凯悦工作表现管理流程

Hyatt’s Performance Management Process

工作表现管理包括三部分：

The Performance Management Process consists of three parts:

❶业务目标的建立及工作表现，❷素能发展，❸个人发展。

业务目标应与集团的目标保持一致，就是我们致力称为员工、客人和业主的首选品牌。

❶ Business Goal Setting and Performance, ❷ Competencies Development, ❸ Individual Development. Business Goals should be set in line with our company goals to be the preferred brand in each of the segments we serve – most preferred among our Employees, Guests and Owners.

阶段

Stages

第一阶段：目的和目标（12月/1月或每个评估年度的开始）

Stage 1: Goals and Objectives (December/January or performance year beginning cycle)

● 业务目标的建立及工作表现：在此阶段，需要围绕员工的首选、客人的首选及业主的首选这三个方面设定目标。这些目标应该贯彻到从管理层到普通员工的公司每个人。所要达到的最终结果是所有员工都将有明确的策略目标和所要采取的具体行动步骤，以支持公司目标的实现。

Business Goal Setting and Performance: In this stage, three key Goals in the areas of Employees, Guests and Owners Preference should be established and noted on a new PDP form. These goals should ‘cascade’ from the top of the organization down to each employee. The result will be that all employees will have goals with specific tactics or action steps identified that support the organization’s goals.

● 素能发展：在此阶段，员工围绕公司的领导力素能设定目标，不需要涵盖所有的素能，每个员工要有两到三个关注点。
Competency Development: In this stage, the Employee is setting objectives around the organization’s Leadership Competencies. Not all competencies need to be addressed, but the employee can focus on 2 to 3 key areas.

● 个人发展：此外，工作表现讨论将根据接下来6到12个月的个人发展机会为短期的个人发展计划做准备。

Individual Development: In addition, the performance discussion will lead to the preparation of a short-term Individual Development Plan with targeted personal development opportunities over the following 6 to 12 months.

第二阶段：半年回顾 (7月/8月或每个评估年度的年中)
Stage 2: Mid-Year Review (July/August or performance year six-month cycle)

● 这次重要讨论将使用另外一个单独的表格做记录。在此阶段，评估人和员工将就以下三个部分进行回顾：业务目标及工作表现，素能发展和个人发展

A separate form is used to document this important discussion, during which the Appraiser and Employee review the progress in all three areas: Business Goals and Performance, Competency and Individual Development.

第三阶段：年终回顾 (11月/12月或每个评估年度的年底)

Stage 3: Year-End Review (November/December or performance year end cycle):

● 业务目标的建立及工作表现：在此阶段，对上一年所设定的的目标进行回顾。每个目标的进度及成果应记录在表格中。成果包括业已达成的目标以及在把个人成绩与公司的价值观相结合的过程中所采取的行为和方法。对于超出业务目标的成果应特别注明。

Business Goals Setting and Performance: During this stage, the goals set for the previous year are reviewed. Progress and achievement in each goal should be recorded on the form. Accomplishments include what was achieved as well as behaviors and approaches taken in the process of aligning our accomplishments with our values. A distinction should be made between accomplishments over and above Business Goals.

● 素能发展：在此阶段，评估人员将和员工进行高质量的工作表现讨论，重点是那围绕公司的领导力素能所设定的员工目标。

Competency Development: In this stage, the Appraiser will conduct a quality performance discussion with emphasis on the Employee’s objectives set around the organization’s Leadership Competencies.

● 个人发展：在此阶段，工作表现讨论应关注员工设定的个人发展目标，帮助他/她将来在公司内部的个人成长。

Individual Development: In this stage, the performance discussion will focus on the individual development objectives set by the Employee, assisting him or her in future personal growth with the organization.

年终评估流程

Process for Year-End Appraisal

1. 员工为工作表现评估做准备

Employee prepares for the Performance Appraisal Discussion:

● 确保表格上方的关键信息填写正确，并填上自我评价

Ensures that the key information on the top of the form is correct, and enters comments from employee’s side.

● 回顾上次表现发展计划及领导力素能

Reviews the last Performance Development Plan and Leadership Competencies

2. 员工把表格交给评估人

Employee provides form to Appraisor

3. 评估人评估员工在过去一年中的工作表现和取得的成绩

Appraisor assesses Employee’s performance and achievements during the past year.

4. 评估人为表现评估讨论做准备

Appraisor prepares for the Performance Appraisal Discussion:

● 回顾上一次的工作表现发展计划，半年回顾及领导力素能

Reviews the last Performance Development Plan, Six-Months Review, and Leadership Competencies

● 复核员工所写的信息

Reviews all of the information written in by the Employee

● 复印表格（包括员工和评估人的评语）以备讨论时使用

Makes a copy of the form (with both Employee and Appraisor comments) for use during the discussion

5. 员工和评估人会见并讨论工作表现发展计划；达成一致意见；完成讨论。

Employee and Appraisor meet to discuss the Performance Development Plan and jointly agree and complete.

● 讨论所达成的业务目标，以及素能及发展目标

Discuss achievement of Business Goals, as well as Competencies and Development objectives.

● 完成评语（员工及评估人）及可能的事业发展目标

Complete Summary Comments (Employee and Appraisor) and next career move if applicable.

6. 评估人最终完成表格，员工签字确认，员工保留一份复印件

The Appraisor finalizes the form, obtains Employee’s signature and provides the Employee with a copy of the form for his/her own record.

7. 评估人将表格原件交给人力资源部做进一步处理

The Appraisor passes the original form to Human Resources for further distribution and processing as appropriate.

