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1、Unit TwoTeaching Objectives了解绩效考核的本质了解绩效考核的重要性了解绩效考核的步骤Teaching Emphasesperformance evaluation feedback monitor put on the back burner role-playing sessionscommunication skillscustomer-servicedisciplinary procedurestermination proceduresContentTextFast Reading IFast Reading II TEXT Performance Evalu
2、ationPre-reading questions 1. What is the significance of performance evaluation?2. What steps should we follow in the performance evaluation?UPPREV.NEXTPerformance evaluations, which provide employers with an opportunity to assess their employees contributions to the organization, are essential to
3、develop a powerful work team. Yet in some practices, physicians and practice managers put performance evaluations on the back burner, often because of the time involved and the difficulties of valuating employees with whom they work closely. The benefits of performance evaluations outweigh these cha
4、llenges, though. When done as part of a performance evaluation system that includes a standard evaluation form, standard performance measures, guidelines for delivering feedback, and disciplinary procedures, performance evaluations can enforce the acceptable boundaries of performance, promote staff
5、recognition and effective communication and motivate individuals to do their best for themselves and the practice. The primary goals of a performance evaluation system are to provide an equitable measurement of an employees contribution to the workforce, produce accurate appraisal documentation to p
6、rotect both the employee and employer, and obtain a high level of quality and quantity in the work produced. If you are considering creating a performance evaluation system in your practice, please follow these five steps: Develop an evaluation form. Performance evaluations should be conducted fairl
7、y, consistently and objectively to protect your employees interests and to protect your practice from legal liability. One way to ensure consistency is to use a standard evaluation form for each evaluation. The form you use should focus only on the essential job performance areas. Limiting these are
8、as of focus makes the assessment more meaningful and relevant and allows you and the employees to address the issues that matter most. You dont need to cover every detail of an employees performance in an evaluation. For most staff positions, the job performance areas that should be included on a pe
9、rformance evaluation form are job knowledge and skills, quality of work, quantity of work, work habits and attitude.Performance evaluations for those in management positions should assess more than just the essential job performance areas mentioned above. Other aspects which need assessing include t
10、he employees skills, ability to motivate and provide direction, overall communication skills and ability to build teams and solve problems. You should have either a separate evaluation form for managers or a special managerial section added to your standard evaluation form.Identify performance measu
11、res. Standard performance measures, which allow you to evaluate an employees job performance objectively, can cut down on the amount of time and stress involved in filling out the evaluation form. Although developing these measures can be one of the more time-consuming parts of creating a performanc
12、e evaluation system, its also one of the most powerful. Standard performance measures can even objectively measure some of the more subjective job performance areas, such as work habits. For example, you can establish an objective measure for attendance by defining the acceptable number of times an
13、employee can be tardy or absent during a specific time frame. However, standard performance measures dont always work for other subjective areas, such as attitude. In these cases, its still important to be as objective as possible in your evaluation. Dont attempt to describe attitude, for instance;
14、instead, describe the employees behavior, which is what conveys the attitude, and the consequences of that behavior for the practice. Set guidelines for feedback. Feedback is what performance evaluations are all about. So before you implement your performance evaluation system, make sure that everyo
15、ne who will be conducting evaluations knows what kind of feedback to give, how to give it and how to get it from the employee in return. Give balanced feedback. Dont make the common error of glossing over an employees deficiencies and focusing only on his or her strengths. It is by understanding the
16、ir weaknesses that employees can take ownership of their performance and role in the practice. And when given the support they need to make improvements in these areas, employees learn to take pride in their work and are willing to take on new challenges with confidence. Outline expectations for imp
