360-Degree Assessment

　　360度反饋評(píng)價(jià)

　　Typically, performance appraisal has been limited to a feedback process between employees and supervisors.

　　通常，績(jī)效考核僅限于員工與主管之間的雙向考核。

　　However, with the increased focus on teamwork, employee development, and customer service, the emphasis has shifted to employee feedback from the full circle of sources.

　　然而，隨著企業(yè)對(duì)團(tuán)隊(duì)合作、員工開(kāi)發(fā)及客戶服務(wù)與日俱增的重視，員工考核的重心已轉(zhuǎn)向全方位的反饋評(píng)價(jià)。

　　This multiple-input approach to performance feedback is sometimes called”360-degree assessment” to connote that full circle.

　　這種多元反饋評(píng)價(jià)有時(shí)也稱為“360度反饋評(píng)價(jià)”，意指全方位的評(píng)價(jià)。

　　There are no prohibitions in law or regulation against using a variety of rating sources, in addition to the employee’s supervisor, for assessing performance.

　　進(jìn)行績(jī)效考核，考核者除了員工的主管外，法律或規(guī)章制度并沒(méi)有禁止多源考核。

　　Research has shown assessment approaches with multiple rating sources provide more accurate, reliable, and credible information.

　　研究表明多元反饋評(píng)價(jià)所提供的信息更精確、更可靠、更可信。

　　For this reason, the U.S. Office of Personnel Management supports the use of multiple rating sources as an effective method of assessing performance for formal appraisal and other evaluative and developmental purposes.

　　因此，美國(guó)人事管理局支持采用多源反饋評(píng)價(jià)方法進(jìn)行正式績(jī)效考核以及其他以評(píng)估或發(fā)展為目標(biāo)的考核。

　　The 360-degree feedback process has become pervasive in management and human resource development practices.

　　360度反饋評(píng)價(jià)已經(jīng)在管理和人力資源開(kāi)發(fā)實(shí)踐中廣泛應(yīng)用。

　　Reported statistics on 360-degree use suggest that it has gone from almost unheard of in the 1980s to widespread use in 2000.

　　數(shù)據(jù)表明，360度反饋評(píng)價(jià)在20世紀(jì)80年代還聞所未聞，而到2000年時(shí)已全面推廣。

　　The circle, or perhaps more accurately the sphere, of feedback sources consists of supervisors, peers, subordinates, customers, and one’s self.

　　反饋圈，或者反饋源(這么表達(dá)也許更精確)包括上司、同事、下屬、顧客及員工本人。

　　It is not necessary, or always appropriate, to include all of the feedback sources in a particular appraisal program.

　　進(jìn)行某項(xiàng)評(píng)估時(shí)沒(méi)有必要包括所有的評(píng)估者，而且也未必適合。

　　The organizational culture and mission must be considered, and the purpose of feedback will differ with each source.

　　選擇評(píng)估者時(shí)，得考慮公司文化和公司使命，評(píng)估者不同，評(píng)估目的也不同。

　　For example, subordinate assessments of a supervisor’s performance can provide valuable developmental guidance, peer feedback can be the heart of excellence in teamwork, and customer service feedback focuses on the quality of the team’s or agency’s results.

　　舉個(gè)例子，下屬對(duì)上級(jí)的績(jī)效評(píng)估可提供極有價(jià)值的發(fā)展引導(dǎo)，同事的反饋特別適合評(píng)估團(tuán)隊(duì)合作精神，而客戶的反饋則重點(diǎn)集中于一個(gè)團(tuán)隊(duì)或機(jī)構(gòu)的服務(wù)質(zhì)量。

　　The objectives of performance appraisal and the particular aspects of performance that are to be assessed must be established before determining which sources are appropriate.

　　績(jī)效考核的目的及考核的具體方面得先確定，然后才決定適合的評(píng)估者。

　　PART ONE: Interview

　　(1) Do you think it necessary to evaluate staff performance regularly?( Why?/Why not?)

　　你覺(jué)得有必要定期進(jìn)行員工績(jī)效評(píng)價(jià)嗎?(為什么?)

　　No, I don’t think so. Performance appraisals frequently focus on individual achievement and produce a self-focus rather than a team-focus and discourage teamwork.

　　(2) What do you think are responsible for the failure of performance appraisal?(Why?)

　　績(jī)效評(píng)價(jià)失敗，你覺(jué)得誰(shuí)負(fù)有責(zé)任?(為什么?)

　　The reasons can be many and various, such as lack of the support of top management, rater bias, unclear performance standards, too many forms to complete, rating personality rather than performance, no follow-up coaching after the evaluation, etc.

　　(3) What are the advantages of peer appraisal?(Why?)

　　同事間相互評(píng)價(jià)績(jī)效有何好處?(為什么?)

　　Fellow employees often see different dimensions of performance and can readily identify leadership and interpersonal skills along with other strengths and weaknesses of their co-workers, thus furnishing more accurate and valid information than appraisals by superiors.

　　(4) Are there any drawbacks of self-appraisal?(Why?/ Why not?)

　　員工自我評(píng)估有何弊端?(為什么?)

　　Yes. Self-raters are more lenient than managers in their assessments and tend to present themselves in a highly favorable light. For this reason, self-appraisals may be best for developmental purposes rather than for administrative decisions.

　　Managing ineffective performance 改善員工績(jī)效，需要考慮哪些要點(diǎn)?

　　l Training 培訓(xùn)

　　l Transfer 工作輪換/調(diào)動(dòng)

　　When managing ineffective performance, providing training is important. Offering relevant and effective training would improve the employees’ ability, increase the knowledge and skills needed for effective performance.

　　Besides, transfer to another job or department can be important and useful too. As we know, an outstanding scientist can be a poor manager, so one who is clumsy and nervous in one job may be skilled and easy in another. Transfer can help to make full use of an employee’s strengths, while avoiding weaknesses. Transfer can provide the employee with freshness, excitement, expectation and confidence. In one word, transfer can give an employee a chance to become a more effective member of the organization.

　　In addition to training and transfer, ways to motivate the individuals are important as well, since well-motivate employees undoubtedly guarantee effective performance. If ineffective performance persists, it’s necessary to take disciplinary action or to discharge the person from the company.

　　當(dāng)需要改善員工績(jī)效，提供培訓(xùn)是很重要的。提供相關(guān)的和有效地培訓(xùn)將會(huì)改善員工的能力，增強(qiáng)知識(shí)和技能為了有效業(yè)績(jī)的需要。

　　除此之外，轉(zhuǎn)換到其他的工作或者部門也很重要及有用。據(jù)我們所知，一個(gè)杰出的科學(xué)家可能成為一個(gè)糟糕的管理者，因此在一份工作中笨拙或者緊張也能做另一份工作可以得心應(yīng)手。工作輪換能夠幫助雇員的優(yōu)勢(shì)得到充分利用，同時(shí)避免弱點(diǎn)。工作輪換能夠?yàn)閱T工提供新鮮、刺激、期望和自信。簡(jiǎn)而言之，工作輪換能夠使員工有機(jī)會(huì)成為一個(gè)對(duì)組織更有效的成員。

　　除此了培訓(xùn)和輪換，激勵(lì)員工也是很重要的方式。因?yàn)楹芎玫募��?lì)員工無(wú)疑能保證有效的成績(jī)。如果不理想的成績(jī)?nèi)匀淮嬖冢�那就必須采取措施解雇這些不利于公司的員工。

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