【正文】 ? T = Time specific The time in which the objective is to be acplished must be clearly stated. ? T = 有時(shí)限 必須明確說(shuō)明完成工作目標(biāo)的時(shí)限要求。 ? A = Achievable The objective requires some effort or stretch to achieve, but do not discourage the employee. ? A = 可實(shí)現(xiàn) 工作目標(biāo)需要通過(guò)一些努力或一個(gè)過(guò)程才能實(shí)現(xiàn)，但不應(yīng)太難而讓員工感到氣餒。 42 Step 2: My Success 第二步：我的成功 Ask the following questions: 提出以下問(wèn)題： ? What will be different? 會(huì)有什么不同？ ? What will the employee be able to ?do?, ?see?, ?hear?, ?say?, after the development of their job skills, knowledge, behaviour or experience? And what will others be saying? 員工的工作技能、知識(shí)、行為或經(jīng)驗(yàn)得到發(fā)展以后，他們將能“做”、“看”、“聽(tīng)”、“說(shuō)”什么？其他人將會(huì)怎么說(shuō)？ 43 Step 3: My Action 第三步：我的行動(dòng) Remember: 須記住： ? Be clear and specific 要明確而具體 ? Identify who else needs to be involved 確定是否需要其他人參與 ? Decide when the learning will happen 決定將何時(shí)開(kāi)始學(xué)習(xí) ? Determine if the solution is appropriate to the individual?s learning style 判斷解決方案是否適合這個(gè)員工的學(xué)習(xí)風(fēng)格 ? Ensure the target has some stretch but is not discouraging 確保目標(biāo)有一定延伸性，但不要過(guò)難而給員工帶來(lái)挫敗感 44 Step 3: My Action – using SMART Language 第三步：我的行動(dòng) – 使用 SMART的語(yǔ)言 ? S = Specific The objective should state exactly what the employee is responsible for achieving. ? S = 具體 工作目標(biāo)應(yīng)具體說(shuō)出員工需要達(dá)成的職責(zé)。 3. What action(s) will be taken? 將采取哪些行動(dòng)？ ? List specific actions that will taken to ensure they achieve their goals. 列舉出為了達(dá)成員工的發(fā)展目標(biāo)將采取哪些具體的行動(dòng)。 ? Describe responsibilities in the development process 敘述在員工發(fā)展過(guò)程中擔(dān)負(fù)的職責(zé) 41 Four Step Personal Development Plan Process 個(gè)人發(fā)展計(jì)劃流程的四個(gè)步驟 1. My Target 我的目標(biāo) ? “What I am going to focus my development on?” “我的個(gè)人發(fā)展將集中在哪個(gè)方面？ ” 2. What will success look like? 成功將是怎樣的？ ? This step in the process is for the employee to document what success will look like when they achieve their development goals. The employee should make these very specific so anyone that reviews the form would be able to say whether the employee successfully developed in the area. 這個(gè)步驟是由員工闡述，當(dāng)他們達(dá)成他們的發(fā)展目標(biāo)后，將獲得怎樣的成功。 4. ‘Show we care’ throughout the process 在整個(gè)過(guò)程中‘體現(xiàn)關(guān)愛(ài) ’ ? Offer your support as they continue to develop in their role or future roles. 在他們不斷努力，為目前和未來(lái)職位發(fā)展自我的過(guò)程中，給予你的支持?？?jī)效評(píng)估對(duì)個(gè)人非常重要，請(qǐng)尊重他們的時(shí)間。 1. Focus on performance issues, not the person 關(guān)注績(jī)效問(wèn)題，而非個(gè)人 ? Remember, this is a PERFORMANCE review, keep all assessment behaviour based. 請(qǐng)牢記，這是 績(jī)效 評(píng)估，所有的評(píng)估都應(yīng)以行為為依據(jù)。 – Don?t spend all your time on the past 不要將全部時(shí)間都用在關(guān)注過(guò)去上 ? 50% of the review on the past 50%時(shí)間用于回顧過(guò)去 ? 