绩效考核办法绩效考核制度中英文
员工绩效考核方案-中英文对照
PERFORMANCE APPRAISAL PLAN员工绩效考核方案1. General Principles总则In order to standardize the performance appraisal policy of MFC, the Compan y constituted this plan. 为规范公司对员工的考察与评价，特制定本制度。
2. Objective考核目的2.1 To bring up a professional talent group with high agglomeration and tea m building spirit. The talent management system shall be guided by perform ance appraisal.在公司造就一支业务精干的具有高度凝聚力和团队精神的人才队伍，并形成以考核为核心导向的人才管理机制。
2.2 To evaluate the past performance promptly and equitably, affirming achie vements, finding out problems and preparing for the improvements on next phases. 及时、公正地对员工过去一段时间的工作绩效进行评估，肯定成绩，发现问题，为下一阶段工作绩效的改进做好准备。
2.3 An empowerment tool to involve employee in managing own performance especially in obtaining feedback.为员工自我管理提供相应手段，特别是能得到绩效反馈。
2.4 To support an employee’s efforts of successful development and supply t he personal information and decision gist on salary, welfare(including stock o ption )adjustment and training plans.支持员工职业发展，为员工薪酬待遇（含员工持股权调整）以及相关的教育培训提供人事信息与决策依据。
绩效考核标准(中英文)
绩效考核标准Performance assessment standard序号S/N 项目ITEM内容CONTENT权重weight1 工作态度Workingattitude1，品德端正，遵纪守法，每月无违反公司的各项管理规定和制度（3）；Possess virtue, following regulations, no violation of companyregulations within one month（3）.2，工作认真负责，积极主动，能吃苦耐劳，服从安排（3）；Reliable andactive to work, capable of doing hard job, obedience to workarrangement(3)3，为公司利益不计个人得失，扎根本职工作，锐意进取，为公司员工树立良好形象并起到带头作用（3）Take company interest as first priority,make more progress based on your win duty to set an good example toother staff in company(3).4，热爱公司，维护公司形象，认同公司企业文化，爱岗敬业，乐于助人，与同事相处融洽，有团队精神和集体荣誉感（3）；Trust company frominside your heart, protect company culture and image, be loyal tocompany, possess sense of team spirit and collective honor(3).5，良好的个人形象和素养（3）suitable personnel appearance andcadibre(3)，个人（工序）岗位7S工作做得好（10）do well atimplementation of 7S working standard(10)；6，每月内无任何被投诉记录（经查实的）；受到领导、员工或雇主普遍好评的（3）No compliance received within one month, get high praisefrom boss, master and other working staff(3).28%2工作能力Workingcapability8，生产的重点就是平衡产量和质量，不能要求产量忽视了质量，也不能因质量忽视了产量，达到并超过专业技能或业务水平优秀，完全胜任本职工作，把质量放到首位；The most important point of production is tokeep balance between product quality and quantity.（考核办法：按返工、修复频次和数量核算，找不到责任人，班组长承担所有罚款，每个罚款₦10，再每个扣1分，扣完为止，如果已外发客户因质量问题退回返工，每个罚款₦20 Assessment rules: for each unqualifiedproduct, the person who is responsible will be fined 10 NAIRAS andlose 1 point, until all available points are gone. For eachunqualified product which is detected by customer, the fine wouldbe 20 NAIRAS. Squad leader will be responsible for the fine if thedirect responsible cannot be found ）20%DISCOVERY INTERNATIONAL FZE拓展国际自贸区公司1，每月统计在案，并适时张榜公布，做到公平公正；Assessment statics record will be made and published every month in order to keep open and fair.2，作为每月绩效评估依据，确定每月绩效津贴（100分，NGN3000元）发放金额；The allowance base for monthly assessment is 100 points and 3000 NAIRAS.3，试行期间只考核工序组长及以上职位的员工。
绩效考核方案中英双语
XX绩效考核方案XX Performance Assessment Plan一、考核算施目旳The assessment objective1．作为员工薪资调整、绩效奖金发放、职务调整旳根据。
As the basis of employees’ salary adjustment, performance bonus, position adjustment 2．有效增长员工之间旳合作精神，对员工全面旳工作进行客观理解和公正评价。
Increase the team spirit between the employees ; know and evaluate employees’ job effectively3．协助员工改善工作方式，提高工作绩效。
Help employee improve the work way and work efficiency二、合用范围Scope of application企业所有高级经理级及如下员工。
All the senior managers and employees三、考核频率Assessment frequency1．季度考核，对当季度旳工作体现进行考核，考核算施时间为下月旳1～5日，遇节假日顺延。
Quarter assessment, assess the work performance in the quarter, the assessment date is September 1-5 and will be put off if it is holiday.四、考核内容Assessment content1．工作业绩work achievement2．工作能力work ability3．工作态度work attitude4．合作配合work cooperation5．自我提高self-improvement以上为基本考核内容，详细详情另见考核附件Above is the basic assessment content, the details is as the follow ’s assessment attachment五、评分对照Score compare考核分数对照表Assessment score form六、考核算施Assessment carrying out1．考核算施及考查对象配比Assessment carrying out and object matching备注：总部各部门负责人由CEO直接考核。
绩效考核中英文对照外文翻译文献
绩效考核中英文对照外文翻译文献(文档含英文原文和中文翻译)绩效考核与员工满意摘要：绩效考核通常也称为业绩考评或“考绩”，是针对企业中每个职工所承担的工作，应用各种科学的定性定量的方法，对职工行为的实际效果及其对企业的贡献或价值进行考评。
绩效考核作为一种有效的企业管理手段，在企业管理中发挥着非常重要的作用，是企业人力资源管理的核心。
本文对当前我国绩效考核中存在的问题做了详细的分析。
针对问题，文章提出从绩效考核的各个角度进行控制，从而确保绩效考核高效到位，最终发挥人力资源管理的作用。
关键词：绩效考核问题分析建议21世纪是知识经济时代，随着经济竞争的加剧，人们越来越认识到人力资源是当今时代经济发展的第一资源。
随着人力资源管理在中国企业的发展的日趋成熟,绩效管理作为人力资源管理的重要组成部分在企业内部的地位也越发重要。
绩效考核是人力资源管理的核心问题之一，是保障并促进企业内部管理机制有序运转，实现企业各项经营管理目标所必须进行的一种管理行为。
美国组织行为学家约翰·伊凡斯维其认为，绩效考核可以达到以下八个方面的目的：为员工的晋升、降职、调职和离职进行评估；组织对员工的绩效考评的反馈；对员工和团队对组织的贡献进行评估；为员工的薪酬决策提供依据；对招聘选择和工作分配的决策进行评估；了解员工和团队的培训和教育的需要；了解员工和团队的培训和教育的需要；对工作计划、预算评估和人力资源规划提供信息。
绩效考核是企业管理员工的有效手段,也是主要途径,在企业管理中具有不可替代的核心地位。
但是,现在有很多企业的绩效考核与企业的发展策略相脱节,企业绩效考核体系也只是一个空壳而已,根本达不到对员工进行考核的目的,甚至还适得其反,导致人才流失。
因此，对企业的绩效考核工作进行分析，找出存在的问题，并解决这些问题成为企业势在必行的工作。
1当前绩效考核中存在问题及原因分析1.1对绩效考核的认识不充分（1）认为绩效考核只是人力资源部的事。
绩效管理制度 英文
绩效管理制度英文IntroductionIn today’s competitive business environment, it is essential for organizations to have an effective performance management system in place to monitor and manage the performance of their employees. A good performance management system helps organizations to align individual and team goals with the overall objectives of the business, identify areas for development and improvement, and reward high-performing employees. This paper will discuss the key components of a performance management system, the benefits and challenges of implementing such a system, and provide recommendations for an effective performance management system.Key Components of a Performance Management SystemA performance management system typically consists of the following components:1. Goal setting: Setting clear and achievable goals is an important aspect of a performance management system. By setting SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) goals, employees are able to focus on what needs to be achieved and can measure their performance against specific criteria.2. Performance evaluation: Regular evaluation of employee performance is essential for providing feedback, identifying areas for improvement, and recognizing and rewarding high-performing employees. Performance evaluations can be conducted through annual performance appraisals, 360-degree feedback, and ongoing performance discussions.3. Development planning: Once performance is evaluated, it is important to develop a plan to address any skill gaps or areas for improvement. This can include training and development opportunities, coaching and mentoring, and setting new goals to support employee growth and development.4. Feedback and communication: Regular and open communication between managers and employees is crucial for the success of a performance management system. Managers should provide constructive feedback, praise for strong performance, and support for improvement, while employees should feel comfortable providing feedback on their work environment, processes, and performance.5. Reward and recognition: Recognizing and rewarding high-performing employees is an important aspect of a performance management system. This can include financial rewards, promotions, additional responsibilities, or public recognition for outstanding performance.Benefits of a Performance Management SystemImplementing a performance management system can provide several benefits for organizations, including:1. Increased productivity and performance: By setting clear goals and regularly evaluating performance, organizations can drive higher levels of productivity and performance from their employees.2. Alignment with business objectives: A performance management system helps to align individual and team goals with the overall objectives of the organization, ensuring that employees are working towards the same outcomes.3. Employee development: By providing regular feedback and development opportunities, organizations can help employees to grow and develop their skills and knowledge, contributing to their overall job satisfaction and engagement.4. Employee retention: A well-implemented performance management system can help to retain high-performing employees, by providing recognition and rewards for their contributions to the organization.Challenges of Implementing a Performance Management SystemWhile there are many benefits to implementing a performance management system, there are also several challenges that organizations may face, including:1. Resistance to change: Employees and managers may be resistant to change if they are used to a different performance management process, or if they feel that the new system does not accurately measure their performance.2. Inconsistent implementation: Inconsistency in how the performance management system is implemented across different teams or departments can lead to unfairness and dissatisfaction among