西安杨森绩效评估PASOLCommunicationSRx

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1、Standards of LeadershipStandards of LeadershipStandards of Leadership公司战略公司战略运行结果运行结果绩效绩效管理管理Standards of LeadershipStandards of LeadershipStandards of LeadershipStandards of LeadershipStandards of LeadershipStandards of LeadershipStandards of LeadershipStandards of LeadershipStandards of Leadership

2、Standards of LeadershipStandards of Leadership客户与客户与市场导向市场导向勇于创新勇于创新组织与组织与人员发展人员发展驾驭驾驭复杂事物复杂事物互赖的互赖的合作关系合作关系Standards of LeadershipStandards of LeadershipStandards of LeadershipStandards of LeadershipStandards of LeadershipStandards of LeadershipStandards of LeadershipStandards of LeadershipStandard

3、s of LeadershipStandards of LeadershipStandards of LeadershipHuman ResourcePlanPosition SlatesRotationsPromotionsOrg. Dev. NeedsIndiv. G&OCompetenciesPerformanceAppraisalDevelopAction PlanIndiv PotentialOrganizationalNeedsSuccessionPlanningPerformancePotentialStandards of Leadership新员工新员工 (加入公司的时间少于

4、加入公司的时间少于3个月个月)(02年使用去年的评估系统年使用去年的评估系统)98-76-5-43-21*在面对巨大的挑战或采用独到的方式解决问题时，持续并且非常显著地超越工在面对巨大的挑战或采用独到的方式解决问题时，持续并且非常显著地超越工作标准。有确实的证据和事实证明这一点。按照目标达成率来衡量，它只限于作标准。有确实的证据和事实证明这一点。按照目标达成率来衡量，它只限于企业内顶尖的企业内顶尖的5的人群的人群业绩表现持续超越工作标准。这些人的贡献超过了企业对他们的期望值。也要业绩表现持续超越工作标准。这些人的贡献超过了企业对他们的期望值。也要有真实的数据及证据说明。他们在企业中占有真实的数

5、据及证据说明。他们在企业中占25的比例。的比例。工作业绩持续达到标准，有时还超越标准。这些员工对公司业务的发展作出了工作业绩持续达到标准，有时还超越标准。这些员工对公司业务的发展作出了宝贵的贡献。有真实的证据来支持评估等级的界定。依据目标达成率来衡量，宝贵的贡献。有真实的证据来支持评估等级的界定。依据目标达成率来衡量，这一等级人员应占公司员工的这一等级人员应占公司员工的65工作表现刚刚达到要求，但有时会低于要求。这些人需要更多的监督和指导。工作表现刚刚达到要求，但有时会低于要求。这些人需要更多的监督和指导。 0-5%工作表现一贯达不到要求。工作表现一贯达不到要求。0-5%Standards o

6、f Leadership新员工（加入公司少于新员工（加入公司少于3 3个月）个月） 5 4 3 2 1 *杰出杰出- -持续并显著超越人才发展的标准。长期以来对公司的发展作出巨大贡献，同持续并显著超越人才发展的标准。长期以来对公司的发展作出巨大贡献，同时在人才发展方面被认为是时在人才发展方面被认为是“冠军冠军”级人物。公司各层人事都认可，并有确实的级人物。公司各层人事都认可，并有确实的证据来证明证据来证明优秀优秀- -持续超越人才发展标准，在招聘和保留人才方面有良好的记录在公司中起到持续超越人才发展标准，在招聘和保留人才方面有良好的记录在公司中起到了榜样作用，人们渴望与他共事。了榜样作用，人们

7、渴望与他共事。达标达标持续达到人才发展的标准。这是我们的基本标准。确保组织的系统和过程持续达到人才发展的标准。这是我们的基本标准。确保组织的系统和过程符合发展计划并能取得切实的成绩。在组织中能够发现并培养人才，使他们得到符合发展计划并能取得切实的成绩。在组织中能够发现并培养人才，使他们得到提升。愿意与强生其它公司分享人才。持续招聘提升。愿意与强生其它公司分享人才。持续招聘/ /吸引并发展一个具有多元化吸引并发展一个具有多元化/ /高高潜能的人才库。通过给员工提供培训和指导，将发展人才计划当作工作重点。换潜能的人才库。通过给员工提供培训和指导，将发展人才计划当作工作重点。换句话说，在人才培养方面

8、表现出以信条为本的领导力。句话说，在人才培养方面表现出以信条为本的领导力。需要改进需要改进- -刚刚达到基本的人员发展要求。持续表现出对人员成长及发展的敏感度刚刚达到基本的人员发展要求。持续表现出对人员成长及发展的敏感度或能使自己和管理人员在该领域作出成绩。如果不能证明自己在该领域有所改善或能使自己和管理人员在该领域作出成绩。如果不能证明自己在该领域有所改善，他们就应该被重新委任其它不需要管理人员的职位。，他们就应该被重新委任其它不需要管理人员的职位。 不能接受不能接受一贯达不到要求。很少或从未给组织提供过可被提升的人才。对组织一贯达不到要求。很少或从未给组织提供过可被提升的人才。对组织内人员

