2004年下半年员工绩效考核方案

附件1：
2004年下半年员工绩效考核方案
一、职员考核方案
1、考核范围：截止2004年12月31日公司在职正式职员（已转正）。

2、考核区间：2004年7月1日至12月31日。

3、考核内容：价值观和业绩（参照7-12月月考核成绩）
4、考核方式：职员在HRONLINE上提交述职报告，其上级在HRONLINE上结合职
员月考核成绩及上半年的实际表现进行价值观和业绩评价，并确定员工考核等级。

5、考核等级及比例：以系统为单位，S级（优秀）比例不高于20%，A1级（良好）
比例为50%，A2级（合格）比例为20%。

C1（价值观不符）比例为3%,C1和
C2级（业绩不符）的人数之和不低于10%。

考核级别区间：S、A1、A2、C1、C2
6、考核结果运用：最近三次考核两次为C2者，一律终止劳动合同；考核为C1者，
予以劝退；一次考核为C2者，扣除6个月级别工资中的月浮动奖金，下次半年考
核不为C即可恢复；考核为S级的职员，在中兴报上公布表彰，各系统在调薪、
晋升职务时予以优先考虑，在年度绩效奖金分配上以绩效系数体现。

二、管理干部考核方案
1、考核范围：截止2004年12月31日，现任公司四层及以上正式、试用的管理干
部。

其中对事业部（康讯公司）总经理、各中心（办）负责人半年考核由考核奖励
办公室单独组织。

2、考核区间：2004年7月1日至12月31日。

3、考核内容：价值观和业绩（平时业绩90%+管理认可度10%）
4、考核方式：在HRONLINE上提交述职报告，其上级在HRONLINE上结合干部平
时业绩进行考核。

5、考核等级及比例：以系统为单位，S级（优秀）比例不高于20%，A级（良好）
比例为70%。

其中C1（价值观不符）和C2级（业绩不符）人数之和不低于10%。

考核级别区间：S、A、C1、C2
6、考核结果运用：对考核为C1的管理干部，予以劝退；对考核为C2的管理干部，免
去管理职务，调至其能够胜任的岗位发挥专长，工资级别另行确定，空缺职位通过
公开竞聘方式选拔。

三、职工考核方案
1、考核范围：截止2004年12月31日公司所有在册正式职工。

2、考核区间：2004年1月1日至12月31日。

3、考核内容：价值观和业绩（参照1-12月月考核成绩）。

4、考核方式：在职工月考核基础上，按照“公平、公正、公开”的原则对员工一年来
的工作表现进行客观的评价。

5、考核等级及比例：以系统为单位，S级（优秀）比例不高于20%，A1级（良好）
比例为50%，A2级（合格）比例为20%。

C级（价值观和业绩不符）比例不低
于10%。

考核级别区间：S、A1、A2、C
6、考核结果运用：对于考核为C的职工，淘汰率不低于80％，其余C类职工予以降
薪；对于考核为S级的职工，在中兴报上公布表彰，各系统在调薪、晋升职务时予
以优先考虑，在职工年终奖方面以考核系数体现。

7、职工年终奖
年终奖金额＝12月份的定级工资*考核系数*2004年转正月数/12；考核系数：S
＝1.5～2.0，A1＝1.0～1.5，A2＝0.8～1.0，C＝0；
四、相关重要说明
1、员工考核等级比例均以12月31日在册的正式已转正员工人数( 在职)为计算基数（即
分母）。

12月31日未转正员工不参加本次考核，而12月31日已转正员工必须参加本次考核。

2、员工的隶属关系以12月31日为准。

12月31日后调动的职员仍在原单位考核，考核
结果要体现与平时考核的关联性；考核区间内调动的职员，参加新单位考核，新单位上级主管必须结合原上级主管意见进行综合考虑。

3、对普通员工（职员、职工）考核：对于平时淘汰（2004年7月1日至12月31日期间）
的人员（即被公司辞退、劝退、因考核为C离职或合同期满部门不续签等原因而淘汰的员工）可以计入C级比例，辞职人员（按照人事在线上归档为淘汰、流失、其他）中淘汰类可以计入C级比列，流失和其他类不能计入C级比例。

4、对管理干部考核：对于平时淘汰（2004年7月1日至12月31日期间）的管理干部可
以计入C类比例。

“平时淘汰”的管理干部是指因工作业绩不好、不胜任管理岗位的原因而被免职、撤换的、现已不在四层以上管理岗位的原管理干部；对于正常转岗到业务或技术线的原管理干部，其下半年的具体考核归入相应的业务、技术线进行。