employees.3. Lack of training: Managers and employees may not have the necessary training or resources to effectively implement and utilize the performance management system.4. Unrealistic expectations: Setting unrealistic goals or expectations for employees can lead to dissatisfaction and disengagement, as well as a lack of trust in the performance management process.Recommendations for an Effective Performance Management SystemIn order to overcome the challenges and maximize the benefits of a performance management system, organizations should consider the following recommendations:1. Clearly communicate the purpose and process of the performance management system to all employees, and provide training and resources to help them understand and use the system effectively.2. Ensure that the performance management system is aligned with the organizat ion’s overall goals and objectives, and that individual and team goals are linked to the broader strategic plan.3. Provide regular and ongoing feedback to employees, rather than relying solely on annual performance appraisals. This can help to address issues in a timely manner and provide support for employee development.4. Encourage open and honest communication between managers and employees, and create a culture of feedback and recognition within the organization.5. Continuously evaluate the performance management system to ensure that it remains effective and relevant to the organization’s changing needs and priorities.Case Study: Implementing a Performance Management System at Company XCompany X is a large retail organization with several hundred employees. The company has recently identified the need to update its performance management system in order to drive higher levels of productivity and performance, and to align individual and team goals with the overall objectives of the business.The organization has launched a new performance management system, with the following key components:1. Goal setting: Employees are required to set SMART goals at the beginning of the performance cycle, and to regularly update their goals as they progress.2. Performance evaluation: Managers are required to conduct regular performance discussions with their employees, and to provide ongoing feedback on their performance.3. Development planning: Development plans are created for employees based on their performance evaluations, and are used to identify training and development opportunities.4. Reward and recognition: The organization has implemented a new reward and recognition program to provide financial incentives and public recognition for high-performing employees.The implementation of the new performance management system at Company X has been met with some challenges, including resistance to change and a lack of clarity around the new process. However, the organization has also seen several benefits, including increased employee engagement and higher levels of productivity. By working to overcome the challenges and continuously improving the system, Company X is well on its way to creating an effective performance management system that supports its overall business objectives. ConclusionA well-designed and effectively implemented performance management system can have a significant impact on an organization’s success. By setting clear goals, evaluating performance, providing feedback and recognition, and supporting employee development, organizations can drive higher levels of productivity and performance from their employees, while also aligning individual and team goals with the broader strategic objectives of thebusiness. While there are challenges to implementing a performance management system, organizations that provide the necessary support, resources, and communication are likely to see substantial benefits in terms of employee satisfaction, retention, and overall business success.。
English 绩效考核管理制度
Li Ning Co.,Ltd Performance Assessment Management SystemRevised in Dec.,2010Table of ContentsChapter 1 General ProvisionsArticle 1 Scope of ApplicationThis performance assessment management system applies to all employees of Li Ning’s holding companies and joint stock companies in Mainland China, including Li Ning (China) Sports Goods Co., Ltd, Li Ning Sports (Shanghai) Co., Ltd, ,Li Ning Sports Goods Commerce (Beijing) Co., Ltd, Shanghai Yueao Sports Goods Co., Ltd, Shanghai Yidong Sports Development Co., Ltd, Shanghai Z-DO Sports Goods Co., Ltd, LOTTO Sports Goods Co., Ltd, Li Ning Sports (Tianjin) Co., Ltd etc.Other subsidiaries including Li Ning Sports (Hong Kong) Co., Ltd，Li Ning Sports Technology Development (Hong Kong) Co., Ltd, Li Ning Sports USA, Inc，Li Ning Sports Singapore Pte Ltd, Guangdong Yueao Sports Development Co., Ltd, Foshan Li Ning Gymnastics School Services Co., Ltd, other brands and sales companies as well as newly established companies refer to the rules.Article 2 Purpose of Performance Management2.1Performance goals breakdown: Based on performance management system, break downthe company’s strategic goals and annual operational goals at different levels in order to ensure that the goals for departments and individual employees support company goals effectively;2.2Performance results improvement: Carry out performance goals setting, performanceprocess guiding, performance appraisal and feedback performance management system to ensure the continuous improvement of the performance of individual employees and teams;2.3Building a communication platform: Performance management delivers a complete andeasy-to-use management tool for the communication between management members and employees in terms of goals setting, work performance and future development, encouraging the timely communication between them during the assessment cycle;2.4Create performance-oriented culture: Through performance goals-orientedperformance assessment, conduct an objective assessment of employees’ performance, grant rewards or impose punishment, raise the initiatives of employees, and intensify the culture characterized by excellent performance;2.5Upgrading performance-related abilities: Through developing and implementingIndividual Development Plan (IDP) based on the leadership competency model and professional level, improve the abilities of all employees step by step, facilitate the realization of performance goals and help identify excellent employees.Article 3 Performance Management Principles3.1Set sensible goals: In the process of breaking strategic goals down intoperformance goals of individual employees, take into account the longitudinal conformity and latitudinal synergies, identify clear focuses and set sensible goals.3.2Recommend positive encourage: Performance management encourages employees to keepbreaking established goals and their own abilities, inspires them to achieve excellent performance, and gives full affirmation and rewards to those excellent performers;3.3Differentiate performance levels: Through the whole-process management of the allperformance all indicators, set performance assessment criteria tailored for Li Ning’s management conditions to differentiate different levels of performance and reflect different levels of performance results and rewards;Chapter 2 All-round Performance Management System andDuties DivisionArticle 4 All-round Performance Management SystemAll-round performance management consists of two parts: all-indicators management and whole-process management, including performance, abilities and individual development, being a cyclic management from goals setting, process guiding to assessment and feedback.Article 5 All-round performance —— All indicators management5.1 All-indicator performance management comprises performance management system, which takes KPI as the core, and ability development, which takes leadership/professional skill as the core. It involves performance results and the ability needed to achieve the expected performance results.上图中文字：全指标管理：All-indicator management 愿景：Vision业绩导向：Performance Orientation 能力导向：Ability orientation战略目标：Strategy goals 价值观：Value部门目标：Department goals 资质模型：Competency model个人关键业绩指标：Individual key performance indicator能力潜力评估：Ability potential assessment个人发展计划：Individual Development Plan（IDP）5.2Performance management which takes KPI as the core:5.2.1 Key Performance Indicator（KPI）: It is a management indicator to measurethe performance of an employee in a performance cycle, being the basisof the company’s performance management system. The setting of KPI helpsdrive the implementation of company strategy and guide the direction ofemployees working.5.2.2 Key Development Indicator (KDI): It is an indicator set for managementmembers of department managers or above, in order to draw the attentionof managers to the team building and employees development. Through thepurposeful introduction, coaching and guiding for employees, help themachieve their performance goals.5.2.3 Observation indicators: For the supervision and risk control of some businessresults, we just assess the observation indicators and the results are notincluded into the final assessment results. Observation indicators includecompany observation indicators and individual observation indicators.