软技巧相关【5002】Team管理之绩效考核

我们最早期的绩效考核，是从以下五个方面着手

以下指标，有量化指标，也有软性指标，软性指标会参照几位Leader给出的综合数值

五个指标:

	衡量尺度	Weight of indicator according to different roll
		ENG（Junior）	Main（Middle）	Leader（Middle, Senior）
质量： 自己负责的工作交付质量	对于开发人员,质量以“交付测试后发现的严重 bug 数量除以此需求工作量” 来评估; 对于测试人员,质量以“交付客户后发现的严重 bug 数量除以此需求工作量”来评估	20%	25%	30%
工作量： 完成需求的工作	用“故事点”、“理想工作日”等评估	30%	20%	10%
主动性： 主动沟通和交流	对于开发人员,质量以“交付测试后发现的严重需求bug 数量除以此需求工作量”来评估;  对于测试人员,质量以“交付客户后发现的严重需求 bug 数量除以此需求工作量”来评估。	20%	20%	20%
帮助团队	主动帮助团队的其他成员,共同对交付的产出质量负责（定性评价）。  越是资深的工程师越应该把“帮助团队”的权重放的越高。明确结对编程的对象	10%	20%	30%
成长性：	质量提高速度 工作量增加速度 团队成员的成长速度（Leader）	20%	15%	10%

 

以下是最常说的话，大家懂的

绩效考核年度,季度来做正式的评估,同时要求项目Leader,工程师Leader,最好每天的工作中都要基于这些指标发 现问题和风险。

每天的这些工作不是要花大量的成本来打分,而是发现偏差后及时的沟通。

在每天的工作中不断改进。

实施的前提条件：

Confluence and JIRA，还是很强大的

JIRA 是记录任务管理，我们在做JIRA的使用时，有明确区分哪些是项目票，哪些是运维票，哪些是小案件票，包括工时的管理，还有大家最烦人的Trouble, 到了考核的时候，全都从系统中拉出来看看，一目了然，当然这个数据的整理我还是花了些小功夫的，下面会介绍到。

Confluence： 知识及项目内容的管理，会议管理，反馈内容，等等等，只要你想记，都在上面。你整理的知识在哪里？你分享的内容在哪里？你分享了哪些人员，哪些人员跟ieni回馈了，想过怎么样，全都清清楚楚。好吧，一句话，嘴说的不行的，URL～～～～～～～

实施（当然要结合HR一起啦）：

201×年年度绩效考核实施安排
阶段	序号	步骤	内容	责任部门/人	截止完成时间
第一阶段 方案确定	1	制定201×年年度 绩效考核方案	拟订绩效考核方案	人事行政部	12/24/2012
			编制绩效考核表格
			拟订绩效考核推进时间
	2	公司高层审批	公司高层对考核方案进行最终审核	××××
	3	考核方案下发	下发201×年度绩效考核方案及表格	人事行政部
第二阶段 考核实施	4	填写《员工绩效考核评估表》	根据年初确认的《员工工作目标规划》按照填表说明进行填写	被考评人填写	12/31/2012
	5	考核数据收集、汇总及实施	部门内部考核评分，须经二级主管确认	部门各级主管	1/10/2013
			考核成绩汇总	人事行政部	1/14/2013
	6	结果审核	对最终考核结果进行审核确认	公司管理层+HR	1/18/2013
第三阶段   考核完成	7	绩效反馈	与员工沟通绩效结果,并向被考核者提供改进绩效的方法	各部门负责人	1/25/2013
			各部门负责人与员工沟通，根据公司发展需要，制定下一年度的半年工作规划及发展计划。	各部门负责人
			各部门负责人收集部门员工的下一年度的半年发展计划，双方均签字确认后，一并提交人事行政部备案	各部门负责人+HR