5、系统内C级比例的分配：各系统应根据本系统人力资源特点及各部门的业绩情况，适当
调整C的比例（如评为荣誉团队的部门，C级比例可适当降低），不能简单一刀切。

但整体不能低于总考核人数的10%。

6、需要强调的是，各单位在考核过程中，考核人与被考核人要进行充分地沟通，具体来说，
考核人必须至少与下属进行公开沟通和单独沟通各一次。

（1）公开沟通：部门在考核过程中，考核者应就本部门考核工作安排、考核方案及评分标准与全体员工进行公开沟通并达成一致；对于因特殊情况不能与会的员
工，沟通结果在会后要通知到本人。

（2）单独沟通：考核者应就员工在考核期间的工作表现、考核结果以及下一步努力的方向等内容进行单独地、充分地沟通。

7、对于矩阵考核，由矩阵一方（权重较小者，一般指业务上级）考核人给出考核建议，由
矩阵另一方（权重较大者，一般指行政上级）确定其考核等级。

评估前，考核矩阵双方须进行充分沟通。

考核权重较小的矩阵一方的“考核建议”建议走书面或邮件等途径。

8、对新进人员的考核只考核其转正后的工作表现；转正不足三个月者，原则上不得考核为
C；请长假（如连续请假超过一个月）的员工只考核其在岗期间的工作表现；对休产假的女员工单独考核，由各系统考核小组确定其考核等级；考核区间受到公司或系统内批评及以上处分的管理干部、职员和职工，均不能评为S级。

针对跨事业部项目团队成员，原则上由其编制所在部门考核。

9、对于特殊人员的考核（比如国际轮岗、公司选派等），请参照公司红头文件执行。

10、考核申诉时效：自2005年1月1日起至2月15日止，受理员工对考核工作的申
诉。

若无特殊原因，原则上过期不予受理。

11、投诉联系人及电话：徐泽鸿（+86755－26771296）；xuzehong@
人事中心HR部
二零零四年十二月十日
ANNUAL APPRAISEMENT NOTICE
2004 Company’s Annual Performance Appraisement will start from July 1, 2004. Please fulfill the proceedings as follows:
(a) Employee appraisal scheme
1.Appraisal range: eligible employees who stay in the position by the end of December 31,
2004.
2.Appraisal period: from July 1, 2004 to December 31, 2004.
3.Appraisal content: ethics and job performance (based on daily job performance, and
weighted average appraisal results from January to December)
4.Appraisal procedures:
4.1Employees submit job narrative;
4.2Superiors evaluate employees’ ethics and job performance aligned with their
monthly assessment and actual performance.
4.3Superiors confirm the assessment rank for each employee.
5.Appraisal rank and ratio: per business unit, the total number of C1 (fall short of ethics)
and C2 (unsatisfied job performance) no less than 10%, S (excellent) no more than 20%,
A1 (good) is 50%, A2 (pass) is 20%.
6.Application of appraisal results:
6.1Employees’ labor contracts will be terminated if they got C twice within the
previous three assessments;
6.2Employees who get C1 will be persuaded to quit the job;
6.3Employees who get one C2 will be deducted monthly floating bonus up to 6 months,
somehow, they may be relieved from the fine after they achieve result better than C
in the next half year assessment,
6.4Employees who get S will enjoy the priority if there is any promotion opportunity or
salary rise opportunity.
(b) Management level appraisal schemes
1.Appraisal range: Country General Manager, Vice General Manager or above (level 4 or
above) full-time, probated, or deputized managers who stay in the position by the end of
December 31, 2004.
2.Appraisal period: from July 1, 2004 to December 31, 2004.
3.Appraisal content: ethics and job performance (90% daily job performance and 10%
recognized management performance)
4.Appraisal procedures:
4.1Employees submit job narrative.
4.2S uperiors evaluate employees’ ethics and job performance aligned with their
monthly performance.
5.Appraisal rank and ratio: per business unit, the total number of C1 (fall short of value
ethics) and C2 (unsatisfied job performance) no less than 10%, S (excellent) no more
than 20%, A (good) is 70%.
6.Application of appraisal results: managers who get C1 will be persuaded to quit the job;
managers who get C2 will be exempted from current position and transferred to another
appropriate position. Meanwhile, they will be reset the salary grade. The job vacancy
will be refilled through public selection.
(d) Foot notes
1.The above ratio calculations are based on the total number of eligible staffs on 31st
December.
2.Employees who transfer job position after December 31 perform assessment in previous
department; if employees transfer position within the assessment period, their present
superiors should consult their previous supervisors’ opinions.
3.Appraisal for general staff (employees and workers):
3.1Staff who was dismissed (person who was fired, got C level or refuse to extend
contract period) within July 1, 2004 to December 31, 2004 should be calculated as C
level in this appraisement.
3.2Cancel rank in line: although it stops to rank the score, employees’ performance
appraisal should be strictly corresponding to the assessment score and job duty.
4.Appraisement for management level: managers who were dismissed within July 1, 2004
to December 31, 2004can be calculated as C level. They were removed from the position
or replaced because of unsatisfactory performance; Managers who transferred to
operation or technique position should be evaluated by their current department.
5.The enforcement of C level percentage: each business unit should adjust the percentage
corresponding to the real situation of the units (e.g., C level percentage can be lower for
Honored units). However, Unit’s percentage can not be less than 10%
6.During the assessment process, the appraiser and subordinate should communicate
thoroughly. At least they should carry out one public communication and one private
communication.
6.1public communication: appraiser should announce the arrangements, methods and
standards publicly and achieve unanimous agreements from all staffs; the
agreements should be extended to the personnel who was absent the meeting,
6.2private communication: appraiser should have a thorough discussion with
subordinate considering their job performance, assessment results and the
following working target.
7.In matrix evaluation, the evaluation personnel of the matrix party (generally the business
supervisor, but with less weight) make suggestions to the evaluation. The final
evaluation personnel (generally the administrative supervisor) provide an evaluation
level online, but must negotiate fully with another matrix party. It is recommended that
“suggestions to evaluation” should be sent as an E-mail or a written document.
8.Those new employees will be evaluated only in terms of the performance after they have
become regular employees; those who became regular employees less than 3 months
should not be evaluated as C-level; those who have asked for long-term leave (for
example, leave of more than one consecutive month) will be evaluated only in terms of
their on-the-job performance; those women employees who have asked for maternity
leave should be evaluated separately and their levels will be determined various system
evaluation groups; The managers, staffs and workers criticized or punished by company
or the departments during the evaluation period cannot be evaluated as S-level. Those
members of the project team that work in more than one business unit, on principle, will
be evaluated by their original departments.
plains Number: the assessment working team will collect claims from employees
from January 1 to February 15
10.Please contact: Mr. xuzehong (xuzehong@, +86755-26771296).
出师表
两汉：诸葛亮
先帝创业未半而中道崩殂，今天下三分，益州疲弊，此诚危急存亡之秋也。

