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美国卓越绩效评价准则(中英文对照版)-5以员工为本

(2010-05-11 09:38:55)
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杂谈

 

5 Workforce Focus (85 pts.)
5 以员工为本(85分)
The WORKFORCE Focus Category examines HOW your organization engages, manages, and develops your WORKFORCE to utilize its full potential in ALIGNMENT with your organizations overallMISSION, strategy, and ACTION PLANS. The Category examines your ability to assess WORKFORCE CAPABILITY and CAPACITY needs and to build a WORKFORCE environment conducive to HIGHPERFORMANCE.
以员工为本类目检查组织如何聘用、管理并发展员工,以激发员工的全部潜能,使之与组织的整体使命、战略、行动计划相一致;本类目也检查组织在评估员工能力和量能需求并营造一个有利于高绩效的员工环境的能力
5.1 Workforce Engagement: How do you engage your workforce to achieve organizational and personal success? (45 points)                          Process
5.1 员工契合度:如何激发员工以实现组织和个人的成功?45分)            过程
Describe HOW your organization engages, compensates, and rewards your WORKFORCE to achieve HIGH  PERFORMANCE . Describe HOW members of your WORKFORCE, including leaders, are developed to achieve HIGHPER-FORMANCE. Describe HOW you assess WORKFORCE ENGAGEMENT and use the results to achieve higher PERFORMANCE.
说明组织如何聘用、支付薪酬和奖励员工以取得高绩效。说明组织如何使所有成员包括领导得到发展,以取得高绩效。说明组织如何评价员工的契合度,并运用评价结果来获取高绩效。
Within your response, include answers to the following questions:
在报告中,要答复以下问题:
a. WORKFORCE Enrichment
a. 员工增值
(1) HOW do you determine the KEY factors that affect WORKFORCE ENGAGEMENT? HOW do you determine the KEY factors that affect WORKFORCE satisfaction? HOW are these factors determined for different WORKFORCE groups and SEGMENTS?
(1)组织如何确定影响员工契合度的关键因素?如何确定影响员工满意度的关键因素?对于不同的员工群体与员工细分,这些因素是如何确定的?
(2) HOW do you foster an organizational culture conducive to HIGHPERFORMANCE and a motivated WORKFORCE to accomplish the following:
 (2)组织如何培育一种产生高绩效和自发主动员工群体的企业文化,以达成以下目标:
cooperation, EFFECTIVE communication, and skill sharing within and across work units, operating  units, and locations, as appropriate
·在各工作单位、运营单元、各地区内部及相互间的合作,有效沟通和技能共享(适用时);
·EFFECTIVE information flow and two-way communication with supervisors and managers
·员工与主管和管理层之间有效的信息传递和双向沟通;
·individual goal setting, EMPOWERMENT, and initiative
·个人目标的设立、授权与主动性;
·INNOVATION in the work environment
·工作环境的创新;
·the ability to benefit from the diverse ideas, cultures, and thinking of your WORKFORCE
·组织从员工多样化的创意、文化和思想中获益的能力。
(3)组织的员工绩效管理系统如何支持高绩效的工作,以及员工与组织的契合?组织的员工绩效管理系统是如何考虑员工的薪酬、奖励、认可和激励措施的?组织的员工绩效管理系统如何强化以顾客和业务为中心的导向,促进行动计划的实现?
(3) HOW does your WORKFORCE PERFORMANCE management system support HIGH-PERFORMANCE WORK and WORKFORCE ENGAGEMENT? HOW does your WORKFORCE PERFORMANCE management system consider WORKFORCE compensation,reward, recognition, and incentive practices? HOW does your WORKFORCE PERFORMANCE management system reinforce a CUSTOMER and business focus and achievement of your ACTION PLANS?
b. WORKFORCE and Leader Development
b. 员工与领导的发展
(1) HOW does your WORKFORCE development and LEARNING system address the following:
(1)    员工的发展和学习系统如何应对以下问题:
·needs and desires for LEARNING and development identified by your WORKFORCE, including supervisors and managers
·包括主管与管理层在内的员工提出的学习和发展的需求及期望;
·your CORE COMPETENCIES, STRATEGIC CHALLENGES, and accomplishment of your ACTION PLANS, both short-term and long-term
·组织的核心竞争力、战略挑战及长、短期行动计划的实现;
·organizational PERFORMANCE improvement, technological change, and INNOVATION
·组织的绩效改进、技术变革与创新;
·the breadth of development opportunities, including education, training, coaching, mentoring, and work-related experiences, as appropriate
·发展机遇的广度,包括教育、培训、训练、辅导以及相关工作经验(适用时);
·the transfer of knowledge from departing or retiring workers
·离职或退休员工知识的传承;
·the reinforcement of new knowledge and skills on the job
·强化岗位所需的新知识和技能
 