以上说到两个表格 

《员工工作目标规划》： 就是对下一个阶段要实施的内容进行个人目标设定

《员工绩效考核评估表》：对上一个阶段的目标设定的达成情况进行回馈评估

所以可以看出，我们的绩效考核是目标绩效考核

数据的抽取，关于数据抽取部分，我们认为应该有专门的同学来做这件事，毕竟这是偏管理的工作，不应该让工程师花时间来做这件事情

经整理后的图标如下：

基于原始数据表，用几个公式，就形成了以上的表格，每个人阶段的工作内容 以量化的形式清晰体现，多少时间放在项目（半年总共参与过6个项目），多少时间放在小案件（对应了45个小案件），多少时间放在日常运维，以上内容在做回谈的参考数据。

面谈记录：

绩效面谈的时候，会基于上此做的目标设定来进行一一比对，面谈当时的内容，也做了一个Conflunce表格来进行记录，Team 成员多了以后，写评语也是个事啊，当时谈话内容就要记录 

考核内容只代表你上一个阶段内容的结束，哪些需要保持，哪些需要改进，要跟每一位同学讲清楚。

下一阶段的工作目标设定，基于Manager对下一个阶段的整体规划，或者说是部门战略，结合部门战略在设定自己的个人目标。

至于后来，绩效考核用了一套非常强大的Repoc系统，分成了6个级别， 11个能力提升方向，又专又强大，好吧，我们开始吧 

首先就是Performance Evaluation (绩效考核)

其次是给出岗位工作要求 （根据不同级别，工作要求不同）

Expected Role

	One grade below (低一职级)	Current grade (当前职级)	Next grade (高一职级)
Generalist/ Management  (通才型员工/ 管理人员)	Create and execute action plans according to the mission of one's organization (根据组织目标制定并实施行动计划；) Manage a small organization (管理一个小规模的组织；) Coach team members (对组内人员进行业务培训及辅导。)	Uncover issues in one's supervising organization and promote problem solving (发现其所管理的组织内的问题，并推进该问题的解决；) Manage one or more small to medium-sized organizations (管理一个或多个小规模至中等规模的组织；) Develop team members strategically (根据公司战略，施行组织内的员工发展工作；)	Set mission and create action plans for one's supervising organization (制定所管理的组织的目标及行动计划；) Lead one's supervising organization to complete and achieve the strategies and mission (领导所管理的组织完成已制定的战略和目标；) Commit to development of one's supervising organization and employees (制定并承达成诺所管理的组织的组织发展目标及员工发展目标；) Build and promote relationships with other businesses (建立并优化与其他公司或组织的合作关系；) Manage medium-sized or complex organizations (管理中等规模或复杂的组织。)
Specialist/ Individual Contributor  (专才型员工/ 非管理人员)	Possess a high level of skills in one's area of expertise (在其所专长的领域内具备高水平的知识技能；) Complete assigned operations and tasks (能够完成被分配的工作任务。)	Possess high levels of expertise and skills in one's area of expertise (在其所专长的领域内能具备深刻的知识、经验及高水平的专业技能；) Maintain high quality in one's supervising organization (在组织内保持专业领域高质量的工作结果。)	Represent the company in one's area of expertise and possess deep knowledge and experience, as well as extremely high level of skills (在其所专长的领域内能够作为公司的代表人物，并具备深刻的知识、经验及近乎最高水平的专业技能；) Create new methods and ideas in one's area of expertise (对所专长的领域内的工作方法及工作理念进行革新。)

