绩效管理程序文件.doc

员工绩效管理程序
Staff Performance Management Procedures

1. 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。
Performance management is for ensuring the achievement of performance targets of each staff, department and the company through communication between the managers and his subordinates on job duties, objectives and standards as well as performance, which support the improvement of performance and competence of subordinates. Performance appraisal aims to appraise the performance and capability of staff in a certain time to know each employee’s working status. Meanwhile, it’s also offering objective and reliable proofs for training, reassignment, salary increment, promotion, reward and commendation etc.

2. 绩效管理环节 Performance Management Courses
l 绩效计划
Performance planning
l 绩效实施与监控
Performance monitoring
l 绩效考核
Performance appraisal
l 绩效反馈
Performance feedback

3. 各环节具体要求、流程 Process of Performance Management Courses

3.1 制订绩效计划 Performance Plan

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。
Mangers should set up together with his subordinates the performance target and measurement based on the company requirements and expectations. The performance plan including KPI and general indicators should be handed over to staff for confirmation.

绩效目标主要包括以下几个方面内容：
Performance Targets

l 关键绩效指标 KPI （年度考核时权重60%）
KPI (weight 60% in annual appraisal of all indicators)
l 工作能力与态度考核（年度考核时权重40%）General Indicators
Working capability and attitude appraisal (weighing 40% in annual appraisal of all indicators)

3.2 绩效实施与监控Performance monitoring

a) 计划跟进与调整（时间：全过程）Plan track and adjustment (time: whole process)

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%。
During implementation of the performance plan, the staff should confirm timely with the manager the plan material change, if any, and fill up the plan form again. The material change refers to the cancellation or addition of task weighted above 20% or the existing task weight changed by 20%.

b) 过程辅导与激励（时间：全过程）Coaching and motivation (time: whole process)

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。
A manger should monitor the plan implementation of his subordinates and keep communicate with them about the performance issues, and periodically carry out a formal review on the plan status, during which the manager should help his subordinators analyze and solve the existing or potential issues.

c) 绩效信息收集（时间：全过程）Performance data collection

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，为绩效考核提供事实依据。
During the whole process, a manager and his subordinates should collect and record the information such as achievement of targets, behaviors leading to outstanding or poor performance, which will be used as the base for performance appraisal.

3.3 绩效考核 Performance appraisals

a) 考核原则Appraisal Principals
n 考核应以规定的考核项目及其事实为依据；
Appraisal should be in accordance with the appointed appraisal items and facts.
n 考核应以确认的事实或者可靠的材料为依据；
Appraisal should be in accordance with the confirmed facts or reliable data.
n 考核自始至终应以公正为原则。
Appraisal should consider equality and justice as the basic principles.
b) 考核周期 Appraisal time
n 工作业绩指标考核周期：季度
Cycle of Appraisal for Sales: quarterly
n 综合指标考核实施周期：年度
Cycle of Appraisal for all indicators: annually
c) 考核范围与责任主体Appraisal Scope and Owner
n 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。
Performance appraisee should be the HO staff who has finished their probation period.
n 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。
Performance appraiser should be manager. HR department should be responsible for the guidance, supervision and technical support.

d) 考核流程 Appraisal process
n 员工自评（时间：考核周期末月结束前一周）Self-appraisal (time: last week of each quarter/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。
By the end of appraisal cycle, the staff should do self appraisal against his job description and the preset performance plan, and submit the result to his manager.
n 上级经理评价（时间：下个考核周期首月第一周结束日前）Manger’s Appraisal (time: first week of the following quarter/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。
The manager do the evaluation with reference to the self appraisal，job description and the preset performance plan of his subordinates

e) 评分标准 Scoring ：
KPI 指标考核标准 KPI scoring ：
>100=卓越Beyond Expectation 100-90=优秀Excellent
89-75=良好Good 74-60=称职Competent
59-45=需改进Need improvement 44-0=不称职Not competent

备注：季度KPI指标考核时权重为100%。
Note: the weight for the KPI quarterly scoring is 100%

年度综合指标考核标准Annual scoring for all indicators：
>100=卓越Beyond Expectation 100-90=优秀Excellent
89-75=良好Good 74-60=称职Competent
59-45=需改进Need improvement 44-0=不称职Not competent

备注：年度综合指标考核时，KPI考核指标，权重为60%。
Note: in the annual scoring for all indicators, the KPI indicator is the annual KPI, weighted 60%.

3.4 绩效反馈Performance Feedback

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。
After the appraisal, the manager should have a face-to-face discussion with the subordinates to confirm the final appraisal score and make the improvement plan together.

3.5 文件管理 Performance record

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。
After the feedback, the managers should hand over a complete set of performance records to HR department for filing. No modification is allowed on the record unless the relevant persons sign besides the modified parts.

3.6 考核结果的应用Application of appraisal result

l 首次季度考核未达到称职水平者，发出警示；
Anyone who fails to reach competent level will be alerted.
l 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；
Anyone who fails to reach competent level constantly for 2 quarters will be warned, certain training will be offered in accordance with the status.
l 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。
Anyone who fails to reach competent level will be treated as per relevant rules, and to the extreme, get the employment contract terminated.
l 年度考核结果将作为年度薪酬调整的依据
The annual appraisal result will be considered as a poof of annual salary adjustment.

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。
The procedure will enter into force since its issue date, any revision should be simultaneous. All rights reserved by HR department.

5. 相关表格

F035 绩效计划考核表 Performance Plan
F025 绩效改进计划Performance Improvement Plan

6. 文件修改历史Document Historical Revision

修改日期Revision Date
修改段落Section &/or Paragraph
修改描述Description of Change
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