我們最早期的績效考覈,是從以下五個方面着手
以下指標,有量化指標,也有軟性指標,軟性指標會參照幾位Leader給出的綜合數值
五個指標:
|
衡量尺度 |
Weight of indicator according to different roll |
---|
ENG(Junior) |
Main(Middle) |
Leader(Middle, Senior) |
質量:
自己負責的工作交付質量
|
- 對於開發人員,質量以“交付測試後發現的嚴重 bug 數量除以此需求工作量” 來評估;
- 對於測試人員,質量以“交付客戶後發現的嚴重 bug 數量除以此需求工作量”來評估
|
20% |
25% |
30% |
工作量:
完成需求的工作
|
|
30% |
20% |
10% |
主動性:
主動溝通和交流
|
- 對於開發人員,質量以“交付測試後發現的嚴重需求bug 數量除以此需求工作量”來評估;
- 對於測試人員,質量以“交付客戶後發現的嚴重需求 bug 數量除以此需求工作量”來評估。
|
20% |
20% |
20% |
幫助團隊
|
- 主動幫助團隊的其他成員,共同對交付的產出質量負責(定性評價)。
- 越是資深的工程師越應該把“幫助團隊”的權重放的越高。明確結對編程的對象
|
10% |
20% |
30% |
成長性:
|
|
20% |
15% |
10% |
以下是最常說的話,大家懂的
績效考覈年度,季度來做正式的評估,同時要求項目Leader,工程師Leader,最好每天的工作中都要基於這些指標發 現問題和風險。
每天的這些工作不是要花大量的成本來打分,而是發現偏差後及時的溝通。
在每天的工作中不斷改進。
實施的前提條件:
Confluence and
JIRA,還是很強大的
JIRA 是記錄任務管理,我們在做JIRA的使用時,有明確區分哪些是項目票,哪些是運維票,哪些是小案件票,包括工時的管理,還有大家最煩人的Trouble, 到了考覈的時候,全都從系統中拉出來看看,一目瞭然,當然這個數據的整理我還是花了些小功夫的,下面會介紹到。
Confluence: 知識及項目內容的管理,會議管理,反饋內容,等等等,只要你想記,都在上面。你整理的知識在哪裏?你分享的內容在哪裏?你分享了哪些人員,哪些人員跟ieni回饋了,想過怎麼樣,全都清清楚楚。好吧,一句話,嘴說的不行的,URL~~~~~~~
實施(當然要結合HR一起啦):
201×年年度績效考覈實施安排 |
階段 |
序號 |
步驟 |
內容 |
責任部門/人 |
截止完成時間 |
第一階段
方案確定 |
1 |
制定201×年年度
績效考覈方案 |
擬訂績效考覈方案 |
人事行政部 |
12/24/2012 |
編制績效考覈表格 |
擬訂績效考覈推進時間 |
2 |
公司高層審批 |
公司高層對考覈方案進行最終審覈 |
×××× |
3 |
考覈方案下發 |
下發201×年度績效考覈方案及表格 |
人事行政部 |
第二階段
考覈實施 |
4 |
填寫《員工績效考覈評估表》 |
根據年初確認的《員工工作目標規劃》按照填表說明進行填寫 |
被考評人填寫 |
12/31/2012 |
5 |
考覈數據收集、彙總及實施 |
部門內部考覈評分,須經二級主管確認 |
部門各級主管 |
1/10/2013 |
考覈成績彙總 |
人事行政部 |
1/14/2013 |
6 |
結果審覈 |
對最終考覈結果進行審覈確認 |
公司管理層+HR |
1/18/2013 |
第三階段 考覈完成 |
7 |
績效反饋 |
與員工溝通績效結果,並向被考覈者提供改進績效的方法 |
各部門負責人 |
1/25/2013 |
各部門負責人與員工溝通,根據公司發展需要,制定下一年度的半年工作規劃及發展計劃。 |
各部門負責人 |
各部門負責人收集部門員工的下一年度的半年發展計劃,雙方均簽字確認後,一併提交人事行政部備案 |
各部門負責人+HR |
以上說到兩個表格
《員工工作目標規劃》: 就是對下一個階段要實施的內容進行個人目標設定
《員工績效考覈評估表》:對上一個階段的目標設定的達成情況進行回饋評估
所以可以看出,我們的績效考覈是目標績效考覈
數據的抽取,關於數據抽取部分,我們認爲應該有專門的同學來做這件事,畢竟這是偏管理的工作,不應該讓工程師花時間來做這件事情
經整理後的圖標如下:
基於原始數據表,用幾個公式,就形成了以上的表格,每個人階段的工作內容 以量化的形式清晰體現,多少時間放在項目(半年總共參與過6個項目),多少時間放在小案件(對應了45個小案件),多少時間放在日常運維,以上內容在做回談的參考數據。
面談記錄:
績效面談的時候,會基於上此做的目標設定來進行一一比對,面談當時的內容,也做了一個Conflunce表格來進行記錄,Team 成員多了以後,寫評語也是個事啊,當時談話內容就要記錄
考覈內容只代表你上一個階段內容的結束,哪些需要保持,哪些需要改進,要跟每一位同學講清楚。
下一階段的工作目標設定,基於Manager對下一個階段的整體規劃,或者說是部門戰略,結合部門戰略在設定自己的個人目標。
至於後來,績效考覈用了一套非常強大的Repoc系統,分成了6個級別, 11個能力提升方向,又專又強大,好吧,我們開始吧
首先就是Performance Evaluation (績效考覈)
其次是給出崗位工作要求 (根據不同級別,工作要求不同)
|
One grade below (低一職級) |
Current grade (當前職級) |
Next grade (高一職級) |
Generalist/ Management
(通才型員工/
管理人員) |
- Create and execute action plans according to the mission of one's organization
(根據組織目標制定並實施行動計劃;)
- Manage a small organization
(管理一個小規模的組織;)
- Coach team members
(對組內人員進行業務培訓及輔導。)
|
- Uncover issues in one's supervising organization and promote problem solving
(發現其所管理的組織內的問題,並推進該問題的解決;)
- Manage one or more small to medium-sized organizations
(管理一個或多個小規模至中等規模的組織;)
- Develop team members strategically
(根據公司戰略,施行組織內的員工發展工作;)
|
- Set mission and create action plans for one's supervising organization
(制定所管理的組織的目標及行動計劃;)