(2) HOW does your development and LEARNING system for leaders address the following:
(2)    领导的发展与学习系统如何应对以下问题:
·development of personal leadership attributes
·领导特质的开发;
·development of organizational knowledge
·组织知识的培养;
·ethical business practices
·商业道德惯行;
·your CORE COMPETENCIES, STRATEGIC CHALLENGES, and accomplishment of your ACTION PLANS, both short-term and long-term
·组织的核心竞争力、战略挑战及长、短期行动计划的实现;
·organizational PERFORMANCE improvement, change, and INNOVATION
·组织的绩效改进、变革和创新;
·the breadth of leadership development opportunities, including education, training, coaching,
mentoring, and work-related experiences, as appropriate
·领导发展机遇的广度,包括教育、培训、训练、辅导以及相关工作经验(适用时)。
(3)HOW do you evaluate the EFFECTIVENESS of your WORKFORCE and leader development and LEARNING systems?
(3)    组织如何评价其员工和领导的发展和学习系统的有效性?
(4) HOW do you manage EFFECTIVE career progression for your entire WORKFORCE? HOW do you accomplish EFFECTIVE succession planning for management and leadership positions?
(4)      组织如何对全体员工实施有效的职业生涯晋升管理?如何开展有效的管理和领导职位继任计划?
c.Assessment of WORKFORCE ENGAGEMENT
c. 员工契合度的评价
(1) HOW do you assess WORKFORCE ENGAGEMENT? What formal and informal assessment methods and MEASURES do you use to determine WORKFORCE ENGAGEMENT and WORKFORCE satisfaction? How do these methods and MEASURES differ across WORKFORCE groups and SEGMENTS? HOW do you use other INDICATORS, such as WORKFORCE retention, absenteeism, grievances, safety, and PRODUCTIVITY to assess and improve WORKFORCE ENGAGEMENT?
 (1)组织如何评价员工契合度?组织采取哪些正式、非正式的方法和测量项目和指标来确定员工契合度和员工满意度?这些方法和测量指标如何因不同的员工群体和员工细分而异?组织如何利用其它指标,如员工保持、缺勤、抱怨、安全及生产率等,来评价并提升员工契合度?
(2) HOW do you relate assessment findings to KEY business RESULTS reported in Category 7 to identify opportu-nities for improvement in both WORKFORCE ENGAGEMENT and business RESULTS?
(2)组织如何将评价结果与类目7中的关键经营结果相联系,以识别在员工契合度和经营结果方面的改进机会?
Notes:
注解:
N1. Workforce– refers to the people actively involved in accomplishing the work of your organization. It includes your organizations permanent, temporary, an part-time personnel, as well as any contract employees supervised by your organization. It includes team leaders, supervisors, and managers at all levels. People supervised by a contractor should be addressed in Category 6 as part of your larger work systems. For nonprofit organizations that also rely on volunteers,work force– includes these volunteers
N1. “员工指所有积极参与完成组织工作的人员。它包括组织永久的、临时的和兼职的人员,以及任何置于组织监督之下的承包制员工。它包括团队领导者、主管以及各级别的管理人员。由承包商监管的承包制员工作为组织更广义的工作系统中的一部分,在条目6中应当说明。对于依靠志愿者的非营利组织来说,员工也包括这些志愿者。
N2. Workforce engagement– refers to the extent of workforce commitment, both emotional and intellectual, to accomplishing the work, mission, and vision of the organization. Organizations with high levels of workforce engagement are often characterized by high-performing work environments in which people are motivated to do their utmost for the benefit of their customers and for the success of the organization.
N2. “员工契合度指员工从感情上和理智上致力于完成工作、使命和愿景的程度。具有高度员工契合度的组织通常的特点是具有一个高效执行的工作环境,在此环境下,员工被充分激发,为了顾客的利益和组织的成功歇尽全力。
N3. Compensation, recognition, and related reward and incentive practices (5.1a[3]) include promotionsand bonuses that might be based on performance,skills acquired, and other factors. In some government organizations, compensation systems are set by law or regulation. However, since recognition can include monetary and nonmonetary, formal and informal, and individual and group mechanisms, reward and recognition systems do permit flexibility.
N3. 薪酬、认可和相关的奖励和激励措施(5.1a[3])包括基于绩效、所具技能和其它因素的晋升和奖金制度。在一些政府组织中,薪酬体系由法律或规章所规定。但是,既然认可措施可能包括货币的和非货币的、正式的和非正式的、个人的和团体的等各种方式,那么奖励和认可体系允许具有灵活性。
N4. Your organization may have unique considerations relative to workforce development, learning, and career progression. If this is the case, your response to 5.1b should include how you address these considerations.
N4 组织对于员工发展、学习和职务晋升也许有独特的考虑,那么在对条款5.1b的回答中应当描述这些考虑。
N5. Identifying improvement opportunities (5.1c[2]) might draw on your workforce-focused results presented in Item 7.4 and might involve addressing workforce-related problems based on their impact on your business results reported in response to other Category 7 Items.
