360领导评估.docx

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1、精品齐鲁行业资料 欢迎下载 赵鲁宾编辑THE EXECUTIVE PROFILE360-DEGREE FEEDBACK QUESTIONNARE領導能力360評價問卷BOSS上級領導的評價 SELF自我評價PEER同事的評價 DIRECT REPORT下屬的評價 Please identify your relationship with the person you have just rated. 請標明您與您所評價的人之間的關係。（）Yourself 您自己（）Boss您的老闆（）Peer您的同事（）Subordinate您的下屬INSTRUCTIONS指導語Introduction 介

2、紹: 360 Degree survey is an approach and a mechanism by which a persons leadership management skills are assessed. The survey involves four categories of people: the person to be assessed, his/her boss, peers/colleagues and direct reports. The process of survey consists of four steps: 360度調查是一種用於評估個人

3、領導和管理技巧的方法和機制。此種調查包括了四種被調查對象：被評估者，他/她的上司，同級和下屬。調查過程則包括了四步：1. Questionnaire 問卷調查2. Analysis 問卷分析3. Development Plans 對策制定4. Follow through 行動跟進 The questionnaire has four parts: Management Skills, Leadership, Communication Skills and Key Company Values. All four categories of people need to fill this

4、 part. 問卷內包括四部分：管理技能，領導能力，交流技能，公司價值觀。四個被調查對象群都需對這四部分做答。 After the questionnaires are collected, analysis will be done and feedback reports will be produced. The reports will highlight similarities and differences between self-assessment and the assessment made by others. The reports will also sugges

5、t areas where development is needed. Each participant will receive a feedback report that contains detailed description of his/her analysis. The bosses concerned are expected to discuss the report with the assessed and work out a development plan together. 問卷收集起來後，將對問捲進行分析並反饋結果。在反饋報告中將重點分析被評估者的自我評估與

6、他人評估間的相似點和相異點。報告也將對有待發展的領域提出建議。每位調查參與者都可得到一份反饋報告，報告包括了對他/她的分析的詳細描繪。上司關心的是期望同被評估者討論這份報告，並一起制定發展計畫。 Filling the questionnaire is confidential and anonymous so that people who fill the questionnaires do not need to worry about being identified by their boss if they give lower rating. All peer input wil

7、l be combined and displayed as a group in the feedback report. The same holds true for direct report input. Input from boss, however, will be identifiable and show separately so that the manager may compare the bosss ratings with his/her own ratings. 問卷的填寫是保密和匿名的，問卷填寫者即使給出的評估很低也不必擔心上司會知道，所有同級的填答將被整合

8、成一個部分反映在反饋報告中。下屬的填答結果也將以同樣的方式來處理。但上司的填答應該是可認明的，並將其單獨列出以便管理者能將他/她本人的自我評定同上司的評定相比較。 Your assessment will help the assessed gain a clear understanding of his/her management strengths and development needs. Your feedback will serve as the basis for this persons focused career development and assist him/

9、her in becoming a more effective manager and leader. 您的評估將有助於被評估者清楚地瞭解自己的管理力度和發展需要。您的反饋將作為被調查對象核心職業發展的基礎，並幫助他成為一位更富效率的管理者和領導。 Thank you very much for your time and cooperation. 非常感謝您抽出時間與我們合作。Part I: General Evaluation第1部分: 總體評價INSTRUCTIONS 指導語: All raters (Self, Boss, Peers & Subordinates) are aske

10、d to complete this part. 所有參與評價的員工都被要求根據被評價者的實際情況完成該部分問卷。 Mark one response for each item. 每個問題只選一項； Mark “Don Not Apply” only if item is not relevant to the job and activities of the person being rated, or if you have not observed the individual in that activity. 如果問題未涉及被評估者的工作和行為或者您對該被調查者的此項行為活動不清

11、楚，則回答“不適用”； Take your time with each item and be certain you are rating the manager on what is specially stated. 根據您對所評定的管理者的觀察與瞭解，對下面的每一陳述都要作出選擇。NAME 姓名:TITLE 職務:SCALE 分數等級：9-10分：An Exceptional Skill 優秀： This individual consistently exceeds behavior and skills expectation in this area. 這類員工的工作表現一貫能

12、超越對其的期望值7-8分： A Strength 較優秀：The individual meets most and exceeds some of the behavior and skills expectations in this area. 這類員工能完成其工作，有時能超越對其的期望值。5-6分： Appropriate Skill Level 一般：The individual meets a majority of the behavior and skills expectations in this area for this job. There is generally

13、a positive perspective toward responsibilities. 這類員工一般能夠完成其工作，員工承擔責任的能力得到肯定。3-4分： Not a Strength較差：The individual meets some behavior and skills expectations in this area but sometimes falls short. 這類員工能部分完成其工作，經常落後。1-2分： Least Skilled差：The individual consistently fails to reach behavior and skills

14、expectations in this area. 這類員工經常不能完成任務。 N： Not Applicable/Not Observed 不適用/未觀察CORE COMPETANCIES 主要能力SCALE (CIRCLE ONE) 圈出所選數值MANAGEMENT SKILLS 管理技能：- Formulates short- and long-term goals and objectives with deadlines. 設定短期和長期目標以及完成日期N 1 2 3 4 5 6 7 8 9 10- Commits to goals/objectives with subordin

15、ate, and follows them through to completion. 注重承諾並和下屬一同追蹤實施直至任務完成N 1 2 3 4 5 6 7 8 9 10- Focuses on/prioritizes management objectives. 專注於管理目標/按優先順序將管理目標排序N 1 2 3 4 5 6 7 8 9 10- Understands the Companys products, markets and customers. 瞭解公司產品，市場和客戶N 1 2 3 4 5 6 7 8 9 10- Understands Company financi