17、rovement. When you address areas where improvement is needed, outline your expectations for improvement and how you intend to help the employee meet them. For example, if an employee is speaking harshly with other employees and does not seem tolerant with patients, give the employee some examples of
18、 his or her behavior and offer some suggestions to resolve the problem, such as role-playing sessions or a communication skills/customer-service workshop or seminar. Define the boundaries by letting the employee know what is acceptable and what will not be tolerated, and then establish a plan for mo
19、nitoring performance and re-evaluating the employee. Encourage feedback from the employee. After youve discussed the results of the evaluation with the employee, encourage him or her to give you some non-defensive feedback. Ask the employee whether he or she agrees with your assessment, and/or invit
20、e suggestions for improvement. Create disciplinary and termination procedures. In some cases, even after a thorough performance evaluation and a discussion of expected improvements, an employee will continue to perform poorly. You need to be prepared to handle such a situation by having well-defined
21、, written disciplinary and termination procedures in place. These procedures should outline the actions that will be taken when performance deteriorates - a verbal warning, a written warning if there is no improvement or a recurrence, and termination if the situation is not ultimately resolved. Verb
22、al warning. This should be given in private, with the behavior or reason for the discipline clearly stated. After the verbal warning is given, allow the employee to respond, but keep the exchange brief. Written warning. How you handle the written warning plays a critical role in the success of your
23、disciplinary and termination procedures. This is the time to make it clear to the employee just how serious his or her performance problem is. Unfortunately, many practices fail to do this and to follow through with termination if necessary. Once the written warning is mishandled in this way, it no
24、longer has any merit. Set an evaluation schedule. Once youve built your performance evaluation system - the evaluation form, the performance measures, the feedback guidelines and the disciplinary procedures - you just need to decide when to conduct the performance evaluations. Some practices do all
25、employee evaluations at the same time of year, while others conduct them within 30 days of each employees anniversary of employment (the latter may work better since it spreads the work of the evaluations out for employer and employee). A performance evaluation system should be a key component of yo
26、ur practice structure. When implemented effectively, it ensures fairness and accountability, promotes growth and development and encourages a sense of pride in your employees contributions to the practice. Language points performance evaluation绩效考核是绩效管理的一个阶段，一个环节。是对员工一段时间的工作、绩效目标等进行考核，是前段时间的工作总结，同时考
27、核结果为相关人事决策（晋升、解雇、加薪、奖金）、绩效管理体系的完善和提高等提供依据。UPPREV.NEXTLanguage points assess- v. to make a judgment about the nature or quality of sb. / sth 评估之性质价值,评价,估价 e.g. How do you assess your students? 你如何评估学生们 (的成绩) ? UPPREV.NEXTLanguage points put on the back burner 我们经常说做事要看轻重缓急，有的时候不得不把正在做的事或计划要做的事先搁置一边。美
28、国人把这叫做：to put on the back burner。Back就是后边，而burner在这儿的是指做饭的炉子。美国的厨房里，炉台上一般都有四个炉口，前面两个，后面两个。人们往往把很快能煮好的东西放在前面炉子上煮，把一些要慢慢煮的东西放在后面的炉子上。这就是to put on the back burner这个俗语的来源。UPPREV.NEXTLanguage points outweigh- vt. to be greater or more important than something 优于于,胜过,较重要重要 e.g.1. The advantages of the sch
29、eme outweigh its disadvantages. 该方案的优点超过缺点。 2. With him, honesty outweighs wealth. 对他来说,诚实较财富更重要。 UPPREV.NEXTLanguage points performance evaluation system 绩效考核体系。包括标准的考核表格，标准的考核措施，反馈意见的指导方针和纪律程序等几个方面。UPPREV.NEXTLanguage points enforce-vt. to make sure that people obey a particular law or rule实施,施行 e
30、.g. 1. enforce a law 执行法律 2. Do the policemen here enforce traffic rules strictly? 这里的警察严格执行交通规则吗？UPPREV.NEXTLanguage points promote- vt. to help sth happen or develop 促进；推动e.g. 1. A fair competition can promote trade. 公平竞争能促进贸易的发展。 2. Kindness promotes peace. 亲切的行为可以促进和睦。 UPPREV.NEXTLanguage points
31、 equitable- adj. fair and reasonable; treating everybody in an equal way 公平合理的；公正的e.g. an equitable price /arrangement 公正的价格 /协定 UPPREV.NEXTLanguage points legal liability 法律责任。指因违反了法定义务或契约义务，或不当行使法律权利、权力所产生的，由行为人承担的不利后果。就其性质而言，法律关系可以分为法律上的功利关系和法律上的道义关系，与此相适应，法律责任方式也可以分为补偿性方式和制裁性方式。UPPREV.NEXTLangua
32、ge points cut down on -to reduce the size, amount or number of something 削减，缩小（尺寸，数量或数目）e.g. The doctor told him to cut down on drinking.医生劝他少喝酒。UPPREV.NEXTLanguage points subjective- adj. based on your own ideas or opinions rather than the facts主主观 (上上) 的的; 想像的想像的 e.g. a subjective test 主观测验UPPREV.