N5 识别改进机会(5.1c[2])可依据在条款7.4中所报告的以员工为本的结果,也可以根据对经营结果的影响程度,而采用在类目7的相关条款中报告的其它与员工相关的问题来考虑。
5.2Workforce Environment: How do you build an effective and supportive workforce environment? (40 points)                                              Process
5.2 员工环境:组织如何营造一个有效的、支持性的员工环境?40分)      过程
Describe HOW your organization manages WORKFORCE CAPABILITY and APACITY to accomplish the work of the organization. Describe HOW your organization maintains a safe, secure, and supportive work climate.
说明组织如何管理员工能力和员工量能以完成组织的工作。说明组织如何保持一个安全、可靠、支持性的工作环境。
Within your response, include answers to the following questions:
在报告中,要答复以下问题:
a. WORKFORCE CAPABILITY and CAPACITY
a. 员工能力与量能
(1) HOW do you assess your WORKFORCE CAPABILITY and CAPACITY needs, including skills, competencies, and staffing levels?
(1)组织如何评估在员工能力和量能方面的需求,包括技能、竞争力和人员配备水平
(2) HOW do you recruit, hire, place, and retain new employees? HOW do you ensure that your WORKFORCE represents the diverse ideas, cultures, and thinking of your hiring community?
(2)组织如何招聘、雇用、任命和留住新员工?如何确保这些员工能够代表其来源群体的多样化的创意、文化和思想?
(3) HOW do you manage and organize your WORKFORCE to accomplish the work of your organization,capitalize on the organizationsCORE COMPETENCIES, reinforce a CUSTOMER and business focus, exceed PERFORMANCE expectations, address your STRATEGIC CHALLENGES and ACTION PLANS, and achieve the agility to address changing business needs?
 (3)组织如何管理和组织员工,以完成组织的工作、利用组织的核心竞争力、强化以顾客和业务为中心、超越绩效预期、应对组织的战略挑战和行动计划、保持应对多变的业务需求的敏捷性?
(4) HOW do you prepare your WORKFORCE for changing CAPABILITY and CAPACITY needs? HOW do you manage your WORKFORCE, its needs, and your needs to ensure continuity, to prevent WORKFORCE reductions, and to minimize the impact of WORKFORCE reductions, if they do become necessary?
(4)组织如何就变化的员工能力和量能要求做好准备?组织如何管理员工、员工的需要、组织的需要,来确保组织的可持续发展,以及避免裁员;或是在确有必要裁员时,将其影响最小化
b. WORKFORCE Climate
b. 员工氛围
(1) HOW do you ensure and improve workplace health, safety, and security? What are your PERFORMANCE MEASURES and improvement GOALS for each of these workplace factors? What are any significant differences in these factors and PERFORMANCE MEASURES or targets for different workplace environments?
 (1)组织如何保证和改善工作场所的健康、安全和保安水平?针对这些关键的工作场所因素的绩效测量指标和改进目标是什么?对于不同的工作场所,这些环境因素和绩效测量指标或目标有哪些显著差异
(2) HOW do you support your WORKFORCE via policies, services, and benefits? HOW are these tailored to the needs of a diverse WORKFORCE and different WORKFORCE groups and SEGMENTS?
(2)组织如何通过政策、服务和福利来支持员工?如何使这些政策、服务和福利适应多样化的员工和不同的员工群体和员工细分的要求?
Notes:
注解:
N1. Workforce capability– refers to your organizations ability to accomplish its work processes throug the knowledge, skills, abilities, and competencies of its people. Capability may include the ability to build and sustain relationships with your customers; to innovate and transition to new technologies; to develop new products, services, and work processes; and to meet changing business, market, and regulatory demands.
Workforce capacity– refers to your organization ability to ensure sufficient staffing levels to accomplish its work processes and successfully deliver your products and services to your customers, including the ability to meet seasonal or varying demand levels.
N1. “员工能力指组织通过其人员的知识、技能、才能和竞争力来完成工作过程的能力。能力包括建立并维持与顾客关系的能力,改革创新与转向新技术的能力,开发新产品、服务和工作过程的能力,应对变化中的业务、市场和法规要求的能力。
员工量能指组织确保足够的人员配置以完成组织工作过程,并成功将组织产品和服务交付予顾客的能力,包括满足周期性或变化中需求的能力。
N2. Workforce capability and capacity should consider not only current needs but also future requirements based on your strategic objectives and action plans reported in Category 2.
N2. 员工能力和量能不仅要考虑当前需求,还应考虑基于战略目标和行动计划(条目2)的未来需求。
N3. Preparing your workforce for changing capability and capacity needs (5.2a[4]) might include training,education, frequent communication, considerations of workforce employment and employability, career counseling, and outplacement and other services.
N3 组织为变化的员工能力和量能要求做好准备[5.2a(4)],可以包括培训、教育、定期交流、员工雇用和受雇性的考虑、职业生涯辅导、新职介绍和其它服务。

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