美国卓越绩效评价准则(中英文对照版)
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. 美国卓越绩效评价准则（中英文对照版）-1领导 评论:0 条 查看:86 次 jackiefeng 发表于 2008-12-23 10:13 1 Leadership (120 pts.) 1 领导（120分） The Leadership Category examines HOW your organizations SENIOR LEADERS guide and sustain your organization. Also examined are your organizations GOVERNANCE and HOW your organization addresses its ethical, legal, and community responsibilities. 领导类目检查组织的高层领导者如何引领组织并保持组织可持续发展。也检查组织的治理以及组织如何确立它的道德的、法律的和社会的责任。 1.1Senior Leadership: How do your senior leaders lead?(70 pts.) Process 1.1 高层领导：高层领导者是如何领导的？（70分） 过程 Describe HOW SENIOR LEADERS guide and sustain your organization. Describe HOW SENIOR LEADERS communicate with your WORKFORCE and encourage HIGH PERFORMANCE. 说明高层领导者如何引领组织并保持组织可持续发展。说明高层领导者如何与员工沟通并鼓励高绩效。 Within your response, include answers to the following questions: 在报告中，要答复以下问题： a. VISION and VALUES a. 愿景和价值观 (1) HOW do SENIOR LEADERS set organizational VISION and VALUES? HOW do SENIOR LEADERS DEPLOY your organization VISION and VALUES through your LEADERSHIP SYSTEM, to the WORKFORCE, to KEY suppliers and PARTNERS, and to CUSTOMERS and other STAKEHOLDERS, as appropriate? HOW do SENIOR LEADERS personal actions reflect a commitment to the organizations VALUES? '. . (1)高层领导者如何确立组织的愿景和价值观？高层领导者如何通过组织的领导系统将组织的愿景和价值观展开到全体员工、关键供应商和合作伙伴、顾客和其它利益相关者（适用时回答）？他们的个人行为如何反映出其对组织价值观的承诺？ (2) HOW do SENIOR LEADERS personally promote an organizational environment that fosters, requires, and results in legal and ETHICAL BEHAVIOR? (2)高层领导者如何身体力行地推动一种培育、要求和实现守法行为和道德行为的环境？ (3) HOW do SENIOR LEADERS create a SUSTAINABLE organization? HOW do SENIOR LEADERS create an environment for organizational PERFORMANCE improvement, the accomplishment of your MISSION and STRATEGIC OBJECTIVES,INNOVATION, competitive or role model PERFORMANCE leadership, and organizational agility? HOW do they create an environment for organizational and WORKFORCE LEARNING? HOW do they personally participate in succession planning and the development of future organizational leaders? (3)高层领导者如何创建一个具有可持续性的组织？高层领导者如何创建一种促进绩效改进、使命和战略目标实现、创新、具有竞争力或领军地位，以及保持敏捷性的环境？如何创建一种组织和员工学习的环境？他们如何亲自参与组织继任计划和培养未来的领导者？ b.Communication and Organizational PERFORMANCE b. 沟通和组织绩效 (1) HOW do SENIOR LEADERS communicate with and engage the entire WORKFORCE? HOW do SENIOR LEADERS encourage frank, two-way communication throughout the organization? HOW do SENIOR LEADERS communicate KEY decisions? HOW do SENIOR LEADERS take an active role in reward and recognition programs to reinforce HIGH PERFORMANCE and a CUSTOMER and business focus? (1) 高层领导者如何与组织的全体员工沟通并激发他们？高层领导如何鼓励在整个组织内进行坦诚的、双向的沟通？高层领导是如何就关键决策进行沟通？高层领导者如何在员工奖励和认可方面担当积极的角色以促进高绩效和强化以顾客和业务为中心？ '. . (2) HOW do SENIOR LEADERS create a focus on action to accomplish the organizations objectives, improve PERFORMANCE, and attain its VISION? What PERFORMANCE MEASURES do SENIOR LEADERS regularly review to inform them on needed actions? HOW do SENIOR LEADERS include a focus on creating and balancing VALUE for CUSTOMERS and other STAKEHOLDERS in their organizational PERFORMANCE expectations? (2) 高层领导者如何确立对行动的重视以完成组织的目标、改进绩效和达成愿景？高层领导定期评审哪些绩效指标以便采取必要的行动？高层领导者在组织的绩效期望中如何顾及均衡地为顾客及其他利益相关者创造价值？ Notes: 注解： N1. Organizational vision (1.1a[1]) should set the context for strategic objectives and action plans, which are described in Items 2.1 and 2.2. N1. 组织的愿景[1.1a(1)]应为在条目2.1和2.2中阐述的战略目标和行动计划设定前提。 N2. A sustainable organization (1.1a[3]) is capable of addressing current business needs and possesses the agility and strategic management to prepare successfully for its future business and market environment. In this context, the concept of innovation includesboth technological and organizational innovation to succeed in the future. A sustainable organization also ensures a safe and secure environment for the workforce and other key stakeholders. N2. 一个可持续性的组织[1.1a(3)]有能力处理好当前的业务需要并具备成功应对未来业务和市场环境的战略管理能力和敏捷性。从整个意义上说，创新的内涵包括未来成功所必需的技术创新和组织创新。一个可持续组织还要确保为员工和其它关键的利益相关者提供一个安全可靠的环境。 N3. A focus on action (1.1b[2]) considers the workforce, the work systems, and the hard assets of yourorganization. It includes ongoing improvements in productivity that may be achieved through eliminating waste or reducing cycle time, and it might use techniques such as Six Sigma and Lean. It also includes the actions to accomplish your organization strategic objectives. '. . N3. 对行动的重视[1.1b(2)]考虑了组织的员工、工作系统和固定资产。它不仅包括对生产力的持续改进，这些改进可以是通过消除废品或减少生产周期来达到，也可导入六西格玛和精益生产等技术；而且它也包括了为完成组织的战略目标而采取的行动。 N4. Your organizational performance results should be reported in Items 7.1C7.6 N4. 组织绩效的结果应在条目7.1～7.6中进行报告。 N5. For nonprofit organizations that rely on volunteers to accomplish their work, responses to 1.1b(1) also should discuss your efforts to communicate with and engage the volunteer workforce. N5. 对于那些依靠志愿者来完成工作的非营利组织，在1.1b(1)的汇报中应包含组织是如何沟通并激励志愿者的。 1.2Governance and Social Responsibilities: How do you govern and address your social responsibilities?(50pts.) Process 1.2 治理和社会责任：组织怎样治理和承担社会责任？（50分） 过程 Describe your organization’s GOVERNANCE system. Describe HOW your organization addresses its responsibilities to the public, ensures ETHICAL BEHAVIOR, and practices good citizenship. 说明组织的治理系统。说明组织在承担其公共责任、确保道德行为和履行良好公民义务方面是如何作为的。 Within your response, include answers to the following questions: 在报告中，要答复以下问题： a.Organizational GOVERNANCE a. 组织的治理 (1) HOW does your organization review and achieve the following KEY aspects of your GOVERNANCE system: (1) 组织如何考虑和实现治理系统中的如下这些关键因素： ·accountability for managements action ·管理层行为的责任归属； '. . ·fiscal accountability ·财务方面的责任归属； ·transparency in operations and selection of and disclosure policies for GOVERNANCE board members, as appropriate ·运营的透明性以及治理机构成员选择与公开的政策（适用时回答）； ·independence in internal and external audits ·内、外部审计的独立性； protection of STAKEHOLDER and stockholder interests, as appropriate ·利益相关者和股东利益的保护（适用时回答）。 (2) HOW do you evaluate the PERFORMANCE of your SENIOR LEADERS, including the chief executive? HOW do you evaluate the PERFORMANCE of members of your GOVERNANCE board, as appropriate? HOW do SENIOR LEADERS and your GOVERNANCE board use these PERFORMANCE reviews to further develop and to improve both their personal leadership EFFECTIVENESS and that of your board and LEADERSHIPSYSTEM, as appropriate? (2)如何评价包括最高行政领导在内的高层领导者的绩效？如何评价治理机构成员的绩效（适用时回答）？高层领导者和治理机构如何运用这些绩效评审结果来促进组织的进一步发展、改进自身及治理机构和领导系统的领导有效性（适用时回答）？ b.Legal and ETHICAL BEHAVIOR b. 法律和道德行为 (1) HOW do you address any adverse impacts on society of your products, services, and operations? HOW do you anticipate public concerns with current and future products, services, and operations? HOW do you prepare for these concerns in a proactive manner, including using resource-sustaining PROCESSES, as appropriate? What are your KEY compliance PROCESSES,MEASURES, and GOALS for achieving and surpassing regulatory and legal requirements, as appropriate? What are your KEY PROCESSES,MEASURES, and GOALS '. . for addressing risks associated with your products, services, and operations? (1)组织如何处理产品、服务和运营给社会带来的任何不良影响？组织如何预测公众对当前和未来的产品、服务和运营的隐忧？组织如何以一种主动的方式来应对这些隐忧，包括采用资源可持续利用的过程（适用时回答）？为达到或超过法律法规的要求，组织实施的关键过程、测量指标和目标是什么（适用时回答）？在应对组织的产品、服务和运营的相关风险方面，组织的关键过程、测量指标和目标是什么？ (2) HOW does your organization promote and ensure ETHICAL BEHAVIOR in all your interactions? What are your KEY PROCESSES and MEASURES or INDICATORS for enabling and monitoring ETHICAL BEHAVIOR in your GOVERNANCE structure, throughout your organization, and in interactions with CUSTOMERS, PARTNERS, and other STAKE HOLDERS? HOW do you monitor and respond to breaches of ETHICAL BEHAVIOR? (2)组织如何倡导并确保在所有的交往中的道德行为？组织用以推动并监测在治理结构、整个组织内部以及在与顾客、合作伙伴及其它利益相关者的交往中的道德行为的关键过程、测量指标是什么？组织如何监控和处理违反道德的行为？ c.Support of KEY Communities c. 对关键社区的支持 HOW does your organization actively support and strengthen your KEY communities? HOW do you identify KEY communities and determine areas of emphasis for organizational involvement and support? What are your KEY communities? HOW do your SENIOR LEADERS, in concert with your WORKFORCE, contribute to improving these communities? 组织如何积极地支持和强化关键的社区？如何确定关键的社区并决定组织参与和支持的重点领域？组织的关键社区都有哪些？高层领导者和员工如何为这些社区的改进做出贡献？ Notes: 注解： N1. Societal responsibilities in areas critical to your organizations ongoing success also should be addresse in Strategy Development '. . (Item 2.1) and in Process Management (Category 6). Key results, such as results of regulatory and legal compliance (including the results of mandated financial audits), environmental improvements through use of green– technology other means, or conservation activities, should be reported as Leadership Outcomes(Item 7.6). N1. 