領(lǐng)導(dǎo)能力360度評(píng)價(jià)問(wèn)卷
[pic] THE EXECUTIVE PROFILE 360-DEGREE FEEDBACK QUESTIONNARE 領(lǐng)導(dǎo)能力360(評(píng)價(jià)問(wèn)卷 Please identify your relationship with the person you have just rated. 請(qǐng)標(biāo)明您與您所評(píng)價(jià)的人之間的關(guān)系。 （）Yourself 您自己 （）Boss您的老板 （）Peer您的同事 （）Subordinate您的下屬 INSTRUCTIONS 指導(dǎo)語(yǔ) Introduction 介紹: 360 Degree survey is an approach and a mechanism by which a person’s 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(diào)查是一種用于評(píng)估個(gè)人領(lǐng)導(dǎo)和管理技巧的方法和機(jī)制。此種調(diào)查包括了四種被調(diào) 查對(duì)象：被評(píng)估者，他/她的上司，同級(jí)和下屬。調(diào)查過(guò)程則包括了四步： 1. Questionnaire 問(wèn)卷調(diào)查 2. Analysis 問(wèn)卷分析 3. Development Plans 對(duì)策制定 4. Follow through 行動(dòng)跟進(jìn) The questionnaire has four parts: Management Skills, Leadership, Communication Skills and Key Company Values. All four categories of people need to fill this part. 問(wèn)卷內(nèi)包括四部分：管理技能，領(lǐng)導(dǎo)能力，交流技能，公司價(jià)值觀。四個(gè)被調(diào)查對(duì)象群 都需對(duì)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 suggest 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(wèn)卷收集起來(lái)后，將對(duì)問(wèn)卷進(jìn)行分析并反饋結(jié)果。在反饋報(bào)告中將重點(diǎn)分析被評(píng)估者的 自我評(píng)估與他人評(píng)估間的相似點(diǎn)和相異點(diǎn)。報(bào)告也將對(duì)有待發(fā)展的領(lǐng)域提出建議。每位 調(diào)查參與者都可得到一份反饋報(bào)告，報(bào)告包括了對(duì)他/她的分析的詳細(xì)描繪。上司關(guān)心的 是期望同被評(píng)估者討論這份報(bào)告，并一起制定發(fā)展計(jì)劃。 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 will 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 boss’s ratings with his/her own ratings. 問(wèn)卷的填寫(xiě)是保密和匿名的，問(wèn)卷填寫(xiě)者即使給出的評(píng)估很低也不必?fù)?dān)心上司會(huì)知道， 所有同級(jí)的填答將被整合成一個(gè)部分反映在反饋報(bào)告中。下屬的填答結(jié)果也將以同樣的 方式來(lái)處理。但上司的填答應(yīng)該是可認(rèn)明的，并將其單獨(dú)列出以便管理者能將他/她本人 的自我評(píng)定同上司的評(píng)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 person’s focused career development and assist him/her in becoming a more effective manager and leader. 您的評(píng)估將有助于被評(píng)估者清楚地了解自己的管理力度和發(fā)展需要。您的反饋將作為被 調(diào)查對(duì)象核心職業(yè)發(fā)展的基礎(chǔ)，并幫助他成為一位更富效率的管理者和領(lǐng)導(dǎo)。 Thank you very much for your time and cooperation. 非常感謝您抽出時(shí)間與我們合作。 Part I: General Evaluation 第1部分: 總體評(píng)價(jià) INSTRUCTIONS 指導(dǎo)語(yǔ): o All raters (Self, Boss, Peers & Subordinates) are asked to complete this part. 所有參與評(píng)價(jià)的員工都被要求根據(jù)被評(píng)價(jià)者的實(shí)際情況完成該部分問(wèn)卷。 o Mark one response for each item. 每個(gè)問(wèn)題只選一項(xiàng)； o 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(wèn)題未涉及被評(píng)估者的工作和行為或者您對(duì)該被調(diào)查者的此項(xiàng)行為活動(dòng)不清楚 ，則回答“不適用”； o Take your time with each item and be certain you are rating the manager on what is specially stated. 根據(jù)您對(duì)所評(píng)定的管理者的觀察與了解，對(duì)下面的每一陳述都要作出選擇。 |NAME 姓名: |TITLE 職務(wù): | |SCALE 分?jǐn)?shù)等級(jí)： | |9-10分：An Exceptional Skill 優(yōu)秀： This individual consistently exceeds | |behavior and skills expectation in this | |area. 這類(lèi)員工的工作表現(xiàn)一貫?zāi)艹綄?duì)其的期望值 | |7-8分： A Strength 較優(yōu)秀：The individual meets most and exceeds some of | |the behavior and skills expectations in | |this area. 