4LS评估
评估胜任能力 |
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是通过理性观察还是成文的观点？是富有成效的总结还是无益的评判？当前的个人业绩评估系统正经受考验。
Krauthammer 4LS评估应运而生，从质上和量上，以及复杂性和实用性方面，加以综合分析处理。是更精确衡量个人行为的有效工具。
4LS是用来衡量个人在职业环境中实际行为情况的评估系统。能更精确评估可观察到的行为；识别个人的胜任能力及工作表现例如在管理、销售和领导力等方面；评估个人的真正潜能，制定现实可行的发展方案。4LS将能力自上而下分为四个级别并做出详尽说明。如此一来，作为个人、评委或教练便能够根据一系列特定标准，确定个人的目前情况。
此外，还可通过数据比较，评估公司人力资源方面的实质潜能。公司管理者，可以在客观实际的基础上为员工制定个人发展计划。
The 4LS evaluation
evaluate observable competencies |
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Create favourable conditions for behavioural change:
Companies
- Evaluate the behavioural practice of a selected population of colleagues
- Measure and reinforce the skills acquired through training and coaching
- Compare the practice of different populations using a single, explicit grid
- Set down a repertoire of company-specific competencies
Individuals
- Precisely evaluate the impact of their behaviour on others
- Obtain an objective evaluation of their daily practice
- Benchmark with a set of internal and external databases
The 4LS evaluation
evaluate observable competencies |
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The 4LS evaluation is an evaluation process which takes a 361° analysis as its starting point.
It allows the comparison and benchmarking of an individual's practice on four levels: exemplary, operative, penalising, disqualifying.
This methodology has been designed to avoid the pitfall of personal judgements - as we know, these are by nature based on subjective and inconsistent value scales. For example, each of us has our own conception of 'strong points, weak points, points for improvement'. Instead, the 4LS evaluation refers uniquely to observable behaviour - described in exactly the same way for all.
The result is a more objective approach, a more precise set of results; these facilitate the design and follow-up of a personal action plan.
Moreover, the use of a single and unique set of reference points allows a comparison of evaluations and therefore a realistic chance of interpretation.
Benefits:
- Precisely evaluate the impact of their behaviour on others
- Obtain an objective evaluation of their practice and benchmark with a set of internal and external databases
- Link a personal development path to an 'Accreditation' process
Example:
To what extent does s/he get involved when a staff member submits a problem?