33、NEXTLanguage pointsobjective- adj. existing outside the mind as an actual object 客客观上的；上的；实在的在的 e.g. Its difficult to give objective criticism. 给予客观上的批评是困难的。UPPREV.NEXTLanguage pointsfeedback 绩效反馈。就是将绩效评价的结果反馈给被评估对象，并对被评估对象的行为产生影响。绩效反馈是绩效评估最关键的一环，能否达到绩效评估的预期目的，取决于绩效反馈的实施。UPPREV.NEXTLanguage pointsro
34、le-playing sessions 角色扮演活动。一种有效的绩效管理手段。就是在绩效管理是实施之前企业最高管理者、人力资源经理、直线经理和员工这四种角色的划分。实践证明，角色划分成功与否是绩效管理能否有效实施的关键。角色划分正确了，实施起来就比较容易，没有划分角色或角色划分失败，绩效管理的实施的结果也将是失败的。UPPREV.NEXTLanguage pointscommunication skills 沟通技能。绩效管理的有效技巧之一。包括绩效改进沟通，绩效指导沟通，绩效考评沟通和绩效计划沟通。UPPREV.NEXTLanguage pointscustomer-service 顾客服务
35、。顾客服务又称客户服务，作为市场营销第五个因素的服务，从产品的整体概念中延伸出来，服务的对象及内容出现了新的变化。它不仅包括对现实顾客的服务，而且也包括对潜在顾客的服务；不仅要提高顾客的现实的（售后的）满意程度，还要提高预期的（售前的）满意程度。UPPREV.NEXTLanguage points monitor- v. to watch something or check something 监视，监控 e.g. 1. Each students progress is closely monitored. 每一位学生的学习情况都受到密切的关注。 2. How do you monitor
36、 its progress? 你是怎样检验这个进程的呢？UPPREV.NEXTLanguage points disciplinary procedures 违纪处理规程。根据绩效考核对违纪员工作出相应处理的规程，可达到奖罚分明的效果。UPPREV.NEXTLanguage points termination procedures 合同终止规程。根据绩效考核对部分员工作出的终止劳动合同的规程。包括如何认定不符合公司录用条件，合同终止的赔偿金认定等方面。UPPREV.NEXTLanguage points ensure- vt. to make sure that sth happens or
37、 is definite 保保证 ; 确保确保e.g. The agreement ensured a steady supply of oil. 该协定保证了石油的稳定供给。 UPPREV.NEXTI. Answer the following questions based on the text.I. Answer the following questions based on the text.1. How to develop an evaluation form? The form you use should focus only on the essential job pe
38、rformance areas and you dont need to cover every detail of an employees performance in an evaluation. ReferenceI. Answer the following questions based on the text.I. Answer the following questions based on the text.2. What we should do if we want to use standard performance measures to measure attit
39、udes? Dont attempt to describe attitude, instead, describe the employees behavior, which is what conveys the attitude, and the consequences of that behavior for the practice. ReferenceI. Answer the following questions based on the text.I. Answer the following questions based on the text.3. How to se
40、t an applicable feedback? Give balanced feedback; Outline expectations for improvement; Encourage feedback from the employee. ReferenceI. Answer the following questions based on the text.I. Answer the following questions based on the text.4. What is the difference between verbal warning and written
41、warning? The former should be given in private, with the behavior or reason for the discipline clearly stated while the latter is more standard, written and include more things.ReferenceI. Answer the following questions based on the text.I. Answer the following questions based on the text.5. What is
42、 the use of evaluation schedule? When implemented effectively, it ensures fairness and accountability, promotes growth and development and encourages a sense of pride in your employees contributions to the practice. ReferenceII. II. Read Read the the following following terms terms and and match mat
43、ch each each with with its its proper definition.proper definition.1. performance evaluation2. Outweigh3. feedback4. deteriorate5. Assessment6. time-consuming7. Deficiency8. employee9. Accountability10. procedurea. advice, criticism or information about how good or useful sth or sbs work is b. the o
44、pportunity for the employers to assess their employees contributions to the organizationc. taking or needing a lot of timed. a person who is paid to work for sbe. a way of doing sth, the usual or correct wayf. the responsibility for your decisions and actionsg. to be greater or more important than s
45、omethingh. to become worsei. an opinion or judgment about sb/sth that has been thought about very carefullyj. the state of not having or not having enough of, that is essential 1. 1.b b 2. 2.g g 3. 3.a a 4. 4.h h 5. 5.i i 6.6.c c 7. 7.j j 8. 8.d d 9. 9.f f 10. 10.e eIII. Translate the following pass
46、age into Chinese.III. Translate the following passage into Chinese.Performance evaluations, which provide employers with an opportunity to assess their employees contributions to the organization, are essential to develop a powerful work team. Yet in some practices, physicians and practice managers
47、put performance evaluations on the back burner, often because of the time involved and the difficulties of critiquing employees with whom they work closely. The benefits of performance evaluations outweigh these challenges, though.绩效考核为公司的老板们提供了评估雇员们对公司所作贡献的机会，这对于发展一个强大的团队是非常必要的。但是在实际操作中，内科医生和实习经理却对
48、此之置之不理，因为考核与他们一起工作的雇员实在是件费时费力的事情。虽然如此，绩效考核还是优点多于缺点的。ReferenceIV. Please put the following sentences into English.IV. Please put the following sentences into English.1.绩效考核表是根据工作性质由人力资源部设计统一的表格2.考核成绩由人力资源部存档，除各部门主管以上人员外，其他人员一概不得查阅。3.年中考核、年度考核是指公司对全体员工在年中、年终的工作表现进行考核。4.全面、客观、公正、公开、规范是五大核心理念。5.绩效考核的目的是
49、及时、公正地对员工过去一段时间的工作绩效进行评估。1. The performance evaluation form is designed by the HR Department according to different kinds of job. 2. The HR Department will keep the file of everyones evaluation result. Only managers and supervisors can refer to the file.3. Midyear or year performance evaluation mean
50、s the company evaluates performance behaviors of employees during midyear or year-end.4., Entirety, impersonality, equity, open and standard are five key concepts.5. The purpose of performance evaluation is to evaluate the past performance promptly and equitably. ReferenceFast Reading INew Strategie
51、s To Talk About Your Performance Evaluation With Your BossUPPREV.NEXT Is your performance review just around the corner? Theres no need to panic - but now would be a good time to prepare. At some companies, negative comments on performance reviews are uncommon, so anything thats not glowing is cause
52、 for concern. Other companies give every worker areas for improvement. When you walk into your boss office for your performance review, you need a game plan. Documenting your accomplishments is a good starting point. But just as important, you need to know how to come out of the meeting with the inf
53、ormation you need. Experts offer these tips for handling this sometimes tricky conversation: * Ask questions. Always press for details, says Gail Ginder, an executive coach with the Claros Group. If your boss says youre doing a great job, this could mean youre about to be promoted. It could also mea
54、n that your performance is just OK, but your boss didnt want to take the time to do a more thoughtful review. To find out which is the case, ask for details. What aspects of your performance stand out to your boss? Asking questions becomes even more important when the review is negative. Often feedb
55、ack is given without specifics, Ginder said. Ask for specific examples of times when your performance didnt meet expectations. Then ask, And what would great performance have looked like? What would you have wanted me to do in that situation? * Tell your story. If you disagree with your boss assessm
56、ent of your performance, ask if you can tell your side of the story. Say, I have a different perspective on this situation. Would you like to hear it? Ginder said. Make sure your tone of voice is not defensive. You want to make your boss curious, not annoyed, about what you have to say. Then explain
57、, calmly, why you didnt make the choice your boss now says you should have. Dont feel you need to give an explanation like this in every case, though. Its perfectly fine to say, I hadnt looked at it that way. Id like to try that next time, Ginder said. * Play it by ear. Its generally a good idea to
58、discuss your future with your boss at your review. But if youre blindsided by criticism of your performance, it may be better to save that for another day. Only have the big-picture discussion about where you want your career to go if your review is going well, said Janet Scarborough Civitelli, foun
59、der and president of Bridgeway Career Development. * Dont sweat the small stuff. You dont have to explain or discuss every minor improvement your boss thinks you could make. The key is to know when the issue is something that could put your job or promotion prospects at risk. Once again, the best wa
60、y to find out is to ask. Ginder suggests saying to your boss, I need a little perspective here. How serious is this? I. I. Determine Determine whether whether the the following following statements statements are are True True or or False False according according to to the the text. text. Write Wri
61、te “T” “T” for for true true and and “F” “F” for for false false in in the the brackets.brackets.1. ( )Employees need to worry about nothing except the negative review, which applies to every company.2. ( )Details are unnecessary, so employees should avoid talking about them with the boss . 3. ( )Em
62、ployees need to agree with the boss completely, for any disagreement will do harm to them.4. ( )If employees disagree with the boss, they need to defend themselves. Only by doing this, can they come across as competitive.5. ( )Preparing for the performance evaluation in advance is necessary and abso
63、lutely beneficial to employees. 1. 1.F F 2.2.F F 3. 3.F F 4. 4.F F 5. 5.T TII. II. Choose Choose the the best best answer answer to to complete complete each each of of the the sentences.sentences.1.If you are criticized unexpectedly ,you should_. A. talk with the boss directlyB. turn dead ears to i
64、tC. talk about it laterD. complain to the boss and explain the reason for your mistakeII. II. Choose Choose the the best best answer answer to to complete complete each each of of the the sentences.sentences.2. If your performance evaluation fails to live up to the bosss expectation, you should_.A.
65、remain silent and accept the criticismB. put the problem aside and talk about it later C. explain the reason why your work is unsatisfactoryD. ask for the details about your specific problemsII. II. Choose Choose the the best best answer answer to to complete complete each each of of the the sentenc
66、es.sentences.3. If you dont see eye to eye with your boss, the appropriate way is to _.A. quit the job and find a betterB. one ask if he would like to listen to your storyC. defend yourself for the sake of your interestD. argue with the boss to prove yourselfII. Choose the best answer to complete ea
67、ch of the sentences.4. The fully-prepared performance evaluation can help you _.A. acquire a definite promotionB. obtain the information you needC. get a high salaryD. get the chance to go abroadII. Choose the best answer to complete each of the sentences.5. The experts give the following tips on th
68、e handling of the performance evaluation except_A. acting according to circumstancesB. telling your story C. avoiding defensive tone D. attending to each and every aspect of matterFast Reading IIBeing Able to Impress at AppraisalsUPPREV.NEXT Appraisals can be a nerve-wracking or uncomfortable experi
69、ence for some people because they feel they are being thrown under the spotlight and evaluated against their companys expectations. It is a time at which employees have to take stock of their performance and achievements (or under-achievements) and justify their next pay increment or promotion. Here
70、 are some tips on how you can prepare and impress your boss at your appraisals. 1. Prepare, prepare, prepare We cannot emphasize this enough. Appraisals are not meant to be a session for sharing idle chat. It is a formal system to review, assess and record your work performance. This evaluation will
71、 ultimately lead to decisions that may have a long-term effect on your career. Therefore, you must be thoroughly prepared with information and data that is relevant to your work and contributions. Ensure you have all the necessary facts and figures at your finger tips. 2. Learn to listen Often emplo
72、yees go into their appraisal with lots of things they want to say, but it is equally important to listen to what your appraiser is saying. Always let your appraiser set the tone and agenda of the appraisal. At the end of the appraisal, bring up any points you would like to address that have not alre
73、ady been covered by your appraiser.3. Stay professional At all times, remain professional and refrain from any form of emotional outburst, especially if the appraisal does not go as well as you had hoped. It is important that you view constructive criticism as valuable feedback and constantly focus
74、on your desired solutions and outcomes. Ask for clarification or explanations on any contentious issues and try to address them on the spot. 4. Mind your body language Just like in an interview, body language plays a huge part in forming impressions. Do not sit slumped in your chair or with your arm
75、s crossed. Instead sit up straight and lean slightly forward, toward your appraiser. This makes you appear interested and open-minded. Avoid assuming a defensive or hostile stance, maintain good eye contact and pay attention. 5. Collect testimonials What others say or think about you always seems to
76、 carry a higher value than what you say of yourself. If a colleague, superior, customer or client has written something positive about you, gather these documents and use them in your appraisals. The appraisal process should provide a clear roadmap for where you want to go as well as the targets and
77、 goals you need to achieve next year. At the end of the appraisal, you should always ensure that you have an understanding of your appraisers expectations.I. Answer the following questions based on the text.I. Answer the following questions based on the text.1. Why are appraisals important for emplo
78、yees? It is important because this evaluation will ultimately lead to decisions that may have a long-term effect on an employees career.ReferenceI. Answer the following questions based on the text.I. Answer the following questions based on the text.2. What preparation can be made for appraisals?For
79、example，an employee must be thoroughly prepared with information and data that is relevant to his work and contributions.ReferenceI. Answer the following questions based on the text.I. Answer the following questions based on the text.3. How should employees handle the constructive criticism given in
80、 the appraisals? They should view constructive criticism as valuable feedback and constantly focus on your desired solutions and outcomes.ReferenceI. Answer the following questions based on the text.I. Answer the following questions based on the text.4. What kind of appropriate body language is sugg
81、ested in the passage?For example，sit up straight and lean slightly forward，toward the appraiser. Avoid assuming a defensive or hostile stance，maintain good eye contact and pay attention. ReferenceI. Answer the following questions based on the text.I. Answer the following questions based on the text.
82、5. Why are testimonials collected for the appraisals? It is known that what others say or think about you always seems to carry a higher value than what you say of yourself. Therefore，if a colleague，superior，customer or client has written something positive about you，gather these documents and use t
83、hem in your appraisals. ReferenceII. II. Determine Determine whether whether the the following following statements statements are are True True or or False False according according to to the the text. text. Write Write “T” “T” for for true true and and “F” “F” for for false false in in the the bra
84、ckets. brackets. 1.( )According to the author, preparation before the appraisals should be given priority to.2.( )The author advises that one should just pay attention to the appraisals and be refrained from expressing ones own ideas.3.( )It is desirable that one should remain calm even though the appraisal doesnt go smoothly as expected.4.( )Proper body language can contribute to the satisfactory appraisal.5.( )Dont bother to care about others opinions since what they think about you makes no difference. 1. 1.T T 2.2.F F 3. 3.T T 4. 4.T T 5. 5.F FHOME