对于能影响组织持续成功至关重要的那些领域中的社会责任，也应该在战略制定（条目2.1）和过程管理（类目6）中予以阐述。诸如符合法律法规的结果（包括强制性的财务审计结果），采用“绿色”技术或其它方式、或通过资源保护取得的改善环境的结果等，这些关键结果都应在“领导结果（条目7.6）”中予以报告。 N2. Transparency in operations of your governance board (1.2a[1]) should include your internal controls on governance processes. For some nonprofit organizations, a external advisory board may provide some or all of the governance board functions. For those nonprofit organizations that serve as stewards of public funds, stewardship of those funds and transparency in operations are areas of emphasis. N2. 治理机构运营的透明性[1.2a(1)]应包括对治理过程的内部控制。对于一些非营利组织，外部顾问委员会可以提供部分或全部的治理机构职能。对于那些管理公共基金服务的非营利组织，基金服务和运营的透明性是重点的领域。 N3. Leadership performance evaluation (1.2a[2]) might be supported by peer reviews, formal performance management reviews (5.1b), and formal or informal workforce and other stakeholder feedback and surveys. For some nonprofit and government organizations,external advisory boards might evaluate the performance of senior leaders and the governance board. N3. 领导绩效评价[1.2a(2)]可依据同行评审、正式的绩效管理评审（5.1b）、正式或非正式的员工和其它利益相关者的反馈和调查。对一些非营利和政府组织，也可请外部的顾问组来评价高层领导者和治理机构的绩效。 N4. Measures or indicators of ethical behavior (1.2b[2]) might include the percentage of independent board members, measures of relationships with stockholder and nonstockholder constituencies, instances of ethical conduct breaches and responses, survey results on workforce perceptions of organizational ethics, ethics hotline use, and results of ethics reviews and audits.They also might include evidence '. . that policies, workforce training, and monitoring systems are in place with respect to conflicts of interest and proper use of funds. N4. 道德行为的测量项目和指标[1.2b(2)]可包括独立董事的百分比，与股东及非股东群体关系的指标，违反道德行为及做出处理的例子，员工对组织道德观认知的调查结果，道德热线的使用情况，以及道德审查审核的结果。这些指标也包括这样的证据，证明组织有合适的政策，人员培训，监测系统来处理利益冲突和合理使用资金。 N5.Areas of community support appropriate for inclusion in 1.2c might include your efforts to strengthen local community services, education, and health; the environment, including collaborative activities to conserve the environment or natural resources; and practices of trade, business, or professional associations. N5. 1.2c中的社区支持，可包括为改进当地社区的服务、教育、医疗、环境（包括保护环境或自然资源的合作活动）、贸易、经营、专业社团方面做出的努力。 N6. The health and safety of your workforce are not addressed in Item 1.2; you should address these employee factors in Item 5.2. N6. 员工的健康和安全不在条目1.2中说明，可以在条目5.2的员工因素中说明。 N7. Nonprofit organizations should report in 1.2b(1), as appropriate, how they address the legal and regulatory requirements and standards that govern fundraising and lobbying activities. N7. 非营利组织应在1.2b(1)中报告他们如何应对那些管理筹款和游说活动的法律法规要求和标准（适用时）。 N8. For some charitable organizations, support for key communities (1.2c) may occur totally through the missionrelated activities of the organization. In such cases, it is appropriate to respond with any extra efforts– you devote support of these communities. N8. 一些慈善组织对关键社区的支持（1.2C）可能完全是根据与组织使命相关的活动而发生的。在此情况下，组织可汇报其致力于支持这些社区的“额外努力”。 Item responses are assessed by considering the Criteria Item requirements; your key business factors presented in your Organizational Profile; and the maturity of your approaches, breadth of their deployment, and strength of your improvement process and results relative to the Scoring System. Refer to the Scoring System information. '. . 对条目回应情况的评价基于：条目要求，组织简介中阐述的关键业务因素，方法的成熟度及展开的广度，以及改进过程和结果相对于“评分系统”的强度。参见评分系统的信息。 美国卓越绩效评价准则（中英文对照版）-2战略策划 评论:0 条 查看:95 次 jackiefeng 发表于 2008-12-23 10:15 2 Strategic Planning (85 pts.) 2 战略策划（85分） HOW your organization develops STRATEGIC OBJECTIVES and ACTION PLANS. Also exThe Strategic Planning Category examines amined are HOW your chosen STRATEGIC OBJECTIVES and ACTION PLANS are DEPLOYED and changed if circumstances require, and HOWprogress is measured. 战略策划类目检查组织如何建立战略目标和行动计划。同时也检查组织如何实施其所选择的战略目标和行动计划，如何在客观情况的要求下进行改变，以及如何监测进展情况。 2.1Strategy Development: How do you develop your strategy? (40 pts.) Process 2.1 战略制定：组织如何制定战略？（40分） 过程 Describe HOW your organization determines its STRATEGIC CHALLENGES and advantages. Describe HOW your organization establishes its strategy and STRATEGIC OBJECTIVES to address these CHALLENGES and enhance its advantages. Summarize your organization°OsKEY STRATEGIC OBJECTIVES and their related GOALS. 说明组织如何确定其战略挑战与战略优势？组织如何建立战略和战略目标，以应对组织的战略挑战并强化组织的战略优势。概述组织的关键战略目标以及相关的目标值。 Within your response, include answers to the following questions: 在报告中，要答复以下问题： a.Strategy Development PROCESS a. 战略制定过程 (1) HOW does your organization conduct its strategic planning? What are the KEY PROCESS steps? Who are the KEY participants? HOW '. . does your PROCESS identify potential blind spots? HOW do you determine your STRATEGIC CHALLENGES and advantages, as identified in response to P.2 in your Organizational Profile?What are your short- and longer-term planning time horizons? HOW are these time horizons set? HOW does your strategic planning PROCESS address these time horizons? (1)组织如何进行战略策划？关键过程步骤有哪些？谁是关键参与者？过程如何识别潜在的盲点？组织如何确定在“组织简介”P.2介绍的战略挑战和战略优势？组织长、短期策划的时间区间是怎样的？这些时间区间是如何设定的？组织的战略策划过程如何与这些时间区间相适应？ (2) HOW do you ensure that strategic planning addresses the KEY factors listed below? HOW do you collect and analyze relevant data and information pertaining to these factors as part of your strategic planning PROCESS: ·your organizations strengths, weaknesses, opportunities, and threat ·early indications of major shifts in technology, markets, CUSTOMER preferences, competition, or the regulatory environment ·long-term organizational SUSTAINABILITY ·your ability to execute the strategic plan (2)组织如何确保战略策划考虑到下列这些关键因素？作为战略策划过程的一部分，组织如何收集和分析与下列关键因素相关的数据和信息？ ·组织的优势、弱势、机会和威胁； ·对在技术、市场、顾客偏好、竞争或法规环境方面的主要变化的早期跟踪； ·组织的长期可持续性； ·组织执行战略规划的能力。 b. STRATEGIC OBJECTIVES b. 战略目标 (1)What are your KEY STRATEGIC OBJECTIVES and your timetable for accomplishing them? What are your most important GOALS for these STRATEGIC OBJECTIVES? '. . (1)组织的关键战略目标及其完成的时间表是怎样的？这些战略目标中最重要的目标值是什么？ (2) HOW do your STRATEGIC OBJECTIVES address your STRATEGIC CHALLENGES and strategic advantages? HOW do your STRATEGIC OBJECTIVES address your opportunities for INNOVATION in products and services, operations, and the business model? HOW do you ensure that your STRATEGIC OBJECTIVES balance short- and longer-term challenges and opportunities? HOW do you ensure that your STRATEGIC OBJECTIVES balance the needs of all KEY STAKEHOLDERS? (2)组织的战略目标如何体现其战略挑战和战略优势？组织的战略目标如何考虑在产品、服务、运营和商业模式方面的创新机会？如何确保战略目标能平衡组织长、短期的挑战和机遇？如何确保战略目标能平衡所有关键的利益相关者的需要。 Notes: 注解： N1. Strategy development– refers to your organiztions approach (formal or informal) to preparing for the future. Strategy development might utilize various types of forecasts, projections, options, scenarios,knowledge (see 4.2b for relevant organizational knowledge), or other approaches to envisioning the future for purposes of decision making and resource allocation. Strategy development might involve participation by key suppliers, distributors, partners, and customers. For some nonprofit organizations, strategy development might involve participation by organizations providing similar services or drawing from the same donor population or volunteer workforce. N1.“战略制定”指组织应对未来的方法（正式的或非正式的）。战略制定需要运用各种预测、估计、选择、设想、知识（见4.2b中相关的组织知识）或其它方法来预见未来，以便做出决策和配置资源。制定战略可能需要关键的供应商、分销商、合作伙伴和顾客的参与；对某些非营利组织，则可能需要那些提供类似服务或依靠相同捐赠人群或志愿者的组织的参与。 N2. Strategy– should be interpreted broadly. Strate might be built around or lead to any or all of the following: new products, services, and markets; revenue growth via various approaches, including acquisitions,grants, and endowments; divestitures; new partnerships and alliances; and new employee or volunteer relationships. Strategy might be directed toward becoming a preferred supplier, a local '. . supplier in each of your major customers or partners markets, a low-coproducer, a market innovator, or a high-end or customized product or service provider. It also might be directed toward meeting a community or public need. N2.“战略”应广义地加以理解。战略可以是围绕或指向以下各项之一或全部而建立的：新的产品、服务和市场；包括收购、拨款和捐赠在内的各种方式的收入的增长；分立；新的合作伙伴关系和联盟；新的员工或志愿者关系等。战略的目的是使组织成为更受欢迎的供应商、在每一个关键顾客市场上的本地供应商、低成本的生产者、市场创新者、高端或定制化产品或服务的提供者。战略也可以是满足社会或公共需求的方向。 