员工终绩效评估简介
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2 (60%)
Overall performance, including both results and behaviors, represents a high level of contribution. 整体工作表现（包括包括主要工作业绩及行为资质） 达到高水平贡献
Meets all expectations and may exceed some达至所有期望及部分超越期望 Opportunity for career progression and development有机会获得晋升及发展机会 Eligible for competitive rewards合资格获得具竞争力的奖赏
Maximum 5 最多5项 Rating scores of 4 or 5 require an explanation & cite example 评估者评价某项为4分或5分时，请相应作出解释且举例说明。
第一部分 Key Result Areas 主要工作业绩评定 70%
3
Meet Expectations 符合期望
Demonstrates a level of contribution, influence and leadership that is consistent with the expectations of the role. Overall productivity and quality of work meets the normal standard for that role. Supports the strategic direction of the company and consistently demonstrates Canton Tower Leadership / Behavioral Competencies. 显示出符合该职位期望值的水平的贡献度、影响力和领导力。总体工作量和工作质量达到该职位的一般标准。支持公司的战略方向并不断表现出广州塔领导才能/行为。
Performance Management Ratings Scale 绩效管理评分等级
Overall Performance Rating 绩效评分内容
Objective Assessment + Competency Assessment + Compliments –Warning = Overall Rating 工作成果分数+工作能力分数+赞赏表扬分数-处罚分数=总体绩效分值
Integrates education, learning and development with performance 将工作表现与教育培训发展结合起来
Identifies learning and development gaps for staff 识别员工知识架构和职业发展的空白点
Ensures that employee efforts are focused on achieving corporate objectives 确保员工的工作成效与企业的目标一致
4
Exceed Some 超额完成部分任务
Demonstrates a high level of contribution, influence and leadership. Overall productivity and quality of work is above the normal standard for that role. Consistently supports the strategic direction of the company and consistently demonstrates the Canton Tower Leadership / Behavioral Competencies. 显示出较高水平的贡献度、影响力和领导力。总体工作量和工作质量超出该职位的一般标准。不断支持公司的战略方向并不断表现出广州塔领导才能/行为。
Exceeds all expectations 超越所有期望 This rating is difficult to achieve year over year 此分数是很难每年都能达到 Highest opportunity for career progression and development 最高机会获得晋升及发展 Eligible for significant rewards合资格获得显著的奖赏
Meets most expectations达至大部分的期望 Opportunity for career progression and development targeted at improving performance有机会获得以晋升及发展为目标的提升工作表现的培训 Eligible for rewards合资格获得奖赏
Group等级
Definition定义
Description描述
1 (15%)
Overall performance, including both results and behaviors, represents the highest level of contribution. 整体工作表现（包括主要工作业绩及行为资质） 达到最高贡献
Overall Performance Management Ratings Group / Distribution chart 绩效管理评分等级及分布图表
Overall Performance Management Ratings Scale 绩效管理评分等级
第二部分 Behavior Competencies 行为资质评定
Ratings for Behavior Competency 行為資质评分标准
Rating等级
Definition定义
Extra DeΒιβλιοθήκη inition详细定义5Outstanding 表現超卓
Demonstrates the highest level of contribution, influence and leadership. Overall productivity and quality of work clearly exceeds the normal standard for that role. Always supports the strategic direction of the company and always demonstrates the Canton Tower Leadership / Behavioral Competencies. 显示出最高水平的贡献度、影响力和领导力。总体工作量和工作质量明显超出该职位的一般标准。一直支持公司的战略方向并不断表现出广州塔领导才能/行为。
Components of Performance Appraisal 工作绩效评估的组成部分
The Performance Appraisal includes 3 key components: 3个组成部分 To set objectives: 设定评估目标 Job performance feedback Education, learning & development Result Career Development Plan To set Key Performance Indicators for the following year with timeline To give Performance Feedback: 工作表现反馈 Ongoing Progress reviews (as needed) Formal Meeting (annually) To complete Year End Assessment: 完成评估报告 Key Performance Area Rating 主要工作业绩评分 Behavior Competency Rating 行为资质评分
4 (5%)