●Company observation indicators: Depending on the company focuses at acertain stage, choose the corresponding indicators for target employeesto observe and the target employees are identified by the company.●Individual observation indicators: Depending on the focuses at thecurrent stage, the examiner and the examinee discuss and set the individualobservation indicators in order to carry out and monitor the execution ofthe indicators.5.3 Capability assessment management: Performance management does not only focus on the performance, but also on capability to achieve continuous excellent performance and competency behaviors. With the leadership competency models and professional skill as the core, train all employees to develop, assess and give feedback to their competencies and qualities in a planned way to raise their competencies step by step and guarantee the sustainable competitiveness of the company. Capability assessment management includes capability assessment based on leadership competency models and professional skill and development-based potential assessment. In particular,5.3.1Leadership assessment and development: Leadership competency acts as theimportant basis for leadership development. The company highlights theconcept of “every employee in Li Ning is a leader”. The leadershipassessment, based on “Li Ning leadership competency model”, includes fourparts: leading self, leading business, leading teams and leading others(see Attachment 1).Review, assess, train and follow-up the employees’leadership competency behaviors on a regular basis. See training materialsfor details.5.3.2 Professional skill assessment and development: Professional skills differdepending on the different positions/tasks, reflecting the professionalskills needed for an employee to do his work. Review, assess, train andfollow-up the professional eligibility of an employees on a regular basisto improve their efficiencies and achievements. See Notes on ProfessionalSkills and Positions Description for the requirements on Professionalskills.5.3.3 Potential assessment: Potential reflects the possibility of an employee todevelop higher or toward other areas in the future. By assessing anemployee’s potential, observe his or her space for future development andgrowth as the reference for personnel preparation and promotion. Fordetails, see Attachment 2:Top 10 Factors for Evaluating LeadershipPotential in Li Ning5.3.4Individual development plan (IDP): Based on an employee’s performance,leadership, results of professional skills assessment, as well as his orher knowledge and experience, work out an IDP for the next year taking intoaccount work plan and individual’s career development needs.(SeeAttachment 3).Article 6 All-round Performance - Whole-process ManagementWhole-process management refers to the cyclical whole-process management from performance indicators setting, process follow-up coaching and rewards and punishment after assessment. In particular,6.1Indicator setting: It includes performance goals setting, ability goals setting,working out of individual development plans, and reaching an agreement on goals setting;6.2 Follow-up coaching: It includes regular review of performance goals executionand employees coaching, giving support and coaching to solve the problems, and ensuring the correct work direction and timely resolution of problems;6.3 Rewards and punishments: This includes performance review, assessment,communication as well as the implementation of rewards and punishment.上图文字：全过程管理：Whole-process management指标设定：Indicators setting 业绩目标：Performance goals能力目标：Ability goals 个人发展计划：Individual development plan目标设定沟通：Communication for goals setting评估奖惩：Rewards and punishment after assessment绩效总结：Performance review 绩效评估：Performance assessment绩效沟通：Performance communication 绩效结果应用：Application of performance results跟踪辅导：Follow-up coaching期中回顾：Midterm review 辅导跟进：Coaching and follow onArticle 7 Duties Division7.1Examiner –responsible for setting, managing and evaluating employee performancegoals, in particular:7.1.1Set performance and ability goals and individual development plan togetherwith employees: Based on the company’s strategic goals and work focuses,break down and work out the performance goals of each business unit andsubordinate employees; communicate the goals with employees and reach anagreement with the setting of performance goals;7.1.2Coach employees to accomplish goals and feedback: Assist and coachemployees to implement the performance goals; help employees upgradeabilities and accomplish performance goals and achieve individualdevelopment;7.1.3Conduct performance assessment and feedback: Depending on performancecycle, perform an interview with employees and conduct assessment, and givethe real and objective feedback to employees. Affirm the excellentperformance behaviors of employees, coach them in the aspects needingimprovement and propose clear and specific requirements, work out animprovement plan together with individual employees.7.1.4Rewards and punishments: According to the performance assessment results,a supervisor puts forward the opinions on the rewards and punishments withindividual employees and communicates the information to them.7.1.5Identify the key direction for the next stage: supervisors and employeestogether discuss the direction, focuses and goals for the next stage; thesupervisors motivate the subordinates to be willing and able to achievethe goals, and provide necessary resources support.7.2 Examinee –the object of performance management which undertakes the followingduties:7.2.1Confirm goals: Set, clarify and confirm with the examiner the performancegoals and schedule, while determining ability development goals andindividual development plan etc;7.2.2Performance realization: An employee makes efforts to realize the goalseffectively, display commitments and responsibilities in accordance with company competency behavior criteria. During this process, communicate with the examiner, seek feedback and assistance with the problems, confirm the results for the current stage and the direction for the next stage, and ensure the achievements of the final performance goals.7.2.3Self assessment and summarization of performance: through the interviewwith the examiner or other ways, summarize the implementation of individual performance, make self assessment of the current performance, review the IDP and propose the points for improvement in the next stage; seek feedback and get to know the expectation of the supervisor, and work out an improvement plan together.Chapter 3 All-round Performance Management –Performance Indicator SettingArticle 8 Breakdown and Setting of Performance GoalsSetting of performance indicators includes Key Performance Indicators (KPI), Key Development Indicators (KDI) and observation indicators. It breaks down the strategic goals of the company level by level and assigns them to each position, representing a process of communication and reaching an agreement between the supervisors and the employees with work goals and considering these work and goals as the basis to evaluate the performance of employees at the end of each stage. The setting of performance goals includes the following:8.1Break the strategic goals of the company down at the level of business unit: inaccordance with the annual operation plan of the Group, break its annual goals down at each brand, system and business unit, ensure the support of each business unit to the Group work; when necessary, organize discussion and communication to coordinate the synergies between indicators in all aspects, and form performance contract of head of each business unit;8.2 Goals of each business unit is broken down at the level of departments: Head ofeach business unit communicates with Dept managers and break down the annual goals of the business unit at each department to ensure the support of departments to the work of their business unit; coordinate the synergies between departments, and form performance contract of department managers;8.3 Break down the departmental goals at the level of employees: Based on the keytasks and positions of each department, department manager or designated examiner, together with employees, determine the performance goals and completion criteria, form Employees’ Key Performance