N3. Your organizations strengths, weaknesses, opportunities, and threats (2.1a[2]) should address all factors that are key to your organizations future success, including the following, as appropriate: your customer and market needs, expectations, and opportunities;your opportunities for innovation and role model performance; your core competencies; your competitive environment and your performance relative to competitors and comparable organizations; your product life cycle; technological and other key innovations or changes that might affect your products and services and how you operate, as well as the rate of that innovation; your human and other resource needs; yourability to capitalize on diversity; your opportunities to redirect resources to higher-priority products, services,or areas; financial, societal, ethical, regulatory, technological, security, and other potential risks; your ability to prevent and respond to emergencies, including natural or other disasters; changes in the national or global economy; partner and supply chain needs, strengths,and weaknesses; changes in your parent organization;and other factors unique to your organization. N3. 组织的优势、劣势、机会和威胁[2.1a(2)]应该考虑了所有关系到组织未来成功的重要因素，具体如下（适用时）：顾客和市场的需要、期望和机会；组织的创新和成为绩效典范的机会；组织的核心竞争力；组织面临的竞争环境以及组织相对于竞争者和同类组织的绩效；产品的生命周期；可能会影响组织的产品、服务和运营的技术和其他关键方面的创新或变化，以及创新的速率；人力资源和其它资源需求；组织利用差异性的能力；将资源调整到优先度更高的产品、服务或领域上的机会；财经、社会、道德、法规、技术、安全以及其他方面潜在的风险；组织预防与应对突发事件的能力，包括自然的或其他灾难；国内或全球经济的变化；合作伙伴和供应链的需要、优势及劣势；母公司的变革；组织特有的其它因素。 N4. Your ability to execute the strategic plan (2.1a[2]) should address your ability to mobilize the necessary resources and knowledge. It also should address your organizational agility based on '. . contingency plans or if circumstances require a shift in plans and rapid execution of new or changed plans. N4. 组织执行战略计划的能力[2.1a(2)]应包括组织调动必须的资源和知识的能力。也应包括基于偶然事件的规划和因客观情况要求规划变更时的组织灵活性，以及对已变更的或新的规划的快速执行。 N5. Strategic objectives that address key challenges and advantages (2.1b[2]) might include rapid response, customization, co-location with major customers or partners, workforce capability and capacity,specific joint ventures, virtual manufacturing, rapid innovation, ISO 9000:2000 or ISO 14000 registration,Web-based supplier and customer relationship management, and product and service quality enhancements. Responses to Item 2.1 should focus on your specific challenges and advantages“those most important to your ongoing success and to strengthening your organizations overall performance N5. 应对关键挑战和优势的战略目标[2.1b(2)]可包括快速响应，定制化，与关键的顾客或合作伙伴协同定位，员工的能力与量能；特别的合资经营，精益制造，快速创新，ISO 9000：2000或ISO 14000认证，基于互联网的供应商和顾客关系管理，以及产品和服务质量提高。对于条目2.1的回答应集中于你所面对的特殊挑战与优势，即对于组织的持续成功、提升组织的整体绩效最为重要的因素。 N6. Item 2.1 addresses your overall organizational strategy, which might include changes in services,products, and product lines. However, the Item does not address product or service design; you should address these factors in Item 6.1, as appropriate. N6. 条目2.1针对的是组织的整体战略，可能会包括服务、产品和产品线的改变。但是，本条目并不涉及产品和服务的设计，需要时组织可在条目6.1中加以说明。 2.2Strategy Deployment: How do you deploy your strategy? (45 pts.) Process 2.2 战略展开：组织如何展开战略？（45分） 过程 Describe HOW your organization converts its STRATEGIC OBJECTIVES into ACTION PLANS.Summarize your organization’sACTION PLANS and related KEY PERFORMANCE MEASURES or INDICATORS. Project your organization’s futurePERFOR MANCE relative to KEY comparisons on these PERFORMANCE MEASURES or INDICATORS. Within your response, include answers to the following questions: '. . 说明组织如何将战略目标转化成行动计划。概述组织的行动计划及相关的关键绩效测量项目或指标。预测组织未来相对于关键对比者在这些关键测量项目或指标上的绩效。 在报告中，要答复以下问题： a. ACTION PLAN Development and DEPLOYMENT a. 行动计划的制定和展开 (1) HOW do you develop and DEPLOYACTION PLANS throughout the organization to achieve your KEY STRATEGIC OBJECTIVES? HOW do you ensure that the KEY outcomes of your ACTION PLANS can be sustained? (1)组织如何在整个组织内制定和展开行动计划以实现组织的关键战略目标？组织如何确保行动计划的关键结果能够保持？ (2) HOW do you ensure that adequate financial and other resources are available to support the accomplishment of your ACTION PLANS? HOW do you allocate these resources to support the accomplishment of the plans? HOW do you assess the financial and other risks associated with the plans? HOW do you balance resources to ensure adequate resources to meet current obligations? (2)组织如何确保有足够的财务和其他资源用于支持组织行动计划的完成？组织如何分配这些资源来支持行动计划的完成？组织如何评估行动计划带来的财务或其它风险？组织如何平衡这些资源以确保有足够的资源满足当前的需要？ (3) HOW do you establish and DEPLOY modified ACTION PLANS if circumstances require a shift in plans and rapid execution of new plans? (3)如果客观情况要求对行动计划做出变更并快速执行新计划时，组织如何建立并展开修改后的行动计划？ (4)What are your KEY short- and longer-term ACTION PLANS? What are the KEY planned changes, if any, in your products and services, your CUSTOMERS and markets, and how you willoperate? (4)组织的关键的长、短期行动计划是怎样的？在产品和服务、顾客和市场方面，组织可能会有哪些关键的预期变化？如果有，如何应对？ '. . (5)What are your KEY human resource plans to accomplish your short- and longer-term STRATEGIC OBJECTIVES and ACTION PLANS? HOW do the plans address potential impacts on people in your WORKFORCE and any potential changes to WORKFORCE CAPABILITY and CAPACITY needs? (5)由长、短期战略目标及行动计划导出的关键的人力资源计划是怎样的？对于为员工带来的潜在压力，以及在员工能力和配置需求上的潜在变化，这些计划是如何应对的？ (6)What are your KEY PERFORMANCEMEASURES or INDICATORS for tracking progress on your ACTION PLANS? HOW do you ensure that your overall ACTION PLAN measurement system reinforces organizational ALIGNMENT? HOW do you ensure that the measurement system covers all KEY DEPLOYMENT areas and STAKEHOLDERS? (6)组织用来追踪行动计划进展情况的关键的绩效测量项目或指标有哪些？组织如何确保整体的行动计划测量系统能够强化组织的一致性？组织如何确保该测量系统覆盖了所有关键的展开领域和利益相关者？ b. PERFORMANCE PROJECTION b. 绩效预测 For the KEY PERFORMANCEMEASURES or INDICATORS identified in 2.2a(6), what are your PERFORMANCEPROJECTIONS for both your short- and longer-term planning time horizons? HOW are these PROJECTIONS determined? Howdoes your projected PERFORMANCE compare with the projected PERFORMANCE of your competitors or comparable organizations? How does it compare with KEY BENCHMARKS, GOALS, and past PERFORMANCE, as appropriate? HOW do you ensure progress so that you will meet your PROJECTIONS? If there are current or projected gaps in PERFORMANCE against your competitors or comparable organizations, HOW will you address them? 根据[2.2a(6)]中确定的关键绩效指标，组织长、短期计划时间区间的预测绩效是怎样的？如何确定这些绩效预测？组织如何将预测绩效与竞争者或对照组织的预测绩效相比较？如何将其与关键的标杆、目标及以往绩效相比较(适用时回答)？如何确保过程符合预测？如果与竞争者或对照组织的当前和预测绩效相比存在差距时，组织将如何应对？ '. . Notes: 注解： N1. Strategy and action plan development and deployment are closely linked to other Items in the Criteria.The following are examples of key linkages: N1. 战略和行动计划的制定与展开与准则其他条目有着密切的联系。一些关键的联系如： ·Item 1.1 for how your senior leaders set and communicate organizational direction; ·条目1.1中关于高层领导者如何设定组织的方向并相互沟通的要求； ·Category 3 for gathering customer and market knowledge as input to your strategy and action plans and for deploying action plans; ·类目3中有关收集顾客和市场信息作为制定战略和行动计划的输入及展开行动计划的要求； ·Category 4 for measurement, analysis, and knowl edgemanagement to support your key information needs,to support your development of strategy, to providean effective basis for your performance measurements, and to track progress relative to your strategic objectives and action plans; ·类目4中为支持关键的信息需要、支持战略制定、为绩效测量提供一个有效的基础及跟踪相对于战略目标和行动计划的进展，而对信息、分析和知识管理的要求。 ·Category 5 for meeting your workforce capability and capacity needs, for workforce development and learning system design and needs, and for implementing workforce-related changes resulting from action plans; ·类目5中有关满足员工能力与量能需要、员工发展与学习系统的设计及要求、源自行动计划且与人力资源相关的变化的执行； ·Category 6 for changes to work systems and work process requirements resulting from your action plans; and ·类目6中有关源自行动计划的组织工作系统和工作过程需求的变化； ·Item 7.6 for specific accomplishments relative to your organizational strategy and action plans. ·条目7.6中有关组织的战略和行动计划的具体成就方面的要求。 N2. Deployment of action plans (2.2a[1]) might include key partners, collaborators, and suppliers. '. . N2. 行动计划的展开[2.2a(1)]可能会涉及关键的合作伙伴、协作者和供应商。 N3. Measures and indicators of projected performance (2.2b) might include changes resulting from new ventures; organizational acquisitions or mergers; new value creation; market entry and shifts; new legislative mandates, legal requirements, or industry standards;and significant anticipated innovations in products,services, and technology. N3. 有关预测绩效的测量项目和指标(2.2b)可包括新创办事业、组织的收购或合并，新价值创造，市场的进入和转移而带来的各种变化，新的立法授权、法制要求或行业标准，以及预计的产品、服务和技术上的显著创新。 核心竞争力指组织最显著专长的领域。