IHG洲际-绩效管理之旅-经理级培训研讨会文档.ppt

31 Calibration Meeting 校准会议 ? Prior to the meeting: 会议前： – 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) 指定一名会议主持人，管理会议的流程，保持讨论 不偏离主题，同时确保对所有被讨论的员工都给予了适当的时间和关注（通 常由职能负责人 / 总经理担任会议主席，一名人事部代表担任主持人） – All managers should prepare Overall Performance Ratings for their direct reports. 所有经理都应准备好直接下属的总体绩效评分。 – Gather evidence to support ratings including evidence to support achievement of KPOs and behavioural indicators observed for IHG Leadership Competencies and Winning Ways. 收集用以支持评分的证据， 包括主要工作目标的成绩证明，以及在洲际酒店集团领导力和致胜之道方面 观察到的行为指标。 32 Calibration Meeting 校准会议 ? During the meeting: 会议中： – Facilitator will establish ‘ground rules for the meeting to include: 主持人将设定会议的‘基本原则 ，包括： ? Remember, when making judgments around an individuals performance they should be related to facts and supported by evidence 须记住，在围绕个人绩效作出评判时，应该与事实相关，并提供证据支持。 ? Ensure that you are aware of your own preferences and prejudices when make a judgment; judgments should be based on concrete outputs. 确保在作出评判时，你意识到自己的喜好和偏见；评判应该根据客观的结果作出。 – Each Calibration Team member should present the Overall Performance Rating for each direct report and provide evidence for their rating. 每一名校准团队的成员应作出对所有直接下属的总体绩效评分，并提供评分 依据。 ? Focus attention on the high and low end of the ratings (i.e. 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 集中关注评分中的高分和低分（即，我们是否有足够的证据支持‘ 4 分或‘ 5 分的评分，对那些‘ 1 分或‘ 2 分的员 工，我们将采取什么方法帮助他们进步） – Provoke debate around employee Overall Performance Ratings 围绕员工的总体绩效评分展开讨论 ? 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. 确保评分的一致性，不会因人而异。换句话说，