9、的发展不敏感。显示出在人员发展方面缺乏主人公精神或责任心。内人员的发展不敏感。显示出在人员发展方面缺乏主人公精神或责任心。 在这一在这一级别的人员应该尽快被重新委任其它不需要管理别人的职位。级别的人员应该尽快被重新委任其它不需要管理别人的职位。Standards of Leadership新员工（加入公司少于新员工（加入公司少于3个月）个月） 4 3 2 1 *具有在重要职位上提升具有在重要职位上提升2 2级或级或2 2级以上潜力的人级以上潜力的人员员在重要职位上提升在重要职位上提升1 1级潜力的人员级潜力的人员 在现在的位职上称职，或可以接受与现在工作在现在的位职上称职，或可以接受与现在工作

10、相关联的职责或同一级别的其它职位相关联的职责或同一级别的其它职位不能胜任目前的职位不能胜任目前的职位Standards of Leadership主管主管地区经理地区经理大区经理大区经理销售总监销售总监Potential Rating Scale Example of Significant LevelStandards of Leadership主管主管经理经理总监总监副总裁副总裁Potential Rating Scale Example of Significant LevelStandards of LeadershipStandards of LeadershipStandards

11、of LeadershipStandards of LeadershipStandards of LeadershipStandards of LeadershipStandards of LeadershipStandards of LeadershipStandards of LeadershipStandards of LeadershipStandards of LeadershipStandards of LeadershipStandards of LeadershipStandards of LeadershipStandards of LeadershipStandards o

12、f LeadershipStandards of LeadershipStandards of Leadership主管主管销售业绩销售业绩70%60%50% 综合能力评估综合能力评估 30%40%50%Standards of LeadershipStandards of LeadershipLow(Unsatisfactory )High(Outstanding)HighNo. of Person(Performance)Standards of Leadership2001 Performance ratings: categories Rating ( ) Visual represe

13、ntation of performance rating 2002 Clarification of / distinction among ratings Performance that consistently exceeds job standards by a significant degree while overcoming exceptional challenges or applying unique solutions. These are exceptional individuals whose contributions you can support by t

14、angible facts and evidence covering the current rating period. 9 Performance consistently exceeds job standards () by a significant degree. 8 Performance consistently exceeds job standards, occasionally by a significant degree. Performance that consistently exceeds job standards. These individuals c

15、ontribute above what is normally expected and whose contributions you can support by tangible facts and evidence covering the current rating period. 7 Performance consistently exceeds job standards. 6 Performance consistently meets and frequently exceeds job standards. 5 Performance consistently mee

16、ts and sometimes exceeds job standards. Performance that consistently meets and sometimes exceeds job standards. These are individuals who make valued contributions to the success of the business at the level that is expected and whose performance you can support by tangible facts and evidence cover

17、ing the current rating period. These individuals are essential to achieving business objectives. 4 Performance has minimally achieved job standards. 3 Performance marginally meets but is occasionally below acceptable job standards (). Performance that marginally meets but occasionally is below accep

18、table job standards. These individuals contribute at a level requiring more supervision and guidance than should be required. 2 Performance frequently does not meet job standards (). Performance that consistently does not meet job standards over the rating period. 1 Performance consistently does not

19、 meet job standards (). Note Job standards encompass: a) the on going job responsibilities (the job description), b) the specific performance objectives, c) the expected workplace behavior (the way the tasks are performed). blue = base line green = raise the bar red = not performing. A rating + the

20、asterisk-sign (*) is used for people too new in an assignment to evaluate, with no minimum or maximum length of time for use of the asterisk. As soon as a performance rating can be assigned objectively, the asterisk should no longer be used. For employees new hired from November 1, no preliminary ra

21、ting is assigned anymore. Performance at level 2-3 must be resolved prior to the next review period (within 6 to 12 months) by improved performance through an action plan. Performance at level 1 requires immediate corrective action. Standards of LeadershipStandards of LeadershipStandards of Leadersh

22、ipStandards of LeadershipStandards of LeadershipStandards of Leadership个人个人评估评估DEC.15-20人力人力资源部资源部DEC.28-30汇总至汇总至销售总部销售总部DEC.28-30最后最后审批审批与部门交流与部门交流面对面面对面 沟通沟通DEC.21-27Standards of LeadershipSponsor & AMBO90-Days绩效评估绩效评估Standards of LeadershipSponsor & AMBO90-Days绩效评估绩效评估Standards of LeadershipSponsor & AMBO90-Days绩效评估绩效评估Standards of LeadershipSponsor & AMBO绩效评估绩效评估Standards of LeadershipSponsor & AMBO90-Days绩效评估绩效评估