360-Degree Assessment

　　360度反馈评价

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

　　通常，绩效考核仅限于员工与主管之间的双向考核。

　　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，随着企业对团队合作、员工开发及客户服务与日俱增的重视，员工考核的重心已转向全方位的反馈评价。

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

　　这种多元反馈评价有时也称为“360度反馈评价”，意指全方位的评价。

　　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.

　　进行绩效考核，考核者除了员工的主管外，法律或规章制度并没有禁止多源考核。

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

　　研究表明多元反馈评价所提供的信息更精确、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，美国人事管理局支持采用多源反馈评价方法进行正式绩效考核以及其他以评估或发展为目标的考核。

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

　　360度反馈评价已经在管理和人力资源开发实践中广泛应用。

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

　　数据表明，360度反馈评价在20世纪80年代还闻所未闻，而到2000年时已全面推广。

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

　　反馈圈，或者反馈源(这么表达也许更精确)包括上司、同事、下属、顾客及员工本人。

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

　　进行某项评估时没有必要包括所有的评估者，而且也未必适合。

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

　　选择评估者时，得考虑公司文化和公司使命，评估者不同，评估目的也不同。

　　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.

　　举个例子，下属对上级的绩效评估可提供极有价值的发展引导，同事的反馈特别适合评估团队合作精神，而客户的反馈则重点集中于一个团队或机构的服务质量。

　　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.

　　绩效考核的目的及考核的具体方面得先确定，然后才决定适合的评估者。

　　PART ONE: Interview

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

　　你觉得有必要定期进行员工绩效评价吗?(为什么?)

　　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?)

　　绩效评价失败，你觉得谁负有责任?(为什么?)

　　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?)

　　同事间相互评价绩效有何好处?(为什么?)

　　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?)

　　员工自我评估有何弊端?(为什么?)

　　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 改善员工绩效，需要考虑哪些要点?

　　l Training 培训

　　l Transfer 工作轮换/调动

　　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.

　　当需要改善员工绩效，提供培训是很重要的。提供相关的和有效地培训将会改善员工的能力，增强知识和技能为了有效业绩的需要。

　　除此之外，转换到其他的工作或者部门也很重要及有用。据我们所知，一个杰出的科学家可能成为一个糟糕的管理者，因此在一份工作中笨拙或者紧张也能做另一份工作可以得心应手。工作轮换能够帮助雇员的优势得到充分利用，同时避免弱点。工作轮换能够为员工提供新鲜、刺激、期望和自信。简而言之，工作轮换能够使员工有机会成为一个对组织更有效的成员。

　　除此了培训和轮换，激励员工也是很重要的方式。因为很好的激励员工无疑能保证有效的成绩。如果不理想的成绩仍然存在，那就必须采取措施解雇这些不利于公司的员工。

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