著名外企德昌电机绩效管理手册

WhatisPerformanceManagement?什么是绩效管理？PerformanceManagement:绩效管理：>IsoneWhatisPerformanceManagement?什么是绩效管理？PerformanceManagement:绩效管理：>Facilitateson-goingdialogueonperformancebetweenanemployeeandhis/hersupervisor/manager.促进员工与管理者相互^通交流的工具。Integrateslearninganddevelopmentwithperformance将孥习与发展和绩效紧密结合。EnsuresthatallstaffeffortsarealignedtowardsaccomplishingJEscorpor碓保员工的努力切合德昌的远景发展：MMtt®帔WhatdoesthePerformanceManagementProcess(PMP)consistof?绩效管理流程包含了什么？STEP1BeginningoftheYSattingObjectives步骤1年初言殳定目中票Standards&ExpectationsonBehavioral/LeadershipCompetencies对行舄与资质的票率与期望PersonalDevelopmentPlanning个人发展言十割STEP2Mid-yearProgressReviews步骤2年中过程检讨STEP3Year-EndAnnualAppraisal步骤3年底年底言平估WhoisresponsibleforthePerformanceManagementProcess?谁来^^绩效言平估？ThePerformanceManagementProcesEdiaiisechresponsibilitybetweeneveryemployeeandhis/hersupervisor/manager.Everyoneisexpectedtotakeanactiveroleineachstepof每位景工与他的管理者均须平担绩效言平估的责任。全体人景均参与当中的每一步骤。Employees:RZ：Activelyinitiatediscussionsonyourobjectives,performanceprogressanddevelo]主动检讨你的目票，改善的表现与发展的言十割。Collectyourownperformancedata(e.g.evidenceofachievement)收集你自己的表现的数据例如：成绩的证明)Decideonimportantissuestobediscussed检讨要抓住重黑占。Bereadytopresentyourownviews有备而谈，开诚布公。Acceptfeedbackinapositiveway用持平的态度接受反馈。Appraiser(SupervisororManager):言平估者＜®理与主管)Collectemployeeself-assessmentsforbusinessobjectivesandcompetencies针对公司目票与核心的竞争力，收集言平估景工绩效的素材。Reflectcarefullyontheindividualsperformanceanddevelopmentthroughoutthey仔细^估个体全年的表现和发展的影响。Preparedocumentationtoreflecttheabove率偷文件，反映以上事实。Arrangeameetingwiththeemployeetodiscussbothhis/herandyourviews和你的^工面对面交流。Provideconstructivefeedback提供有建设性的反馈。ThePerformanceManagementProcessisfacilitatedandsupportedbyHumanResources.绩效管理流程由人力资源部角围哉，同畤提供支援。STEP1:BeginningoftheYear步骤1：年初1A.SettingObjectives哉定目檬AttheBeginningoftheYear,PerformanceObjectivesshouldbeset.年初，目榛雁言亥设言十好。PerformanceObjectivesshouldbe:绩效目榛雁亥是：S-specific具体的M-measurable可量度的A-agreed双方协定的R-realistic可实现的T-timebound有畤冏限制的EachPerformanceObjectivemusthaveanindividualweighting.每项指标必须可单独舌平估。TheObjectivesAccomplishmentsectionofthePMPdocumentisasfollows:绩效管理文件当中关于目榛哉定部份如下第一部分：目檬完成情沉PartA:ObjectivesAccomplishmentWeighting:100%intotal；!比重：100%Rating^分：5-Outstanding表璟超卓2-MeetSome完成部分目檬4-ExceedSome超额完成部分目檬1-PoorPerformance表现劣差3-MeetExpectation完全^琨目檬Objective目檬：Achievement完成情况:Weighting比重：Rating言平分:Objective目檬：Achievement完成情况:Weighting比重：Rating言平分:Objective目檬：Achievement完成情沉:

Weighting比重：Rating言平分：Objective目檬：Achievement完成情沉:Weighting比重：Rating言平分：Objective目檬：Achievement完成情沉:Weighting比重：Rating言平分：Objective目檬：Achievement完成情沉:Weighting比重：Rating言平分：TotalWeighting^比重:OverallObjectivesRating^髓目檬^分：>Thereare2mandatoryobjectivesforthosewhomanagestaff:有两项特定目榛用于言平估管理层的员工：PerformanceManagement绩效管理10%weighting10%比重CompletionofPerformanceManagementProcesses(BeginningofYear,MidYearandYear-Endprocesses)forallemployees给全体员工绩效言平估完成情况(年初，年中和年末流程)StaffDevelopment发展提升员工10%weighting10%比重Completionandexecutionofemployeetraininganddevelopmentplans景工培别ii与发展^wa行与完成情况1B.CompetencyStandards资质标准ACompetency”isanareaofrelatedknowledge,skillorbehaviorneededinaensureitssuccess.资质是碓保工作成功所需相^的知识，技能与行舄。AllemployeeswillberatedoneitheronBehavioralorLeadershipCompetencyclusters(definitionsandcriteriaofratingsareincludedon11).所有MXW估均跟其行舄和资质挂惟句(细节与标准详见第8至11页)TheCompetencysectionofthePMPdocumentisasfollows:绩效言平估文件当中关于资质部分如下:PartB:Competencies第二部分：资质^蹴景在遗去十至十二个月表现出的^质水平如何？Howfardidthestaffdemonstratethecompetenciesinthelast10-12months?Rating言平分:5-Outstanding表璟超卓2-ToSomeExtent部分符合要求4-ToaHighlevel部分超出期望1-PoorPerformance表现劣差3-MeetExpectations完全符合要求资质Competencies言平分Rating如果^分高于或低于3分,rne«例^明原因Examplesarerequiredifratingisotherthan"3"todemonstratewhyitismoreorlessthancompetent.以成就为辱向AchievementOrientation遒雁燮化AdapttoChange渚通Communication^律Disciplined主勤性Initiative诚信Integrity工作^量QualityofWork自我言忍知SelfAwareness

自我畿展SelfDevelopmentl»彖合作Teamwork工作知^及技能JobKnowledge&TechnicalSkillsM^»质言平分：OverallCompetencyRating:PartC:OverallPerformance第二部分：^髓工作表现Rating言平分:5-Outstanding表现超卓2-MeetSome部分符合期望4-FxceedSome部分超出期望1-PoorPerformance表璟劣差3-MeetExpectations完全符合期望■1髓表现^分：(目檬和资质^分各占50%)OverallPerformanceRating:(50%onObjectives+50%onCompetencies)

BehavioralCompetenciesforStaffasIndividualContributor独立员工的行舄资质(Applicabletostaffwhodonotmanagepeople)遹用于非管理层人员BehavioralCompetencies行舄资质AchievementOrientation*以成就为导向Adesiretoproducesuperiorresultsandcompetesagainstastandardofexcellence.Itincludestakinginitiativesforimprovingperformance,settingchallengingbutachievablegoalsandtakingcalculatedentrepreneurialrisksfortheorganization.一项促使上级的成果与竞争力超水准发挥的驱动力，它包含了主动提升表现，哉定具挑战性但卓有成效的目檬和为公司预估风险。Communication*m通Listeningopenlyandexpressingideaseffectivelyinindividualandgroupsituations;adjustinglanguageandterminologytothecharacteristicsandneedsoftheaudience.Makingpeopleunderstandwhatisexpectedofthemandhowtheyaretoachieveitbypurposelyarticulatingplan/direction/agenda.公开聆听和跟其它凰队与个人有效交换意见，根据对方的需求与态度相应地^整用语和术语，让对方理解通遏使用什么渠道，言十割与步骤能到达预期的效果。Disciplined*纪律Dealswithallaspectsofasituationobjectivelyandrealistically.Doesnotallowemotions,personalbiasesorotherdistractionstointerferewithbusinessdecisionsandtasksathand.Actsinaprincipledandorganizedmannerwhenapproachingbusinessissues.Conscientiousandfocusedonbusinessgoals.冷静客观地虚理各种情况，不附带个人感情，个人偏见以及其它影响业务决策和手头工作的行舄，集中精力认真工作。Integrity*诚信Alwaysactingethicallyandabovereproach.Buildstrustthroughreliabilityandauthenticity.Actionsareconsistentwithwhatonesays,i.e.'walkthetalk'.Welcomesopennessandhonesty,respectsconfidentiality.Admitsownmistakesandconfrontsunethicalactionsinothers.Takestough,principledstandseveniftheyareunpopular.一直保持旺盛的工作态度，通遏实践行动建立起互信。言行一致：例如主动走访，欢迎开放与坦诚，严守秘密，允言午自己同样允言午他人犯错，灵活但坚持原则哪怕他们是有失常规的。SelfAwareness*自我认知Accurateself-assessment-knowingone'sstrengths,capabilitiesandlimitations.Opentofeedbackandnewperspectives.Engagesincontinuouslearningandselfdevelopment.Keepsone'semotionsincheck.准确自我评价-知道自己的能力，潜力和极限，开放地接受反馈与新构想，暮注于继续学习与自我发展，保持“每日三省”。AdapttoChange适应改变Theabilitytoadapttoorganizationalchanges,andtomaintaineffectivenesswithavarietyofsituations,individualsandgroups.Abletochangeprioritiestomeetchangingdemands,andtoadjustquicklytonewresponsibilitiesandtasks.能适应集凰的改变，在任何情形下保持个人和名且^的效率，因势利导，分出轻重缓解。Initiative主动性Beingself-startingorself-directed,takesappropriateactionbeforebeingaskedorrequiredtobyothers.Takesopportunitiestoinfluenceeventstoachievegoals.Beingproactivebygoingbeyondtheminimumorbasicrequirements.保持由我开始和自我控制，对他人的要求和询问予以恰富地回应。争取檄畲推勤项目的成功。主动地用最少资源达至良好的效果。QualityofWork工作质量Abletodeliverworkresults,atexpectedperformancelevel,onorbeforeagreedtimeline.Expectedperformancelevelcanincludecommitmenttoquality,customer-orientation,'doitrightthefirsttime'attitude.

在限定的日寺^内，工作的效果能达期望：包括原定的质量，以客为本，“第一次就做对"态度。SelfDevelopment自我发展AContinuousLearningmindset.Knowsownstrengthsandweaknesses.Takesproactstepstoseeklearninganddevelopmentopportunities,andiswillingtotalktosupervisingmanageraboutthem.Beabletoapplylearningattheworkplace.保持“不断学习”的态度，知道自己的强项和弱项，先人步地寻求学习与发展的檄畲，同寺愿意和主管交流，将知识运用到工作中。Teamwork圃队精神Theabilitytoworkandinteractwellwithotherstoaccomplishteamgoals.Promotescohesivenessandcooperationwithintheteam.Takesactionsthatdemonstratewillingnesstoimproveteameffectiveness.与他人和善相处，共同推勤凰队目檬实现，推崇合作与互信，以提升凰队的效应为行动的统一信念。JobKnowledgeandTechnicalSkills工作知识与技能Theleveloftechnicalproficiencyandtheprofessionalknow-howdemonstratedbytheincumbentbeingappraised.被言平估者封於所在职位所应掌握的技彳标和“知其所以然”的专业知识。Thefive(5)competenciesnotedwithan*areapplicabletobothstaffasPeopleLeaderandIndividualContributor.打“*”的五项资质，管理者与普通瞰员均须参与言平估。AchievementOrientation*以成就为导向BusinessAcumen商业敏锐度ChangeLeadership镇辱改变Communication*w通DevelopingOthers发展他人Disciplined*纪律Empathy同理心Integrity*诚信LeadershipCompetenciesforStaffasPeopleLeader管理者应具备的镇尊力资质(Applicabletostaffwhomanagepeople)适用于管理层景工LeadershipCompetencies镇辱力资质Adesiretoproducesuperiorresultsandcompetesagainstastandardofexcellence.ItincludestakingAchievementOrientation*以成就为导向BusinessAcumen商业敏锐度ChangeLeadership镇辱改变Communication*w通DevelopingOthers发展他人Disciplined*纪律Empathy同理心Integrity*诚信要求“以结果为导向''的驱动力。这包括了主动地提升表说哉定具挑战性但能达到的目檬和常助公司防范可估风险。Withkeeninsightandshrewdness,continuallyexaminesopportunityforbusinessgrowth;identifieseffortthatwillhavethegreateststrategicimpact,bringscross-disciplinaryknowledgetobearonissues;usesfinancialandotherquantitativeinformationtomanagethebusiness;understandstheimpactofglobalcompetitiononbusiness.热衷于^察和聆听，持续改善；将财务和其它相^的资讯和知识灵活地运用到不同的范畴，明白全球化的竞争所带来的影响，明白到通遏这些行动能对战略带来最大的影响。Abilitytoworkproactivelyinaturbulentandunpredictableenvironment,whereleadingandimplementingchangesareessentialrequirements.Enthusepeopleandlobbykeyinfluences.有能力应对变化多端的环境，并在其中主导变化，通遏影响和游说他人使达到关键的效果。Listeningopenlyandexpressingideaseffectivelyinindividualandgroupsituations;adjustinglanguageandterminologytothecharacteristicsandneedsoftheaudience.Makingpeopleunderstandwhatisexpectedofthemandhowtheyaretoachieveitbypurposelyarticulatingplan/direction/agenda.聆听个人或集体的意见并公开地交流，并根据对方的态度及时^整语言的技巧和术语，让对方明白如何修正言十割/方向/日程等使达到他仍期待的效果。Takinganactiveinterestinpeople'sgrowthandprovideadviceonhowtoimprove.Sensingothers'developmentalneedsandbolsteringtheirlearningabilitiesbysettingclearexpectationsandprovidingconstructivefeedback.主动地关心下属的发展同日寺提供提升的建议，理解他人的发展需求和提供支援，包括哉定清晰的期望值和给予恰富的回应。Dealswithallaspectsofasituationobjectivelyandrealistically.Doesnotallowemotions,personalbiasesorotherdistractionstointerferewithbusinessdecisionsandtasksathand.Actsinaprincipledandorganizedmannerwhenapproachingbusinessissues.Conscientiousandfocusedonbusinessgoals.冷静客观地虚理各种情)兄，不附带个人感情，个人偏见以及其它影响业务决策和手头工作的行舄，集中精力认真工作。Awarenessofpeople'sfeelings,needsandconcerns.Understandingothers'feelingsandperspectives.Takinganinterestinpeople'sconcernsandrespectingothers'pointsofview.注重下属的感觉，需求和顾虑，明白他人的感觉与期望，尊重与留意下属的顾虑和观点。Alwaysactingethicallyandabovereproach.Buildstrustthroughreliabilityandauthenticity.Actionsareconsistentwithwhatonesays,i.e.'walkthetalk'.Welcomesopennessandhonesty,respectsconfidentiality.Admitsownmistakesandconfrontsunethicalactionsinothers.Takestough,principledstandseveniftheyareunpopular.一直保持旺盛的工作态度，通遗实践行动建立起互信。言行一致：例如主动走访，欢迎开放与坦诚，严守秘密，允言午自己同样允言午他人犯错，灵活但坚持原则哪怕他们是有失常规的。

OrganizationalCommitment对鲍^的承诺Alignsownbehaviorswiththeneedsandprioritiesoftheorganization.Actsinwaysthatpromoteorganizationalgoalsormeetorganizationalneeds.Appearstobeputtingorganizationalmissionbeforeownpreferences.把公司的需求和个人需求紧密地相连，按提升公司的目檬与需求路向行动，用公司的理念镇辱自我的表现。JobKnowledgeandTechnicalSkills工作知识与技能Theleveloftechnicalproficiencyandtheprofessionalknow-howdemonstratedbytheincumbentbeingappraised.被言平估者封於所在职位所应掌握的技彳标和“知其所以然”的专业知识。SelfAwareness*自我认知Accurateself-assessment-knowingone'sstrengths,capabilitiesandlimitations.Opentofeedbackandnewperspectives.Engagesincontinuouslearningandselfdevelopment.Keepsone'semotionsincheck.准确自我评价-知道自己的能力，潜力和极限，开放地接受反馈与新构想，暮注于继续学习与自我发展，保持“每日三省"。Thefive(5)competenciesnotedwithan*areapplicabletobothstaffasPeopleLeaderandIndividualContributor.打“*”的五项资质，管理者与普通瞰员均须参与言平估。1C.DevelopmentPlanning发展物TheStrategicRoleofDevelopment发展的战略规则JohnsonElectric'sgoalistoprovidepersonalandprofessionaldevelopmentopportunitiesthatarefirmlylinkedtotoday'sbusinessneeds,therapidlychangingbusinessenvironmentandtheCompany'sstrategicbusinessplan.德昌电机目榛是根据今天的业务需求，业务环境的迅速变化以及公司业务战略的言十割而提供个人专业发展的檄畲。Everyoneisaccountablefortheirownpersonalgrowthandsuccessintheirjob.工作中获得个人的成长与成功自我的责任。Itisnolongersufficienttojust'doagoodjob'.Learningandself-developmentarenecessarytokeeppacewithchangingjobrequirements.没有不断地提升自我，就不能跟上正在不断变化的工作步伐。Tobeeffective,DevelopmentActivitiesmustbeagreeduponbyemployeesandmanager,andmustalsobespecifictoindividualneeds.舄了行之有效，发展的行动必须通^MX和经理双方饷言寿同畤要针对员工的需要。ADevelopmentPlanrepresentsacommitmentbyboththeemployeeandhis/hermanager.发展的言十割代表着^工和主管之间双方的典。DevelopmentOpportunities发展的檄畲Developmentopportunitiestakemanyforms,fromstretchassignmentstoskillstraining.Someoftheactivitiesthatfocuson'learningbydoing'orself-initiatedstudyinclude:发展的檄畲可采取许多种模式，从扩大瞰^到技能培剖I,也可以是从“实践到真知”，或自我进修：FlexibleLearningonthejobcoaching,mentoring,teambasedactivities(e.g.taskforce),projectassignments,internationalassignments,jobswaps,etc.机动学习在职指导，交良师益友，凰队活勤(例如：主题工作)，项目分派，阈隙工作，工作轮换等。Self-Learningreadingandresearch,expertbriefing,etc.自我学习阅读和研究，暮题畲^等Training培剖IAspartofourQualityStandards,JohnsonElectricisrequiredtoassesstheneedfortraining,deliverthistraining,andkeeprecordsofemployeeparticipationintrainingcourses.作为我们质量标准的一部分，德昌电机要分析培I的需求，并按需求提供培I,保留参与培1课程员工的记录。Therearetwocategoriesoftraining:有两大用重^的培I：Technical/Functional技制功能morespecifictoaparticularfunctionorrole更多的是针对特别的功能与规则General普通moregeneralinnature针对总体需要>TheDevelopmentNeedssectionofthePMPdocumentisasfollows:PMP文件关于发展需求部分的内容如下:PartE:DEVELOPMENTNEEDS第五部分：畿展需求崩Competencies工作表琨言平分RatingsfromPerformanceReview僮指明重要MM的具髓要求)(Identifyspecificneedsforimportantcompetencies)以成就为毒向AchievementOrientationBW®化AdapttoChange清通Communication瓣Disciplined主重削生Initiative诚信Integrity工作^量QualityofWork自我言忍知SelfAwareness自我畿展SelfDevelopment

鄢彖工作Teamwork工作知^及技能JobKnowledge&TechnicalSkills您可以到巽地工作嚅？CanyouRelocate?如果可以^舄明地匾：Ifyes,pls.specifytheregion:蹴棠展望CareerAspiration畿展^割佛注需要瞰瞬的刖三个行勤）DEVELOPMENTPLAN（Focusonthetop3priorities）DevelopmentActivities畿展行勤CompletionDate完成畤HHerearesomeexamplesofdevelopmentactivitiesFORREFERENCE:-零展行重力塞例（供参成）FormalTraining正式培育川FlexibleLearning霉活零洪1Customerservice/relationshipmanagement客户服矛务与居初系管理On-the-jobcoaching工作指辱Business/Financecurriculum商藉或目才藉言里程Mentoring重甫遵Salesandmarketingmanagement餐常肖管理Teambasedactivitiese.g.taskforceIS!际活重力加工作小名日Language言吾言ProjectassignmentsI目分配Supplychainmanagement供MM管理Internationalassignment派卧域外工作Strategicplanningorprojectmanagement崖龙略盲+割或I百日管理Jobswaps工作交揍Leadershipdevelopment今百辱力翠展Communicationorpresentationskills潢涌或演言董技巧SelfLearning自擘Humanresourcesmanagement人力督源管理Readingandresearch^宜耆和研究InformationTechnology彳信息技彳折Expertbriefing暮家膏蕾座SIGNATURE签字Manager直接主管StaffWRDate日期：Date日期：NextLevel/MatrixHead上唇主管或矩障窠辙主管HumanResourcesDepartment人力资源部Date日期：Date日期：STEP1:MeetingSummary-BeginningoftheYear

第一步:#^总结-年初1AppraiserScheduletimefor“BeginningoftheYear”meeting评估者哉定“年初”畲^畤冏2EmployeeandAppraiser雇员与言平估者DraftobjectivesandatentativedevelopmentplanfordiscussionusingthePMPdocument按PMP文件格式起草目榛与目前的发展言十割以脩讨论3EmployeeandAppraiser雇员与言平估者Reviewdraftobjectives,discussanyopenissues,agreeonfinalobjectives检讨起草的目榛，公开讨论，达成饷^4EmployeeandAppraiser雇员与言平估者ReviewBehavioral/LeadershipCompetenciesanddefinitions检讨行舄伶^辱资质和目榛5EmployeeandAppraiser雇员与言平估者DiscussstandardsandexpectationsforBehavioral/Leadershipcompetencies讨论行舄/镇辱资质的标准与期望6EmployeeandAppraiser雇员与言平估者Discusscareeraspiration(careergoal,anyintentionofchangeinfunction,supervisoryrole,interestinrelocation,etc.)讨论职业规划(职业的目榛，功能的变化，主管工作,巽地工作等)7EmployeeandAppraiser雇员与言平估者ReviewdraftDevelopmentPlan,discusstraininganddevelopmentoptions,agreeonfinalPlan检讨发展言十割，讨论培剖1与发展的观点，达成最后言十割8Appraiser言平估者Printcopyofreviewandobtainnecessarysignatures编印和签署9Appraiser言平估者ProvidesignedcopytoemployeeandtoHR编印给雇员与HRSTEP2:Mid-Year第二步：年中AMid-YearprogressreviewisanopportunityforAppraiserandemployeeto:年中的检讨是对雇员与言平估者双方而言均屠一个«#：Trackachievementtodateagainstsetobjectives检讨目榛完成的日期Re-focusperformance重新关注表现Re-considerresourcesandconstraints重新考虑资源与限制Reviewandupdateobjectivesinresponsetochangingbusinessrealities按照业务的^隙情况更新目榛page17of20STEP2:MeetingSummary-Mid-Year

步骤二：曹^总结-年中1AppraiserScheduletimefor"Mid-Year"review言平估者哉定“年中”畲^畤冏2Employee雇员Gatherevidenceforassessmentofobjectives,competencyratingsandprogressagainstdevelopmentplansandsubmittoAppraiser针对发展言十割收集目榛逵行情况的数据，可比比率，和进度，提供给言平估者。3Appraiser言平估者Reviewemployeeassessment.检讨雇员的进度4Appraiser言平估者DraftMid-YearAssessmentandRatings率脩年中言平估和评分5EmployeeandAppraiser雇员和言平估者Meetwithemployeetodiscussprogressonobjectives,behavioral/leadershipcompetenciesanddevelopmentplan和雇员讨论目榛，行舄，镇辱资质和发展言十割的进度6Appraiser言平估者Printcopyofreviewandobtainnecessarysignatures编印和签署7Appraiser言平估者ProvidesignedcopytoemployeeandtoHR编印给雇员与HRSTEP3:Year-End第三步：年终TheOverallPerformanceratingisbasedonbothObjectiveAccomplishment(50%)andCompetencyAssessment(50%).TheequalweightingonObjectiveAccomplishmentandCompetenciesshowsthatgettingthedesiredresults,andactionsandbehaviorsingettingthoseresults,areequallyimportantinJohnsonElectric.总体表现的比率包括50%目榛达成率和50%资质。对于德昌电机来说，两项指标都相当重要。TheOverallPerformancesectionofthePMPdocumentisasfollows:PMP文件中关于总体的工作表现部分如下:PartC:OverallPerformance第二部分：^［髓工作表璟Rating言平分:5-Outstanding表琨招卓2-MeetSome部分符合期望4-ExceedSome部分招出期望1-PoorPerformance表琨劣差3-MeetExpectations完全符合期望■1髓表璟^分：(目檬和资簸平分各占50%)OverallPerformanceRating:(50%onObjectives+50%onCompetencies)

STEP3:MeetingSummary-Year-End

第三步:#»总结-年终1Employee雇员EmployeesprovidedatatoAppraiser:雇员提供数据予言平估者：Self-assessedratingsonobjectivesandcompetencies针对目榛与资质自我言平估Objectiveevidenceconcerningobjectives,competencyratingsandcompletionoftraining/developmentplans关于目榛完成情况，资质和完成培剖【以及发展言十割的数据2Appraiser/CostCenterHeads言平估者/成本中心M人Reviewemploy