16、al metrics. 瞭解公司財務報表N 1 2 3 4 5 6 7 8 9 10- Minimizes business unit expenses. 減少部門費用支出N 1 2 3 4 5 6 7 8 9 10- Enforces Company policies and procedures. 執行公司政策N 1 2 3 4 5 6 7 8 9 10- Provides clear direction and defines priorities for the team. 為自己的部門指出明確的優先解決的問題N 1 2 3 4 5 6 7 8 9 10- Prepares reali

17、stic estimate of budget, staff, and other resources. 能準確地作出預算、人員及其它資源地估計N 1 2 3 4 5 6 7 8 9 10- Translates business strategies into clear objectives and tactics. 把工作的戰略方式轉化成明確的目標和戰略N 1 2 3 4 5 6 7 8 9 10LEADERSHIP 領導能力：- Effectively guides actions/results of subordinates based upon Management By Obj

18、ectives (MBOs). 根據管理目標領導下屬工作N 1 2 3 4 5 6 7 8 9 10- Sees the “big picture”; understands how their business unit affects the entire organization. 縱觀全局；明確其部門在全局中所起的作用N 1 2 3 4 5 6 7 8 9 10- Delegates effectively. 有效分配工作N 1 2 3 4 5 6 7 8 9 10- Encourages collective decision-making. 鼓勵集體民主決定N 1 2 3 4 5

19、6 7 8 9 10- Provides regular performance feedback to subordinates. 定期給下屬反饋資訊N 1 2 3 4 5 6 7 8 9 10- Acts as a coach in helping subordinates reach their full potential. 指導並幫助下屬充分發揮其潛能N 1 2 3 4 5 6 7 8 9 10- Stimulates creative ideas form others. 善於激發他人的創意N 1 2 3 4 5 6 7 8 9 10- Involves others in sha

20、ping and decisions that affect them. 動員相關人員參與計畫與決定的制定N 1 2 3 4 5 6 7 8 9 10- Accurately identifies strengths and development needs in others. 準確指出他人的長處和有待發展之處N 1 2 3 4 5 6 7 8 9 10- Clarifies roles and responsibilities with team members. 使本部們成員的角色和責任分明N 1 2 3 4 5 6 7 8 9 10- Involves other in the ch

21、ange process. 使他人參與變革的過程N 1 2 3 4 5 6 7 8 9 10- Adjusts leadership style effectively to the demands of the situation. 根據情況的需要有效地調整領導方法N 1 2 3 4 5 6 7 8 9 10- Lets people know when they are performing well. 讓工作有成績的人瞭解自己的成效N 1 2 3 4 5 6 7 8 9 10- Creatively integrates the ideas and perspectives of oth

22、ers. 創造性地融合別人的想法和觀點N 1 2 3 4 5 6 7 8 9 10- Viewed as an “example to be followed” by subordinates. 被視為下屬仿效的榜樣N 1 2 3 4 5 6 7 8 9 10COMMUNICATION SKILLS 溝通技能：- Communicates management objectives to subordinates. 與下屬溝通其工作目標N 1 2 3 4 5 6 7 8 9 10- Responsive to business inquiries of subordinates. 對下屬的工作

23、要求給予答復N 1 2 3 4 5 6 7 8 9 10- Actively listens to ideas of subordinates. 積極傾聽下屬的意見N 1 2 3 4 5 6 7 8 9 10- Creates an environment where employees feel free to speak out company issues. 製造一種使員工能對公司事宜暢所欲言的自由氛圍N 1 2 3 4 5 6 7 8 9 10- Makes the team mission and strategies clear to others outside the orga

24、nization. 讓部門外的人瞭解本部門的使命和戰略部署 N 1 2 3 4 5 6 7 8 9 10- Conveys clear expectations for assignments. 部署任務時明確表達有和期望N 1 2 3 4 5 6 7 8 9 10KEY COMPANY VALUES 公司價值觀：- Treats subordinates with respect. 尊敬下屬N 1 2 3 4 5 6 7 8 9 10- Creates a sense of trust with subordinates. 與下屬建立信任關係N 1 2 3 4 5 6 7 8 9 10- A

25、voids favoritism among subordinates. 避免偏袒某下屬N 1 2 3 4 5 6 7 8 9 10- Easy to approach and communicate with. 容易接近和溝通N 1 2 3 4 5 6 7 8 9 10- Apologizes to subordinates when appropriate. 有錯時能向下屬道歉N 1 2 3 4 5 6 7 8 9 10- Treats people fairly. 公正地對待他人N 1 2 3 4 5 6 7 8 9 10- Lives up to commitments. 履行自己的承

26、諾N 1 2 3 4 5 6 7 8 9 10- Promotes teamwork among groups; discourages “we vs. they” thinking. 倡導團隊精神，消除各立門戶的狹隘思想N 1 2 3 4 5 6 7 8 9 10- Looks for ways to improve personal performance. 努力提高個人表現N 1 2 3 4 5 6 7 8 9 10Part II: Important Factors Identification第2部分: 確定重要領導因素INSTRUCTIONS 指導語: Only Self and

27、his/her Boss are asked to complete this part. 只有被評價者本人及其上級主管被要求完成該部分問卷。 Re-read the questionnaire of Part I. You are asked to consider the demands of this retees job and rate the importance of these leadership and management skills to the retees job, then select 5-10 most essential competencies to the retees job. 重新閱讀第1部分問卷。基於被評價者的工作職位要求以及這些領導技能對該工作職位的重要程度，請您從中選出最重要的5-10個能力； Be sure to rate the importance of these skills to the job rather than the retees performance. 請注意，對這些能力的重要性的判別只能依據該工作職位對能力的要求，而不能依據被評價者個人的工作績效。