核心竞争力是那些使组织在所处的市场或服务环境中保持优势的具有战略重要性的能力，其通常是那些竞争者或供应商和合作伙伴不易模仿、能给组织提供一个可持续竞争优势的能力。核心竞争力可包括专有技术、特有服务、独占市场，或特殊的商务能力（如业务并购）。 美国卓越绩效评价准则（中英文对照版）-3以顾客和市场为中心 评论:0 条 查看:109 次 jackiefeng 发表于 2008-12-23 10:17 3 Customerand Market Focus (85 pts.) 3 以顾客和市场为中心（85分） The CUSTOMER and Market Focus Category examines HOW your organization determines the requirements, needs,expectations, and preferences of CUSTOMERS and markets. Also examined is HOW your organization builds relationships with CUSTOMERS and determines the KEY factors that lead to CUSTOMER acquisition, satisfaction, loyalty, and retention and to business expansion and SUSTAINABILITY. 以顾客和市场为中心类目检查组织如何确定顾客和市场的要求、需要、期望和偏好。同时也检查组织如何与顾客建立良好的关系，以及如何确定导致获得新顾客、顾客满意、顾客忠诚、留住顾客、拓展业务和可持续发展的关键因素。 3.1Customer and Market Knowledge: '. . How do you obtain and use customer and market knowledge? (40 pts.) Process 3.1 对顾客和市场的了解：如何获得与运用对顾客和市场的了解？（40分） 过程 Describe HOW your organization determines requirements, needs, expectations, and preferences of CUSTOMERS and markets to ensure the continuing relevance of your products and services and to develop new business opportunities. 说明组织如何确定顾客和市场的要求、需要、期望和偏好，以确保产品和服务不断符合需要和开发新的商机。 Within your response, include answers to the following questions: 在报告中，要答复以下问题： a. CUSTOMER and Market Knowledge a. 对顾客和市场的了解 (1) HOW do you identify CUSTOMERS, CUSTOMER groups, and market SEGMENTS? HOW do you determine which CUSTOMERS, CUSTOMER groups, and market SEGMENTS to pursue for current and future products and services?HOW do you include CUSTOMERS of competitors and other potential CUSTOMERS and markets in this determination? (1)组织如何识别顾客、顾客群和细分市场？围绕当前及将来的产品和服务，组织如何确定应赢得的顾客、顾客群和细分市场？在这一过程中如何将竞争者的顾客及其它潜在的顾客和市场都考虑在内？ (2) HOW do you use the voice of the CUSTOMER to determine KEY CUSTOMER requirements, needs, and changing expectations (including product and service features) and their relative importance to CUSTOMERS purchasing or relationship decisions? How do your listening methods vary for different CUSTOMERS,CUSTOMER groups, or market SEGMENTS? HOW do you use relevant information and feedback from current and former CUSTOMERS, including marketing and sales information, CUSTOMER loyalty and retention '. . data,CUSTOMER referrals, win/loss ANALYSIS, and complaint data for PURPOSES of planning products and services,marketing, making WORK SYSTEM and work PROCESS improvements, and developing new business opportunities? (2)组织如何利用来自顾客的声音以确定关键的顾客要求、需要和不断变化的期望（包括产品与服务的特征）及其对于顾客购买或确立关系的相对重要性？这些倾听方法如何因顾客、顾客群或细分市场而异？如何将源自当前和以往顾客的相关信息和反馈（包括营销和销售信息、顾客忠诚和顾客保持的数据、顾客推荐、得/失分析、投诉数据等），用于产品与服务的开发、营销、工作系统和工作过程的改进，以及新业务机会的开发？ (3) HOW do you use voice-of-the-CUSTOMER information and feedback to become more CUSTOMER-focused, to better satisfy CUSTOMER needs and desires, and to identify opportunities for INNOVATION? (3)组织如何运用顾客声音提供的信息和反馈，使组织变得更为关注顾客以及更好地满足顾客需要和愿望，并识别创新的机会？ (4) HOW do you keep your CUSTOMER and market listening and LEARNING methods current with business needs and directions, including changes in your marketplace? (4)如何使了解顾客和市场的倾听和学习方法与组织的经营需要、发展方向，包括市场的变化，保持同步？ Notes: 注解： N1. Your responses to this Item should include the customer groups and market segments identified in P.1b(2). N1. 对此条目的回答应包括在P.1b(2)中已经识别的顾客群和细分市场。 N2. If your products and services are sold or delivered to end-use customers via other businesses or organizations (e.g., those that are part of your value chain,such as retail stores, dealers, or local distributors),customer groups (3.1a[1]) should include both the end users and these intermediate organizations. '. . N2. 如果组织的产品与服务是通过其他的商家或组织（他们是组织的“价值链”的一部分如零售商、代理商或地方经销商）卖给或交付最终顾客的，那么顾客群[3.1a(1)]则应该包括组织的最终顾客和这些中间组织。 N3. The”voice of the customer” (3.1a[2]) is your prcess for capturing customer-related information.Voice-of-the-customer processes are intended to be proactive and continuously innovative to capture stated, unstated, and anticipated customer requirements, needs, and desires. The goal is to achieve customer loyalty and build customer relationships, as appropriate. The voice of the customer might include gathering and integrating survey data, focus group findings, Web-based data, warranty data, complaintlogs and field reports, and other data and information that affect customers purchasing and relationship decisions. N3 “顾客的声音” [3.1a(2)]是组织获取顾客相关信息的过程。顾客声音过程是指以主动持续的创新来获取明示、未明示的和预期的顾客要求、需要和期望，目的在于获得顾客忠诚和建立顾客关系（适当时回答）。顾客的声音包括收集和综合调查数据、顾客焦点小组发现、互联网数据、保修数据、顾客抱怨记录和现场报告，以及其它影响顾客购买决策和构建关系的数据与信息。 N4. Product and service features– (3.1a[2]) refers all the important characteristics of products and services and to their performance throughout their full life cycle and the full” consumption chain”. This icludes all customers purchasing and interaction experiences with your organization that influence purchasing and relationship decisions. The focus should be on features that affect customer preference and loyalty“for example, those features that differentiat your products and services from competing offerings or other organizations services. Those features migh include price, reliability, value, delivery, timeliness,ease of use, requirements for hazardous materials use and disposal, customer or technical support, and the sales relationship. Key product and service features and purchasing and relationship decisions (3.1a[2]) might take into account how transactions occur and factors such as confidentiality and security. Your results on performance relative to key product and service features should be reported in Item '. . 7.1, and those concerning customer perceptions and actions (outcomes) should be reported in Item 7.2. N4. 产品和服务的特征 [3.1a(2)]是指产品和服务的所有重要特性，以及在其整个生命周期中和“消费链”中的性能表现。这包括所有顾客的购买和与组织交往的体验，这些体验能影响到顾客在购买和相互关系上的决策。应重点考虑那些影响顾客偏好和忠诚的特征，例如那些将组织的产品和服务与竞争者或其它组织相区别的特征。这些特征可包括价格、可靠性、价值、交付、及时、容易使用、对有害材料的使用和处置的要求、顾客服务或技术的支持、以及销售关系等。关键的产品和服务特征以及在购买及相互关系上的决策[3.1a(2)]可考虑交易方式以及诸如保密性和安全性的因素。与组织关键产品和服务特性相关的绩效结果在条目7.1中描述，与顾客的感知和行动相关的绩效结果在条目7.2中描述。 N5. For additional considerations on products, services,customers, and the business of nonprofit organizations, see Item P.1, Notes 6 and 7, and Item P.2, Note5. N5. 对于非营利组织在产品、服务、顾客及业务方面另外的考虑，请见条目P.1、注解6和7，和条目P.2、注解5。 3.2Customer Relationships and Satisfaction: How do you build relationships and grow customer satisfaction and loyalty? (45 pts.) Process 3.2 顾客关系与满意：组织如何建立关系及增强顾客满意和忠诚？（45分） 过程 Describe HOW your organization builds relationships to acquire, satisfy, and retain CUSTOMERS and to increase CUSTOMER loyalty. Describe also HOW your organization determines CUSTOMER satisfaction and dissatisfaction. 说明组织如何建立顾客关系以赢得顾客、满足和留住顾客，以及增强顾客忠诚。还应说明组织如何确定顾客满意程度和不满意程度。 Within your response, include answers to the following questions: 在报告中，要答复以下问题： a. CUSTOMER Relationship Building a. 顾客关系的建立 (1) HOW do you build relationships to acquire CUSTOMERS, to meet and exceed their expectations, to increase loyalty and repeat business, and to gain positive referrals? '. . (1)组织如何建立着眼于赢得顾客、满足并超越其期望、提高其忠诚与重复惠顾、获得良好口碑的顾客关系？ (2) HOW do your KEY access mechanisms enable CUSTOMERS to seek information, conduct business, and make complaints? What are your KEY access mechanisms? HOW do you determine KEY CUSTOMER contact requirements for each mode of CUSTOMER access? HOW do you ensure that these contact requirements are DEPLOYED to all people and PROCESSES involved in the CUSTOMER response chain? (2)组织关键的顾客访问途径是如何供顾客查询信息、进行交易和提出投诉的？组织的关键顾客访问途径是什么？如何确定每种访问途径的关键的顾客接触要求？如何确保将这些接触要求展开到顾客反应链中的所有人员和过程？ (3) HOW do you manage CUSTOMER complaints? HOW do you ensure that complaints are resolved EFFECTIVELY and promptly? HOW do you minimize CUSTOMER dissatisfaction and, as appropriate, loss of repeat business and referrals? HOW are complaints aggregated and analyzed for use in improvement throughout your organization and by your PARTNERS? (3)组织如何处理顾客投诉？如何确保投诉能得到有效、迅捷的解决？如何使顾客的不满意、重复惠顾及顾客推荐（适用时）的流失减至最小？如何积累和分析投诉信息以供整个组织及合作伙伴改进之用？ (4) HOW do you keep your APPROACHES to building relationships and providing CUSTOMER access current with business needs and directions? (4)如何使组织在建立顾客关系与提供顾客访问途径方面的方法与经营需要及发展方向保持同步？ b. CUSTOMER Satisfaction Determination b. 顾客满意确定 (1) HOW do you determine CUSTOMER satisfaction, dissatisfaction, and loyalty?Howdo these determination methods differ among CUSTOMER groups? HOW do you ensure that your measurements capture actionable information for use in exceeding your CUSTOMERS '. . expectations? HOW do you ensure that your measurements capture actionable information for use in securing your CUSTOMERS future business and gaining positive referrals, as appropriate? HOW do you use CUSTOMER satisfaction and dissatisfaction information for improvement? (1)组织如何确定顾客满意、不满意和忠诚？