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1、绩效管理程序Performance management procedure文件 号 :QP-6.2.2-24 版本 :A页 数 : 1 of 5QP-4.2.3/4.2.4-01-02 Rev: A日期 :12.12.2008修改说明 Description of Revision S/N Description of Changes Prepared By Reviewed By Interested department Approved By Kathy Zhao Grace ZhangWilliam Wu 名师资料总结 - - -精品资料欢迎下载 - - - - - - - - -
2、- - - - - - - - - 名师精心整理 - - - - - - - 第 1 页，共 5 页 - - - - - - - - - 绩效管理程序Performance management procedure文件 号 :QP-6.2.2-24 版本 :A页 数 : 2 of 5QP-4.2.3/4.2.4-01-02 Rev: A日期 :12.12.20080.0 目的 Purpose: 1.1 反馈 -绩效管理提供主管与员工定期沟通的平台，通过绩效管理提高员工的成绩，及时发现不足之处，为绩效改进提供了机会，同时，有效的反馈可以激励员工为得到更好的评价而努力。Feedback- This
3、 provides a structured format for the discussion of performance issues on a regular basis. Feedback either reinforces performance strengths, or provides the opportunity to discuss resolution of performance deficiencies. As well, feedback is encouraged in employees to get better assessment ratings. 1
4、.2 发展人才 -通过提供职业发展计划，激励和奖励的措施，提供具有挑战性的工作任务和在职学习的机会，从而激励和留住绩效好的员工。Growing Talent- To motivate and retain high performers by providing career development programs encompassing motivational and reward strategies, challenging work assignments and other on-the-job learning 1.3 工作标准 -绩效管理使工作内容更加清晰，并能让员工了解公
5、司对他/她的绩效期望。Job standards-This provides an opportunity for clearer articulation and definition of performance expectations. 1.4 组织目标 -通过提高个人、团队、公司的绩效，从而达成组织的目标。Organizational Goals- To drive improvement in business results through individual, group, and enterprise goal alignment. 1.0 范围Scope: 操作工除外的公
6、司全体员工。All staffs of whole company except operator. 2.0 原则Principle : 3.1 公平 : 对于同一岗位或职务类别的员工使用相同的考核内容。 Fair: same position should have same job appraisal items. 3.2: 公正 : 考核要客观地反映员工的实际情况，避免由于考核参考资料不全、个人主观偏见、光环效应等带来的误差。Justness: the actual status should be identified objectively, avoid the inequitabl
7、e caused by incomplete reference information, supervisors bias and light central effect. 3.3 公开 : 及时通过绩效沟通的方式让员工知道自己的考核结果，以便于改善工作。 Open: Open the performance result by communication in time for improvement. 3.0 考核周期 Appraisal cycle ：4.1 月度考核。 Monthly. 4.2每月 10日前（遇节假日提前）将上月的考核结果汇总至人力资源部。 Hand in all
8、appraisal result to HR department before each 10th. 4.0 考核方式 Appraisal methods. 5.1 考核分为 KPI 考核与主管评估两部分。 Two parts: KPI review and supervisor s assessment. 5.2 由直属主管对下属垂直考评，高阶主管确认。 Employee will be appraised by his/her line supervisor, checked by appraiser s supervisor. 5.0 权责 Responsibility: 6.1 董事
9、总经理、各部门负责人是直接实施绩效考核的责任人，负责按本制度规定的程序和要求对相关部门员工进行考核、评价和沟通。其中总经理直接负责各部门负责人的考核，各部门负责人直接负责本部门员工的考核。Managing Director and each department manager are directing responsible for the performance appraisal implementation, to take in charge of performance checking, appraisal and communication base on this proc
10、edure. Managing Director will be responsible for each department manager s appraisal, and each department manger will be responsible for all staff s appraisal of department. 名师资料总结 - - -精品资料欢迎下载 - - - - - - - - - - - - - - - - - - 名师精心整理 - - - - - - - 第 2 页，共 5 页 - - - - - - - - - 绩效管理程序Performance
11、management procedure文件 号 :QP-6.2.2-24 版本 :A页 数 : 3 of 5QP-4.2.3/4.2.4-01-02 Rev: A日期 :12.12.20086.2 公司人力资源部是组织、管理公司绩效考核工作的职能机构，负责组织、 协调、 支持绩效考核工作的开展，统计绩效考核成绩并存档备案。 HR department is functional department for organizing and managing this performance management, to be responsible for organizing, coordi
12、nation and support line department to implement performance management, collect all performance appraisal result and keep in file. 6.0 考核细则 Details 6.1 KPI 考核 : KPI6.1.1 各部门经理协助各下属员工按目标管理程序而设定的季度KPI 目标，拆分月度目标作为考核指标。考核指标可以根据目标管理程序6.4-6.5 条做相应的调整。 Each department should have all staff have his/her ind
13、ividual quarterly and monthly KPI base on the KPI management procedure. the KPI could be changed base on the KPI management procedure. 6.1.2 考核计分方式Score: 6.1.2.1 每项 KPI 实行 5分制， 按高到低设定目标，3 分为中标， 5 分为高标， 1 分为低标， 低于低标为0 分。按实际达成状况评分。Each KPI score maxima is 5, minima is 1, to set target form high to low