Indicators;8.4Setting of Key Development Indicators: They are set by the company based on thedevelopment focuses of the company at each stage and the actual situation of each business unit;8.5Setting of observation indicators: Based on the focuses at each stage, tasks whichneed the attention of the examinees can be set as observation indicators.Observation indicators can be divided into company level， which is set forth bythe company, and individual level, which is set forth by examiner and examinee after discussion.Article 9 Contents of Key Performance IndicatorsKey performance indicators include indicator type, indicator, weight, target value assessment method, examiner and name of examiner. Please refer to Attachment 4 for KPI Template.9.1Indicators: Key indicators which are determined by examiner and examinee throughdiscussion and reflect the current focuses. They can be result indicators (directly reflecting the business results of the company, departments and individuals and their performance and showing the success or failure in a straight way); or process indicators (reflecting the actions taken to achieve the result indicators, or the examination items during the process) on which an examinee may have impact;9.2Weight: Determine the weight of each indicator based on the current focuses andthe sum of each weight should be 100%;9.3 Target value: goals to be attained according to the indicators at current stage.Performance examination goals should be explicit, specific and measurable, i.e., specify the work quantity and quality and specific requirements;9.4 Assessment methods: They are methods to calculate or evaluate the score of eachindicator. Usually there are formula for calculating quantitative indicators and result indicators;9.5 Examiner: It is divided into first examiner (usually immediate supervisors) andsecond examiner depending on work requirements and subordination;9.6 Name of examiner: Name of the first examiner/second examiner;Article 10 Principles for Setting Key Performance Indicators10.1 SMART principle: Setting performance indicators shall follow the principle ofSMART:●Specific: Performance goals shall specify the work contents and assessmentways;●Measurable: Performance goals shall be measurable through objectivecalculation or subjective assessment, and the cost, time,investigation/calculation difficulties shall be in a controllable range (toavoid select indicators hard to achieve or needing overly high cost);●Attainable: Performance goals shall be controllable within the work scope ofthe examinee, and attainable through making necessary efforts;●Relevant: Performance goals shall be highly relevant to the work of theexaminees;●Time bound: Performance goals shall have specific time limit, i.e., there mustbe specific results in a specified period, normally the examination cycle.Alternatively, considering the characteristics of positions set the moredetailed time frame within the examination cycle.10.2 Timely renewal: Performance goals shall be changeable. They shall be adjustedin a timely way when any change of work focuses in the company or departments ina performance cycle takes place;10.3 Principle of longitudinal support: When breaking down the goals at the levelsof business units, departments and employees, pay attention to the longitudinal support of the subordinate to the upper-level unit to guarantee the realization of strategic goals of the company and the support of individual goals to company goals;10.4 Principle of latitudinal coordination: Breakdown of indicators shall also takeinto account the latitudinal coordination between systems and departments.Communication meeting shall be organized and held to determine the core indicators of each department to guarantee the latitudinal coordination and collaboration.10.5 Principle of keeping certain weight: The weight of a single indicator shall notbe lower than 5% and number of indicators shall not be more than 10 to maintain the attention of examinee to each indicator.Article 11 Setting of Ability AssessmentBased on the company’s leadership,professional level and potential, and taking into account the current focuses and the abilities of the examinee, select the corresponding items of abilities needed for individual positions of employees. In particular:11.1 Leadership setting: Leadership competency is the important basis for the companyto develop leadership and it is set according to Band which an examinee belongs to;11.2 Setting professional level: Professional level reflects the professional skillsneeded for an employee to do his or her job. It is set according to the position which an employee takes;11.3 Potential assessment: Potential reflects the possibilities of an employeedeveloping towards higher level or other directions. It is set in Top 10 Factors for Evaluating Leadership Potential in Li Ning.For specification to fill in, please refer to other relevant regulation. Article 12 Setting of Individual Development PlanIndividual Development Plan is filled in by taking into account work requirements, employee’s current ability and willingness for individual development. It is drafted by the examinee. When interviewing an examinee, the examiner coaches the examinee, providing ability assessment opinions and development suggestions. For specification to fill in, please refer to other relevant regulation.Process Coaching and CommunicationArticle 13 Purpose of Performance Process Coaching and Communication Process coaching and communication refers to look for solutions through tracking the completion of performance goals, following up progress and finding difficulties and problems. It supports and coaches the examinee and integrates resources in order to ensure the correct work direction and finishing work within the time limit.。
English绩效考核管理制度final
L i N i n g C o.,L t d Performance AssessmentManagement SystemRevised in Dec.,2010Table of ContentsChapter 1 General ProvisionsArticle 1 Scope of ApplicationThis performance assessment management system applies to all employees of Li Ning’s holding companies and joint stock companies in Mainland China, including Li Ning (China) Sports Goods Co., Ltd, Li Ning Sports (Shanghai) Co., Ltd, ,Li Ning Sports Goods Commerce (Beijing) Co., Ltd, Shanghai Yueao Sports Goods Co., Ltd, Shanghai Yidong Sports Development Co., Ltd, Shanghai Z-DO Sports Goods Co., Ltd, LOTTO Sports Goods Co., Ltd, Li Ning Sports (Tianjin) Co., Ltd etc.Other subsidiaries including Li Ning Sports (Hong Kong) Co., Ltd，Li Ning Sports Technology Development (Hong Kong) Co., Ltd, Li Ning Sports USA, Inc，Li Ning Sports Singapore Pte Ltd, Guangdong Yueao Sports Development Co., Ltd, Foshan Li Ning Gymnastics School Services Co., Ltd, other brands and sales companies as well as newly established companies refer to the rules.Article 2 Purpose of Performance Management2.1Performance goals breakdown: Based on performance management system, break down thecompany’s strategic goals and annual operational goals at different levels in order to ensure that the goals for departments and individual employees support company goals effectively;2.2Performance results improvement: Carry out performance goals setting, performanceprocess guiding, performance appraisal and feedback performance management system to ensure the continuous improvement of the performance of individual employees and teams;2.3Building a communication platform: Performance management delivers a complete andeasy-to-use management tool for the communication between management members and employees in terms of goals setting, work performance and future development, encouraging the timely communication between them during the assessment cycle;2.4Create performance-oriented culture: Through performance goals-oriented performanceassessment, conduct an objective assessment of employees’ performance, grant rewards or impose punishment, raise the initiatives of employees, and intensify the culture characterized by excellent performance;2.5Upgrading performance-related abilities: Through developing and implementingIndividual Development Plan (IDP) based on the leadership competency model andprofessional level, improve the abilities of all employees step by step, facilitate the realization of performance goals and help identify excellent employees. Article 3 Performance Management Principles3.1Set sensible goals: In the process of breaking strategic goals down into performancegoals of individual employees, take into account the longitudinal conformity and latitudinal synergies, identify clear focuses and set sensible goals.3.2Recommend positive encourage: Performance management encourages employees to keepbreaking established goals and their own abilities, inspires them to achieve excellent performance, and gives full affirmation and rewards to those excellent performers;3.3Differentiate performance levels: Through the whole-process management of the allperformance all indicators, set performance assessment criteria tailored for Li Ning’s management conditions to differentiate different levels of performance and reflect different levels of performance results and rewards;Chapter 2 All-round Performance Management System andDuties DivisionArticle 4 All-round Performance Management SystemAll-round performance management consists of two parts: all-indicators management and whole-process management, including performance, abilities and individual development, being a cyclic management from goals setting, process guiding to assessment and feedback. Article 5 All-round performance —— All indicators management5.1 All-indicator performance management comprises performance management system, which takes KPI as the core, and ability development, which takes leadership/professional skill as the core. It involves performance results and the ability needed to achieve the expected performance results.