绩效管理程序文件

1、员工绩效管理程序StaffPerformanceManagementProcedures1. 目标Objectives通过上级经理与下属员工之间就工作职责、工作目标及标准、工作绩效等问题所做的沟通，帮助下属不断提高工作业绩，促进下属员工能力的提高，确保个人、部门及公司绩效目标的实现。同时通过对员工一定时期的工作成绩、工作能力的考核，把握每一位员工的实际工作状况，为教育培训、工作调动，以及提薪、晋升、奖励、表彰等提供客观可靠的依据。Performancemanagementisforensuringtheachievementofperformancetargetsofeachstaff,dep

2、artmentandthecompanythroughcommunicationbetweenthemanagersandhissubordinatesonjobduties,objectivesandstandardsaswellasperformance,whichsupporttheimprovementofperformanceandcompetenceofsubordinates.Performanceappraisalaimstoappraisetheperformanceandcapabilityofstaffinacertaintimetoknoweachemployeeswo

3、rkingstatus.Meanwhile,itsalsoofferingobjectiveandreliableproofsfortraining,reassignment,salaryincrement,promotion,rewardandcommendationetc.2. 绩效管理环节PerformanceManagementCourses绩效计划Performanceplanning绩效实施与监控Performancemonitoring绩效考核Performanceappraisal绩效反馈Performancefeedback3. 各环节具体要求、流程ProcessofPerf

4、ormanceManagementCourses3.1 制订绩效计划PerformancePlan上级经理根据考核周期公司对员工要求和期望，和员工共同确定工作绩效目标及衡量标准，并将员工绩效计划考核表（包括关键绩效考核指标和通用指标等部分）交员工确认。Mangersshouldsetuptogetherwithhissubordinatestheperformancetargetandmeasurementbasedonthecompanyrequirementsandexpectations.TheperformanceplanincludingKPIandgeneralindicators

5、shouldbehandedovertostaffforconfirmation.绩效目标主要包括以下几个方面内容：PerformanceTargets关键绩效指标KPI（年度考核时权重60%）KPI（weight60%inannualappraisalofallindicators）工作能力与态度考核（年度考核时权重40%）GeneralIndicatorsWorkingcapabilityandattitudeappraisal（weighing40%inannualappraisalofallindicators）3.2绩效实施与监控Performancemonitoringa） 计划跟

6、进与调整（时间：全过程）Plantrackandadjustment（time:wholeprocess）在计划执行过程中，如出现重大计划调整，员工与上级经理应及时确认计划的更改，并重新填写绩效计划考核表。重大调整是指以下情况：权重大于20%的工作任务取消或新增或现有任务权重变化（增减）超过20%。Duringimplementationoftheperformanceplan,thestaffshouldconfirmtimelywiththemanagertheplanmaterialchange,ifany,andfilluptheplanformagain.Thematerialcha

7、ngereferstothecancellationoradditionoftaskweightedabove20%ortheexistingtaskweightchangedby20%.b） 过程辅导与激励（时间：全过程）Coachingandmotivation（time:wholeprocess）上级经理应跟进员工计划执行过程，就绩效问题与员工保持持续的沟通，并定期（建议至少每一个半月一次）与员工一起就计划执行情况进行正式的回顾和沟通，帮助员工分析、解决计划执行中已经存在或潜在的问题。Amangershouldmonitortheplanimplementationofhissubord

8、inatesandkeepcommunicatewiththemabouttheperformanceissues,andperiodicallycarryoutaformalreviewontheplanstatus,duringwhichthemanagershouldhelphissubordinatorsanalyzeandsolvetheexistingorpotentialissues.c） 绩效信息收集（时间：全过程）Performancedatacollection绩效监控过程中，上级经理和下属需收集记录有关目标完成情况、工作绩效突出的行为表现和绩效有问题的行为表现，为绩效考核

9、提供事实依据。Duringthewholeprocess,amanagerandhissubordinatesshouldcollectandrecordtheinformationsuchasachievementoftargets,behaviorsleadingtooutstandingorpoorperformance,whichwillbeusedasthebaseforperformanceappraisal.3.3 绩效考核Performanceappraisalsa） 考核原则AppraisalPrincipals考核应以规定的考核项目及其事实为依据；Appraisalshou

