ihg洲际-绩效管理之旅-经理级培训研讨会.ppt

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。 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‘根本原那么’，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，一个‘3’分的评分，是对员工绩效的评价，而非被评估的人是谁。 * * The Performance Management Journey绩效管理之旅 Manager Training Worksh