【文章內(nèi)容簡介】 表 ? 進行評估者培訓(xùn) – 工具使用 – 評估的目的和應(yīng)用 – 評估的原則和流程 – 評估參與人員的角色：評估者、人力資源、被評估者、審核 ? 評估者自行評估 ? 匯總分析評估結(jié)果 ? 評估小組結(jié)果確認，審核 ? 進行被評估者培訓(xùn) ? 反饋 ? 應(yīng)用 35 Mercer Human Resource Consulting 素質(zhì)能力評估流程－ 多渠道反饋 多渠道評估組 核心素質(zhì) 專業(yè)素質(zhì) 同事 客戶 匯總分數(shù) + x members 8 core petencies assessed Internal source External source Assessment Up to 8 functional petencies assessed + 上級 50% of influence over Summary Competency Rating 50% of influence over Summary Competency Rating 36 Mercer Human Resource Consulting 素質(zhì)評估的 5步曲 對每個素質(zhì)能力 : Rate the person 解釋評估分值原因 KCI與此職位相關(guān) ? 改進建議 此 KCI在現(xiàn)實中的 發(fā)生幾率 任職人的實際表現(xiàn) Step 1 Step 2 Step 3 Step 4 Step 5 37 Mercer Human Resource Consulting 素質(zhì)能力評估工具－示例 行為反饋表 評估原則 : ? 根據(jù)您的觀察填寫 ? 關(guān)注近一年來的表現(xiàn)行為 ? 是實際的行為而非潛在的 ? 如不了解被評估者的行為， 請注明“不能判斷” ? 鼓勵填寫開放式問題 填表者信息 姓名： 與被評估者關(guān)系： 38 Mercer Human Resource Consulting 行為反饋表 素質(zhì) I. ……….. 定義 ………. KCI 行為出現(xiàn)的頻度 Unable to Rate Infrequently/ Never Frequently Consistently A?? m m m m B?? m m m m C?? m m m m D ?? M m m m ?? M m m m 備注 素質(zhì)能力評估工具－示例 39 Mercer Human Resource Consulting 素質(zhì) : ABC ? ………. …..are warranted ? …… dictate ? Builds …….. updated, …… ? Actively scans the …….. early signs of new trends …….. ? Makes timely decisions …….. Comments on Behaviours Demonstrated: 素質(zhì)能力評估工具－示例 ?Un a b l e t o Ra te1?No tDe m o n s trate d2?In i t i a l S k i l l s3?P r o f i c i e n t S k i l l s4?A c c o m p l i s h e d5?M a s te r y素質(zhì)名稱 40 Mercer Human Resource Consulting 素質(zhì)能力評估工具－示例 素質(zhì)評估反饋匯總 見附件 41 Mercer Human Resource Consulting 核心素質(zhì)評估反饋報告 C OR E C O MP E T E N C I E SCOMMENTS RO: Coworkers/Peers: Customers: Direct Reports: COMMENTS 1. O P E R A T I O N A L EX C E LL E N C EFE E D B 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