10、ldbeinaccordancewiththeappointedappraisalitemsandfacts.考核应以确认的事实或者可靠的材料为依据；Appraisalshouldbeinaccordancewiththeconfirmedfactsorreliabledata.考核自始至终应以公正为原则。Appraisalshouldconsiderequalityandjusticeasthebasicprinciples.b） 考核周期Appraisaltime工作业绩指标考核周期：季度CycleofAppraisalforSales:quarterly综合指标考核实施周期：年度Cycl

11、eofAppraisalforallindicators:annuallyc） 考核范围与责任主体AppraisalScopeandOwner绩效考核对象（被考评者）为公司内所有已经转正的总部员工。PerformanceappraiseeshouldbetheHOstaffwhohasfinishedtheirprobationperiod.绩效考核考评者是上级经理。人力资源部负责指导、监督和提供技术方面支持。Performanceappraisershouldbemanager.HRdepartmentshouldberesponsiblefortheguidance,supervision

12、andtechnicalsupport.d） 考核流程Appraisalprocess员工自评(时间：考核周期末月结束前一周)Self-appraisal(time:lastweekofeachquarter/year)考核周期结束时，员工应对照岗位说明书和期初制订的绩效计划考核表，从工作业绩、工作能力和工作态度三方面进行述职和自我评价，填写绩效计划考核表中的相关内容，并提交给直接上级。Bytheendofappraisalcycle,thestaffshoulddoselfappraisalagainsthisjobdescriptionandthepresetperformanceplan

13、,andsubmittheresulttohismanager.上级经理评价(时间：下个考核周期首月第一周结束日前)MangersAppraisal(time:firstweekofthefollowingquarter/year)上级经理参考员工自评、岗位说明书和期初制订的绩效计划考核表对员工进行评价。Themanagerdotheevaluationwithreferencetotheselfappraisal，jobdescriptionandthepresetperformanceplanofhissubordinatese)评分标准Scoring：KPI指标考核标准KPIscorin

14、g：100-90=优秀Excellent74-60=称职Competent44-0=不称职 Not competent>100=卓越BeyondExpectation89-75=良好Good59-45=需改进Needimprovement备注：季度KPI指标考核时权重为100%。Note:theweightfortheKPIquarterlyscoringis100%年度综合指标考核标准Annualscoringforallindicators：>100=卓越BeyondExpectation100-90=优秀Excellent89-75=良好Good74-60=称职Compete

15、nt59-45=需改进Needimprovement44-0=不称职Notcompetent备注：年度综合指标考核时，KPI考核指标，权重为60%。Note:intheannualscoringforallindicators,theKPIindicatoristheannualKPI,weighted60%.3.4 绩效反馈PerformanceFeedback在考核结束后，上级经理必须与每一位下属进行考核面谈，确认绩效考核结果，共同制定绩效改进计划。Aftertheappraisal,themanagershouldhaveaface-to-facediscussionwiththesub

16、ordinatestoconfirmthefinalappraisalscoreandmaketheimprovementplantogether.3.5 文件管理Performancerecord绩效反馈完成后，上级经理应将一份完整的考核材料原件递交至人力资源部存档，考核材料不允许修改，如需修改或重新记录，需当事人签字确认。Afterthefeedback,themanagersshouldhandoveracompletesetofperformancerecordstoHRdepartmentforfiling.Nomodificationisallowedontherecordunle

17、sstherelevantpersonssignbesidesthemodifiedparts.3.6 考核结果的应用Applicationofappraisalresult首次季度考核未达到称职水平者，发出警示；Anyonewhofailstoreachcompetentlevelwillbealerted.连续两次季度考核未达到称职水平者，发出警告，并根据情况提供培训；Anyonewhofailstoreachcompetentlevelconstantlyfor2quarterswillbewarned,certaintrainingwillbeofferedinaccordancewi

18、ththestatus.培训后季度考核仍未达到称职水平者，公司将按照相关规章制度处理，直至解除劳动关系。Anyonewhofailstoreachcompetentlevelwillbetreatedasperrelevantrules,andtotheextreme,gettheemploymentcontractterminated.年度考核结果将作为年度薪酬调整的依据Theannualappraisalresultwillbeconsideredasapoofofannualsalaryadjustment.4. 附则Bylaws本程序自颁布之日起生效，修改时亦同时，解释权归人力资源部所有。Theprocedurewillenterintoforcesinceitsissuedate,anyrevisionshouldbesimultaneous.Allri