绩效管理程序文件.doc

员工绩效管理程序

Staff Performance Management Procedu res

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

●绩效计划

Performance planning

●绩效实施与监控

Performance monitoring

●绩效考核

Performance appraisal

●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

●关键绩效指标 KPI （年度考核时权重60%）

KPI (weight 60% in annual appraisal of all indicators)

●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

⏹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.

⏹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.

⏹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

⏹工作业绩指标考核周期：季度

Cycle of Appraisal for Sales: quarterly

⏹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

⏹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.

⏹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。