Overall performance, including both results and behaviors, does not meet the expected level of contribution.整体工作表现（包括主要工作业绩及行为资质） 不能达到期望的贡献水平
Does not meet expectations不能达到期望 Performance needs to improve工作表现需改进 Identify and document actions to timeline achieve or improve找出及记录须改善的行动 Development opportunities targeted at improving performance in current assignment发展目标为改善现在工作表现欠佳的缺点 Not eligible for rewards不合资格获得奖赏
Group等级
Definition定义
Description描述
3 (20%)
Overall performance, including both results and behaviors, needs to improve to increase overall contribution.整体工作表现（包括主要工作业绩及行为资质） 须改进以提升整体贡献
Rating 分值
Definition 定义
5
Outstanding 表現超卓
4
Exceed Some 超额完成部分任务
3
Meet Expectations 符合期望
2
Meet Some 完成部分目標
1
Poor Performance 表現劣等
Altogether 10 Items 共有10个类别 Every employee is required to have a rating score of ‘1’ or ‘2’ on at least one competency. This is because we all have areas that require development. 评估者在评价每一位的员工的各个单项时，至少要有1项评分为1或2分，这是因为要突出每个人都需要改善的某些方面，让被评估者认识自己需要改进的某些方面。 Rating scores of 4 or 5 require an explanation and cite example 评估者评价某项为4分或5分时，请相应作出解释且举例说明。 Use the competency guidelines to decide on the preliminary rating you give your employee. All managers need to use the rating scale in a consistent manner and during the rating consistency meeting you will be asked to explain how you decided on the rating. 在为员工进行评估时请参照行为资质的指南，每一位评估者需要运用一致的尺度来进行评估并且要在评估面谈的时候向员工说明原因。
Performance Appraisal Briefing 员工年终绩效评估简介
单击此处添加副标题
What Is Performance Management? 什么是绩效管理
01
04
02
03
Provides an on-going dialogue on performance between an employee and their supervisor / manager 提供员工与他们的主管或经理之间的一次关于年度工作表现的沟通
1
3
2
15%
60%
20%
5%
Recognize and reward for good performance 工作表现出色，予以确认及奖赏
Motivate to improve performance 鼓励改进工作表现
Effective performance, room for improvement 有效的工作表现，但仍可改进
Overall performance, including both results and behaviors, represents a high level of contribution. 整体工作表现（包括包括主要工作业绩及行为资质） 达到高水平贡献
Meets all expectations and may exceed some达至所有期望及部分超越期望 Opportunity for career progression and development有机会获得晋升及发展机会 Eligible for competitive rewards合资格获得具竞争力的奖赏
Maximum 5 最多5项 Rating scores of 4 or 5 require an explanation & cite example 评估者评价某项为4分或5分时，请相应作出解释且举例说明。
第一部分 Key Result Areas 主要工作业绩评定 70%
3
Meet Expectations 符合期望
Demonstrates a level of contribution, influence and leadership that is consistent with the expectations of the role. Overall productivity and quality of work meets the normal standard for that role. Supports the strategic direction of the company and consistently demonstrates Canton Tower Leadership / Behavioral Competencies. 显示出符合该职位期望值的水平的贡献度、影响力和领导力。总体工作量和工作质量达到该职位的一般标准。支持公司的战略方向并不断表现出广州塔领导才能/行为。
Performance Management Ratings Scale 绩效管理评分等级
Overall Performance Rating 绩效评分内容
Objective Assessment + Competency Assessment + Compliments –Warning = Overall Rating 工作成果分数+工作能力分数+赞赏表扬分数-处罚分数=总体绩效分值
Integrates education, learning and development with performance 将工作表现与教育培训发展结合起来
Identifies learning and development gaps for staff 识别员工知识架构和职业发展的空白点
Ensures that employee efforts are focused on achieving corporate objectives 确保员工的工作成效与企业的目标一致
4
Exceed Some 超额完成部分任务
Demonstrates a high level of contribution, influence and leadership. Overall productivity and quality of work is above the normal standard for that role. Consistently supports the strategic direction of the company and consistently demonstrates the Canton Tower Leadership / Behavioral Competencies. 显示出较高水平的贡献度、影响力和领导力。总体工作量和工作质量超出该职位的一般标准。不断支持公司的战略方向并不断表现出广州塔领导才能/行为。