这些确定方法如何因顾客群而异？如何确保组织的测量能够获取可采取措施的信息用于超越顾客的期望？如何确保组织的测量能获取可采取措施的信息用于赢得未来的业务和获得积极推荐（适用时回答）？如何将顾客满意和不满意的信息用于改进？ (2) HOW do you follow up with CUSTOMERS on the quality of products, services, and transactions to receive prompt and actionable feedback? (2)组织如何就产品、服务和交易的质量对顾客进行追踪，以获得及时的可采取措施的反馈？ (3) HOW do you obtain and use information on your CUSTOMERS satisfaction relative to their satisfaction with HOW do you obtain and use information on your CUSTOMERS your competitors? satisfaction relative to the CUSTOMER satisfaction LEVELS of other organizations providing similar products or services, and/or industry BENCHMARKS? (3)组织如何获取和使用与竞争者相对照的顾客满意信息？如何获取并使用与其它提供类似产品或服务的组织、和/或行业标杆相对照的顾客满意程度信息？ (4) HOW do you keep your APPROACHES to determining satisfaction current with business needs and directions? (4)组织如何使其确定顾客满意的方法与经营需要及发展方向保持同步？ Notes: 注解： N1. Customer relationship building (3.2a) might include the development of partnerships or alliances with customers. N1. 顾客关系建立(3.2a)可包括与顾客建立合作伙伴关系或联盟关系。 N2. Determining customer satisfaction and dissatisfaction (3.2b) might include the use of any or all of the following: surveys, formal and informal feedback, customer account histories, complaints, win/loss '. . analysis, and transaction completion rates. Information might be gathered on the Web, through personal contact or a third party, or by mail. N2. 确定顾客满意和不满意(3.2b)包括应用以下某种或全部方法：调查、正式和非正式的反馈、顾客历史数据、投诉、得/失分析以及交易成功率。这些信息的收集可通过互联网、个人接触、第三方或邮件。 N3. Customer satisfaction and dissatisfaction measurements (3.2b[1]) mightinclude both a numerical rating scaleand descriptors foreach unit in the scale. Actionable customer satisfactionmeasurements provide useful information about specific product and service features, delivery,relationships, and transactions that affect customers future actions“repeat business and positive referrals N3. 顾客满意测量[3.2b(1)]可包括一个数字化的等级量表以及对量表每一单位的阐释。可采取措施的顾客满意测量能就特定的产品和服务特征、交付、相互关系以及交易等提供诸多的有用信息，这些都会影响顾客的未来行为，即再次惠顾和良好口碑。 N4. Other organizations providing similar products or services (3.2b[3]) might include other organizations with whom you dont compete but provide similar products and services in other geographic areas or to different populations of people. N4. 其它提供类似产品和服务的组织[3.2b(3)]可包括那些与你没有竞争关系但在不同地理区域或向不同人群提供类似产品和服务的组织。 N5. Your customer satisfaction and dissatisfaction results should be reported in Item 7.2. N5. 有关顾客满意与不满意结果应在条目7.2中报告。 N6. For some nonprofit organizations (e.g., some government agencies or charitable organizations), customers may be assigned or may be required to use your organization,and relationships may be short-term. For those organizations, relationship building (3.2a[1]) might be focused on meeting and exceeding expectations during the short-term relationship, resulting in positive comments to other people,including key stakeholders of your organization. '. . N6. 对于某些非营利组织（如某些政府机构或慈善组织），顾客可能是被指派的和被要求的，且可能是短期关系。对这些组织来说，关系建立[3.2a(1)]可以集中于在短期的接触中满足并超越其期望，从而产生能传导至其它人，包括组织的关键的利益相关者的正面评价。 美国卓越绩效评价准则（中英文对照版）-4测量、分析和知识管理 评论:0 条 查看:84 次 jackiefeng 发表于 2008-12-23 10:20 4 Measurement,Analysis,and Knowledge Management (90 pts.) 4 测量、分析和知识管理（90分） The Measurement, ANALYSIS , and Knowledge Management Category examines HOW your organization selects, gathers, analyzes, manages, and improves its data, information, and KNOWLEDGE ASSETS and HOW it manages its information technology. The Category also examines HOW your organization reviews and uses reviews to improve its PERFORMANCE. 测量、分析与知识管理类目检查组织如何选择、收集、分析、管理和改进组织的数据、信息和知识资产以及组织如何管理信息技术，也检查组织如何来评审其绩效，并利用评审结果改进组织绩效。 4.1Measurement,Analysis,and Improvement of Organizational Performance:How do you measure,analyze,and then improve organizational performance? (45 pts.) Process 4.1 组织绩效的测量、分析和改进：组织如何测量、分析并改进组织绩效？（45分） 过程 Describe HOW your organization measures, analyzes, aligns, reviews, and improves its PERFORMANCE through the use of data and information at all levels and in all parts of your organization. Describe HOW you SYSTEMATICALLY use the results of reviews to evaluate and improve PROCESSES. 说明组织在其所有层次和所有部门，通过数据和信息的使用，如何测量、分析、校准、评审和改进其绩效数据和信息。说明组织如何系统地运用评审结果来评价和改进过程。 Within your response, include answers to the following questions: '. . 在报告中，要答复以下问题： a. PERFORMANCE Measurement a. 绩效测量 (1) HOW do you select, collect, align, and integrate data and information for tracking daily operations and for tracking overall organizational PERFORMANCE, including progress relative to STRATEGIC OBJECTIVES and ACTION PLANS? What are your KEY organizational PERFORMANCEMEASURES, including KEY short-term and longerterm financial MEASURES? HOW do you use these data and information to support organizational decision making and INNOVATION? (1)组织如何选择、收集、校准和整合数据和信息以监测日常运营及组织的整体绩效，包括战略目标和行动计划相关的进展？关键的组织绩效测量指标是什么（包括关键的短期和长期财务测量指标）？如何利用这些数据和信息来支持组织的决策及创新？ (2) HOW do you select and ensure the EFFECTIVE use of KEY comparative data and information to support operational and strategic decision making and INNOVATION? (2)组织如何选择和确保有效地利用关键的对比数据和信息，以支持组织的运营和战略决策及创新？ (3) HOW do you keep your PERFORMANCE measurement system current with business needs and directions?HOW do you ensure that your PERFORMANCE measurement system is sensitive to rapid or unexpected organizational or external changes? (3)组织如何确保其绩效测量系统与业务需要和发展方向保持同步？如何确保绩效测量系统对迅速的或意外的组织内外部变化保持敏感性？ b. PERFORMANCE ANALYSIS, Review,and Improvement b. 绩效分析、评审和改进 (1) HOW do you review organizational PERFORMANCE and capabilities? What ANALYSES do you perform to support these reviews and to ensure that conclusions are valid? HOW do you use these reviews to assess organizational success, competitive PERFORMANCE, '. . and progressrelative to STRATEGIC OBJECTIVES and ACTION PLANS? HOW do you use these reviews to assess your organizationsability to respond rapidly to changing organizational needs and challenges in your operating environment? (1)组织如何评审其绩效和能力？进行了什么分析以支持这些评审并确保其结论是有效的？如何运用这种评审来评价组织的成就、竞争绩效以及与战略目标和行动计划相关的进展？如何运用这种评审来评价组织对变化着的组织需要和运营环境挑战的快速响应能力？ (2) HOW do you translate organizational PERFORMANCE review findings into priorities for continuous and breakthrough improvement and into opportunities for INNOVATION? HOW are these priorities and opportunities DEPLOYED to work group and functional-level operations throughout your organization to enable EFFECTIVE support for their decision making? When appropriate, HOW are the priorities and opportunities DEPLOYED to your suppliers, PARTNERS, and COLLABORATORS to ensure organizational ALIGNMENT? (2)如何将组织的绩效评审结果转化为持续性改进和突破性改进的优先次序安排和创新机会？如何将这些优先次序和机会展开到整个组织的工作单位和职能层次，以便为制定决策提供有效支持？如何将这些优先次序和创新机会在供应商、合作伙伴和协作者中加以展开，以确保协调一致？（适用时回答） (3) HOW do you incorporate the results of organizational PERFORMANCE reviews into the SYSTEMATIC evaluation and improvement of KEY PROCESSES? (3)如何把组织绩效的评审结果用于关键过程的系统评价和改进？ Notes: 注解： N1. Performance measurement (4.1a) is used in factbased decision making for setting and aligning organizational directions and resource use at the work unit,key process, departmental, and whole organization levels. N1. 绩效测量(4.1a)被用于以事实为基础的决策，其目的是在工作单位、关键过程、部门及整个组织层次上，确定和校准组织的方向及资源的使用。 '. . N2. Comparative data and information (4.1a[2]) are obtained by benchmarking and by seeking competitive comparisons. Benchmarking– refers to identifying processes and results that represent best practices and performance for similar activities, inside or outside your organizations industry. Competitive comparisons relatyour organizations performance to that of competitor and other organizations providing similar products and services. N2. 比较性数据和信息[4.1a(2)]是通过标杆分析和竞争性比较而获得的。“标杆分析”指的是，在组织所在行业的内部或外部，辨识代表同类活动的最佳惯行和绩效的过程和结果。竞争性比较即将组织的绩效与组织的竞争者及其它提供同类产品和服务的组织进行比较。 N3. Organizational performance reviews (4.1b[1]) should be informed by organizational performance measurement,performance measures reported throughout your Criteria Item responses, and performance measures reviewed by senior leaders (1.1b[2]), and they should be guided by the strategic objectives and action plans described in Items 2.1 and 2.2. The reviews also might be informed by internal or external Baldrige assessments. N3. 组织绩效评审[4.1b(1)]应从组织的绩效测量、准则条款报告中的绩效测量以及高层领导评审的绩效测量（1.1b[2]）的项目和指标中获得相关信息，并在条目2.1和2.2所述的战略目标和行动计划的指导下进行。