. 13 23 tips for effective listening ………………………………………………………………………………………………. Appendix 1 : Performance & Development Form 14
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Performance Management Guide (Last modified Oct 2009) UAEU HR Department
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employees, discuss Career Development Goals and plan for development to support their growth, key job responsibilities delivery and career progression.
PM is not a one-time, isolated conversation, but a continuous process incorporating Three Phases:
Plan
Develop
Evaluate
HR Calendar of Events The key events of our performance management system are divided into three distinct areas as follows:
Mid Year Review (30 April) A formal mid year review of employee performance and in particular, the status of Performance Development execution. Performance Evaluation (Year-End Review) (30th November) A formal year-end review of employee performance throughout the previous year and the status of the achievements of both the Performance Improvement and Career Development Goals.
Page 0 of 16
Performance Management Guide Index
Introduction to Performance Management ………………………………………………………………………… Annual Performance Evaluation Process …………………………………………………………………………….. The Rating Scale …………………………………………………………………………………………………………………. Goals Setting ………………………………………………………………………………………………………………………. Writing Career Development Goals …………………………………………………………………………………….. 2 3 4 5 5
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Annual Performance Evaluation Process
Performance Management is the prime responsibility of all managers. The Human Resources function is responsible for the design, training, procedural implementation, review and maintenance, evaluation and monitoring of the processes. All Managers from the Provost to the most junior supervisor are responsible for the level of effectiveness achieved. The performance management activities listed above cannot be delivered without the involvement and commitment of our managers. Annual Performance Review Meeting The performance management system both begins and ends with the Annual Performance Review meeting, which takes place in November. It is the time when the past year‟s performance is reviewed, discussed and rated and a time when both the manager and the employee look ahead to the future and begin to plan objectives and development for the year ahead. For the Performance Evaluation to be fair it must be based on observed behaviour and actual measurable results, covering the whole year. This will be evidenced in the ratings you assign and the supporting narrative comments you write. Performance & Development Form (Appendix 1) The performance & development form is a formal record of the discussion between the manager and the employee and covers the:
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Introduction to Performance Management
The intangible assets of an organization drive its growth. These include employees, reputation, relationships with customers, the decision making process and the ability to innovate, along with confidence in the organization's strategy and its ability to deliver on it. Studies have shown that the intangible assets can account for 60% or more of an average organization's value. People, as an intangible asset, are our talent bank and they need to be involved, supported and fully engaged if we are to achieve organisational success. Effective management of our human capital is directly linked to the development of future business. With all UAEU employees, we need to have in place a system for “performance management” “Performance Management” is the process of creating and ensuring a work environment in which people are enabled to perform to the best of their abilities. It focuses on that the performance of the employee meets the goals of the job and organization. An effective performance management system is based on an organisational commitment to communicate openly and honestly about the expectations of managers and the contributions of employees. It provides managers with an effective tool to establish performance goals and objectively monitor employee performance towards achievements of goals. Based on the day-to-day practice of providing feedback, it rewards employee performance and contributions and provides opportunities for correcting performance problems. An effective performance management system includes: