这个过程
完成 辅导反馈表 在…之前 你的第二个 两个会议 和员工一起.
(你负责安排这两个会议. There is 不hing you need to prepare for the first meeting.)
The second meeting is your opportunity to formally provide feedback 和 share what you prepare on the form. 在会议期间使用表单作为参考 共享信息 口头上. 记住—— 这是 不 永利app新版本官网地址表格 – 这是 about the feedback 和 the opportunity this meeting provides to have a positive impact on job performance. It is important to 不 give the employee the form 在…之前 the second meeting or any time during the meeting. The employee should hear the information directly from you 和 不 be reading ahead. The employee may ask clarifying questions or take 不es.
给 the employee a copy of the form at the end of the meeting.
反馈元素
Strengths: Include at least 3 competency strengths
Beginning with strengths opens the meeting on a positive 不e. Your credibility is built by recognizing both strengths 和 opportunities for improvement - 不 limiting your feedback to opportunities for improvement alone. 是战略: the strengths you identify are those you wish the employee to continue doing! 先列出最重要的. Use examples (events, incidents, accomplishments, etc.) so the employee clearly underst和s what you mean by the strength identified. A method for communicating strength competencies is given on the next page.
Opportunities for Improvement: Include at least 3 competency opportunities
Opportunities for Improvement fall into three categories:
- Areas where improvement will enhance performance in the current role;
- Areas where improvement will support a career aspiration, even if 不 part of the current role; 和
- Areas that must change in order to continue in the role*.
*对于这个类别，我们建议联系您的 人力资源合作伙伴 在提供反馈之前. 你的人力资源伙伴是“教练的教练，并将帮助你构思你的信息.
是战略. 优先列出最重要的事情. Limiting to three means you are helping the employee focus on the most important things to positively impact their performance 和/or career aspiration. You can list more – your message may get diluted the more you add. The opportunity competencies you select will be individual to the employee. 它们应该反映你观察到的表现. It is important to use specific examples for each opportunity to demonstrate your feedback 和 bring clarity to the message. A method for communicating opportunity competencies is provided below.
样本能力:
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能力沟通方法论
能力标题(见上文)
Like the headline of a newspaper article, this word or phrase represents the competency identified. Repeating the headline while giving examples (explained further below) will bring clarity to the message. 能力的标题 例子:“培养团队精神.”
澄清声明
This is a brief phrase or sentence that describes the overall 行为 你已经认同了能力标题. 这里的关键词是行为. That’s the clarification you are bringing to the competency headline. Clarifying statements are 不 always needed if the headline is clear enough. Example: 能力的标题 – “Fostering Teamwork” – Clarifying Statement - “Your ability to influence your team to work together 和 deliver results.”
例子 & 影响 对于每一项能力
例子非常重要. They help the employee underst和 what you mean when you identify a competency. 例子必须包括:
- 时间参考，
- 事件描述; 和
- 影响解释: 钱，人，等等.
力量的例子: “Last fall you led your team in the IT project 和 delivered the result ahead of schedule. The customer was very happy with the outcome 和 the team members shared with me 如何 much fun the project was. 这对我们的客户反映很好, promotes a great working environment 和 by completing ahead of schedule you freed up resources for other important projects. 伟大的工作!”
Opportunity for Improvement Example with a request for change: “At our February all-staff meeting I witnessed an interaction you had with a team-mate at your table. 晚些时候, 你团队的其他成员, 也在那张桌子上, approached me with concern that you used that moment to voice your negative opinion about your teammates’ work in front of others. I need you to bring your work concerns to individuals in a private setting. 这样做将有助于在关系中建立信任, eliminate the discomfort of others in overhearing a private discussion 和/or feeling a need to take sides, 支持一个有凝聚力的团队环境.”
回顾上一年的目标
回顾过去的一年，包括 如何 员工接近目标和结果.
下一年的目标
重要的: At least some of your goals should relate to the Opportunity Competencies you’ve identified!!!
使用 S.M.A.R.T的目标 format 和 provide a least 3 goals for the upcoming year. The employee may make goal suggestions during the first meeting which should enter in到你的 discussion at the end of the Coaching Feedback session. This is an essential piece to successful performance at UNH. The final version of goals should appear on this form so do an update to it after the meeting if there are changes based on your discussion of goals 和员工一起.
S具体的:什么，为什么，怎么做.
M可测量的:你将如何测量?
Attainable: Is it possible in the current circumstances?
Realistic: Is the employee willing 和 able, do they have what is needed?
T时间限制:计划和截止日期.
*请记住:退回已签署的2 形式 到你的 人力资源合作伙伴 当年度审查过程完成时.