- Lead one's supervising organization to complete and achieve the strategies and mission
(領導所管理的組織完成已制定的戰略和目標;)
- Commit to development of one's supervising organization and employees
(制定並承達成諾所管理的組織的組織發展目標及員工發展目標;)
- Build and promote relationships with other businesses
(建立並優化與其他公司或組織的合作關係;)
- Manage medium-sized or complex organizations
(管理中等規模或複雜的組織。)
|
Specialist/
Individual Contributor
(專才型員工/
非管理人員) |
- Possess a high level of skills in one's area of expertise
(在其所專長的領域內具備高水平的知識技能;)
- Complete assigned operations and tasks
(能夠完成被分配的工作任務。)
|
- Possess high levels of expertise and skills in one's area of expertise
(在其所專長的領域內能具備深刻的知識、經驗及高水平的專業技能;)
- Maintain high quality in one's supervising organization
(在組織內保持專業領域高質量的工作結果。)
|
- Represent the company in one's area of expertise and possess deep knowledge and experience, as well as extremely high level of skills
(在其所專長的領域內能夠作爲公司的代表人物,並具備深刻的知識、經驗及近乎最高水平的專業技能;)
- Create new methods and ideas in one's area of expertise
(對所專長的領域內的工作方法及工作理念進行革新。)
|
接下來是能力素質考評
One grade below (低一職級) |
Current grade (當前職級) |
Next grade (高一職級) |
Continuously challenge oneself in new and expanding areas
(持續在新領域以及可改進的領域內自我挑戰。) |
Continue to challenge oneself in new and expanding areas. Foster a culture of encouraging challenges within the organization
(持續在新領域以及可改進的領域內自我挑戰。在組織內部養成鼓勵自我挑戰的文化。) |
Same definition as Current Grade*
(與當前職位等級的要求相同*) |
*If the competency definition for Next grade or One grade below is the same as the Current grade, please rate this competency with the expected role level taken into consideration (please refer to Expected Role section above).
(*若某一項勝任力素質在當前職級中的定義與其在高一職級或低一職級定義相同,請在評價該勝任力素質時將本職級的崗位工作要求標準考慮在內。)
|
One grade below (低一職級) |
Current grade (當前職級) |
Next grade (高一職級) |
Same definition as Current Grade*
(與當前職位等級的要求相同*) |
Constantly create approaches and systems that challenge the status quo and enhance the organization
(對工作方法及體系持續創新,以挑戰並改善個人及所在組織的現狀。) |
Bring new and innovative approaches and systems to one's organization
(將新的工作方法及體系引入其所在的組織,或在工作方法及體系方面有所創新。) |
*If the competency definition for Next grade or One grade below is the same as the Current grade, please rate this competency with the expected role level taken into consideration (please refer to Expected Role section above).
(*若某一項勝任力素質在當前職級中的定義與其在高一職級或低一職級定義相同,請在評價該勝任力素質時將本職級的崗位工作要求標準考慮在內。)
|
One grade below (低一職級) |
Current grade (當前職級) |
Next grade (高一職級) |
Same definition as Current Grade*
(與當前職位等級的要求相同*) |
Consistently demonstrate a positive attitude and seek to exceed expectations and "Get Things Done"
(持續展現積極的工作態度,追求超越期望且“目標必達”。) |
Demonstrate leadership and seek to exceed expectations. Foster a "Get Things Done" culture within one's supervising organization
(在組織內展現領導力並追求超越期望。在所在組織內培養“目標必達”的組織文化。) |
*If the competency definition for Next grade or One grade below is the same as the Current grade, please rate this competency with the expected role level taken into consideration (please refer to Expected Role section above).