14、, 3 for middle target, 5 for high target, 1 for low high target, the score will be 0 if below low target. Each KPI score is base on the actual achievement status. 6.1.2.2 KPI 得分为：每项达成率*所占比重后的总和。 Final KPI score: sum of each KPI score*weight. 6.2 主管评估 Supervisor s appraisal：6.2.1 主管评估按职位分主管及经理层和一般员工层
15、。各层分别按照不同纬度进行评估。（见 QP-6.2.2-24-01 ）This appraisal will have supervisor and general staff level base on different position, these 2 level will have different appraisal items (details refer to QP-6.2.2-24-01). 6.2.2 考核计分方式: 实行 5 分制由高到低评分。总得分为每项所得分数乘以权重之和。 Score: give score from 5 to 1. The final score
16、= sum of each item score*weight. 6.3 绩效总分 Total Score 绩效总分为KPI 考核与主管评估两项分数总合计，部门内实行强制排序分级，由高到低分为三个等级： The total score = sum of KPI score and supervisor s appraisal score, forced distribution in each department, 3 levels for high to low: A：优秀，占部门人数 5% ；A: Excellence, 5%; B：合格，占部门人数90%；B: Good, 90%; C
17、： 差 ，占部门人数5%。C: Bad, 5%. 对于表现为从C 的员工，部门主管应与员工讨论改进方案。Supervisor and employee should have the action plan for improvement for those C level employees. 6.4 各级主管于每月10日前将评估结果提交人力资源部。Hand in all appraisal result to HR department before each 10th. 7.0 绩效面谈 Performance Interview 8.1 各位主管应就以下内容每月与员工面谈 each s
18、upervisor should have interview with subordinates monthly, details will be included: a) KPI 达成状况KPI achievement status ； b)主管的评分理由 Appraiser s comments； c)改善措施：与员工一起讨论行动计划，帮助员工提高绩效名师资料总结 - - -精品资料欢迎下载 - - - - - - - - - - - - - - - - - - 名师精心整理 - - - - - - - 第 3 页，共 5 页 - - - - - - - - - 绩效管理程序Perfor
19、mance management procedure文件 号 :QP-6.2.2-24 版本 :A页 数 : 4 of 5QP-4.2.3/4.2.4-01-02 Rev: A日期 :12.12.2008Action plan, to discuss with employee together how to improve, the purpose is to help him/her to improve his/her performance ； d) 设定下一个考核周期的目标。 Set target of next month. 8.0 薪资结构 Salary Structure 8.
20、1 原薪资结构调整为：基本薪资绩效薪资; Original salary structure is changed to basis salary and performance salary. 8.2 现基本薪资原基本薪资*80 ; Basic salary= original salary*80% 8.3 现绩效薪资原基本薪资*20 ，根据每月绩效达成状况上下浮动。 Performance salary= Original salary * 20%，floating base on the actual performance. 9.0 绩效薪资 Performance Salary 8.
21、1 绩效薪资根据绩效评估等级，按以下方式计算the performance salary depends on the performance level: A：优秀，占部门人数 5% ，实际绩效薪资=绩效薪资 *200% A: Excellence, 5%, Actual performance salary= performance salary*200%; B：合格，占部门人数90%，实际绩效薪资=绩效薪资 *100% B: Good, 90%, Actual performance salary= performance salary*100%; C： 差 ，占部门人数 5%，实际绩效
22、薪资=绩效薪资 *0% C: Bad, 50%, Actual performance salary= performance salary*0%; 8.2 绩效薪资将在下月工资中发放，并于薪资单中体现明细金额。 The actual performance salary will be released in next month, and will be indicated in payroll slip. 10.0申诉途径 Channel for complaint 员工对当月绩效评估结果有异议时，可向直接主管、高阶主管和人力资源部沟通，确保公正公平。 To make sure this
23、 appraisal is fair, if employee has objection to the performance result, he/she is entitled to communicate with his/her line supervisor/ appraiser s supervisor / HR department. 11.0其它 Others 10.1 项目组成员的考核由本部门与项目部门同时考核，其中本部门考核分数占70%，项目部门考核分数占 30%。Project team member s appraisal will be referring to t
24、he line department and project department, 70% is from line department and 30% from project department. 10.2 自 2009年起，年终奖与每月绩效评估结果挂钩. From Y2009, the bonus will be linked with each month s performance result. 10.3 每年年底由直接主管对下属进行全面评估和员工自评（见附表），评估结果在部门内排序，分级，由高到低分为下列五个等级。评估结果与薪水调整挂钩。Each end of year,
25、supervisor will appraise his/her subordinate in an all-round way ，sort by the score in department and grading, from High to low total 5 Level .This result will be linked with salary adjustment. A：优秀 Excellent 5% B：良好 Very Good 20% ，C：合格 Good 50% ，D：需改进 Development 20% E：差 Bad 5% 11 相关参考文件 Related re
26、fer document 目标管理程序 KPI Management Procedure 12 使用表单名师资料总结 - - -精品资料欢迎下载 - - - - - - - - - - - - - - - - - - 名师精心整理 - - - - - - - 第 4 页，共 5 页 - - - - - - - - - 绩效管理程序Performance management procedure文件 号 :QP-6.2.2-24 版本 :A页 数 : 5 of 5QP-4.2.3/4.2.4-01-02 Rev: A日期 :12.12.2008格式及编号 Form & Number 记录名称 Record Name 记录保存期 Storage Life 1 QP-6.2.2-24-01 月度绩效考核表Monthly Performance Appraisal 员工离职后两年2 QP-6.2.2-24-02 年度绩效考核表Yearly Performance Appraisal 员工离职后两年名师资料总结 - - -精品资料欢迎下载 - - - - - - - - - - - - - - - - - - 名师精心整理 - - - - - - - 第 5 页，共 5 页 - - - - - - - - -