员工绩效考核方案

PERFORMANCEAPPRAISALPLAN员工绩效考核方案GeneralPrinciples总贝UInordertostandardizetheperformanceappraisalpolicyofMFC,theCompanyconstitutedthisplan.为规范公司对员工的考察与评价，特制定本制度。Objective考核目的Tobringupaprofessionaltalentgroupwithhighagglomerationandteambuildingspirit.Thetalentmanagementsystemshallbeguidedbyperformanceappraisal.在公司造就一支业务精干的具有高度凝聚力和团队精神的人才队伍并形成以考核为核心导向的人才管理机制。Toevaluatethepastperformancepromptlyandequitably,affirmingachievements,findingoutproblemsandpreparingfortheimprovementsonnextphases.及时、公正地对员工过去一段时间的工作绩效进行评估，肯定成绩，发现问题，为下一阶段工作绩效的改进做好准备。Anempowermenttooltoinvolveemployeeinmanagingownperformanceespeciallyinobtainingfeedback.为员工自我管理提供相应手段，特别是能得到绩效反馈。

Tosupportanemployee1seffortsofsuccessfuldevelopmentandsupplythepersonalinformationanddecisiongistonsalary,welfare(includingstockoption)adjustmentandtrainingplans.支持员工职业发展，为员工薪酬待遇(含员工持股权调整)以及相关的教育培训提供人事信息与决策依据。ToformthecommunicationsystembetweenboththeemployeeandtheCompanyinordertopromotethemanagementefficiency.在公司内形成一个员工与公司双向沟通的平台，以增进管理效率。PerformanceAppraisalPrincipal考核原贝UTheCompanyshouldevaluateanemployeeaccordingtohis/herachievementtargetandcorrelativemanagementindex.以公司对员工的经营业绩指标及相关的管理指标为依据；Theoperationruleisaccordingtothecontent,processandwayswhichisprescribedinthisplan。以员工考核制度规定的内容、程序和方法为操作准则；Theheartoftheplanisthefivekeyconcepts:entirety,impersonality,equity,openandstandard.

以全面、客观、公正、公开、规范为核心考核理念。Applicability适用对象ThisplanisapplicabletoallstaffinMFCexceptthosestaffinthefollows:本方案适用于公司所有正式员工。有下列情况人员不在考核范围内：Employeesduringintheprobationperiod试用期内，尚未转正员工；Within6monthsattendancecontinuouslyorstopthejobmorethan6monthsbeforetheperformanceappraisal连续出勤不满6个月或考核前休假停职6个月以上；Part-timeemployeesandconsultants.兼职、顾问人员。PerformanceAppraisalSchedule考核时间表TypeTimeCheckingTimeTheendoftheTime考核类另U考核时间复核时间考核终止时间Midyear1st,June--4th,June5th,June一8th,June15th,June年中考核6月1日-4日6月5日-8日6月15日

Year10th,Jan.—14th,Jan.15th,Jan.—18th,Jan.20th,Jan.年度考核1月10日-14日1月15日-18日1月20日ProbationEndAss.FollowswithRecruitmentProcedureofMFC转正考核按公司招聘流程执行Remarks/注:Timemeansthetimewhendirectmanagersdiscussperformancebehavior,performanceimprovementplansandnewperformancetargetwithunderlings,moreovershouldfinishpaperworks.考核时间是指由各部门直接经理与下属就绩效表现、绩效改善计划，新的绩效目标共同进行讨论并完成相关作业的时间；CheckingTimemeansthetimewhenrelateddepartment(forexampleHRDepartment)anddirectorsinvestigateandarbitragethedisputedevaluationresultortheeventsappealedbyanemployee.复核时间主要由相关部门(如人力资源部)和主管对有争议的考核结果及员工申诉的事件进行调查了解和仲裁；TheendofthetimemeansthetimewhenHRDepartmentcollectsevaluationresultsandkeeprecordsofnewperformancetarget.

考核终止时间是指人力资源部将考核结果进行汇总，新的绩效目标进行备案归档的时间;Midyear/YearmeansthetimewhentheCompanyevaluatesperformancebehaviorsofemployeesduringmidyearoryear-end.年中考核、年度考核是指公司对全体(正式)员工在年中、年终的工作表现进行考核。PerformanceAppraisal考核体制Thesystemisthatimmediatemanagersevaluateunderlingsandcheckedbyhighersupervisors(directors).HRDepartmentisresponsibleoftheperformanceappraisalmanagementonpolicyconsulting,inspectingadministrationandinvestigatingcasesappealedbyanemployee.考核实行直接经理评估部属，该部门上一级主管复评制。人力资源部对员工考核有政策咨询、执行监督、申诉调查等职能。PerformanceAppraisal考核标准Thestandardison3waysaboutworkachievement,workattitudeandholdingapostabilities.Thereisdifferentpercentagebetweendifferenttypeofjobs.公司的考核标准主要是从经营业绩、工作态度、任职能力3方面，不同部门类别的员工，其考核标准的权重也不一样，具体如下：PostTypesse卷Eva-uaiionHemsUmsa-esManage:(sa-esTeam)(旅哧)FunctionManage.(HRmrvAdm.)s瞟啤麋(咨母浏曹)Rp?D(Tech.Moperation理麻(5)播耙Designnreauve)瘁4海(皿煎矍」)AchievementAssessment业绩考核70%50%40%40%AbilityAssessment能力考核15%30%30%30%AttitudeAssessment态度考核15%

20%30%30%OverallAssessmentScore=AchievementScore+AbilityScore+AttitudeScore员工考核总得分二业绩考核分+能力考核分+态度考核分PerformanceAppraisalForm考核表TheformisdesignedbyHRDepartmentaccordingtodifferentkindofjobs.EverydepartmentisnotpermittedtochangethestructureandfactorscoreoftheformwithoutdiscussionwithHRDepartment.考核表据工作性质由人力资源部设计统一的表格，未经与人力资源部协商通过前，不能擅自调整考评结构和要素分。HRDepartmentwillkeepthefileofeveryone1sevaluationresult.Onlymanagersandsupervisorscanrefertothefile考核成绩由人力资源部存于员工个人档案中，除各部门主管以上人员外，其他人员一概不得查阅。PerformanceAppraisalProcess考核程序

Anemployeechoosestherightformtodoperformanceappraisalbyhimself/herself—Self-Assessment.员工自评：按照"考核权限表"，员工选择适当的考核量表进行自我评估；Animmediatemanagerevaluatestheachievementoftheemployee—ImmediateManagerAssessment.直接经理考评；直接经理对员工的工作表现进行考评；Highersupervisor(Director)checkstheevaluationandmakesthefinalcognizance—DirectorAssessment.更高一级主管(总监)复核：总监对考核结果评估，并最后认定。Ifthereisbigdifferenceoftheevaluationresultbetweenimmediatemanagersandemployees,Wesuggest:当直接经理欲评分数与员工自评分数差距很大时，我们建议：1.Theimmediatemanagerwillasktheemployeetoevaluatetheperformanceagainwithimpersonalprinciple.直接经理应让员工本着客观的原则再次自评；2.Ifthereisnochange,theimmediatemanagerwillevaluatetheperformancedirectlymeanwhilereporttothehighersupervisor(Director).

如员工再次自评分数变化不大时直接经理可以进行复评并向该员工的间接主管说明情况;3.Undersuchcircumstance,wesuggesttheimmediatemanagercommunicateswiththeemployeefacetofaceandfinishesfillingPerformanceAppraisalInterviewForm.出现该情况，建议直接经理应该与员工进行面谈，并完成"绩效面谈表"。10.PerformanceAssessementAppeal考核申诉10.1It’sthespecialprocesstobesurethesystemisopen,equityandinreason.考核申诉是为了使考核制度完善化和在考核过程中真正做到公开、公正、合理而设定的特殊程序。10.2Iftheemployeehasdemurralafterevaluatedbytheimmediatemanager,he/shewillappealtohis/herhighersupervisor(Director).Ifthereisstilldemurral,he/shewillpresentthistoHRDepartment.HRmanagerisresponsibletoinvestigatingandcoordinatingwithrelatedsupervisors.部属与直接主管讨论考核内容和结果后，如有异议，可先向间接主管提出申诉;如仍有异议，可向人力资源部提出申诉，由人力资源部经理进行调查协调。12.PerformanceAppraisalGradeandRewards/Punishment考核评价与奖惩

Theassessmentwillbedistrictedfivegrades:Outstanding(thepercentageshouldnotover5%occupiedinthetotalnumbersofpersonsinthedepartment),Good(thepercentageshouldnotover5%occupiedinthetotalnumbersofpersonsinthedepartment),BasicSatisfactoryandPooraccordingtothetotalscorewhichanemployeegets.Itisdividedasfollows:考核结果按员工考核总分，划分为"出色"(比例不超过本部门员工总数5%)；"优良"(比例不超过本部门员工总数10%)"基本满意"、"差"4个等级，并作如下界定：GradeOutstandingGoodBasicSatisfactoryPoor等级出色优良基本满意差TotalScoreOver9075一8960一74under59考核总分90分以上75—89分60—74分59分以下ThefourgradescoreshowsOutstanding,Good,BasicSatisfactoryandPoorseparately.4个等级分分别表示出色、优良、基本满意和差。TheCompanywilladjustanemployee1ssalary,promotionandstockoptionaccordingtotheperformanceappraisal.Weadjustthisasfollows:公司将考核结果与员工薪资、晋升和期权数量调整挂钩，调整原则如下:

Outstanding:Theemployee1sstockoptionamountwillbeadded.Aftertheyearassessment,his/hersalarygoesupwithpropriety.Ifthereisanychance,he/shewillbepromotedfirst.出色：期权数量增加，年度考核后，薪资适当上调或在机会适当时，优先考虑职务晋升；Good:Theemployee1sstockoptionamountwillbeaddedbutwithoutadjustmentofthesalary.优良：期权数量增加