(*若某一項勝任力素質在當前職級中的定義與其在高一職級或低一職級定義相同,請在評價該勝任力素質時將本職級的崗位工作要求標準考慮在內。)
|
|
|
One grade below (低一職級) |
Current grade (當前職級) |
Next grade (高一職級) |
Same definition as Current Grade*
(與當前職位等級的要求相同*) |
Perform with a sense of ownership to maximize the output
(懷着主人翁精神履行工作職責,以達成工作產出的最大化。) |
Perform one's responsibilities with a sense of ownership to maximize the output. Foster this sense of ownership to each member in supervising organization
(懷着主人翁精神履行工作職責,以達成工作產出的最大化。在所在的組織內部培養主人翁精神。) |
*If the competency definition for Next grade or One grade below is the same as the Current grade, please rate this competency with the expected role level taken into consideration (please refer to Expected Role section above).
(*若某一項勝任力素質在當前職級中的定義與其在高一職級或低一職級定義相同,請在評價該勝任力素質時將本職級的崗位工作要求標準考慮在內。)
|
One grade below (低一職級) |
Current grade (當前職級) |
Next grade (高一職級) |
Contribute to the growth and success of one's organization by motivating and communicating how one's team mission/goal aligns with organization's mission in a diverse environment
(在團隊內部傳達並貫徹團隊目標是如何與組織目標達成一致的觀念,並以此激發員工的工作熱情,爲團隊在多元化環境中達成組織的成長及成功做出貢獻。) |
Lead growth and success of one's organization by motivating and communicating how one's team mission/goal aligns with organization's mission in a diverse environment
(團隊內部傳達並貫徹團隊目標是如何與組織目標達成一致的觀念,並以此激發員工的工作熱情,領導團隊在多元化環境中達成組織的成長及成功。) |
Implement supervising organization's mission and strategies aligned with Rakuten Group policy. Develop and lead a diverse organization focusing on team work to achieve the mission
(以樂天集團的政策爲依據,在所在組織內貫徹執行組織目標及戰略。致力於發展並領導一個多元化的組織,崇尚團隊精神,達成組織目標。) |
*If the competency definition for Next grade or One grade below is the same as the Current grade, please rate this competency with the expected role level taken into consideration (please refer to Expected Role section above).
(*若某一項勝任力素質在當前職級中的定義與其在高一職級或低一職級定義相同,請在評價該勝任力素質時將本職級的崗位工作要求標準考慮在內。)
|
One grade below (低一職級) |
Current grade (當前職級) |
Next grade (高一職級) |
Inspire team members through coaching and acting as a role model
(通過工作輔導及自身的工作表現作爲榜樣以鼓舞團隊成員) |
Develop others by giving proper feedbacks in a timely manner to strengthen supervising organization as a whole
(通過及時提供適當的反饋以使他人得到成長與發展,來增強所在組織的凝聚力。) |
Contribute to HR development by identifying each member's abilities and providing challenges to strengthen the capability of supervising organization
(通過鑑別組織內部每位員工的工作能力、提供挑戰激發和提高所在組織的能力, 爲人力資源開發做出貢獻。) |
*If the competency definition for Next grade or One grade below is the same as the Current grade, please rate this competency with the expected role level taken into consideration (please refer to Expected Role section above).
(*若某一項勝任力素質在當前職級中的定義與其在高一職級或低一職級定義相同,請在評價該勝任力素質時將本職級的崗位工作要求標準考慮在內。)
|
|
|
One grade below (低一職級) |
Current grade (當前職級) |
Next grade (高一職級) |
Same definition as Current Grade*
(與當前職位等級的要求相同*) |
Uncover the issues which affect one's organization, hypothesize and set action plans, validate these steps and lead the solution
(發現所在組織內的問題。設定解決方法的假設、明確改進方向、設定行動計劃、驗證並制定解決辦法。) |
Determine improvements to be aligned with the organization's mission and strategies. Hypothesize, establish direction, set action plans, validate them and lead the solution
(根據組織戰略和目標制定改進決策。設定假設、明確改進方向、設定行動計劃、驗證並制定解決辦法。) |
*If the competency definition for Next grade or One grade below is the same as the Current grade, please rate this competency with the expected role level taken into consideration (please refer to Expected Role section above).