也可以从组织内部、外部的卓越绩效评审中获得信息。 N4. Analysis (4.1b[1]) includes examining trends; organizational, industry, and technology projections; and comparisons, cause-effect relationships, and correlations.Analysis should support your performance reviews,help determine root causes, and help set priorities for resource use. Accordingly, analysis draws on all types of data: customer-related,financial and market, operational, and competitive. N4. 分析(4.1b[1])包括趋势评价，组织、行业和技术的预测，比较分析和因果分析和相关分析。分析应当支持组织的绩效评审，帮助确定根本原因，帮助确定资源使用的优先次序。相应地，这些分析利用各种类型的数据：有关顾客的数据、财务和市场的数据、运营数据和竞争性数据等。 N5. The results of organizational performance analysis and review should contribute to your organizational strategic planning in Category 2. '. . N5. 组织绩效分析和评审的结果应该有助于类目2的组织战略策划。 N6. Your organizational performance results should be reported in Items 7.1C7.6 N6. 组织的绩效结果应在条目7.1～7.6中报告。 4.2Management of Information,Information Technology,and Knowledge: How do you manage your information,information technology,and organizational knowledge? (45 pts.) Process 4.2 信息、信息技术和知识的管理： 如何管理组织的信息、信息技术和组织知识？（45分） 过程 Describe HOW your organization ensures the quality and availability of needed data, information, software,and hardware for your WORKFORCE, suppliers,PARTNERS,COLLABORATORS, and CUSTOMERS. Describe HOW your organization builds and manages its KNOWLEDGE ASSETS. 说明组织如何确保员工、供应商、合作伙伴、协作者及顾客所需的数据、信息和软硬件的质量与可用性。说明组织如何建立和管理其知识资产。 Within your response, include answers to the following questions: 在报告中，要答复以下问题： a.Management of Information Resources a. 信息资源管理 (1) HOW do you make needed data and information available? HOW do you make them accessible to your WORKFORCE, suppliers, PARTNERS, COLLABORATORS, and CUSTOMERS, as appropriate? (1)组织如何使所需的数据和信息可获得？如何使员工、供应商、合作伙伴、协作者及顾客可获得（适用时回答）？ (2) HOW do you ensure that hardware and software are reliable, secure, and user-friendly? (2)如何确保硬件和软件的可靠、安全和用户友好？ '. . (3)In the event of an emergency, HOW do you ensure the continued availability of hardware and software systems and the continued availability of data and information? (3)组织如何确保在紧急情况下数据和信息的持续可用，包括确保硬件和软件系统的持续可用？ (4) HOW do you keep your data and information availability mechanisms, including your software and hardware systems, current with business needs and directions and with technological changes in your operating environment? (4)组织如何使数据和信息的可用性机制，包括软件和硬件系统在内，能够与业务需要、发展方向和运营环境中的技术变化保持同步？ b.Data,Information,and Knowledge Management b. 数据、信息和知识管理 (1) HOW do you ensure the following properties of your organizational data, information, and knowledge: 1）如何保证组织的数据、信息和组织知识的下述属性： ·accuracy ·准确性 ·integrity and reliability ·完整性和可靠性 ·timeliness ·及时性 ·security and confidentiality ·安全性与保密性 (2) HOW do you manage organizational knowledge to accomplish the following: (2)如何管理组织的知识，以实现： ·the collection and transfer of WORKFORCE knowledge ·员工知识的收集与传递； ·the transfer of relevant knowledge from and to CUSTOMERS, suppliers, PARTNERS, and COLLABORATORS '. . ·与顾客、供应商、合作伙伴和协作者间相关知识的双向传递； ·the rapid identification, sharing, and implementation of best practices ·最佳惯行的快速辨识、共享和实施； ·the assembly and transfer of relevant knowledge for use in your strategic planning PROCESS ·汇集和传递相关知识应用于战略策划过程。 Note: 注解： N1. Data and information access (4.2a[1]) might be via electronic or other means. N1. 数据和信息的获取[4.2a(1)]可通过电子或其他途径。 美国卓越绩效评价准则（中英文对照版）-5以员工为本 评论:0 条 查看:110 次 jackiefeng 发表于 2008-12-23 10:23 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。 美国卓越绩效评价准则（中英文对照版）-6过程管理 评论:1 条 查看:114 次 jackiefeng 发表于 2008-12-23 10:24 6 Process Management (85 pts.) 6 过程管理（85分） The PROCESS Management Category examines HOW your organization determines its CORE COMPETENCIES and WORK SYSTEMS and HOW it designs, manages, and improves its KEY PROCESSES for implementing those WORK SYSTEMS to deliver CUSTOMER VALUE and achieve organizational success and SUSTAINABILITY. Also examined is your readiness for emergencies. 过程管理类目检查组织如何确定核心竞争力和工作系统，如何设计、管理和改进关键过程来保证工作系统的实施，从而为顾客创造价值并达成组织的成功和可持续发展。同时也检查组织应对突发事件的能力。 6.1Work Systems Design: How do you design your work systems? (35 points) Process '. . 6.1 工作系统的设计：组织如何设计工作系统？（35分） 过程 Describe HOW your organization determines its CORE COMPETENCIES and designs its WORK SYSTEMS and KEY PROCESSES to deliver CUSTOMER VALUE, prepare for potential emergencies, and achieve organizational success and SUSTAINABILITY. 说明组织如何确定其核心竞争力和设计工作系统和关键过程，以实现为顾客创造价值、应对潜在的突发事件，以及达成组织的成功和可持续发展。 Within your response, include answers to the following questions: 在报告中，要答复以下问题： a. CORE COMPETENCIES a. 核心竞争力 (1) HOW does your organization determine its CORE COMPETENCIES? What are your organizationsCORE COMPETENCIES and how do they relate to your MISSION, competitive environment, and ACTION PLANS? (1)组织如何确定其核心竞争力？组织的核心竞争力是什么？其与组织的使命、竞争环境和行动计划如何关联？ (2) HOW do you design and innovate your overall WORK SYSTEMS? HOW do you decide which PROCESSES within your overall WORK SYSTEMS will be internal to your organization (your KEY work PROCESSES) and which will use external resources? (2) 组织如何设计和创新整个工作系统？组织如何确定整个工作系统中哪些过程属于内部的（组织的关键工作过程），哪些需要使用外部资源？ b.Work PROCESS Design b.工作过程设计 (1)What are your organizationsKEY work PROCESSES? How do these KEY work PROCESSES relate to your CORE COMPETENCIES ? How do these PROCESSES contribute to delivering CUSTOMER VALUE, profitability, organizational success, and SUSTAINABILITY? '. . (1)组织的关键工作过程是什么？这些关键工作过程如何与组织的核心竞争力相关联？对于为顾客创造价值、盈利、组织的成功和可持续发展，这些过程是如何做出贡献的？ (2) HOW do you determine KEY work PROCESS requirements, incorporating input from CUSTOMERS, suppliers,PARTNERS, and COLLABORATORS, as appropriate? What are the KEY requirements for these PROCESSES? (2) 组织如何结合来自顾客、供应商、合作伙伴和协作者（适用时）的输入来确定关键工作过程的要求？这些过程的关键要求是什么？ (3) HOW do you design and innovate your work PROCESSES to meet all the KEY requirements? HOW do you incorporate new technology, organizational knowledge, and the potential need for agility into the design of these PROCESSES? HOW do you incorporate CYCLE TIME, PRODUCTIVITY, cost control, and other efficiency and EFFECTIVENESS factors into the design of these PROCESSES? (3)组织如何设计和创新工作过程以满足所有关键要求？如何将新技术、组织的知识和对敏捷性的潜在要求融合到这些过程的设计中？如何将周期时间、生产率、成本控制和其他效率和有效性因素融合到这些过程的设计中？ c.Emergency Readiness c.突发事件应对 HOW do you ensure WORK SYSTEM and workplace preparedness for disasters or emergencies? HOW does your disaster and emergency preparedness system consider prevention, management, continuity of operations,and recovery? 组织如何确保在灾害或紧急情况下工作系统和工作场所有足够的准备？组织的灾害和应急准备系统如 何考虑预防、管理、经营的持续性、恢复等要求？ Notes: 注解： N1. Core competencies– (6.1a) refers to your organizations areas of greatest expertise. Your organization core competencies are those strategically important capabilities that provide an advantage in your marketplace or service environment. Core competencies frequently are challenging for competitors or suppliers and partners to imitate and provide a sustainable competitive advantage. '. . N1. “核心竞争力”(6.1a）指组织最显著专长的领域。核心竞争力是那些使组织在所处的市场或服务环境中保持优势的具有战略重要性的能力，其通常是那些竞争者或供应商和合作伙伴不易模仿、能给组织提供一个可持续竞争优势的能力。 N2. Work systems– refers to how the work of your organization is accomplished. Work systems involve your workforce, your key suppliers and partners, your contractors, your collaborators, and other components of the supply chain needed to produce and deliver your products, services, and business and support processes. Your work systems coordinate the internal work processes and the external resources necessary for you to develop, produce, and deliver your products and services to your customers and to succeed in your marketplace. N2.“工作系统”指组织的工作是如何实现的。工作系统包括组织的员工、关键供应商和合作伙伴、承包人、协作者、以及与生产和交付组织产品和服务相关的供应链的其它环节、业务和支持过程。组织的工作系统应协调内部的工作过程和外部的资源需求，以为顾客开发、生产和交付产品和服务，并获得在所在市场的成功。 N3. Your key work processes (6.1b[1]) are the processes that involve the majority of your organization workforce and produce customer, stakeholder, and stockholder value. Your key work processes are your most important product and service design and delivery, business, and support processes. N3. 组织的关键工作过程(6.1b[1])是指那些多数员工参与，能为顾客、股东和利益相关者创造价值的过程，是组织最重要的产品和服务的设计和交付过程、业务过程和支持过程。 N4. Disasters and emergencies (6.1c) might be weather-related, utility-related, security-related, or due to a local or national emergency, including potential pandemics such as an avian flu outbreak. Emergency considerations related to information technology should be addressed in Item 4.2. N4. 灾害和紧急情况（6.1c）可包括气候相关的、公用事业相关的、安全相关的、或区域性和全国性的突发事件，包括潜在的疾病，如禽流感的爆发。