Sheet3
石化炼化部
雪津啤酒2
雪津啤酒1
延锋内饰
Sheet1
高效团队的评价标准
评价指标
1分
2分
3分
4分
5分
目标
沟通
员工智慧
尊重
有明确的行为规范，并严格按此来统一规范员工的行为。
员工的能力和岗位很不匹配，员工的智慧被随意利用，很多经验被浪费。
员工的能力尽要求适用目前的工作，鼓励员工提升能力但缺乏开发机制。
员工没有归属感，仅仅是为了生存而工作。
员工有较强的归属感，能因企业的成员感到自豪，
少数人了解总体目标，成员能被动接受总目标，每天的工作有目标，但彼此之间缺乏关联性
目标符合SMART原则，主要成员能理解和接受该目标，当个人目标和团队目标冲突时，能通过沟通达成共识。每天都有目标，并对总目标的实现产生一定影响。
目标符合SMART原则，大部分成员能理解和接受该目标，个人目标和团队目标基本一致。每天的目标清晰，并对总目标的实现产生影响。
目标符合SMART原则，每个成员都明确和接受团队的目标，个人目标和团队目标融为一体。每天的目标清晰并围绕总目标展开。
领导
强制性多，极少吸取员工建议，多头领导严重
强制性多，有时能接受员工意见。
能和员工沟通交流，并能针对目标开展工作
能鼓励员工提建议，经常鼓励员工参与决策，能帮助员工提供成长机会
经常鼓励员工自己作出行动，并为此经常和员工沟通并提供相应培训和指导。
规范
没有明确的规范，员工的行为很随意
有员工的行为规范，但只是部分人遵守或仅停留于书面上
有行为规范，并能得到员工的认可。而且基本按照行为规范来考核员工的行为
有明确的规范，员工都能自觉地遵守它们，并能定期对规范作出改善。
员工彼此极少工作沟通，仅停留于私人关系层面，沟通渠道缺乏，充斥非正式信息。
员工能无序地进行工作沟通，但没有正式的沟通渠道，包括时间上和地点上，小道消息比较多。
相关部门员工能进行有序地沟通，大部分部门之间没有正式沟通渠道，信息不够畅通。
沟通渠道健全，每个员工都能随时和沟通对象架起沟通，非正式信息极少，并能马上证实。
员工的能力在招聘时得到确认，但后期没有进行提升和修正，缺乏对员工智慧的开发和利用。
能经常分析员工的能力和岗位的匹配性，并据此作出及时调整，对大部分员工的成长能制定相应的培训计划。
员工的智慧在岗位上充分发挥，并鼓励在企业内传播，营造互相学习的氛围，建立学习型组织。
员工能体会到企业的归属感，但自觉在企业中地位低微，没有价值感。
员工有较强的归属感，自己的价值能得到认可和鼓励。
员工具有强烈的企业意识，企业产生强烈的归属感，彼此非常尊重和平等。
领导
沟通
尊重
目标基本符合SMART原则，成员能接受下达的目标，当团队目标和个人目标冲突时，以牺牲个人目标为解决途径。每天的工作有一定目标，但和总目标无清晰的关联。
平均值
平均值
偏差
偏差
员工智慧
目标
领导
规范
沟通
员工智慧
尊重
第一组
第二组
第三组
第四组
平均
偏差
评价指标
第一组
第二组
第三组
第四组
平均
偏差
平均值
目标
领导
规范
沟通
员工智慧
尊重
第五组
第六组
评价指标
第一组
第二组
第三组
第四组
平均
偏差
目标
领导
规范
沟通
员工智慧
尊重
各部门都有直接的沟通渠道，并能定时沟通信息，有非正式信息，但大部分能被正式信息所确认。
平均值
偏差
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