上图中文字：全指标管理：All-indicator management 愿景：Vision业绩导向：Performance Orientation 能力导向：Ability orientation战略目标：Strategy goals 价值观：Value部门目标：Department goals 资质模型：Competency model个人关键业绩指标：Individual key performance indicator能力潜力评估：Ability potential assessment个人发展计划：Individual Development Plan（IDP）5.2Performance management which takes KPI as the core:5.2.1 Key Performance Indicator（KPI）: It is a management indicator to measurethe performance of an employee in a performance cycle, being the basis ofthe company’s performance management system. The setting of KPI helpsdrive the implementation of company strategy and guide the direction ofemployees working.5.2.2 Key Development Indicator (KDI): It is an indicator set for management membersof department managers or above, in order to draw the attention of managersto the team building and employees development. Through the purposefulintroduction, coaching and guiding for employees, help them achieve theirperformance goals.5.2.3 Observation indicators: For the supervision and risk control of some businessresults, we just assess the observation indicators and the results are notincluded into the final assessment results. Observation indicators includecompany observation indicators and individual observation indicators.●Company observation indicators: Depending on the company focuses at acertain stage, choose the corresponding indicators for target employeesto observe and the target employees are identified by the company.●Individual observation indicators: Depending on the focuses at thecurrent stage, the examiner and the examinee discuss and set theindividual observation indicators in order to carry out and monitor theexecution of the indicators.5.3 Capability assessment management: Performance management does not only focus on the performance, but also on capability to achieve continuous excellent performance and competency behaviors. With the leadership competency models and professional skill as the core, train all employees to develop, assess and give feedback to their competencies and qualities in a planned way to raise their competencies step by step and guarantee the sustainable competitiveness of the company. Capability assessment management includes capability assessment based on leadership competency models and professional skill and development-based potential assessment. In particular,5.3.1Leadership assessment and development: Leadership competency acts as theimportant basis for leadership development. The company highlights theconcept of “every employee in Li Ning is a leader”. The leadershipassessment, based on “Li Ning leadership competency model”, includes fourparts: leading self, leading business, leading teams and leading others (seeAttachment 1).Review, assess, train and follow-up the employees’leadership competency behaviors on a regular basis. See training materialsfor details.5.3.2 Professional skill assessment and development: Professional skills differdepending on the different positions/tasks, reflecting the professionalskills needed for an employee to do his work. Review, assess, train andfollow-up the professional eligibility of an employees on a regular basisto improve their efficiencies and achievements. See Notes on ProfessionalSkills and Positions Description for the requirements on Professionalskills.5.3.3 Potential assessment: Potential reflects the possibility of an employee todevelop higher or toward other areas in the future. By assessing anemployee’s potential, observe his or her space for future development andgrowth as the reference for personnel preparation and promotion. For details,see Attachment 2:Top 10 Factors for Evaluating Leadership Potential in LiNing5.3.4Individual development plan (IDP): Based on an employee’s performance,leadership, results of professional skills assessment, as well as his orher knowledge and experience, work out an IDP for the next year taking intoaccount work plan and individual’s career development needs.(SeeAttachment 3).Article 6 All-round Performance - Whole-process ManagementWhole-process management refers to the cyclical whole-process management from performance indicators setting, process follow-up coaching and rewards and punishment after assessment. In particular,6.1Indicator setting: It includes performance goals setting, ability goals setting,working out of individual development plans, and reaching an agreement on goals setting;6.2 Follow-up coaching: It includes regular review of performance goals execution andemployees coaching, giving support and coaching to solve the problems, and ensuring the correct work direction and timely resolution of problems;6.3 Rewards and punishments: This includes performance review, assessment,communication as well as the implementation of rewards and punishment.上图文字：全过程管理：Whole-process management指标设定：Indicators setting 业绩目标：Performance goals能力目标：Ability goals 个人发展计划：Individual development plan目标设定沟通：Communication for goals setting评估奖惩：Rewards and punishment after assessment绩效总结：Performance review 绩效评估：Performance assessment绩效沟通：Performance communication 绩效结果应用：Application of performance results跟踪辅导：Follow-up coaching期中回顾：Midterm review 辅导跟进：Coaching and follow onArticle 7 Duties Division7.1Examiner – responsible for setting, managing and evaluating employee performancegoals, in particular:7.1.1Set performance and ability goals and individual development plan togetherwith employees: Based on the company’s strategic goa ls and work focuses, breakdown and work out the performance goals of each business unit and subordinateemployees; communicate the goals with employees and reach an agreement withthe setting of performance goals;7.1.2Coach employees to accomplish goals and feedback: Assist and coach employeesto implement the performance goals; help employees upgrade abilities andaccomplish performance goals and achieve individual development;7.1.3Conduct performance assessment and feedback: Depending on performance cycle,perform an interview with employees and conduct assessment, and give the realand objective feedback to employees. Affirm the excellent performancebehaviors of employees, coach them in the aspects needing improvement andpropose clear and specific requirements, work out an improvement plan togetherwith individual employees.7.1.4Rewards and punishments: According to the performance assessment results, asupervisor puts forward the opinions on the rewards and punishments withindividual employees and communicates the information to them.7.1.5Identify the key direction for the next stage: supervisors and employeestogether discuss the direction, focuses and goals for the next stage; thesupervisors motivate the subordinates to be willing and able to achieve thegoals, and provide necessary resources support.7.2 Examinee – the object of performance management which undertakes the followingduties:7.2.1Confirm goals: Set, clarify and confirm with the examiner the performance goalsand schedule, while determining ability development goals and individualdevelopment plan etc;7.2.2Performance realization: An employee makes efforts to realize the goalseffectively, display commitments and responsibilities in accordance withcompany competency behavior criteria. During this process, communicate withthe examiner, seek feedback and assistance with the problems, confirm theresults for the current stage and the direction for the next stage, and ensurethe achievements of the final performance goals.7.2.3Self assessment and summarization of performance: through the interview withthe examiner or other ways, summarize the implementation of individual performance, make self assessment of the current performance, review the IDP