1.Goal
alignment
公司所有人员(从最公司高层到部门员工)目标的一致性
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Manager
holds a team briefing meeting to set out function/team goals,and
what the team needs to focus on.
部门负责人应该向部门员工清晰的介绍本年度部门的整体目标,及为达到目标今年部门的工作重心。
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2.Employee Drafts Goals and Submits to
Manager
员工起草个人绩效目标并提交经理
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Performance Goals
Are driven by and
aligned with business objectives, they describe WHAT an individual will
accomplish
员工的绩效目标与公司及部门的整体目标一致,它描述了员工个人在新的年度需要完成的工作。
Development Goals
are
individually driven and focus on skills, knowledge and behavioral changes; can
be connected with a performance goal or prepare for future assignments
员工如果需要进一步发展或提升所需要提高的知识和技能。
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3.Manager
Reviews Draft Goals and Schedules 1-1 Goals Setting Discussion
经理就员工提交给自已的绩效目标,进行一对一的沟通.
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目标设定的SMART原则:
þ Specific: Goals
should be distinct, clearly stated and focused on a single result. Vague
generalities are not goals.
目标必须是清晰的,明确的.
þ Measurable: State how you’re going to know
the goal is completed—consider quantity and quality
目标的达成是可测量的(如质量和数量)
þ Attainable: Goals should be challenging,
but feasible. Consider can the goal be accomplished with the resources the
employee controls? Think of their strengths and development needs.
目标是可以实现的: 有一定的挑战性但是通过努力是可以实现的
þ Relevant: Goals should be relevant to the
employee’s position and the organization. Does the goal support the company’s
goals?
目标与岗位与部门有相关性,支持部门目标的实现.
þ Time-specific: When
will the goal be completed? Deadlines focus an employee’s time and attention
while encouraging the completion of commitments
有清晰的完成日期: 何时可以完成?
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4.Manager Finalizes
goals and Approves
经理与员工就目标进行充分沟通,达成一致并审批.
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Once you have
completed your discussion with your employee and agreed the goals you must
approve the goals. If you need to make any refinements based on your
discussion you are able to do this before they are approved.
经理就员工目标进行沟通, 如果经理觉得目标需要改动,在与员工充分沟通后进行改动,然后再进行审批.
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5.Manager and
Employee hold Ongoing Review Meetings
经理和员工就绩效目标保持持续的沟通
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Regular goal
review discussions should be planned throughout the year so that the goals
can be reviewed, achievements recognised, coaching and support provided where
required and goals can be changed/updated as needed based on changing
situations. This will ensure that we
are all focused on the activities that matter and goals continue to be
relevant as we strive to deliver strategic objectives
经理定期与员工进行绩效目标的沟通,当前的情况是否有变化, 原订的目标是否需要修订和改变? 经理应该清楚在当前的情况下,员工为达成目标需要哪些协助和培训,协助员工完成绩效目标.
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6 Questions to consider when reviewing draft goals and preparing
for the 1-1 Discussion – Checklist
在审核绩效目标是否合理时,用.几个问题检验一下
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a) Are the goals aligned – is there
clear line of sight?
员工目标与部门目标一致吗?
b) Is the scope about right – not too
big nor too small?
目标设定正确吗?- 不要太大,也不要太小
c) Are there too many or too few
goals? (Aim for 3-7)
目标是否过于多?(3-7个目标)
d) Does the goal overlap or conflict
with others’ goals
目标与其它目标是否有重复或冲突?
e) Is the goal outcome based, if so
how will you know when it is achieved? Can you measure it?
目标是以结果为导向的吗? 你如何知道你完成了它,如何衡量?
f) Is the goal set at the right level
– too difficult or too easy?
目标设定合理吗?是太难或是太容易?
g) Is the goal practical? Is it
achievable? Can you track progress?
目标实际吗? 它能达到吗? 你能追踪进度吗?
h) Is delivery of the goal within the
employee’s control?
能否在员工的控制下完成?
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