绩效管理程序.doc

修改说明Description of Revision Description of Changes Prepared By Reviewed By Interested department Approved By 　 　 　 　Kathy Zhao Grace Zhang　 　 　 　 　William Wu 目的 Purpose: Feedback either reinforces performance strengths, or provides the opportunity to discuss resolution of performance deficiencies. As well, feedback is encouraged in employees to get better assessment ratings.. 1.2 发展人才-通过提供职业发展计划，激励和奖励的措施，提供具有挑战性的工作任务和在职学习的机会，从而激励和留住绩效好的员工。 Growing Talent- To motivate and retain high performers by providing career development programs encompassing motivational and reward strategies, challenging work assignments and other on-the-job learning 1.3 工作标准-绩效管理使工作内容更加清晰，并能让员工了解公司对他/她的绩效期望。 Job standards-This provides an opportunity for clearer articulation and definition of performance expectations. 1.4 组织目标-通过提高个人、团队、公司的绩效，从而达成组织的目标。 Organizational Goals- To drive improvement in business results through individual, group, and enterprise goal alignment. 范围Scope: : 3.1 公平: 对于同一岗位或职务类别的员工使用相同的考核。same position should have same job appraisal items. 3.2: 公正: 考核要客观地反映员工的实际情况，避免由于考核参考资料不全、个人主观偏见、光环效应等带来的误差。Justness: the actual status should be identified objectively, avoid the inequitable caused by incomplete reference information, supervisors’ bias and light central effect. 3.3 公开: 及时通过绩效沟通的方式让员工知道自己的考核结果，以便于改善工作。10日前（遇节假日提前）将上月的考核结果汇总至人力资源部。 Hand in all appraisal result to HR department before each 10th. 考核方式 Appraisal methods. 5.1 考核分为KPI考核与主管评估两部分。 Two parts: KPI review and supervisor’s assessment. 5.2 由直属主管对下属垂直考评，高阶主管确认。 Employee will be appraised by his/her line supervisor, checked by appraiser’s supervisor. 权责 Responsibility: 6.1 董事总经理、各部门是直接实施绩效考核的责任人，负责按本制度规定的程序和要求对相关部门员工进行考核、评价。其中总经理直接负责各的考核，各部门直接负责本部门员工的考核。directing responsible for the performance appraisal implementation, to take in charge of performance checking, appraisal and communication base on