然侍卫之臣不懈于内，忠志之士忘身于外者，盖追先帝之殊遇，欲报之于陛下也。

诚宜开张圣听，以光先帝遗德，恢弘志士之气，不宜妄自菲薄，引喻失义，以塞忠谏之路也。

宫中府中，俱为一体；陟罚臧否，不宜异同。

若有作奸犯科及为忠善者，宜付有司论其刑赏，以昭陛下平明之理；不宜偏私，使内外异法也。

侍中、侍郎郭攸之、费祎、董允等，此皆良实，志虑忠纯，是以先帝简拔以遗陛下：愚以为宫中之事，事无大小，悉以咨之，然后施行，必能裨补阙漏，有所广益。

将军向宠，性行淑均，晓畅军事，试用于昔日，先帝称之曰“能”，是以众议举宠为督：愚以为营中之事，悉以咨之，必能使行阵和睦，优劣得所。

亲贤臣，远小人，此先汉所以兴隆也；亲小人，远贤臣，此后汉所以倾颓也。

先帝在时，每与臣论此事，未尝不叹息痛恨于桓、灵也。

侍中、尚书、长史、参军，此悉贞良死节之臣，愿陛下亲之、信之，则汉室之隆，可计日而待也。

臣本布衣，躬耕于南阳，苟全性命于乱世，不求闻达于诸侯。

先帝不以臣卑鄙，猥自枉屈，三顾臣于草庐之中，咨臣以当世之事，由是感激，遂许先帝以驱驰。

后值倾覆，受任于败军之际，奉命于危难之间，尔来二十有一年矣。

先帝知臣谨慎，故临崩寄臣以大事也。

受命以来，夙夜忧叹，恐托付不效，以伤先帝之明；故五月渡泸，深入不毛。

今南方已定，兵甲已足，当奖率三军，北定中原，庶竭驽钝，攘除奸凶，兴复汉室，还于旧都。

此臣所以报先帝而忠陛下之职分也。

至于斟酌损益，进尽忠言，则攸之、祎、允之任也。

愿陛下托臣以讨贼兴复之效，不效，则治臣之罪，以告先帝之灵。

若无兴德之言，则责攸之、祎、允等之慢，以彰其咎；陛下亦宜自谋，以咨诹善道，察纳雅言，深追先帝遗诏。

臣不胜受恩感激。

今当远离，临表涕零，不知所言。