I have found that Joel's Professional Development Ladder and this construx site provided great advice on how to start. It helps to understand the various knowledge areas and what developers are expected to know and do. You can then evaluate developers on how competent they are in various knowledge areas and assign them a level accordingly.
You of course have to evaluate their work ethic and attitude etc which have nothing to do with development as such.
First thing, don't be intimidated by the task. Second, you are a team lead, so your opinion of the people counts; it may be a test, but you should be up to it. Third, if you were doing this informally over a coffee and your boss asked you about someone you would probably have no trouble chatting for a few minutes about your observations of them and what you thought were their strengths and weaknesses. That's what you should write down in your review notes.
Ask your boss if there is a standard format - if you are in a large organisation HR might have forms and/or systems in place for these sorts of reviews. Otherwise, just give him a paragraph or two in plain English (or your language of choice) on what you think.
You can add colour to your reports by citing work they have done and where they have succeeded or failed.
Some golden rules...
don't get personal
try and be objective and fair
don't hide the truth, however uncomfortable
Good luck, it's all part of stepping up to be a manager and is fun in a way - your opinion is counting.
Tough question! I would suggest you first look back at evaluations that have been performed by your manager on YOU. This is usually a good example of what you are expected to produce for your team mates. If you have not had any formal evaluation yet, I suggest you look to your HR department, or management for a copy of a standard template for such purposes. Most large companies have them.
Evaluating team members can be tricky, especially as a team leader and not a 'front line' manager. Remember the following,
Be honest, with them and yourself
Evaluate based on performance not gut feeling, or emotion
Never ever evaluate someone better simply because you 'like' them or have empathy for their situation. It always comes back to you in the end.
Edit: Some further things I thought of, been awhile since I did evals as a team lead..
When evaluating performance, look at not only what the person needs to improve, but also what they have done well. Try to present both sides of the story (even if you feel the person is a lazy bum)
Look at quantifiable results.. what has the person PRODUCED and how useful was it to the team as a whole. Remember, even if they pump out thousands of lines of code, that doesn't mean it was all useful, maintainable or even worth the time.
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我发现Joel 的职业发展阶梯 和这个 construx 网站 提供了关于如何开始的很好的建议。它有助于了解各个知识领域以及开发人员应该了解和做什么。然后，您可以评估开发人员在各个知识领域的能力，并相应地为他们分配级别。
您当然必须评估他们的职业道德和态度等，这些与发展本身无关。
I have found that Joel's Professional Development Ladder and this construx site provided great advice on how to start. It helps to understand the various knowledge areas and what developers are expected to know and do. You can then evaluate developers on how competent they are in various knowledge areas and assign them a level accordingly.
You of course have to evaluate their work ethic and attitude etc which have nothing to do with development as such.
首先，不要被任务吓倒。其次，你是团队领导，所以你对员工的看法很重要；这可能是一个考验，但你应该能够胜任。第三，如果你在喝咖啡时非正式地这样做，并且你的老板向你询问某人的情况，你可能会毫不费力地花几分钟谈论你对他们的观察以及你认为他们的优点和缺点。这就是你应该在评论笔记中写下的内容。
询问您的老板是否有标准格式 - 如果您在大型组织中，人力资源部可能会为此类审查制定表格和/或系统。否则，只需用简单的英语（或您选择的语言）告诉他一两段您的想法即可。
您可以通过引用他们所做的工作以及成功或失败的地方来为您的报告增添色彩。
一些黄金法则……
祝你好运，这是成为一名经理的一部分，并且在某种程度上很有趣 - 你的意见很重要。
First thing, don't be intimidated by the task. Second, you are a team lead, so your opinion of the people counts; it may be a test, but you should be up to it. Third, if you were doing this informally over a coffee and your boss asked you about someone you would probably have no trouble chatting for a few minutes about your observations of them and what you thought were their strengths and weaknesses. That's what you should write down in your review notes.
Ask your boss if there is a standard format - if you are in a large organisation HR might have forms and/or systems in place for these sorts of reviews. Otherwise, just give him a paragraph or two in plain English (or your language of choice) on what you think.
You can add colour to your reports by citing work they have done and where they have succeeded or failed.
Some golden rules...
Good luck, it's all part of stepping up to be a manager and is fun in a way - your opinion is counting.
很难回答的问题！我建议您首先回顾一下您的经理对您进行的评估。这通常是一个很好的例子，说明您应该为队友提供什么。如果您尚未进行任何正式评估，我建议您向人力资源部门或管理层索取用于此类目的的标准模板副本。大多数大公司都有它们。
评估团队成员可能很棘手，尤其是作为团队领导者而不是“一线”经理。记住以下几点，
编辑：
自从我作为团队领导进行评估以来，我想到了一些进一步的事情。
祝你好运！
Tough question! I would suggest you first look back at evaluations that have been performed by your manager on YOU. This is usually a good example of what you are expected to produce for your team mates. If you have not had any formal evaluation yet, I suggest you look to your HR department, or management for a copy of a standard template for such purposes. Most large companies have them.
Evaluating team members can be tricky, especially as a team leader and not a 'front line' manager. Remember the following,
Edit:
Some further things I thought of, been awhile since I did evals as a team lead..
Good luck!
您可以与您的团队进行 360 度反馈 (http://en.wikipedia.org/wiki /360- Degree_feedback），激励每个团队成员向他的同事（和您）提供反馈。
You could conduct a 360 degree feedback with your team (http://en.wikipedia.org/wiki/360-degree_feedback), motivating each team member to give feedback to his colleagues (and you).