 接下来是能力素质考评

1) Always Improve, Always Advance (1）时时改善，时时精进) There are only two kinds of people in the world: Best Effort people are satisfied with the status quo; when they fail, they console themselves by saying "I did my best." Get Things Done people are absolutely committed to reaching their goals. With enough determination and effort -- by being a Get Things Done person -- you can achieve anything. (世界上只有两类人：一类是尽力而为的人，人是这类人往往满足于自己已经做出的努力和现状，在失败之后，会安慰自己“我已经尽力了。”；另一类人是凡事目标必达的人。这类人拥有坚定的决心并付出不懈的努力。成为一个凡事必达的人，你可以达成任何成就。（对于每个人来说，抱着强烈意识来达成目标是很重要的。）) 1. Encourage Challenges (培养自我挑战的文化) One grade below (低一职级) Current grade (当前职级) Next grade (高一职级) Continuously challenge oneself in new and expanding areas (持续在新领域以及可改进的领域内自我挑战。) Continue to challenge oneself in new and expanding areas. Foster a culture of encouraging challenges within the organization (持续在新领域以及可改进的领域内自我挑战。在组织内部养成鼓励自我挑战的文化。) Same definition as Current Grade* (与当前职位等级的要求相同*) *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). (*若某一项胜任力素质在当前职级中的定义与其在高一职级或低一职级定义相同，请在评价该胜任力素质时将本职级的岗位工作要求标准考虑在内。)   2. Improve (改进) One grade below (低一职级) Current grade (当前职级) Next grade (高一职级) Same definition as Current Grade* (与当前职位等级的要求相同*) Constantly create approaches and systems that challenge the status quo and enhance the organization (对工作方法及体系持续创新，以挑战并改善个人及所在组织的现状。) Bring new and innovative approaches and systems to one's organization (将新的工作方法及体系引入其所在的组织，或在工作方法及体系方面有所创新。) *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). (*若某一项胜任力素质在当前职级中的定义与其在高一职级或低一职级定义相同，请在评价该胜任力素质时将本职级的岗位工作要求标准考虑在内。)   3. Get Things Done (目标必达) One grade below (低一职级) Current grade (当前职级) Next grade (高一职级) Same definition as Current Grade* (与当前职位等级的要求相同*) Consistently demonstrate a positive attitude and seek to exceed expectations and "Get Things Done" (持续展现积极的工作态度，追求超越期望且“目标必达”。) Demonstrate leadership and seek to exceed expectations. Foster a "Get Things Done" culture within one's supervising organization (在组织内展现领导力并追求超越期望。在所在组织内培养“目标必达”的组织文化。) *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). (*若某一项胜任力素质在当前职级中的定义与其在高一职级或低一职级定义相同，请在评价该胜任力素质时将本职级的岗位工作要求标准考虑在内。)

2) Passionately Professional     2) Passionately Professional (2）贯彻专业精神) Rakuten is an organization composed of true professionals. Real professionals in any field - whether in sports, the arts, science, business or anything else - only reach the top because they have the self-discipline to develop and improve themselves continuously. Only by consistently working many times harder than our competitors can we consistently win. (乐天集团是一家由真正的专业人士组成的公司。在任何领域内的专业人士 - 无论是在体育、艺术、科学、商业领域，还是在其他任何领域 - 之所以能做到最好，是因为真正的专业人士能够坚持自我约束以发展和持续改善。只有持续的比我们的竞争对手付出更多的努力，我们才能始终保持领先的状态。（乐天是一家重视专业意识的公司。乐天人为了胜利，要比别人多100倍的思考，自我管理，不断成长。）) 4. Sense of Ownership (拥有主人翁精神) One grade below (低一职级) Current grade (当前职级) Next grade (高一职级) Same definition as Current Grade* (与当前职位等级的要求相同*) Perform with a sense of ownership to maximize the output (怀着主人翁精神履行工作职责，以达成工作产出的最大化。) Perform one's responsibilities with a sense of ownership to maximize the output. Foster this sense of ownership to each member in supervising organization (怀着主人翁精神履行工作职责，以达成工作产出的最大化。在所在的组织内部培养主人翁精神。) *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). (*若某一项胜任力素质在当前职级中的定义与其在高一职级或低一职级定义相同，请在评价该胜任力素质时将本职级的岗位工作要求标准考虑在内。)   5. Team Building (团队建设) One grade below (低一职级) Current grade (当前职级) Next grade (高一职级) 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 (在团队内部传达并贯彻团队目标是如何与组织目标达成一致的观念，并以此激发员工的工作热情，为团队在多元化环境中达成组织的成长及成功做出贡献。) 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 (团队内部传达并贯彻团队目标是如何与组织目标达成一致的观念，并以此激发员工的工作热情，领导团队在多元化环境中达成组织的成长及成功。) 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 (以乐天集团的政策为依据，在所在组织内贯彻执行组织目标及战略。致力于发展并领导一个多元化的组织，崇尚团队精神，达成组织目标。) *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). (*若某一项胜任力素质在当前职级中的定义与其在高一职级或低一职级定义相同，请在评价该胜任力素质时将本职级的岗位工作要求标准考虑在内。)   6. HR Development (人力资源开发) One grade below (低一职级) Current grade (当前职级) Next grade (高一职级) Inspire team members through coaching and acting as a role model (通过工作辅导及自身的工作表现作为榜样以鼓舞团队成员) Develop others by giving proper feedbacks in a timely manner to strengthen supervising organization as a whole (通过及时提供适当的反馈以使他人得到成长与发展，来增强所在组织的凝聚力。) Contribute to HR development by identifying each member's abilities and providing challenges to strengthen the capability of supervising organization (通过鉴别组织内部每位员工的工作能力、提供挑战激发和提高所在组织的能力， 为人力资源开发做出贡献。) *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). (*若某一项胜任力素质在当前职级中的定义与其在高一职级或低一职级定义相同，请在评价该胜任力素质时将本职级的岗位工作要求标准考虑在内。)

