活得精采，劉偉澍的學習網站

Tonight is Christmas eve, I would like to take this opportunity to thank you for your support and assistance in 2010.

Wish you have a peaceful Christmas eve and have a nice weekend.

Merry Christmas & Happy New Year

Best wishes to you and

May the coming year bring nothing but the best for you.

With kind regards,

David W. S. Liu

December 25, 2010

Now is the time for Year-end Performance Review.

Share some data with you of Performance Appraisal.

績效管理 Performance Management

績效管理不是一門新興的學問，但它卻是落實企業人力資源管理之母（源頭），其重要性不可言喻，但企業真正能落實績效管理的真諦，卻是鳳毛麟角，主要原因，誠如管理大師麥格理格（Douglas McGregor）的名言：「主管多不願意批評部屬，更不願意因之引起爭執與衝突」。

其實，績效管理有多重的目的，除了「加官」（升遷）「晉祿」（加薪）等的人事管理作用外，更重要的有「培育塑造」員工的功能，也就是實踐《禮記‧學記篇》：「玉不琢，不成器。」的工具。績效管理必須靠績效考核來執行。

績效管理與發展制度（PMD）

台積電所使用的員工考核制度稱為「績效管理與發展制度」 (Performance Management and Development PMD)，除了具有傳統考績功能外，還注重員工對組織的目標貢獻度及未來發展潛力，屬於一種績效評估制度，目前已廣泛應用於全球大企業中，國內包括神達、宏碁等資訊大廠也都使用類似制度，著重在不同企業的發展特性。

「績效管理」有別於傳統的考績制度，只針對員工每年的表現評分，以作為調整職務及升遷的依據，僅停留在薪資與人事管理階段，對於績效評估通常並不多加重視，而目前很多企業為真正提升員工及企業的發展潛能及特質，多採用「績效管理」制度，側重在員工未來發展及成長性。

Performance Appraisal

A Performance Appraisal is a method and a process to identify, observe, measure, evaluate and develop individual employee performance and (indirectly) to improve the effectiveness of the organization as a whole. An appraisal normally consists out of the assessment by a qualified person of the performance and of the development and training needs of an employee. It is important to realize there are two sides to any appraisal:

1. Judgment (Historic). Actual performance is compared against performance targets and feedback (both positive and negative) is given. This may or may not include the determination of a pay increase. Generally, including pay in the Appraisal has the major disadvantages that honest and open communication becomes almost impossible, and the judgment part of the Appraisal becomes too dominant.

Performance Appraisal

2. Development (Future-oriented). The needs of the employee are evaluated in terms of the training requirement to improve skills and knowledge in line with future performance objectives and the direction the employee wants to grow. Furthermore Employee Objectives (SMART: Specific, Measurable, Achievable, Realistic/Relevant, Time-related) are agreed.

Any Performance Appraisal should be:

3. Documented.

4. Delivered in a face-to-face meeting.

Performance Appraisal

Any Appraisal should be well prepared for by both the manager and the employee. Although normally the line manager of the employee is best positioned to be the appraiser, in some organizations it can be a special Personnel Manager. The advantage can be that this specialized person has more experience, special skills and knowledge on doing employee reviews. An issue is that the Personnel Manager must be aware of how the employee is functioning in his work environment.

Steps in a Performance Appraisal Process

Typically a an appraisal of performance is comprised of three main steps:

1. Definition of the expected duties and the job standards. By line manager, together with employee.

2. Conduct of the performance appraisal, comparing the actual performance of the employee with the performance standard that were previously defined.

3. Feedback and follow-up: line manager provides feedback to the employee and plans are made for future development.

把員工安排在最適合他們一展長才的職位上

管理者的職責是什麼？

身為一名放手式管理者，你的職責就是學習。
你將學習意識到員工喜歡做什麼。你將學習哪些力量是自然活在他們身上的。於是，你就更擅長於把員工安排在最適合他們一展長才的職位上。你要對他們觀察入微，發現他們喜歡做的是什麼，並傾聽他們告訴你的訊息。你最大的成就，是仔細觀察他們向你展現出什麼。

工作，以及對工作的熱愛，會變成焦點所在。當你把員工安置在不適合他們的職位上，無論你怎麼督導或規訓他們，都不可能得到好的工作表現，因為他們對工作沒有熱愛。你是可以試著把更多公司政策和規定步驟加諸於他們身上，但還是無法獲得你想要的結果。

人員的穩定，才能減少錯誤的發生

人員的穩定，才會有積極的工作貢獻，因熟手能駕輕就熟。

人員的穩定，才可降低人事費用，因熟手一人可抵二人用。

人員的穩定，才會有好的工作士氣，因繼存者才不會擔心自己何時被換掉。

【心得分享】

大凡離去工作崗位的，都是「不滿上司」＞「不滿公司」，因為上司的言行舉止，讓他感覺沒有安全感或不值得留戀。

「開闊心胸，以身作則，尊重下屬，修養自身言行」，都是領導上的EQ學，也是穩定班底之基。