Exceeds all expectations 超越所有期望 This rating is difficult to achieve year over year 此分数是很难每年都能达到 Highest opportunity for career progression and development 最高机会获得晋升及发展 Eligible for significant rewards合资格获得显著的奖赏
Meets most expectations达至大部分的期望 Opportunity for career progression and development targeted at improving performance有机会获得以晋升及发展为目标的提升工作表现的培训 Eligible for rewards合资格获得奖赏
Group等级
Definition定义
Description描述
1 (15%)
Overall performance, including both results and behaviors, represents the highest level of contribution. 整体工作表现（包括主要工作业绩及行为资质） 达到最高贡献
Overall Performance Management Ratings Group / Distribution chart 绩效管理评分等级及分布图表
Overall Performance Management Ratings Scale 绩效管理评分等级
第二部分 Behavior Competencies 行为资质评定
Ratings for Behavior Competency 行為資质评分标准
Rating等级
Definition定义
Extra DeΒιβλιοθήκη inition详细定义5Outstanding 表現超卓
Demonstrates the highest level of contribution, influence and leadership. Overall productivity and quality of work clearly exceeds the normal standard for that role. Always supports the strategic direction of the company and always demonstrates the Canton Tower Leadership / Behavioral Competencies. 显示出最高水平的贡献度、影响力和领导力。总体工作量和工作质量明显超出该职位的一般标准。一直支持公司的战略方向并不断表现出广州塔领导才能/行为。
Components of Performance Appraisal 工作绩效评估的组成部分
The Performance Appraisal includes 3 key components: 3个组成部分 To set objectives: 设定评估目标 Job performance feedback Education, learning & development Result Career Development Plan To set Key Performance Indicators for the following year with timeline To give Performance Feedback: 工作表现反馈 Ongoing Progress reviews (as needed) Formal Meeting (annually) To complete Year End Assessment: 完成评估报告 Key Performance Area Rating 主要工作业绩评分 Behavior Competency Rating 行为资质评分
4 (5%)
Overall performance, including both results and behaviors, does not meet the expected level of contribution.整体工作表现（包括主要工作业绩及行为资质） 不能达到期望的贡献水平
Does not meet expectations不能达到期望 Performance needs to improve工作表现需改进 Identify and document actions to timeline achieve or improve找出及记录须改善的行动 Development opportunities targeted at improving performance in current assignment发展目标为改善现在工作表现欠佳的缺点 Not eligible for rewards不合资格获得奖赏
Group等级
Definition定义
Description描述
3 (20%)
Overall performance, including both results and behaviors, needs to improve to increase overall contribution.整体工作表现（包括主要工作业绩及行为资质） 须改进以提升整体贡献
Rating 分值
Definition 定义
5
Outstanding 表現超卓
4
Exceed Some 超额完成部分任务
3
Meet Expectations 符合期望
2
Meet Some 完成部分目標
1
Poor Performance 表現劣等
Altogether 10 Items 共有10个类别 Every employee is required to have a rating score of ‘1’ or ‘2’ on at least one competency. This is because we all have areas that require development. 评估者在评价每一位的员工的各个单项时，至少要有1项评分为1或2分，这是因为要突出每个人都需要改善的某些方面，让被评估者认识自己需要改进的某些方面。 Rating scores of 4 or 5 require an explanation and cite example 评估者评价某项为4分或5分时，请相应作出解释且举例说明。 Use the competency guidelines to decide on the preliminary rating you give your employee. All managers need to use the rating scale in a consistent manner and during the rating consistency meeting you will be asked to explain how you decided on the rating. 在为员工进行评估时请参照行为资质的指南，每一位评估者需要运用一致的尺度来进行评估并且要在评估面谈的时候向员工说明原因。
Performance Appraisal Briefing 员工年终绩效评估简介
单击此处添加副标题
What Is Performance Management? 什么是绩效管理
01
04
02
03
Provides an on-going dialogue on performance between an employee and their supervisor / manager 提供员工与他们的主管或经理之间的一次关于年度工作表现的沟通
1
3
2
15%
60%
20%
5%
Recognize and reward for good performance 工作表现出色，予以确认及奖赏
Motivate to improve performance 鼓励改进工作表现
Effective performance, room for improvement 有效的工作表现，但仍可改进