【正文】 A C K R A T I N G S FOR TA R G E T LE V E L : _ _ _ 3 _ _ _C A T E G OR I E S N O. O FR E S P ON S E SA V E R A GE R A T I N GS D I S T R I B U T I ON1 2 3 4 5S e l f 1 1RO 1 1C o w o r k e r s/ P e e r s 4 4C u st o m e r s 6 2 2 2D i r e ct R e p o r t s 4 4F u l l P a n e l 14 2 12 3 R O C o m p e t e n c y R a t i n g ( w e i g h t a g e o f 5 0 % ) : F u l l P a n e l C o m p e t e n c y R a t i n g ( w e i g h t a g e o f 5 0 % ) : OV E R A L L C OM P E T E N C Y R A T I N GS : _ _ _ _ 3 . 0 _ _ _ _ ( S u m o f R O a n d F u l l P a n e l C o m p e t e n c y R a t i n g s x W e i g h t a g e )42 Mercer Human Resource Consulting 專業(yè)素質(zhì)能力評估反饋報(bào)告 FUNCTIONAL COMPETENCIES 1. PR O JE CT M A N A G EM EN T F E E DB A CK R A T I NG S F OR T A RG E T L E V E L : __ _3 __ _C A T E G OR IE S N O. O FR E S P ON S E SA V E R A GE R A T IN GS D IS T R IB U T I ON1 2 3 4 5S e l f 1 4 .0 1RO 1 3 .0 1C o w o r k e r s/P e e r s4 3 .0 4C u sto m e r s 6 3 .0 2 2 2D i r e ct R e p o r ts 4 3 .0 4F u l l P a n e l 14 3 .0 2 12 3 R O C o m p e t e n c y R a t i n g ( w e ig h t a g e o f 5 0 % ) : 3 .0 F u ll P a n e l C o m p e t e n c y R a t i n g ( w e ig h t a g e o f 5 0 % ) : 3 .0 OV E R A L L C OM P E T E N C Y R A T IN GS : _ _ _ _ 3 .0 _ _ _ _ ( S u m o f R O a n d F u ll P a n e l C o m p e t e n c y R a t in g s x W e i g h t a g e )COMMENTS RO: Coworkers/Peers: Customers: Direct Reports: S 43 Mercer Human Resource Consulting 反饋的情況 1. 無反饋 2. 僅評估分值－無意見 3. 分值和有限的建議 4. 分值和具體，詳細(xì)的意見 44 Mercer Human Resource Consulting 反饋 － 評估結(jié)果詮釋 示例 1 D ISTR IBUTIONC at ego ri esN o . o fR es p o n se s A v era g e R at i n g 1 2 3 4 5S el f 1 2 1P ee r 4 3. 7 1 3I n t ernal C u st o m er 4 3. 5 2 2S u p erv i s o r ( R O) 1 4 1F u l l P anel 8 3. 6 3 5Possible Interpretation: Unrealized Strength Action: Check ments for better understanding. Discuss with RO and/or peer. Find ways to use this strength more in one’s work and bee more aware of its impact on others. 45 Mercer Human Resource Consulting D IS T R IB U T IO NCa t ego ri esNo. o fRe spo n se s A v era g e Ra t i n g 1 2 3 4 5S el f 1 4 1P ee r 4 2. 3 3 1I n t ernal Cust o m er 4 2. 0 1 2 1S u p erv i s o r ( RO ) 1 2. 0 1F u l l P anel 8 2. 2 1 5 2Possible Interpretation: Potential Blindspot Action: Check ments for better understanding. Discuss with RO and/or peer. Consider as improvement priority within Performance Enhancement Action Plan. 反饋 － 評估結(jié)果詮釋 示例 2 46 Mercer Human Resource Consulting Possible Interpretation: Nonconclusive message from ratings. May mean that petency is not well understood by the feedback providers and therefore, the feedback is not very meaningful. Action: Check ments for better understanding. Discuss with RO and/or peer. Select something else as PEO priority until there is more clarity from future feedback reports. D IS T R IB U T IO NCa t ego ri esNo. o fRe spo n se s A v era g e Ra t i n g 1 2 3 4 5S el f 1 3 1P ee r 4 3. 2 1 1 2S u b o r d i n at e 6 3. 2 2 2 1 1I n t ernal Cust o m er 4 2. 5 2 2S u p erv i s o r ( RO ) 1 2 1F u l l P anel 14 3 5 5 3 1反饋 － 評估結(jié)果詮釋 示例 3 －離散 47 Mercer Human Resource Consulting Possible Interpretation: Convergence on 3/4 as reliable feedback rating, with an outlier in the subordinate category. Action: Focus on the dominate cluster of feedback ratings. Do not obsess on the “outlier” data points. Comments may provide some insight into perceptions of the “outliers”. D ISTR IBU TIO NCa t ego ri esNo. o fRe spo n se s A v era g e Ra t i n g 1 2 3 4 5S el f 1 3 1P ee r 4 3. 3 1 2 1S u b o r d i n at e 6 3. 2 1 2 3I n t ernal Cust o m er 4 3. 3 3 1S u p erv i s o r ( RO ) 1 4 1F u l l P anel 14 3. 5 2 7 5反饋 － 評估結(jié)果詮釋 示例 3A － 出界點(diǎn) 48 Mercer Human Resource Consulting Possible Interpretation: Suggests that person behaves differently with customers, peers and RO, then with subordinates. May represent a “relative power” response. May also mean that subordinates view petency expectation differently than other panel categories. Action: Check ments for better understanding. Discuss with RO and/or peer. Consider as improvement priority within Performance Enhancement Action Plan, if seen as a major obstacle to person’s success as a team leader. D IS T R IB UT IONC at ego ri esN o . o fR es p o n se s A v era g e R at i n g 1 2 3 4 5S el f 1 4 1P ee r 4 4. 3 3 1S u b o r d i n at e 6 2. 0 1 4 1I n t ernal C u st o m er 4 4 1 2 1S u p erv i s o r ( R O) 1 4 1F u l l P anel 14 3. 2 1 4 2 5 2反饋 － 評估結(jié)果詮釋 示例 3B － 兩級 49 Mercer Human Resource Consulting 素質(zhì)能力評估原則 ? 熟悉素質(zhì)模型 ? 對被評估者有觀察的可能 – 有時(shí)可能被評估人員表現(xiàn)出高層級的 KCI但是未表現(xiàn)出低層級的 KCI – 如果對某些能力有疑問，請尋找相關(guān)信息 ? 行為頻度 ? 總體評價(jià)與 KCI評價(jià)相一致 ? 鼓勵(lì)記錄評價(jià)的原因 ? 完整的評估 50 Mercer Human Resource Consulting 目錄 ? 回顧 ? 素質(zhì)能力模型在人力資源管理中的應(yīng)用 ? 素質(zhì)能力模型應(yīng)用的基礎(chǔ) – 職位素質(zhì)描述 – 素質(zhì)能力評估 ? 素質(zhì)能力在績效管理中的應(yīng)用 ? 素質(zhì)能力在人才甄選中