and propose the points for improvement in the next stage; seek feedback and get to know the expectation of the supervisor, and work out an improvement plan together.Chapter 3 All-round Performance Management –Performance Indicator SettingArticle 8 Breakdown and Setting of Performance GoalsSetting of performance indicators includes Key Performance Indicators (KPI), Key Development Indicators (KDI) and observation indicators. It breaks down the strategic goals of the company level by level and assigns them to each position, representing a process of communication and reaching an agreement between the supervisors and the employees with work goals and considering these work and goals as the basis to evaluate the performance of employees at the end of each stage. The setting of performance goals includes the following:8.1Break the strategic goals of the company down at the level of business unit: inaccordance with the annual operation plan of the Group, break its annual goals down at each brand, system and business unit, ensure the support of each business unit to the Group work; when necessary, organize discussion and communication to coordinate the synergies between indicators in all aspects, and form performance contract of head of each business unit;8.2 Goals of each business unit is broken down at the level of departments: Head of eachbusiness unit communicates with Dept managers and break down the annual goals of the business unit at each department to ensure the support of departments to the work of their business unit; coordinate the synergies between departments, and form performance contract of department managers;8.3 Break down the departmental goals at the level of employees: Based on the key tasksand positions of each department, department manager or designated examiner, together with employees, determine the performance goals and completion criteria, form Employees’ Key Performance Indicators;8.4Setting of Key Development Indicators: They are set by the company based on thedevelopment focuses of the company at each stage and the actual situation of each business unit;8.5Setting of observation indicators: Based on the focuses at each stage, tasks whichneed the attention of the examinees can be set as observation indicators. Observation indicators can be divided into company level， which is set forth by the company, and individual level, which is set forth by examiner and examinee after discussion.Article 9 Contents of Key Performance IndicatorsKey performance indicators include indicator type, indicator, weight, target value assessment method, examiner and name of examiner. Please refer to Attachment 4 for KPI Template.9.1Indicators: Key indicators which are determined by examiner and examinee throughdiscussion and reflect the current focuses. They can be result indicators (directly reflecting the business results of the company, departments and individuals and their performance and showing the success or failure in a straight way); or process indicators (reflecting the actions taken to achieve the result indicators, or the examination items during the process) on which an examinee may have impact;9.2Weight: Determine the weight of each indicator based on the current focuses and thesum of each weight should be 100%;9.3 Target value: goals to be attained according to the indicators at current stage.Performance examination goals should be explicit, specific and measurable, i.e., specify the work quantity and quality and specific requirements;9.4 Assessment methods: They are methods to calculate or evaluate the score of eachindicator. Usually there are formula for calculating quantitative indicators and result indicators;9.5 Examiner: It is divided into first examiner (usually immediate supervisors) andsecond examiner depending on work requirements and subordination;9.6 Name of examiner: Name of the first examiner/second examiner;Article 10 Principles for Setting Key Performance Indicators10.1 SMART principle: Setting performance indicators shall follow the principle of SMART:●Specific: Performance goals shall specify the work contents and assessment ways;●Measurable: Performance goals shall be measurable through objective calculationor subjective assessment, and the cost, time, investigation/calculationdifficulties shall be in a controllable range (to avoid select indicators hardto achieve or needing overly high cost);●Attainable: Performance goals shall be controllable within the work scope of theexaminee, and attainable through making necessary efforts;●Relevant: Performance goals shall be highly relevant to the work of the examinees;●Time bound: Performance goals shall have specific time limit, i.e., there mustbe specific results in a specified period, normally the examination cycle.Alternatively, considering the characteristics of positions set the moredetailed time frame within the examination cycle.10.2 Timely renewal: Performance goals shall be changeable. They shall be adjusted ina timely way when any change of work focuses in the company or departments in aperformance cycle takes place;10.3 Principle of longitudinal support: When breaking down the goals at the levels ofbusiness units, departments and employees, pay attention to the longitudinal support of the subordinate to the upper-level unit to guarantee the realization of strategic goals of the company and the support of individual goals to company goals;10.4 Principle of latitudinal coordination: Breakdown of indicators shall also take intoaccount the latitudinal coordination between systems and departments. Communication meeting shall be organized and held to determine the core indicators of each department to guarantee the latitudinal coordination and collaboration.10.5 Principle of keeping certain weight: The weight of a single indicator shall not belower than 5% and number of indicators shall not be more than 10 to maintain the attention of examinee to each indicator.Article 11 Setting of Ability AssessmentBased on the company’s leadership, professional level and potential, and taking into account the current focuses and the abilities of the examinee, select the corresponding items of abilities needed for individual positions of employees. In particular:11.1 Leadership setting: Leadership competency is the important basis for the companyto develop leadership and it is set according to Band which an examinee belongs to;11.2 Setting professional level: Professional level reflects the professional skillsneeded for an employee to do his or her job. It is set according to the position which an employee takes;11.3 Potential assessment: Potential reflects the possibilities of an employeedeveloping towards higher level or other directions. It is set in Top 10 Factors for Evaluating Leadership Potential in Li Ning.For specification to fill in, please refer to other relevant regulation. Article 12 Setting of Individual Development PlanIndividual Development Plan is filled in by taking into account work requirements,employee’s current ability and willingness for individual development. It is drafted by the examinee. When interviewing an examinee, the examiner coaches the examinee, providing ability assessment opinions and development suggestions. For specification to fill in, please refer to other relevant regulation.Process Coaching and CommunicationArticle 13 Purpose of Performance Process Coaching and CommunicationProcess coaching and communication refers to look for solutions through tracking the completion of performance goals, following up progress and finding difficulties and problems. It supports and coaches the examinee and integrates resources in order to ensure the correct work direction and finishing work within the time limit.。
English绩效考核管理规定