這類(lèi)員工能完成其工作，有時(shí)能超越對(duì)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 a positive perspective toward | |responsibilities. 這類(lèi)員工一般能夠完成其工作，員工承擔(dān)責(zé)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(lèi)員工能部分完成其工作，經(jīng)常落后。 | |1-2分： Least Skilled差：The individual consistently fails to reach | |behavior and skills expectations in this area. 這類(lèi) | |員工經(jīng)常不能完成任務(wù)。 | |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(shù)值| | | | |MANAGEMENT SKILLS 管理技能： | | |Formulates short- and long-term goals and |N 1 2 3 4 5 6| |objectives with deadlines. |7 8 9 10 | |設(shè)定短期和長(zhǎng)期目標(biāo)以及完成日期 | | |Commits to goals/objectives with | | |subordinate, and follows them through to |N 1 2 3 4 5 6| |completion. 注重承諾并和下屬一同追蹤實(shí)施直 |7 8 9 10 | |至任務(wù)完成 | | |Focuses on/prioritizes management |N 1 2 3 4 5 6| |objectives. |7 8 9 10 | |專(zhuān)注于管理目標(biāo)/按優(yōu)先順序?qū)⒐芾砟繕?biāo)排序 | | |Understands the Company’s products, markets|N 1 2 3 4 5 6| |and customers. 了解公司產(chǎn)品，市場(chǎng)和客戶 |7 8 9 10 | |Understands Company financial metrics. |N 1 2 3 4 5 6| |了解公司財(cái)務(wù)報(bào)表 |7 8 9 10 | |Minimizes business unit expenses. 減少部門(mén) |N 1 2 3 4 5 6| |費(fèi)用支出 |7 8 9 10 | |Enforces Company policies and procedures. |N 1 2 3 4 5 6| |執(zhí)行公司政策 |7 8 9 10 | |Provides clear direction and defines |N 1 2 3 4 5 6| |priorities for the team. |7 8 9 10 | |為自己的部門(mén)指出明確的優(yōu)先解決的問(wèn)題 | | |Prepares realistic estimate of budget, |N 1 2 3 4 5 6| |staff, and other resources. 能準(zhǔn)確地作出預(yù) |7 8 9 10 | |算、人員及其它資源地估計(jì) | | |Translates business strategies into clear |N 1 2 3 4 5 6| |objectives and tactics. 把工作的戰(zhàn)略方式轉(zhuǎn) |7 8 9 10 | |化成明確的目標(biāo)和戰(zhàn)略 | | | | | |LEADERSHIP 領(lǐng)導(dǎo)能力： | | |Effectively guides actions/results of | | |subordinates based upon Management By |N 1 2 3 4 5 6| |Objectives (MBOs). 根據(jù)管理目標(biāo)領(lǐng)導(dǎo)下屬工作|7 8 9 10 | |Sees the “big picture”; understands how | | |their business unit affects the entire |N 1 2 3 4 5 6| |organization. 縱觀全局；明確其部門(mén)在全局中 |7 8 9 10 | |所起的作用 | | |Delegates effectively. 有效分配工作 |N 1 2 3 4 5 6| | |7 8 9 10 | |Encourages collective decision-making. |N 1 2 3 4 5 6| |鼓勵(lì)集體民主決定 |7 8 9 10 | |Provides regular performance feedback to |N 1 2 3 4 5 6| |subordinates. 定期給下屬反饋信息 |7 8 9 10 | |Acts as a coach in helping subordinates |N 1 2 3 4 5 6| |reach their full potential. 指導(dǎo)并幫助下屬 |7 8 9 10 | |充分發(fā)揮其潛能 | | |Stimulates creative ideas form others. |N 1 2 3 4 5 6| |善于激發(fā)他人的創(chuàng)意 |7 8 9 10 | |Involves others in shaping and decisions |N 1 2 3 4 5 6| |that affect them. 動(dòng)員相關(guān)人員參與計(jì)劃與決 |7 8 9 10 | |定的制定 | | |Accurately identifies strengths and |N 1 2 3 4 5 6| |development needs in others. |7 8 9 10 | |準(zhǔn)確指出他人的長(zhǎng)處和有待發(fā)展之處 | | |Clarifies roles and responsibilities with |N 1 2 3 4 5 6| |team members. 使本部們成員的角色和責(zé)任分明 |7 8 9 10 | |Involves other in the change process. 使他 |N 1 2 3 4 5 6| |人參與變革的過(guò)程 |7 8 9 10 | |Adjusts leadership style e...
領(lǐng)導(dǎo)能力360度評(píng)價(jià)問(wèn)卷