绩效考核办法绩效考核制度中英文

1、绩效考核办法PerformanceAppraisalProcedure、目的Purpose为了调动员工积极性，不断提升工作技能，增强工作责任心，同时实现人员优胜劣汰，特制定绩效考核办法。Inordertomobilizetheenthusiasmofemployees,constantlyimprovetheirworkskills,enhancetheirsenseofresponsibility,andachievethesurvivalofthefittest.TheCompanyconstitutedthisprocedure.二、考核方式Assessmentmethod以部门为单位组

2、织考核，每月/季度考核一次，年度内所有月度/季度考核得分的平均分作为年度考核得分。Wehaveannualassessmentandmonthlyassessment.Anddepartmentsorganizestheassessmentseachmonth.Theaveragescoreofallmonthsassessmentscoresintheyearistakenastheannualassessmentscore.三、适用范围Scope本办法适用公司所有白领员工以及生产领班。ThisprocedurecoversallHTSolarwhitecollaremployeesands

3、hiftleaders.四、绩效考核管理委员会PerformanceAppraisalmanagementCommittee领导：,总经理Committeeleader:GeneralManager成员：行政副总、运营总监、人力资源经理CommitteeMember:AdminViceGeneralManager、OperationDirector、HRManager.五、绩效工资比例及月度绩效工资核算绩岗位岗位工资比例绩效工资比例月度效工资二工PositionpositionsalaryratioPerformancesalaryratio资标准*绩ViceGeneralManager、Di

4、rector50%50%效工资比例*Departmentmanager/Vicemanager70%30%月度绩效得Supervisorandbelow80%20%分*100%Monthlyperformancesalary=standardsalary*performancesalaryratio*monthlyperformancescores/100六、考核周期：Assessmentcycle月度考核：自每月1日到月末最后一天。Monthlyassessment:from1stdaytothelastdayofeachmonth.季度考核：每季度第一天至最后一天。Quarterlyass

5、essment:fromthefirstdaytothelastdayofeachquarter.年度考核：每年1月至12月。Annualassessment:fromJanuarytoDecember.七、考核人、被考核人及考核方式Theappraiserandtheappraisedperson1 .总经理考核副总经理及总监，实行半年度、年度工作述职的方式进行考核。TheGeneralManagerassessesandevaluatetheVicegeneralmanagerandDirectorbysemiannualandannualworkreportingmethods.;2 .

6、副总经理/总监考核各部门经理，实行月度考核，采用KPI考核表评分的方式进行考核。TheViceGeneralManager/DirectorassessesandevaluatethemanagersofdepartmentsmonthlybyKPIevaluationform.3 .部门经理考核部门主管及员工，实行月度考核，采用KPI考核表评分的方式进行考核。ThedepartmentmanagerassessesthesupervisorandstaffofthedepartmentmonthlybyKPIevaluationform.4 .销售人员实行季度销售业绩考核，由商务部及人力资源

7、部共同考核。SalespersonwereevaluatedaccordingsalesquarterlybyBusinessdepartmentandHRdepartment.八、考核指标AssessmentIndicators1 .KPI指标的确定DeterminationofKPIindicators1）公司年度战略目标及KPI指标的确定Determinationofthecompany'sannualstrategicgoalsandKPIindicators每年11月由公司高层召开管理运营会议确定次年公司战略发展目标及公司年度KPI指标，并对未来12个月公司发展形势评估，将年

8、度总体目标分解到12个月中。根据各部门职责将年度KPI指标分解至各部门，以此确定各部门年度KPI指标，经总经理审批后下发各部门。InNovembereachyear,thecompany'sseniormanagementoperationmeetingtodeterminethecompany'sstrategicdevelopmentgoalsandtheannualKPIindicatorsforthenextyear,decomposingtheannualoveralltargetinto12months.Thecompany'annualKPIindicat

9、orsaredecomposedintoeachdepartmentsaccordingtotheirresponsbility,.ThendeterminetheannualKPIindicatorsforeachdepartment.Aftertheapprovalofthegeneralmanager,itwillbesendtoalldepartments.2)部门KPI指标的确定DeterminationofdepartmentalKPIindicators各部门依据部门年度KPI指标，运用鱼骨图法对指标进行分解，制定部门详细的、可执行的二级指标，并将指标分摊到12个月中，制定出部门

10、月度KPI考核表。经考核委员会审议后开始实施。Accordingtothedepartment'sannualKPIindex,eachdepartmentusesthefishbonediagrammethodtodecomposetheindicatorstomakedetailedandexecutablesecondaryindicatorsofthedepartment,anddistributestheindicatorsto12months.MakethemonthlyKPIassessmentformofthedepartment.Itwasimplementedaft

11、erreviewbytheperformanceappraisalcommittee.部门经理对部门KPI指标的达成负全部责任。ThedepartmentmanagerisfullyresponsiblefortheachievementofthedepartmentalKPIindicators.3)员工考核指标的确定Determinationofemployeeassessmentindicators员工考核指标包括：部门指标经分解后的KPI指标、阶段性重点工作任务、工作态度、奖惩指标等，具体指标确定和考核由部门确定，但需提交人力资源部审核。Theemployeeassessmentind

12、icatorsinclude:KPIindicatorsafterthedecompositionofdepartmentalindicators,importanttasks,workattitudes,rewardsandpunishments,etc.Thespecificindicatorsaredeterminedandassessedbythedepartmentmanager,butmustbesubmittedtotheHumanResourcesDepartmentforreview.2 .考核指标的调整Adjustmentofassessmentindicator3 )公司

13、KPI指标的调整AdjustmentofcompanyKPIindicators当市场发生变化时，公司根据实际运营情况，对年度KPI指标进行适当调整，各部门根据调整后的公司KPI指标修改部门KPI指标，并制定新的部门KPI考核表。Whenthemarketchanges,thecompanywilladjuststheannualKPIindicatorsaccordingtotheactualoperationsituation.EachdepartmentmodifiesthedepartmentKPIindicatorsaccordingtotheadjustedcompanyKPIin

14、dicators,andmakenewKPIassessmentformofdepartment.4 )员工考核指标调整Staffassessmentindicatoradjustment当部门KPk岗位工作重点发生变动，或者上级分配阶段性重点工作时，必须对员工考核指标进行调整，并形成新的考核表。Whenthedepartment'sKPI,postworkfocuschanges,orthesuperiorassignsphasedkeywork,theemployeeassessmentindicatorsmustbeadjustedandmakenewassessmentform

15、.5 .员工奖惩指标Employeerewardandpunishmentindicator1）惩罚Punishment:对于当月迟到、早退扣2分/次，旷工每次扣5分，被公司或其他部门警告的员工，当月考核扣5分/次。Forthosewhoarelateorearlyleavewillbededucted2points/time,absenteeismwillbedeductedby5points/time.Theemployeeswhoarewarnedbythecompanyandotherdepartmentswillbededucted5points/time.2）奖励Reward:对公

16、司工艺改进、工作业绩突出、挽救公司财产损失有功、见义勇为等行为被公司表彰的给予5分奖励，当月获得总经理提名奖的员工加5分。5pointsofrewardforthecompany'sprocessimprovement,outstandingworkperformance,savingthecompany'spropertylosses,andbeingwillingtobecommendedbythecompany,And5pointsforemployeeswhoreceivedtheGMSpotAwardinthemonth.6 .销售人员指标Salespersonind

17、icator销售人员实行以销售指标为导向的考核方式。Weevaluatethesalespersonbysalesindicator.试用期指标：根据试用期确定的销售指标考核。Probationperiodindicator:evaluationofsalespersonaccordingtosalestargetdeterminedinprobationperiod.试用期后指标：将年度销售指标分解到各个季度，确定季度考核指标。Theindicatorafterprobationperiod:Decomposetheannualsalesindicatorsintoquartersandde

18、terminequarterlyassessmentindicators.九、具体考核：Assessmentprocess1 .每月2日前由考核人对被考核人上月工作表现进行考核评分，并将考核结果反馈给被考核人，由被考核人签字确认。Before2nddayofeachmonth,theassessorassessetheperformanceoftheassessedpersonlastmonth,andfeedbacktheresultstotheassessedperson,whichisconfirmedbytheassessedperson.2 .考核人应向被考核人指出工作中的不足，鼓励

19、并协助被考核人不断改进，在下个考核周期中绩效有明显提高。Theassessorshouldpointoutthedeficienciesintheworktotheassessedperson,encourageandassistthemtoimprovecontinuously,andimprovetheirperformanceinthenextmonth.3 .每月3日前各部门将考核表经分管副总签字后统一交人力资源部统计存档。Before3rdofeachmonth,thedepartmentswillsubmitthesignedassessmentformstotheHRdepart

20、ment.4 .部门经理的绩效考核结果需经考核小组审议、考核组长签字后生效。Theperformanceappraisalresultsofdepartmentmanagersshallbereviewedbytheappraisalcommitteeandsignedbytheappraisalcommitteeleader.5 .销售人员试用期过后按季度进行考核，每季度的第一个月对上季度销售指标完成情况进行考核，并将考核结果、处理建议报总经理。Thesalespersonnelwillbeassessedonaquarterlybasisaftertheprobationperiod,an

21、dthefirstmonthofeachquarterwillbeevaluatedforthecompletionofsalesindicatorsinthepreviousquarter.AndreporttheresultsandproposaltotheGeneralManager.十、考核结果使用Applicationofassessmentresults1 .月度考核结果使用Theapplicationoftheresultsofthemonthlyassessment厅pNO得分point等级Grade等级Grade员工比例Employeeratio190以上Over90A优秀O

22、utstandingLess5%280-89B良好Good370-79C涡思Satisfactory460-69D基本满思Basicsatisfactory559以Under59E差Poor考核结果为A级的人数不能超过部门总人数的5%ThepercentageofAgradeshouldnotover5%occupiedinthetotalnumbersofpersonsinthedepartment.1） 绩效工资核算Calculateperformancesalary人力资源部将根据绩效结果计算绩效工资。HRdepartmentwillcalculateperformancesalarya

23、ccordingperformanceappraisalresult.2）岗位晋升Positionpromotion:当有空缺岗位需要对员工进行晋升时，对于绩效考核优秀的员工，将优先考虑，C级以下的员工不予晋升。Whentherearevacanciesthatneedtobepromotedtoemployees,employeeswithexcellentperformancewillbegivenpriority,andemployeesbelowCwillnotbepromoted.3）培训依据Trainingbasis:根据绩效考核结果有针对性的安排培训，并跟踪考核，不断提升员工工作

24、技能。Accordingtotheperformanceassessmentresults,wewillarrangethetraining,follow-upassessment,andcontinuouslyimproveemployeeworkskills4）岗位淘汰Elimination:对连续2个月或半年内有3次考核得分低于59分的，根据绩效评估对人员进行调岗或淘汰。Foremployeeswhohavescoresunder59scorein2consecutivemonths,orwhohave3timesunder59inhalfofyear,theemployeewillbe

25、adjustpositionorbeeliminated.2 .年度考核结果影响年终奖金及涨薪。Annualassessmentresultsaffectannualbonusandsalaryincreases厅pNO得分Scores等级Grade等级Grade员工比例Employeeratio年终奖金系数Annualbonuscoefficient190以上Over90AOutstanding10%2280-89BGood50%1370-79CSatisfactory30%0.5460-69DBasicsatisfactory5%0559以Under59EPoor5%01）年度考核结果按正

26、态分布，其中A级不能超过总人数10%B级不超过总人数50%,金及约占30%D级约占总人数5%E级强制5%Theannualassessmentresultsaredistributedaccordingtonormaldistribution.TheAleveldoesnotexceedthetotalnumberof10%.,TheBleveldoesnotexceedthetotalnumberof50%.TheClevelranksabout30%ofthetotal.Dlevelranksabout5%ofthetotal.AndtheElevelismandatory5%.3 ）年度考核D级以下的员工次年不予涨薪。TheannualassessmentofemployeesbelowtheDlevelwillnotincreasethesalaryforthenextyear.4 ）年度考核为E的员工公司给予解雇处理。TheemployeewhoseannualassessmentisEwillbedismissedbycompany.5 一>考核申诉流程Performanceassessmentappealsproce