E n g l i s h绩效考核管理规定The latest revision on November 22, 2020Li Ning Co.,Ltd Performance Assessment Management SystemRevised in Dec.,2010Table of ContentsChapter 1 General ProvisionsArticle 1 Scope of ApplicationThis performance assessment management system applies to all employees of Li Ning’s holding companies and joint stock companies in Mainland China, including Li Ning (China) Sports Goods Co., Ltd, Li Ning Sports (Shanghai) Co., Ltd, ,Li Ning Sports Goods Commerce (Beijing) Co., Ltd, Shanghai Yueao Sports Goods Co., Ltd, Shanghai Yidong Sports Development Co., Ltd, Shanghai Z-DO Sports Goods Co., Ltd, LOTTO Sports Goods Co., Ltd, Li Ning Sports (Tianjin) Co., Ltd etc.Other subsidiaries including Li Ning Sports (Hong Kong) Co., Ltd，Li Ning Sports Technology Development (Hong Kong) Co., Ltd, Li Ning Sports USA, Inc，Li Ning Sports Singapore Pte Ltd, Guangdong Yueao Sports Development Co., Ltd, Foshan Li Ning Gymnastics School Services Co., Ltd, other brands and sales companies as well as newly established companies refer to the rules.Article 2 Purpose of Performance Management2.1Performance goals breakdown: Based on performance management system, breakdown the company’s strategic goals and annual operational goals at different levels in order to ensure that the goals for departments and individual employees support company goals effectively;2.2Performance results improvement: Carry out performance goals setting,performance process guiding, performance appraisal and feedback performance management system to ensure the continuous improvement of the performance of individual employees and teams;2.3Building a communication platform: Performance management delivers a completeand easy-to-use management tool for the communication between management members and employees in terms of goals setting, work performance and future development, encouraging the timely communication between them during the assessment cycle;2.4Create performance-oriented culture: Through performance goals-orientedperformance assessment, conduct an objective assessment of employees’ performance, grant rewards or impose punishment, raise the initiatives of employees, and intensify the culture characterized by excellent performance;2.5Upgrading performance-related abilities: Through developing and implementingIndividual Development Plan (IDP) based on the leadership competency model and professional level, improve the abilities of all employees step by step, facilitate the realization of performance goals and help identify excellent employees.Article 3 Performance Management Principles3.1Set sensible goals: In the process of breaking strategic goals down intoperformance goals of individual employees, take into account the longitudinal conformity and latitudinal synergies, identify clear focuses and set sensible goals.3.2Recommend positive encourage: Performance management encourages employees tokeep breaking established goals and their own abilities, inspires them to achieve excellent performance, and gives full affirmation and rewards to those excellent performers;3.3Differentiate performance levels: Through the whole-process management of theall performance all indicators, set performance assessment criteria tailored for Li Ning’s manageme nt conditions to differentiate different levels of performance and reflect different levels of performance results and rewards;Chapter 2 All-round Performance Management System andDuties DivisionArticle 4 All-round Performance Management SystemAll-round performance management consists of two parts: all-indicators management and whole-process management, including performance, abilities and individual development, being a cyclic management from goals setting, process guiding to assessment and feedback.Article 5 All-round performance —— All indicators management5.1 All-indicator performance management comprises performance management system, which takes KPI as the core, and ability development, which takes leadership/professional skill as the core. It involves performance results and the ability needed to achieve the expected performance results.上图中文字：全指标管理：All-indicator management 愿景：Vision业绩导向：Performance Orientation 能力导向：Ability orientation战略目标：Strategy goals 价值观：Value部门目标：Department goals 资质模型：Competency model个人关键业绩指标：Individual key performance indicator能力潜力评估：Ability potential assessment个人发展计划：Individual Development Plan（IDP）5.2Performance management which takes KPI as the core:5.2.1 Key Performance Indicator（KPI）: It is a management indicator tomeasure the performance of an employee in a performance cycle, beingthe basis of the company’s performance management system.Thesetting of KPI helps drive the implementation of company strategyand guide the direction of employees working.5.2.2 Key Development Indicator (KDI): It is an indicator set for managementmembers of department managers or above, in order to draw theattention of managers to the team building and employees development.Through the purposeful introduction, coaching and guiding foremployees, help them achieve their performance goals.5.2.3 Observation indicators: For the supervision and risk control of somebusiness results, we just assess the observation indicators and theresults are not included into the final assessment results.Observation indicators include company observation indicators andindividual observation indicators.Company observation indicators: Depending on the company focuses at a certain stage, choose the corresponding indicators fortarget employees to observe and the target employees are identifiedby the company.Individual observation indicators: Depending on the focuses at the current stage, the examiner and the examinee discuss and set theindividual observation indicators in order to carry out and monitorthe execution of the indicators.5.3 Capability assessment management: Performance management does not only focus on the performance, but also on capability to achieve continuous excellent performance and competency behaviors. With the leadership competency models and professional skill as the core, train all employees to develop, assess and give feedback to their competencies and qualities in a planned way to raise their competencies step by step and guarantee the sustainable competitiveness of the company. Capability assessment management includes capability assessment based on leadership competency models and professional skill and development-based potential assessment. In particular,5.3.1Leadership assessment and development: Leadership competency acts asthe important basis for leadership development. The companyhighlights the concept of “every employee in Li Ning is a leader”.The leadership assessment, based on “Li Ning leadership competencymodel”, includes four parts: leading self, leading business, leadingteams and leading others (see Attachment 1).Review, assess, train andfollow-up the employees’ lea dership competency behaviors on aregular basis. See training materials for details.5.3.2 Professional skill assessment and development: Professional skillsdiffer depending on the different positions/tasks, reflecting theprofessional skills needed for an employee to do his work. Review,assess, train and follow-up the professional eligibility of anemployees on a regular basis to improve their efficiencies andachievements. See Notes on Professional Skills and PositionsDescription for the requirements on Professional skills.5.3.3 Potential assessment: Potential reflects the possibility of anemployee to develop higher or toward other areas in the future. Byassessing an employee’s potential, observe his or her space forfuture development and growth as the reference for personnelpreparation and promotion. For details, see Attachment 2:Top 10Factors for Evaluating Leadership Potential in Li Ning5.3.4Individual development plan (IDP): Based on an employee’s performance,leadership, results of professional skills assessment, as well as hisor her knowledge and experience, work out an IDP for the next yeartaking into account work plan and individual’s career developmentneeds.(See Attachment 3).Article 6 All-round Performance - Whole-process ManagementWhole-process management refers to the cyclical whole-process management from performance indicators setting, process follow-up coaching and rewards and punishment after assessment. In particular,6.1Indicator setting: It includes performance goals setting, ability goalssetting, working out of individual development plans, and reaching an agreement on goals setting;6.2 Follow-up coaching: It includes regular review of performance goalsexecution and employees coaching, giving support and coaching to solve the problems, and ensuring the correct work direction and timely resolution of problems;6.3 Rewards and punishments: This includes performance review, assessment,communication as well as the implementation of rewards and punishment.