66. *单元五: 绩效反馈与教导--- Types of feedback 反馈的不同类型Confirmatory positive feedback: The individual receives high ratings from others, which confirm the individual’s high self-ratings.
共同的积极反馈:员工的自我评估与他人评估都得到积极评价。
Disconfirmatory negative feedback: The individual receives ratings from others that are lower than his or her self-ratings.
单方面的消极反馈:员工得到比自我评估低的评价。
67. *单元五: 绩效反馈与教导---Types of feedback(Cont)反馈的不同类型(续)
Confirmatory negative feedback: The ratings received from others are low, and the self-ratings also are low.
共同的消极反馈:员工的自我评估与他人的评价一样低。
Disconfirmatory positive feedback: The individual’s self-ratings are lower than ratings received by others.
单方面的积极反馈:员工自我评价低于他人评价。
69. *单元五: 绩效反馈与教导--Why Is It So Important To Be Specific?为 什 么 要 那 么 明 确?1. TO GET AGREEMENT 达 成 共 识
By supporting feedback with specific examples of what an employee did or didn’t do, you can avoid misinterpretation and defensiveness
当提供反馈时应给明确的举例。直接地告诉他们做到了什么和什么 没有做到,以避免误解辨护的态度
2. TO GET RESULTS达 成 效 果
For employees to improve performance, they first need to know exactly what they didn’t do or did wrong
如要员工改进绩效,应先让他们知道有什么做错了或没有做
70. *单元五: 绩效反馈与教导--Why Is It So Important To Be Specific?为 什 么 要 那 么 明 确?3. TO AVOID PROBLEMS
能避免问题
If an evaluation is vague and the employee is dismissed or demoted, problems may occur. To protect yourself and the organization, take time to add specific examples to descriptions of below-average performance.
如 果 评 估 不 够 清 楚 而 员 工 被 解 雇 或 降 职,问 题 会 出 现。为 保 护 你 自 己 及 公 司, 你 应 花 多 一 点 时 间 来 提 供 明 确 的 例 子, 特 别 是 那 些 低 于 一 般 水 准 表 现 的 员 工。
71. *单元五: 绩效反馈与教导---What Should You Avoid? 你 应 该 避 免 什 么?Vague statements
不 清 楚 的 陈 述
Generalities
笼 统
Personality traits
个 人 特 性
Character qualities
性 格
Value statements
价 值 观 念 Nonspecific criticism
不 明 确 的 批 评
Accusations
指 责
Comments on attitude
评 论 态 度
Statements that could be misinterpreted
可 被 误 会 的 陈 述
72. *单元五: 绩效反馈与教导--- Are These Helpful Comments On Performance?这 些 评 估 是 否 对 绩 效 有 帮 助?A terrific team player
极 好 的 队 员
Difficult to work with
难 相 处
Has an attitude problem
有 态 度 问 题
Always helps out in a crisis
遇 到 难 关 的 时 候 会 提 供 帮 助
Pleasant to work with
融 洽 相 处
Needs to work on management style
需 要 改 进 管 理 方 式
118. *单元十: 绩效管理中常见的问题与应对“I am too busy to do it” “我太忙了,没时间做”Question: I am just too busy managing to be able to set aside the amount of time need to do performance management as you describe it.
问题: 我太忙了,没有办法安排出做绩效管理的时间
Answer: The manager’s job to to make sure that the staff can do their jobs productively. By this token, Performance Evaluation a tool to save management time.
回答:经理人员的工作就是保证其下属高效地完成工作。由此说来,绩效管理帮助管理人员节约时间的工具。
Suggestion: look at where the time is gone: micromanage, getting involved in all the little things that should be handled by your subordinates.
建议:查看一下时间都花到哪里去了:是否管理太细了,卷入许多本该由你下属完成的工作。
119. *单元十: 绩效管理中常见的问题与应对Fear of confrontation 害怕冲突Question: Managers express concern about the difficulty of bringing up performance problems, because they feel that employees are going to fight back, and the process might turn ugly. 问题:管理人员不愿提出绩效问题,因为他们担心员工会争辩,从而使得评估过程变得令人不愉快。
Answer:Performance interview is not about discussing poor performance. It’s about talking about accomplishment, successes, and improvement. A focus on those three things reduces confrontation because manager and employee are on the same side. 回答:绩效讨论不是讨论不好的表现,而是关于成就,胜利和进步的讨论。注重这三项,将有助于避免矛盾,因为管理者和员工站在同一边。
When confrontation occurs or becomes ugly, it’s often because managers have avoided dealing with a problem until it’s severe. Early identification of problems helps in the resolution process 当冲突产生或是变得不愉快,通常是由于管理者在问题变得严重之前没有重视。早发现问题有注于防患于未燃。
120. *单元十: 绩效管理中常见的问题与应对Reluctance of employee员工不情愿Suggested approaches 建议采取的方式
Approach the process as a “We” exercise
以“我们”开始这场谈话
Don’t give pronouncements on performance
不要以告知的方式来进行
First engage the employee in self-evaluation
先让员工进行自我评估
Help employees understand how performance management can help them reach their goals.
是员工理解绩效管理是如何帮助员工达到他们的目的
121. *单元十: 绩效管理中常见的问题与应对Hard Target 硬指标
Results 结果
Mgr. Drive 经理驱动
Top Down 自上而下
Evaluation 考评
Rewards 奖励
Systemic Process 建立流程Soft Targets 软指标
Behaviors 行为
Employee Involvement 员工参与
Bottom Up 自下而上
Coaching 指导
Development 发展
Empowerment 授权管理 平 衡