(*若某一項勝任力素質在當前職級中的定義與其在高一職級或低一職級定義相同,請在評價該勝任力素質時將本職級的崗位工作要求標準考慮在內。)
|
One grade below (低一職級) |
Current grade (當前職級) |
Next grade (高一職級) |
Communicate effectively with the leaders of one's organization
(能與所在組織的負責人進行有效的交流溝通。) |
Communicate effectively with the leaders outside of one's organization
(能與其他組織的負責人進行有效的交流溝通。) |
Communicate effectively with the leaders outside of one's organization, Rakuten Group executive officers and those with conflicting interests
(能與其他組織的負責人、樂天集團管理層及有利益衝突的人/組織進行有效的交流溝通。) |
*If the competency definition for Next grade or One grade below is the same as the Current grade, please rate this competency with the expected role level taken into consideration (please refer to Expected Role section above).
(*若某一項勝任力素質在當前職級中的定義與其在高一職級或低一職級定義相同,請在評價該勝任力素質時將本職級的崗位工作要求標準考慮在內。)
|
One grade below (低一職級) |
Current grade (當前職級) |
Next grade (高一職級) |
Contribute to improving the efficiency of one's organization by systemizing and sharing efforts that affect the entire organization
(通過使對所在組織產生影響的問題制度化/體系化並在組織內部進行分享,以提所在組織的整體效率) |
Contribute to improving the efficiency of one's organization by systemizing and sharing efforts that affect the company and organization
(通過使對所在公司或組織產生影響的問題制度化/體系化並分享給其他組織,以提高所在組織的整體效率。) |
Same definition as Current Grade*
(與當前職位等級的要求相同*) |
*If the competency definition for Next grade or One grade below is the same as the Current grade, please rate this competency with the expected role level taken into consideration (please refer to Expected Role section above).
(*若某一項勝任力素質在當前職級中的定義與其在高一職級或低一職級定義相同,請在評價該勝任力素質時將本職級的崗位工作要求標準考慮在內。)
|
|
|
One grade below (低一職級) |
Current grade (當前職級) |
Next grade (高一職級) |
Understand the customer's expectations, and serve the customers in the best way
(理解客戶需求,並以最佳方式服務於客戶。) |
Improve customer value of one's organization's by anticipating customer value and empowering customers, providing new valuable services
(通過預測客戶價值並灌能於客戶,提供創新價值的服務,以提高所在組織的客戶價值。) |
Same definition as Current Grade*
(與當前職位等級的要求相同*) |
*If the competency definition for Next grade or One grade below is the same as the Current grade, please rate this competency with the expected role level taken into consideration (please refer to Expected Role section above).
(*若某一項勝任力素質在當前職級中的定義與其在高一職級或低一職級定義相同,請在評價該勝任力素質時將本職級的崗位工作要求標準考慮在內。)
|
|
|
One grade below (低一職級) |
Current grade (當前職級) |
Next grade (高一職級) |
Accomplish work while quickly reacting to and reinterpreting changes in situations or directions
(當狀況或方向發生變化時,能迅速做出反應並對變化進行重新評估和定義,完成工作。) |
Make accurate decisions rapidly on highly uncertain events that impact one's team and overall organization, while redirecting and leading the team
(對於影響團隊或整個組織的高度不確定事件迅速做出準確的決策,同時重新指導及領導所在團隊。) |
Same definition as Current Grade*
(與當前職位等級的要求相同*) |
*If the competency definition for Next grade or One grade below is the same as the Current grade, please rate this competency with the expected role level taken into consideration (please refer to Expected Role section above).
(*若某一項勝任力素質在當前職級中的定義與其在高一職級或低一職級定義相同,請在評價該勝任力素質時將本職級的崗位工作要求標準考慮在內。)
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最後就是Goal Setting Comments for Competencies (勝任力考覈目標設定)
要選出以上內容中三種來進行提升.
以上是我們實際操作的內容,運行起來來說,是將EXCEL版本搬到了系統層級,形式上便利了,內容上,還是注意一下幾點
對團隊成員來說:
制定的目標與組織目標契合。
制定的目標能夠幫助解決個人發展中遇到的問題與挑戰。
制定的目標符合“SMART”原則。
對管理者來說:
明確考覈流程
提前蒐集個人的量化數據及軟性反饋(上一階段目標設定,工作內容數據,Team Leader反饋)
在面談過程中充分聽取個人的表達,覺得自己做的好的,團隊做的好的,自己需要改進的,團隊需要改進的
說就說清楚,對於需要改進的點,清楚說明原因,直至達成共識。
其實要說工程師團隊,真的是一個相對和諧的團隊,工程師更關注自己的技術,學到的東西,會因爲一個新功能的實現而興奮一整天,
考覈是一種形式,考覈是讓大家更清楚自己的工作狀態和達成結果,考覈能激進往更高的目標去走!
團隊績效考覈,真誠對待每一位員工~~
哈哈, 我覺得我有點像HR了