3) Hypothesize -> Practice ->Validate ->Shikumika (Systemize)     3) Hypothesize -> Practice -> Validate -> Shikumika (Systemize) (3）假设 -> 执行 -> 验证 -> 制度化) Rather than mere "imitation or learning", we must approach work with hypothesis, and lead it to Shikumika (systemizing) through validation and practice. (我们必须通过假设、实践（执行）、验证并使其制度化的方法来进行工作，而不仅仅是模仿和学习。（进行工作时，建立具体的行动计划很重要。）) 7. Problem Solving (解决问题) One grade below (低一职级) Current grade (当前职级) Next grade (高一职级) Same definition as Current Grade* (与当前职位等级的要求相同*) Uncover the issues which affect one's organization, hypothesize and set action plans, validate these steps and lead the solution (发现所在组织内的问题。设定解决方法的假设、明确改进方向、设定行动计划、验证并制定解决办法。) Determine improvements to be aligned with the organization's mission and strategies. Hypothesize, establish direction, set action plans, validate them and lead the solution (根据组织战略和目标制定改进决策。设定假设、明确改进方向、设定行动计划、验证并制定解决办法。) *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). (*若某一项胜任力素质在当前职级中的定义与其在高一职级或低一职级定义相同，请在评价该胜任力素质时将本职级的岗位工作要求标准考虑在内。)   8. Involve Others (沟通与协调) One grade below (低一职级) Current grade (当前职级) Next grade (高一职级) Communicate effectively with the leaders of one's organization (能与所在组织的负责人进行有效的交流沟通。) Communicate effectively with the leaders outside of one's organization (能与其他组织的负责人进行有效的交流沟通。) Communicate effectively with the leaders outside of one's organization, Rakuten Group executive officers and those with conflicting interests (能与其他组织的负责人、乐天集团管理层及有利益冲突的人/组织进行有效的交流沟通。) *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). (*若某一项胜任力素质在当前职级中的定义与其在高一职级或低一职级定义相同，请在评价该胜任力素质时将本职级的岗位工作要求标准考虑在内。)   9. Shikumika (Systemize) (制度化/体系化) One grade below (低一职级) Current grade (当前职级) Next grade (高一职级) Contribute to improving the efficiency of one's organization by systemizing and sharing efforts that affect the entire organization (通过使对所在组织产生影响的问题制度化/体系化并在组织内部进行分享，以提所在组织的整体效率) Contribute to improving the efficiency of one's organization by systemizing and sharing efforts that affect the company and organization (通过使对所在公司或组织产生影响的问题制度化/体系化并分享给其他组织，以提高所在组织的整体效率。) Same definition as Current Grade* (与当前职位等级的要求相同*) *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). (*若某一项胜任力素质在当前职级中的定义与其在高一职级或低一职级定义相同，请在评价该胜任力素质时将本职级的岗位工作要求标准考虑在内。)