与信息技术相关的突发事件应对考虑应在4.2条款中说明。 6.2Work Process Management and Improvement: How do you manage and improve your key organizational work processes? (50 points) Process 6.2 工作过程的管理与改进：如何管理与改进组织的关键工作过程。（50分） 过程 '. . Describe HOW your organization implements, manages, and improves its KEY work PROCESSES to deliver CUSTOMER VALUE and achieve organizational success and SUSTAINABILITY. 说明组织如何实施、管理与改进关键工作过程以为顾客创造价值和达到组织的成功与可持续性。 Within your response, include answers to the following questions: 在报告中，要答复以下问题： a.Work PROCESS Management a. 工作过程管理 (1) HOW do you implement your work PROCESSES to ensure that they meet design requirements? HOW does your subsequent day-to-day operation of these PROCESSES ensure that they meet KEY PROCESS requirements? HOW is CUSTOMER, supplier, PARTNER, and COLLABORATOR input used in managing these PROCESSES, as appropriate? What are your KEY PERFORMANCE MEASURES or INDICATORS and in-process MEASURES used for the control and improvement of your work PROCESSES? (1)组织如何实施工作过程以确保满足设计要求？如何确保这些过程的日常运作能满足关键的过程要求？组织如何应用顾客、供应商、合作伙伴、协作者的输入来管理这些过程（适用时回答）？用于控制和改进工作过程的关键绩效测量项目、指标以及过程测量项目是什么？ (2) HOW do you minimize overall costs associated with inspections, tests, and PROCESS or PERFORMANCE audits,as appropriate? HOW do you prevent defects, service errors, and rework and minimize warranty costs or CUSTOMERS PRODUCTIVITY losses, as appropriate? (2)组织如何将检验、试验、过程或绩效审核所需的总费用减至最少（适用时回答）？如何防止缺陷、服务差错、返工，以及如何将保修成本或者顾客的生产率损失减至最少（适用时回答）？ '. . b.Work PROCESS Improvement b.工作过程改进 HOW do you improve your work PROCESSES to achieve better PERFORMANCE, to reduce variability, to improve products and services, and to keep the PROCESSES current with business needs and directions? HOW are improvements and lessons learned shared with other organizational units and PROCESSES to drive organizational LEARNING and INNOVATION? 组织如何改进工作过程以实现更好的绩效、减少波动性、改善产品和服务并使之与经营需要和发展方向保持同步？改进和教训的经验如何与其它的组织单位和过程分享，以推动组织的学习和创新？ Notes: 注解： N1. To improve process performance (6.2b) and reduce variability, you might implement approaches such as a Lean Enterprise System, Six Sigma methodology,use of ISO 9000:2000 standards, the Plan-Do-Check-Act methodology, or other process improvement tools. N1.为了改进过程绩效(6.2b)并减少波动性，组织可以实施如精益管理系统、六西格玛方法、采用ISO9000:2000标准、PDCA（计划-执行-检查-处理）方法或其他过程改进工具。 N2. The results of improvements in product and service performance should be reported in Item 7.1. All other work process performance results should be reported in Item 7.5. N2.产品和服务改进的绩效结果应当在条款7.1中汇报。其它的工作过程绩效结果应当在条款7.5中汇报。 美国卓越绩效评价准则（中英文对照版）-7经营结果 评论:0 条 查看:90 次 jackiefeng 发表于 2008-12-23 10:26 7 Results (450 pts.) 7 结果（450分） The Results Category examines your organizationsPERFORMANCE and improvement in all KEY areas“product and servic outcomes, CUSTOMER-focused '. . outcomes, financial and market OUTCOMES,WORKFORCE-focused outcomes, PROCESS-EFFECTIVENESS outcomes, and leadership outcomes. PERFORMANCE LEVELS are examined relative to those of competitors and other organizations providing similar products and services. 结果类目检查组织在关键领域的绩效和改进，包括产品和服务结果、以顾客为中心的结果、顾客满意结果、财务和市场结果、以员工为本的结果，过程有效性结果，以及领导结果。本类目也检查与竞争者和提供类似产品和服务的其它组织相对照的绩效水平。 7.1Product and Service Outcomes: What are your product and service performance results? (100 pts.) Results 7.1 产品和服务结果：组织的产品和服务绩效结果是什么？（100分） 结果 Summarize your organization°OsKEY product and service PERFORMANCERESULTS. SEGMENT your RESULTS by product and service types and groups, CUSTOMER groups, and market SEGMENTS, as appropriate. Include appropriate comparative data. 概述组织关键产品和服务的绩效结果。必要时可将结果按产品和服务种类或类别、顾客群和细分市场进行细分。其结果要包括适当的比较数据。 Provide data and information to answer the following questions: 提供数据和信息以回答如下问题： a.Product and Service RESULTS a. 产品和服务结果 What are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS of product and service PERFORMANCE that are important to your CUSTOMERS? How do these RESULTS compare with the PERFORMANCE of your competitors and other organizations providing similar products and services? 在对顾客十分重要的产品和服务绩效的关键指标上，组织当前水平及趋势如何？这些结果与竞争者和提供类似产品和服务的其它组织的绩效相比表现如何？ '. . Notes: 注解： N1. Product and service results reported in this Item should relate to the key product, program, and service features identified as customer requirements or expectations in P.1b(2), based on information gathered in Items 3.1 and 3.2. The measures or indicators should address factors that affect customer preference, such as those included in Item P.1, Note 4, and Item 3.1,Note 4. N1. 在本条目中报告的生产和服务结果应与关键产品、项目和服务特点相关。这些关键产品和服务的特点应是P.1b(2)中顾客的要求和期望，而顾客的需求和期望是基于3.1和3.2中收集的信息确定的。这些测量项目和指标应针对影响顾客偏好的因素，如包括在条目P.1注释4和条目3.1注释4中所包括的那些因素。 N2. For some nonprofit organizations, product or service performance measures might be mandated by your funding sources. These measures should be identified and reported in your response to this Item. N2. 对于某些非营利性组织，产品和服务绩效测量项目和指标可由其资金来源方来决定。这些测量项目和指标应在本条目回答中加以识别并汇报。 7.2Customer-Focused Outcomes: What are your customer-focused performance results? (70 pts.) Results 7.2 以顾客为中心的结果：组织的以顾客为中心的绩效结果是什么？（70分） 结果 Summarize your organization’s KEY CUSTOMER-focused RESULTS for CUSTOMER satisfaction and CUSTOMER-perceived VALUE, including CUSTOMER loyalty. SEGMENT your RESULTS by product and service types and groups, CUSTOMER groups, and market SEGMENTS, as appropriate. Include appropriate comparative data. 概述顾客满意和顾客感知价值等组织关键的以顾客为中心的结果，包括顾客忠诚。必要时将组织的结果按产品和服务种类或类别、顾客群和细分市场进行细分。其中要包括适当的比较数据。 Provide data and information to answer the following questions: '. . 提供数据和信息以回答如下问题： a. CUSTOMER-Focused RESULTS a. 以顾客为中心的结果 (1)What are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS of CUSTOMER satisfaction and dissatisfaction? How do these RESULTS compare with the CUSTOMER satisfaction LEVELS of your competitors and other organizations providing similar products and services? (1)组织在顾客满意和不满意的关键测量项目和指标上，组织的当前水平和趋势是怎样的？这些结果与竞争者和提供类似产品和服务的其他组织的顾客满意水平相比较表现如何？ (2)What are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS of CUSTOMER-perceived VALUE, including CUSTOMER loyalty and retention, positive referral, and other aspects of building relationships with CUSTOMERS, as appropriate? (2)在顾客感知价值上，包括顾客忠诚、留住顾客、顾客主动推荐和建立顾客关系的其他方面，组织的关键测量项目和指标的当前的水平和发展趋势如何？ Notes: 注解： N1. Customer satisfaction and dissatisfaction results reported in this Item should relate to the customer groups and market segments discussed in P.1b(2) and Item 3.1 and to the determination methods and data described in Item 3.2. N1. 本条款中顾客满意和不满意的结果报告应与条目P.1b(2)和条目3.1所述的顾客群和细分市场有关，应以条目3.2中所述的测量项目和数据相关联。 N2. Measures and indicators of customers satisfaction with your products and services relative to customers satisfaction with competitors and comparabl organizations (7.2a[1]) might include information and data from your customers and from independent organizations. N2. 与竞争者和可比的组织[7.2a(1)]相比较的产品和服务的顾客满意指标可以包括来自于顾客和独立机构的客观信息和数据。 '. . 7.3Financial and Market Outcomes: What are your financial and marketplace performance results? (70 pts.) Results 7.3 财务和市场结果：组织的财务和市场绩效结果是什么？（70分） 结果 Summarize your organization°OsKEY financial and marketplace PERFORMANCE RESULTS by CUSTOMER or market SEGMENTS, as appropriate. Include appropriate comparative data. 概述组织的关键财务和市场绩效结果，必要时可按顾客或细分市场分别说明。其中要包括适当的比较数据。 Provide data and information to answer the following questions: 提供数据和信息以回答如下问题： a.Financial and Market RESULTS a. 财务和市场结果 (1)What are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS of financial PERFORMANCE, including aggregate MEASURES of financial return, financial viability, or budgetary PERFORMANCE, as appropriate? (1)在财务绩效的关键指标上，包括财务回报和财务生存能力或预算绩效（适当时）的综合指标在内，组织当前的水平和趋势如何？ (2)What are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS of marketplace PERFORMANCE, including market share or position, market and market share growth, and new markets entered, as appropriate? (2)在市场绩效的关键指标上，包括市场份额或地位、市场与市场份额增长、新增市场等方面在内（适当时），组织当前的水平和发展趋势如何？ Notes: 注解： N1. Responses to 7.3a(1) might include aggregate measures of financial return, such as return on investment (ROI), operating margins, profitability, or profitability by market or customer segment. '. . Responses also might include measures of financial viability, such as liquidity, debt-to-equity ratio, days cash on hand, asset utilization, and cash flow. Measures should relate to the financial measures reported in 4.1a(1) and the financial management approaches described inItem 2.2. For nonprofit organizations, additional measures might include performance to budget, reserve funds, cost avoidance or savings, administrative expenditures as a percentage of budget, and the cost of fundraising versus funds raised. N1.