8. 在一份新的表格上，员工和评估人同意并签字确认以下内容：

On a new form, the Employee and Appraisor agree and sign-off on the following:

● 就员工的首选、客人的首选及业主的首选三个方面为下一年制定一到两个SMART目标

Development of one to two SMART Business Goals in the areas of Employee, Customer and/or Owner Preference for the following year.

● 就领导力素能及个人发展确定下一年的目标

Prepare objectives to assist in Leadership Competencies and Personal Development for the following year.

行动导向 – 在工作中展现出热情、冲劲和决心，并积极地追求目标；随时表现出自信和乐观；主动采取行动，对本身的工作负责，并随时为他人的安全着想。

ACTION ORIENTED - Demonstrates enthusiasm, drive and determination to get ahead and pursues goals energetically; shows self-confidence and an optimistic outlook; acts on own initiative and takes responsibility for one's own work and for the safety of others.

适应能力 - 意识到自己的强项和弱点；在未知状况下，即使没有或仅有有限指示及讯息，亦能安心工作；接纳新的主意，支持新的变革；根据不断变化的状况，来调整或改变自己的观点和行为；能够找出个人发展的需要并寻求改进的机会；能够吸取新的讯息并学习新的技能；在有压力及紧张的工作情况下保持稳定的表现。

ADAPTABILITY - Shows awareness for one's own strengths and weaknesses; works comfortably in uncertain conditions with no or little direction and information; accepts new ideas and supports change initiatives; adapts or changes one's own views or behaviours to changing circumstance; able to identify one's own developmental needs and seeks opportunities to improve; is able to absorb new information and learn new techniques; maintains stable performance under pressure and in stressful work situations.

沟通 - 鼓励组织内全面的沟通；与他人分享讯息并清楚表述意见及讯息；设身处地地聆听并将他人的感受和观点纳入考虑范围；沟通对优点及缺点的认识并承认错误；与组织的各个层面的人员保持良好的关系。
COMMUNICATIONS - Encourages communication throughout the organisation; shares information with others and clearly expresses opinions and information; listens to others sympathetically and takes feelings and views into consideration; communicates awareness of strengths and weaknesses and admits to mistakes; and maintains relationships with people at all levels in the organisation.

以客为尊/ 品质为先 - 借由关注客人的利益和抱怨，致力于辨识和满足他们的需求；提供及时、有效而有针对性的服务；对他人的观点和看法表示理解与共鸣；确保达到专业的、高品质的工作水准；有接受批评的雅量而不致于敌视对方或有抵触情绪，能在今后的工作中建设性地利用这些批评来改进

CUSTOMER FOCUS/QUALITY - Focuses on identifying and meeting customer's needs by taking their interests and complaints seriously; delivers prompt, efficient and personalised service; shows empathy and understanding for others views and attitudes; and ensures professional, high quality work standards are met; accepts criticism without hostility or defensiveness and uses it constructively to move forward.

诚信 – 始终以清晰的道德和价值观做为行为准则；以身作则，为他人示范高标准的行为；能够保守秘密及保持同他人的协定；与不同文化背景的人和睦相处；在工作与生活中保持平衡，使两者之间不会相互产生负面影响。
INTEGRITY - Acts consistently in accordance with clear ethics and values and models high standards of behaviour for others through one's own actions; maintains confidentiality and upholds agreements made with others; able to relate to people from different cultures; and maintains a balance between work and personal life so neither affects the other negatively.

人际关系技巧与团队合作 - 在不同环境中，辨识并应用最恰当的人际模式；与他人和睦相处，群策群力；迅速地与他人建立良好关系；尽全力帮助有困难的人，并支持他们度过低潮；对他人的观点展现宽容和体谅；稳定自身的情绪，避免因个人情绪影响工作。
INTERPERSONAL SKILLS AND TEAMWORK - Identifies and uses the most appropriate interpersonal style to suit different circumstances; identifies well with others and is able to work efficiently in a team; quickly builds rapport with others; helps people with individual limitations and supports them through difficult periods; and shows tolerance and consideration for others' viewpoints; is able to keep own emotions in check and not allow personal feelings disrupt work.

时间与工作管理 - 有效管理时间，守时；按时完成任务；有系统地计划工作；尊重并遵守公司的政策；对组织有使命感；确保工作场所的安全；乐于接受并积极配合管理；展现对自身工作范围内的相关知识、操作能力和专业技术的透彻了解。
TIME AND TASK MANAGEMENT - Manages time effectively and shows punctuality; completes tasks on time; structures work activities in a systematic way; respects and follows company policies; shows organisational commitment; ensures safety at the workplace. Shows receptiveness to being managed and co-operates willingly; demonstrates detailed job knowledge, manual ability and technical expertise in one’s own area.

具体的Specific 可衡量的Measurable 可达到的Achievable 相关的Relevant 有时限的Time Bound

员工首选Employee Preference / 顾客首选Guest Preference / 业主首选Owner Preference

总结-员工

Summary Comments – Employee
关于被评估人希望实现的目标、个人发展计划或其它关注事项的总结和其它信息
Summary comments and other information about the Employee’s ambitions, personal development plans or other concerns.

总结-评估人

Summary Comments – Appraisor
总结及其他观点，包括对于被评估人目前工作表现的整体评价
Summary comments and other observations, including an overall assessment of the Employee’s current performance.

确认

Acknowledgement

表现发展计划的复印件将发给

Copies of the Performance Development Plan have been sent to: