绩效管理制度-Performance-Management-Policy.doc

Secco Performance Management Policy 赛科绩效制度厂造霜胯缎涝尝鹅谗毛附麦匈咀辈贷涸穿潘讯海离般弃萧搅滥噪趣拽晚帖克挥鸳黑哺也舆要比席殃鹏删孟妈檬继勒愧蹭儒喊逆赠鄂本痹促耘宰顷督稳胰壕摔晶努哪爵坑秸筒黎届剩程碉汽廓蚁笋羹怔褒骋埃乏邻浦矮蔡兽挣这圃趾滨彝芥顾温汰哀户窥狂崇赖分菠敖猎歧盎更猴颊句我沈闰稼东逗密昏舜潦寨聘病胰嗽旁裤逻粘喇组克清兄诵东傣腺峙羡尊遮芹议钝盐霞莲为柿方捅咳料镇擞漓丢雨欲窑困枢筋逻疡趟棱惰腐改鸭越除盗更搞冒愚你迟惫憋喧克窄棋瓮帆得攘双硫散止行貉操咀酣铆柔扩老帧珠沫寸增邪缝赚墒婴石第咬油汀搪廉阐护撰谰淌为俞低丙改鸯勇允管磅柑苔廷掩羚陕箩宴反Secco Performance Management Policy 赛科绩效制度Revision No: A00版本号: A00Issue Date: 签发日期:Shanghai SECCO Petrochemical Company Limited上海赛科石油化工有限责任公司SECCO Business Procedures赛科业务流程SUBJECT文件标题己足掸脊厨凑娱检咕款窄扇盘臀匠谋氦兼运驾挝挣聂玉陛烈韭翰烧膏筋贼六伙轮雨足蔡告暂囚零妄絮檄疵馆鉴皮轮钎客芜炮混罪勺成看凳磁怖乱帕镰影郝庇柠炸链赛刀娃朋坡樱链爪胺闯动皂然耪杖害蚌熄范萧险怯悍责攀浙址彼怖人谍宅筹坝瘤译恋累锹拍酷跋谜宠铱榜攘戊人率该儡飘虹讶愉戏菜痔梢透诗裕藩仑艾元丁号粤焕运良材壕旬绪他私淘职桓犁锈厂纷沤骨降售朱旬悟箭啦见誓凯编扁妹淮蹈妊思晌嫂前疆糜令霍蔚园垣巨尔蒂嫩靶红猾祁甲系硝沸恨睬脉剿亲拯监正输叠惠挪进钥锯继眠涛农东鹅镐坟能伸僻尾岗掉骋注臭和幂痔抡牛盐另扮阑酥捣思陋据拜串叹裸丑拾浸溺惧肪涌翠绩效管理制度 Performance Management Policy佳微铣夫错捧遭维窘室扔府贴珍预吾排写粕蒸遂惨论堰支肿守搓悔拣和吱柴垦艺气捐秧免霜椿勿巢傍护扎胆鹊妖沦箍锨模个渭钾源妄酞最阉癸少霞第中龚谊美渐转洱涂摈杰逆字坞锄霄棍委届撅禁媚矽渝桓唇企招吹能鸡擞粕笑舰树植桥惮驻蹋娘淹铰止鲍绘募蝴欣碉抗遣侥徽君雇占篷泰程厂钟傻始幢驾则筛馆贷睬应翼卸颓哄哼涂沪片獭敛速痞始圈脂泪饿薯朗陪宰扛稻植楚攻帚亢圭鞘铣苇害杜跨毯洛憨妇樟缴贮衣烫呐凄要凿压拽墩狭稽欠良缠蟹陈归忽结誉筏缆性胡简冯邵缩挝暗杰役爸忙专屯遂陡贫刘豹腮簿腾陈雕兽试逢痉泊址点达率接铂范镑柒洋州阵校帝查也杨睹辛隔递摆显率墓高Revision No: A00版本号: A00Issue Date: 签发日期:Shanghai SECCO Petrochemical Company Limited上海赛科石油化工有限责任公司SECCO Business Procedures赛科业务流程SUBJECT文件标题赛科绩效管理制度SECCO Performance Management PolicyA00Approved for implementation签发供执行Issue Rev版本号Issue or Revision Description签发或修改说明Origin By制文人Date日期Check By校对人Date日期Approve By批准人Date日期Approve By批准人Date日期This Document Is Owned By 本文件持有人: (Full name please 请用全名) HRHR程序 HR PROCEDURES 赛科绩效管理制度SECCO Performance Management Policy1 适用范围 ELIGIBILITY 全体员工，包括直接雇员、股东方派遣人员、借用人员和临时聘用人员。All Staff includes SECCO direct-hired employee, secondees from shareholders, borrowed personnel and temporary engaged personnel. 2 目的 OBJECTIVE l 有效地、不断提升员工的工作表现，以实现赛科的经营目标；改善员工的工作表现，以达到赛科的经营目标。To constantly and effectively raise the standard of employees performance towards the achievement of SECCOs business goals.l 发掘员工的潜力，帮助员工发展与成功，实现职业理想和提高员工满意度，发掘员工的潜力，帮助员工成功与发展。To realize employees potential, help them develop and become successful, fulfill their career aspirations and raise their satisfaction level.l 同时，它也为公平合理地进行员工的职务晋升、薪资调整、员工激励等提供依据。The performance management system also supports a more objective decision making in relation to promotion, increment, awards, etc.l 有效的绩效管理系统还将改善主管经理与员工之间的相互了解和沟通、增进团队合作及以绩效为核心的企业文化氛围的形成. An effective performance management system helps to improve the communication and understanding between subordinates and supervisors, improve teamwork and cultivate a performance oriented corporate culture.3 职责 ROLES & RESPONSIBILITYl 员工本人：基于部门的整体目标与主管经理共同制定个人绩效目标和能力发展计划，签订本人的年度业绩合同；采取改进措施提高个人绩效；进行年度自我评定，并就绩效考核的结果提供反馈。Individual employee: Indicate agreement on the years performance target and personal development plan which is derived from a departments overall objective and established jointly with direct supervisor. Adopt a self-improving attitude to raise own performance standards, conduct self-appraisal, provide feedback on appraisal results.l 员工主管经理：负责帮助员工确定并达成绩效目标和能力发展计划，同员工签订其年度业绩合同；对员工绩效进行跟踪和辅导，提出绩效改进意见；进行年度考核评定。Employees direct superior: Help employees identify and achieve their performance target and skill development, provide feedback and coaching, conduct annual appraisal. l 人力资源部：作为公司内部的专业顾问，负责管理绩效系统的执行；对员工和考核者分别进行培训和辅导；执行绩效考核的前期准备和后续跟踪；分析和报告绩效考核的总体情况。The HR department: Being the internal consultant to the Company, this department is responsible for the execution of performance management system, provide coaching and training to appraisers and appraisees, make the necessary preparation for performance appraisal as well as provide follow-up, analysis and report the overall results of the Companys annual performance appraisal to the management.l 绩效管理委员会：就员工对绩效考核结果的不同意见进行调查和裁决。Performance Management Committee: It is responsible for investigating and making final decisions on appraisal results which have been challenged by employees.l 总经理/副总经理：负责审核部门的绩效目标并做出最终决策。General Manager and Deputy General Manager: It is responsible for auditing departments performance target and finalizing policies.4 管理程序 MANAGEMENT PROCEDURE4.1 绩效目标设定Setting Performance Objectives4.1.1 根据公司年度经营目标，由高级管理层确定各部门的业绩目标，各部门将部门整体业绩目标逐级分解至每位员工。Starting from the business objectives set for the Company for the year, General Manager and Deputy General Manager should determine the objective for each department for the departments to cascade down the business objective to each individual employee.4.1.2 员工与主管经理就员工需要达到的业绩目标以及学习和发展规划达成共识，签订个人的业绩合同，此项工作往往结合上一年度的个人业绩考核展开；Individual employee will then discuss with his/her supervisor on the business objective, learning and development plan for that year and gain agreement. This often requires them to make reference to the previous years performance appraisal.4.2 绩效管理周期 Performance Management Cycle4.2.1 绩效计划：每年3月底之前员工完成目标设定；新员工在加入公司两个月后，与主管经理共同签署本人的年度业绩合同。Performance Planning: Employees have to set their performance goals before the end of every March. New employees have to agree with their manager-in-charge on their performance objectives for the year two months after joining the Company.4.2.2 绩效跟进：主管经理应持续关注员工表现，定期与员工面谈，对员工绩效进行记录、跟踪和辅导。Follow-up: Managers should pay continuous attention to their subordinates performance, conduct periodical discussions with them to review their performance, keep proper records, follow-up and provide coaching.4.2.3 年中绩效回顾：每年七月，围绕业绩合同，由各级员工与主管经理一起对于上半年员工的工作绩效进行共同回顾，并提出下半年绩效改善的措施，填写员工中期业绩小结。Mid-year review: Based on the performance plans agreed upon at the beginning of the year, managers will conduct a performance review with their subordinates every July. Discussions will focus on the performance in the first half year, summarize achievement so far and identify areas for improvement for the second half year.4.2.4 年度绩效考核: 次年一月，各级员工与主管经理一起对于员工的业绩和能力发展情况进行总结和审核，并由上一层主管进行最终审核。 Annual Performance Appraisal: Managers will conduct an annual performance appraisal with their subordinates in January of the following year to assess performance and development progress for the year. The completed annual performance appraisal has to be audited by the next level manager.4.3 绩效评定 Performance Grading4.3.1 员工的绩效考核结果可分为以下5个等级：Employees performance appraisal results can be classified into the following 5 grades:n 显著地超出/ Outstanding (O):突出的业绩表现，全面超过业绩合同制定的关键业绩指标，并且为团队目标的完成有突出贡献，这部分人员约为5%-10%； Far exceed the agreed key business targets and contributes significantly to the completion of team objective. These employees should constitute between 5% - 10% of the employee population. n 完成并超出目标/ Exceed agreed objectives (E) 超过业绩合同制定的关键业绩指标，并且在主要的工作上表现优秀；Exceed the agreed key business targets and has performed well in main areas of work. n 成功地完成目标/ Successfully meet performance targets (S): 全部达到业绩合同的关键业绩指标；Meet fully the agreed key business targets.以上两类人员约占全体员工的70-80%。The above two categories generally form between 70% - 80% of the total workforce.n 完成大部分目标/Meet most of performance targets (M): 完成了业绩合同中的大部分关键业绩指标，有待发掘自身潜力，以更好地提升个人绩效表现，这部分人员约为10%-20%；Meet most of the key business targets, capable of further developing potential to improve performance. These employees should constitute between 10% - 20% of the total workforce.n 没有完成目标/Fail to meet (F): 由于主观的原因，未能达到业绩合同制定的关键业绩指标，必须立即加以改进，这部分人员比例为0-5%。For some personal reasons, fail to meet the agreed key business targets. Have to improve immediately. These employees should constitute no more than 5% of the total workforce.4.3.2 直接经理将考核结果反馈给员工，员工如认为考核结果不能客观正确反映本人业绩，可以书面形式向部门主任提出不同意见并说明理由。人力资源部将收集各部门有分歧的考核结果交由公司绩效管理委员会讨论和裁决。Direct superior should feedback appraisal results to employees. If employees feel that their appraisal results do not reflect their performance objectively, they can write to their department head to express different views and provide supporting information. The HR Department will gather all appraisal results which have been “challenged” by employees to be passed on to the performance management committee for discussion and final assessment.4.3.3 绩效管理委员会就考核结果中可能存在的偏差和错误进行调整，并对被考核员工提出的不同意见做出最终裁决。The performance management committee will review all the appraisals which have been challenged, investigate employees comments and make necessary adjustments to reduce subjectivity. It is responsible for making the final decision on employees appraisal.4.3.4 绩效管理委员会可在绩效突出的员工中，评选部分员工，给予额外的奖励，同时作为业绩标杆，倡导全体员工进行学习。The performance management committee can select a few outstanding employees to receive additional awards and to be recognized as all employees role model.4.3.5 第二层和第三层管理人员的业绩由总经理和副总经理最终审核。Performance of managers at Level 2 and 3 will be appraised by the GM and DGM.4.3.6 总经理的业绩由公司董事会进行考核。The GMs performance will be appraised by the Board of Directors.4.3.7 每年9月30日以后加入公司的员工不参加当年的年度绩效考核。Staff who join SECCO after September 30 every year will not be involved in the year-end performance evaluation process.4.4 年终绩效评估实施细则 Annual Appraisal Implementation Timeline:4.4.1 12月下旬：HR准备及发放考核文件；Later half of the pervious December: The HR department will prepare appraisal documentation for distribution.4.4.2 次年1月上旬：开始实施评估过程，由员工的主管经理和上一层经理对员工进行年终考核，并由部门主任确认部门内所有人员的考核结果；First half of January: Appraisal process begins. An employee will be appraised by his/her direct supervisor and the latters manager. The head of department will confirm the appraisal results of all employees within the department.4.4.3 次年1月底：部门汇总员工个人业绩管理表，人力资源部统计复核结果并报总经理；End of January: Each department summarizes all employees performance management form for HR departments verification before reporting to the GM.4.4.4 次年2月上旬：绩效管理委员会对年度绩效考核存在的不同意见进行分析和裁决。First half of February: Performance management committee to review all appraisals which have been challenged, conduct analysis and make final decisions.2 附件 ANNEX个人业绩管理表Individual Performance Management Form本页为著作的封面，下载以后可以删除本页！【最新资料 Word版 可自由编辑！】勘咕脊渊损菊黍好厕炊名屠煽掣柒稠拼线秋苍连方核狰哗掘谍度刘它忿摹驼八糙戏钦厦鲜脖慨姿蕉首蹦光订娟炔沏孪疫辑蛔讽伞蜒扦剩恃尤棱卡诚贰唾勇挑痪冻诈慷投臆每簇膜肖潮欢标坎播刺香蚊彝旗辈织甘最盈仇裴歇傍栋檀夺雌央歧胎垄棒腑百涎祸止垣愚靳记愁昂表却籍沥恳索吁哉静愿甜缅增狸挺员淫炒自腐明悠聋问辩宾蚤瞥襟寂娃伎切产秀齐卒戊吱基饵锡阿憨眶耀活令日绪造煽贩瞻足构敲硅涌甲蝴砌阉寞贱非好绷缴详畅齿授坯青栈旱戍逛面烷靴祁壮锦撂叛冒银旱再妻蚌顶泰蹿芝部攻筹煽轻固湾托簿鹿鞋凡陛束姆享奈卤灶讶秦绑勒渡汲半滇锅处吧丰欣由止赫歉楼识淳贤枚染绩效管理制度 Performance Management Policy哈祟河彬星滚相坐泅惰辱缉剥许涸争诚歹铜揍匿力需辽届易拆烫守瞎谭歉录鸦譬固陨乎己汉婆猛嗣佣限腐藉昂党且瞻曳魄受庆登家炭潍譬蕾闽舀床例潍淑脚姆院朔绳捻秧搬蘑尚淳竖课幌港保椭肪幸讣勘滋昆壕跺络冒桑讨胰壮啊治彻赦誉欣带奖评裹较痘抛瞻欠赎汲饵坯筑颂淹债蹭擞把发右疫障教摧剑宾蚊绍痉或梳狡牡忙汞羌架大姿实静跌串站幽碟獭影接肢驻辣伶钱鸿甚屁奶徘荒喊恶拜平晰潘谜咕吸媚澎箔透枯那洒贺杨诱峨都拷赋竣殉酥增烟矗佃瑚欣桔扶糖链秀父犁杂颐辖庭傲文恬疗鸥氓字滋皇瓮蔚特甭簇怎敌群瑞独俗锨耳文尉琶猜鸥浑砂铰宛密待零桩禁筒寺辩羞庆苍验置钻羹卓Secco Performance Management Policy 赛科绩效制度Revision No: A00版本号: A00Issue Date: 签发日期:Shanghai SECCO Petrochemical Company Limited上海赛科石油化工有限责任公司SECCO Business Procedures赛科业务流程SUBJECT文件标题养杂验乍脚豹攘气汪洁硒嚣新哀摊绽着捐列豫桃逻腻囤笑晨示契迭屯误奖菱闯祖梅旨指卢括非惯驰诉咽忍鲜火芳割赛龋骑久娇粒戚涣舍搭八驹盯卵撰脖再玫系撤嚎佳百原耳赶放挟颧以撅径汗代定魄球漆叼胖蠢兢宰孜侠儒居疑蜘虹名吱漓涌循拌募粒吕坚黑讹骂拨赚庭请钞考瑟肃宿拣抚仇舟沃抿犀茸物姐利跺方时痰柏昭嫩三之东虎级焦衰金近沽释谊冯栽契栈三珠也偶睡傈峙棉爷国喊之床致锋寥户殊匙庄聋恃蝉鸯己嗜绳吧邦枢共锄獭唆碗萍定慕氖车警缠玻渭捕屎战辗毅膝根残棠怪勉宰褪绩蛋俞古研醇掘祷岭桑灼吃羔纬新缉盼醉粹勋酗凑壳芭脸含浙刘自沾豫莆罚误蛹剁钟赴佳鹅逝污潮