对 7.3a(1)的回答中所包括的综合性指标可包括投资回报率（ROI）、资产利用率、经营利润、按细分市场或顾客群划分的利润。回答也可包括财务生存能力的测量，如流动资金、资产负债率、目前的现金存量天数、资金利用率及现金流量指标。测量应当与在4.1a（1）中汇报的财务测量以及条款2.2中描述的财务管理办法相适应。对于非营利性组织增加的测量项目和指标，还包括在预算绩效，留存资金、成本节约、行政费用占预算的百分比、资金募集的成本与所增资金的比例等。 N2. For nonprofit organizations, responses to 7.3a(2) might include measures of charitable donations or grants and the number of new programs or services offered. N2. 对于非营利性组织，在回答条目7.3a(2)时，可包括慈善捐赠或拨款和组织所提供的新项目或服务的数量两个指标。 7.4Workforce-Focused Outcomes: What are your workforce-focused performance results? (70 pts.) results 7.4 以员工为本的结果：组织以员工为本的绩效结果如何？（70分） 结果 Summarize your organization’KEY WORKFORCE-focused RESULTS for WORKFORCE ENGAGEMENT and for your WORKFORCE environment. SEGMENT your RESULTS to address the DIVERSITY of your WORKFORCE and to address your WORKFORCE groups and SEGMENTS, as appropriate. Include appropriate comparative data. 概述组织以员工为本方面的结果，包括员工契合度和员工环境。必要时，可将结果按员工构成的多样性和员工群体加以细分。其中要包括适当的比较数据。 Provide data and information to answer the following questions: 提供数据和信息以回答如下问题： '. . a. WORKFORCE RESULTS a. 员工结果 (1)What are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS of WORKFORCEENGAGEMENT, WORKFORCE satisfaction, and the development of your WORKFORCE, including leaders? (1) 在员工契合度、员工满意和员工发展（包括领导者）的关键测量项目或指标上，组织当前的水平和趋势如何？ (2)What are your current LEVELS and TRENDS in KEY MEASURES of WORKFORCE CAPABILITY and CAPACITY, including staffing levels, retention, and appropriate skills? (2)在员工能力和员工量能，包括人员配备水平、员工保留和合适的技能方面的关键测量项目或指标上，组织当前的水平和趋势如何？ (3)What are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS of your WORKFORCE climate, including workplace health, safety, and security and WORKFORCE services and benefits, as appropriate? (3)在员工氛围，包括工作场所的健康、安全、保安、员工服务和福利的关键测量项目或指标上，组织当前的水平和趋势如何？ Notes: 注解： N1. Results reported in this Item should relate to processes described in Category 5. Your results should be responsive to key work process needs described in Category 6 and to your organizations action plan and human resource plans described in Item 2.2. N1. 本条款中的结果应与类目5所述的各项活动相关联。组织的结果应是对类目6所述的关键过程要求及条目2.2所述的组织的行动计划和人力资源计划的答复。 N2. Responses to 7.4a(1) should include measures and indicators identified in response to 5.1c(1). N2. 对7.4a(1)的回答应当包括5.1(1)中确定的测量项目或指标。 N3. Nonprofit organizations that rely on volunteers should include results for their volunteer workforce, as appropriate. N3. 对于依赖于志愿者的非营利性组织，必要时应包括志愿者情况的结果。 '. . 7.5 Process Effectiveness Outcomes: What are your process effectiveness results? (70 pts.) results 7.5 过程有效性结果：组织过程有效性的结果是什么？（70分） 结果 Summarize your organization°OsKEY operational PERFORMANCE RESULTS that contribute to the improvement of organizational EFFECTIVENESS, including your organization°Os readiness for emergencies.SEGMENT your RESULTS by product and service types and groups, by PROCESSES and location, and by market SEGMENTS, as appropriate. Include appropriate comparative data. 概述对改进组织有效性结果起重要作用的关键的运营绩效结果，包括突发事件的应对。适当时可将结果按产品和服务的种类、过程和区域、细分市场进行细分。其中要包括适当的比较数据。 Provide data and information to answer the following questions: 提供数据和信息以回答如下问题： a. PROCESS EFFECTIVENESS RESULTS a. 过程有效性结果 (1)What are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS of the operational PERFORMANCE of your WORK SYSTEMS, including WORK SYSTEM and workplace preparedness for disasters or emergencies? (1)在工作系统的运营绩效的关键测量项目或指标上，包括工作系统和工作场所对灾害或突发事件的准备的指标，组织当前的水平和发展趋势如何？ (2)What are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS of the operational PERFORMANCE of your KEY workPROCESSES, including PRODUCTIVITY, CYCLE TIME, and other appropriate MEASURES of PROCESS EFFECTIVENESS, efficiency, and INNOVATION? '. . (2)在关键工作过程运营绩效的关键测量项目或指标上，包括生产率、周期时间以及其它适用的有效性、效率和创新的指标在内，组织的当前水平和发展趋势如何？ Notes: 注解： N1. Results reported in Item 7.5 should address your key operational requirements as presented in the Organizational Profile and in Items 6.1 and 6.2.Include results not reported in Items 7.1C7.4 N1. 在条目7.5中所报告的结果应针对“在组织简介”和条目6.1及6.2中所提到的关键运营要求。还包括在条目7.1～7.4中未报告的其它结果。 N2. Results reported in Item 7.5 should provide key information for analysis and review of your organizational performance (Item 4.1) and should provide the operational basis for product and service outcomes (Item 7.1), customer-focused outcomes (Item 7.2), and financial and market outcomes (Item 7.3). N2. 在条目7.5中所报告的结果应当为组织绩效的分析和评审（条目4.1）提供关键的信息，并应当为产品和服务结果（条目7.1）、以顾客为中心的结果（条目7.2）以及财务和市场结果（条目7.3）提供运营基础。 N3. Appropriate measures and indicators of work system performance (7.5a[1]) might include audit, just in-time delivery, and acceptance results for externally provided products, services, and processes; supplier and partner performance; product, service, and work system innovation rates and results; simplification of internal jobs and job classifications; work layout improvements; changing supervisory ratios; response times for emergency drills or exercises; and results for work relocation or contingency exercises. N3.适当的工作系统绩效合适的测量项目和指标（7.5a[1]）可以包括：审核、准时交付率、外部提供的产品、服务与过程的验收结果；供应商与合作伙伴的绩效；产品和工作系统创新比率和结果；内部职位和职位划分的简化、工作布局的改进、变化的监管比率、突发事件训练或演习的响应时间，以及工作轮换或意外事件训练的结果。 7.6Leadership Outcomes: What are your leadership results? (70 pts.) Results 7.6 领导结果：组织的领导结果如何？ （70分） 结果 '. . Summarize your organization’sKEY GOVERNANCE and SENIOR LEADERSHIP RESULTS, including evidence of strategic plan accomplishments, ETHICAL BEHAVIOR, fiscal accountability, legal compliance, social responsibility, and organizational citizenship. SEGMENT your RESULTS by organizational units, as appropriate. Include appropriate comparative data. 概述组织的关键治理、高层领导的结果，包括战略规划的完成、道德行为、财务责任、遵守法律法规、社会责任以及履行组织公民义务等方面的证据。必要时可将结果按照组织的单位进行细分。应当包括适当的比较数据。 Provide data and information to answer the following questions: 提供数据和信息以回答如下问题： a.Leadership and Social Responsibility RESULTS a. 领导和社会责任结果 (1)What are your RESULTS for KEY MEASURES or INDICATORS of accomplishment of your organizational strategy and ACTION PLANS? (1)在实现组织的战略和行动计划的关键测量项目和指标上，组织的结果如何？ (2)What are your RESULTS for KEY MEASURES or INDICATORS of ETHICAL BEHAVIOR and of STAKEHOLDER trust in the SENIOR and GOVERNANCE of your organization? What are your RESULTS for KEY MEASURES or INDICATORS of LEADERS breaches of ETHICAL BEHAVIOR? (2)在高层领导和组织治理中，在道德行为和利益相关者信任方面的关键测量项目和指标上，组织的结果如何？在违反道德行为的关键测量项目和指标上，组织的结果是什么？ (3)What are your KEY current findings and TRENDS in KEY MEASURES or INDICATORS of fiscal accountability, both internal and external, as appropriate? (3)在组织内部的和外部的财务责任的关键测量项目和指标上，组织当前的结果和趋势如何（适用时）？ (4)What are your RESULTS for KEY MEASURES or INDICATORS of regulatory and legal compliance? (4)在遵守法律和法规的关键测量项目和指标上，组织的结果如何？ '. . (5)What are your RESULTS for KEY MEASURES or INDICATORS of organizational citizenship in support of your KEY communities? (5)在支持关键社区的组织公民义务方面的关键测量项目和指标上，组织的结果如何？ Notes: 注解： N1. Measures or indicators of strategy and action plan accomplishment (7.6a[1]) should address your strategic objectives and goals identified in 2.1b(1) and youraction plan performance measures and projected performance identified in 2.2a(6) and 2.2b, respectively. N1. 实现战略和行动计划 [7.6a(1)]的测量项目或指标应该与[2.1b(1)]中提出的战略目标与目标值以及[2.2a(6)]与[2.2b]中行动计划的测量项目和预测的绩效分别相对应。 N2. For examples of measures of ethical behavior and stakeholder trust (7.6a[2]), see Item 1.2, Note 4. N2. 有关道德行为与利益相关者信任的测量项目[7.6a(2)]的例子可参见条目1.2的注释4。 N3. Responses to 7.6a(3) might include financial statement issues and risks, important internal and external auditor recommendations, and management responses to these matters. For some nonprofit organizations, results of IRS 990 audits also might be included. N3. 对7.6a(3)的回答可包括财务报告和风险、重要的内、外部审计建议，以及管理层对这些问题的应对举措。对于某些非营利性组织，也可包括IRS990审计结果。 N4. Regulatory and legal compliance results (7.6a[4]) should address requirements described in 1.2b. Workforce-related occupational health and safety results (e.g., Occupational Safety and Health Administration [OSHA] reportable incidents) should be reported in 7.4a(3). N4. 组织在遵守法律和法规方面的结果[7.6a(4)]应与1.2b中提出的要求相对应。与员工相关的职业健康与安全结果（如：职业安全及健康组织（OSHA）-可报告的事件）应在7.4a(3)中报告。 N5. Organizational citizenship results (7.6a[5]) should address support of the key communities discussed in 1.2c. N5. 组织的公民义务结果[7.6a(5)]应与1.2c中所述对关键社区的支持相对应。 '. 本文来源：https://www.wddqw.com/doc/e75e8c1b32126edb6f1aff00bed5b9f3f90f72d1.html