4) Maximize Customer Satisfaction     4) Maximize Customer Satisfaction (4）追求最高的客户满意度) Rakuten is first and foremost a service company. We're proud to serve our customers and we ceaselessly seek to improve their experience. (乐天首先是一家服务型企业。我们以服务客户及不断追求提升客户体验为宗旨。（乐天是“服务业”。乐天人充满了服务的热诚，并以提升客户满意度为傲）) 10. Increase Customer Value (提升客户价值) One grade below (低一职级) Current grade (当前职级) Next grade (高一职级) Understand the customer's expectations, and serve the customers in the best way (理解客户需求，并以最佳方式服务于客户。) Improve customer value of one's organization's by anticipating customer value and empowering customers, providing new valuable services (通过预测客户价值并灌能于客户，提供创新价值的服务，以提高所在组织的客户价值。) Same definition as Current Grade* (与当前职位等级的要求相同*) *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). (*若某一项胜任力素质在当前职级中的定义与其在高一职级或低一职级定义相同，请在评价该胜任力素质时将本职级的岗位工作要求标准考虑在内。)

5) Speed!! Speed!! Speed!!     5) Speed!! Speed!! Speed!! (5）快！快！快!) Accomplish in one month what it takes other companies a year to do, because we can only win by being many times faster than our competitors. (用一个月达成其他公司需要一年才能达成的成就。因为我们只有通过数倍于竞争对手的速度方能取胜。（乐天讲求效率与速度，别的公司需要花一年的时间完成的事情，乐天用一个月来达成。未来2-3年将是乐天快速成长的关键。）) 11. Quick and Accurate Decision Making (迅速准确的决策) One grade below (低一职级) Current grade (当前职级) Next grade (高一职级) Accomplish work while quickly reacting to and reinterpreting changes in situations or directions (当状况或方向发生变化时，能迅速做出反应并对变化进行重新评估和定义，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 (对于影响团队或整个组织的高度不确定事件迅速做出准确的决策，同时重新指导及领导所在团队。) Same definition as Current Grade* (与当前职位等级的要求相同*) *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). (*若某一项胜任力素质在当前职级中的定义与其在高一职级或低一职级定义相同，请在评价该胜任力素质时将本职级的岗位工作要求标准考虑在内。)

最后就是Goal Setting Comments for Competencies (胜任力考核目标设定)

要选出以上内容中三种来进行提升.

以上是我们实际操作的内容，运行起来来说，是将EXCEL版本搬到了系统层级，形式上便利了，内容上，还是注意一下几点

对团队成员来说：

制定的目标与组织目标契合。

制定的目标能够帮助解决个人发展中遇到的问题与挑战。

制定的目标符合“SMART”原则。

对管理者来说：

明确考核流程

提前搜集个人的量化数据及软性反馈（上一阶段目标设定，工作内容数据，Team Leader反馈）

在面谈过程中充分听取个人的表达，觉得自己做的好的，团队做的好的，自己需要改进的，团队需要改进的

说就说清楚，对于需要改进的点，清楚说明原因，直至达成共识。

其实要说工程师团队，真的是一个相对和谐的团队，工程师更关注自己的技术，学到的东西，会因为一个新功能的实现而兴奋一整天，

考核是一种形式，考核是让大家更清楚自己的工作状态和达成结果，考核能激进往更高的目标去走！

团队绩效考核，真诚对待每一位员工～～

哈哈， 我觉得我有点像HR了