20% on the present 20%時(shí)間用于關(guān)注現(xiàn)在 ? 30% on the future 30%時(shí)間用于思考未來(lái) 35 The Performance Review 績(jī)效評(píng)估 3. Ensure employee understands any performance areas for development 確保員工了解到工作績(jī)效中可以繼續(xù)發(fā)展的領(lǐng)域 – Ask questions: 提問(wèn)： ? Open ended questions to get the employee talking 開(kāi)放式問(wèn)題，讓員工暢所欲言 (What about the _____ project stands out as an acplishment, I see you noted it in your selfassessment?) （談?wù)勀莻€(gè)成績(jī)不錯(cuò)的 _____項(xiàng)目，我看到你在自我評(píng)估中提到了。 – Use the Performance Review Form as a guide for your conversation discussing ratings for each ponent of the form 利用績(jī)效評(píng)估表，指導(dǎo)你與員工針對(duì)表格中各部分內(nèi)容的評(píng)分進(jìn)行討論。 33 The Performance Review 績(jī)效評(píng)估 1. Treat the employee as a ‘guest’, put them at ease. 對(duì)待員工象對(duì)待‘客人’一樣，讓他們感到放松自如。 ? Focus attention on the high and low end of the ratings (. Do we have enough evidence to support to support a ?4? or ?5? or What are we doing to help develop those with a ?1? or ?2? 集中關(guān)注評(píng)分中的高分和低分（即，我們是否有足夠的證據(jù)支持‘ 4?分或‘ 5?分的評(píng)分，對(duì)那些‘ 1?分或‘ 2?分的員工，我們將采取什么方法幫助他們進(jìn)步） – Provoke debate around employee Overall Performance Ratings 圍繞員工的總體績(jī)效評(píng)分展開(kāi)討論 ? Ensure there is consistency of the ratings regardless of the person. In other words, a rating of ?3? is based on performance and does not change based on the person being reviewed. 確保評(píng)分的一致性，不會(huì)因人而異。 judgments should be based on concrete outputs. 確保在作出評(píng)判時(shí)，你意識(shí)到自己的喜好和偏見(jiàn)；評(píng)判應(yīng)該根據(jù)客觀的結(jié)果作出。 32 Calibration Meeting 校準(zhǔn)會(huì)議 ? During the meeting: 會(huì)議中： – Facilitator will establish ?ground rules? for the meeting to include: 主持人將設(shè)定會(huì)議的‘基本原則 ?，包括： ? Remember, when making judgments around an individuals performance they should be related to facts and supported by evidence 須記住，在圍繞個(gè)人績(jī)效作出評(píng)判時(shí)，應(yīng)該與事實(shí)相關(guān)，并提供證據(jù)支持。 – Make notes on possible development activities 注明一些可能的個(gè)人發(fā)展活動(dòng) – Determine an Overall Performance Rating 決定員工的總體績(jī)效評(píng)分 31 Calibration Meeting 校準(zhǔn)會(huì)議 ? Prior to the meeting: 會(huì)議前： – Identify a facilitator to manage the process, keep the debate on track and ensure that appropriate time and attention is given to all employees discussed (generally chaired by the function head/GM and facilitated with an HR representative) 指定一名會(huì)議主持人，管理會(huì)議的流程，保持討論不偏離主題，同時(shí)確保對(duì)所有被討論的員工都給予了適當(dāng)?shù)臅r(shí)間和關(guān)注（通常由職能負(fù)責(zé)人 /總經(jīng)理?yè)?dān)任會(huì)議主席，一名人事部代表?yè)?dān)任主持人） – All managers should prepare Overall Performance Ratings for their direct reports. 所有經(jīng)理都應(yīng)準(zhǔn)備好直接下屬的總體績(jī)效評(píng)分。 – Consider the employee?s performance against the IHG Leadership Competencies. 對(duì)照洲際酒店集團(tuán)領(lǐng)導(dǎo)能力，評(píng)估員工的工作績(jī)效。須記住，主要工作目標(biāo)同時(shí)包括主要工作職責(zé)，以及技術(shù)能力。 29 Prepa