上图文字：全过程管理：Whole-process management指标设定：Indicators setting 业绩目标：Performance goals能力目标：Ability goals 个人发展计划：Individual development plan目标设定沟通：Communication for goals setting评估奖惩：Rewards and punishment after assessment绩效总结：Performance review 绩效评估：Performance assessment绩效沟通：Performance communication 绩效结果应用：Application of performance results跟踪辅导：Follow-up coaching期中回顾：Midterm review 辅导跟进：Coaching and follow onArticle 7 Duties Division7.1Examiner –responsible for setting, managing and evaluating employeeperformance goals, in particular:7.1.1Set performance and ability goals and individual development plantogether with employees: Based on the company’s strategic goals andwork focuses, break down and work out the performance goals of eachbusiness unit and subordinate employees; communicate the goals withemployees and reach an agreement with the setting of performance goals;7.1.2Coach employees to accomplish goals and feedback: Assist and coachemployees to implement the performance goals; help employees upgradeabilities and accomplish performance goals and achieve individualdevelopment;7.1.3Conduct performance assessment and feedback: Depending on performancecycle, perform an interview with employees and conduct assessment, andgive the real and objective feedback to employees. Affirm theexcellent performance behaviors of employees, coach them in theaspects needing improvement and propose clear and specificrequirements, work out an improvement plan together with individualemployees.7.1.4Rewards and punishments: According to the performance assessmentresults, a supervisor puts forward the opinions on the rewards andpunishments with individual employees and communicates the informationto them.7.1.5Identify the key direction for the next stage: supervisors andemployees together discuss the direction, focuses and goals for thenext stage; the supervisors motivate the subordinates to be willingand able to achieve the goals, and provide necessary resources support.7.2 Examinee –the object of performance management which undertakes thefollowing duties:7.2.1Confirm goals: Set, clarify and confirm with the examiner theperformance goals and schedule, while determining ability developmentgoals and individual development plan etc;7.2.2Performance realization: An employee makes efforts to realize thegoals effectively, display commitments and responsibilities inaccordance with company competency behavior criteria. During thisprocess, communicate with the examiner, seek feedback and assistancewith the problems, confirm the results for the current stage and thedirection for the next stage, and ensure the achievements of the finalperformance goals.7.2.3Self assessment and summarization of performance: through theinterview with the examiner or other ways, summarize theimplementation of individual performance, make self assessment of thecurrent performance, review the IDP and propose the points forimprovement in the next stage; seek feedback and get to know theexpectation of the supervisor, and work out an improvement plantogether.Chapter 3 All-round Performance Management –Performance Indicator SettingArticle 8 Breakdown and Setting of Performance GoalsSetting of performance indicators includes Key Performance Indicators (KPI), Key Development Indicators (KDI) and observation indicators. It breaks down the strategic goals of the company level by level and assigns them to each position, representing a process of communication and reaching an agreement between the supervisors and the employees with work goals and considering these work and goals as the basis to evaluate the performance of employees at the end of each stage. The setting of performance goals includes the following:8.1Break the strategic goals of the company down at the level of business unit:in accordance with the annual operation plan of the Group, break its annual goals down at each brand, system and business unit, ensure the support of each business unit to the Group work; when necessary, organize discussion and communication to coordinate the synergies between indicators in all aspects, and form performance contract of head of each business unit;8.2 Goals of each business unit is broken down at the level of departments: Headof each business unit communicates with Dept managers and break down the annual goals of the business unit at each department to ensure the support of departments to the work of their business unit; coordinate the synergies between departments, and form performance contract of department managers;8.3 Break down the departmental goals at the level of employees: Based on thekey tasks and positions of each department, department manager or designated examiner, together with employees, determine the performance goals and completion criteria, form Employees’ Key Performance Indicators;8.4Setting of Key Development Indicators: They are set by the company based onthe development focuses of the company at each stage and the actual situation of each business unit;8.5Setting of observation indicators: Based on the focuses at each stage, taskswhich need the attention of the examinees can be set as observation indicators. Observation indicators can be divided into company level， whichis set forth by the company, and individual level, which is set forth by examiner and examinee after discussion.Article 9 Contents of Key Performance IndicatorsKey performance indicators include indicator type, indicator, weight, target value assessment method, examiner and name of examiner. Please refer to Attachment 4 for KPI Template.9.1Indicators: Key indicators which are determined by examiner and examineethrough discussion and reflect the current focuses. They can be result indicators (directly reflecting the business results of the company, departments and individuals and their performance and showing the success or failure in a straight way); or process indicators (reflecting the actions taken to achieve the result indicators, or the examination items during the process) on which an examinee may have impact;9.2Weight: Determine the weight of each indicator based on the current focusesand the sum of each weight should be 100%;9.3 Target value: goals to be attained according to the indicators at currentstage. Performance examination goals should be explicit, specific and measurable, i.e., specify the work quantity and quality and specific requirements;9.4 Assessment methods: They are methods to calculate or evaluate the score ofeach indicator. Usually there are formula for calculating quantitative indicators and result indicators;9.5 Examiner: It is divided into first examiner (usually immediate supervisors)and second examiner depending on work requirements and subordination;9.6 Name of examiner: Name of the first examiner/second examiner;Article 10 Principles for Setting Key Performance Indicators10.1 SMART principle: Setting performance indicators shall follow the principleof SMART:Specific: Performance goals shall specify the work contents andassessment ways;Measurable: Performance goals shall be measurable through objectivecalculation or subjective assessment, and the cost, time,investigation/calculation difficulties shall be in a controllable range(to avoid select indicators hard to achieve or needing overly high cost);Attainable: Performance goals shall be controllable within the work scopeof the examinee, and attainable through making necessary efforts;Relevant: Performance goals shall be highly relevant to the work of theexaminees;Time bound: Performance goals shall have specific time limit, i.e., theremust be specific results in a specified period, normally the examinationcycle. Alternatively, considering the characteristics of positions setthe more detailed time frame within the examination cycle.10.2 Timely renewal: Performance goals shall be changeable. They shall beadjusted in a timely way when any change of work focuses in the company or departments in a performance cycle takes place;10.3 Principle of longitudinal support: When breaking down the goals at thelevels of business units, departments and employees, pay attention to the longitudinal support of the subordinate to the upper-level unit to guarantee the realization of strategic goals of the company and the support of individual goals to company goals;10.4 Principle of latitudinal coordination: Breakdown of indicators shall alsotake into account the latitudinal coordination between systems and departments. Communication meeting shall be organized and held to determine the core indicators of each department to guarantee the latitudinal coordination and collaboration.10.5 Principle of keeping certain weight: The weight of a single indicator shallnot be lower than 5% and number of indicators shall not be more than 10 to maintain the attention of examinee to each indicator.Article 11 Setting of Ability AssessmentBased on the company’s leadership, professional level and potential, and taking into account the current focuses and the abilities of the examinee, select the corresponding items of abilities needed for individual positions of employees. In particular:11.1 Leadership setting: Leadership competency is the important basis for thecompany to develop leadership and it is set according to Band which anexaminee belongs to;11.2 Setting professional level: Professional level reflects the professionalskills needed for an employee to do his or her job. It is set according to the position which an employee takes;11.3 Potential assessment: Potential reflects the possibilities of an employeedeveloping towards higher level or other directions. It is set in Top 10 Factors for Evaluating Leadership Potential in Li Ning.For specification to fill in, please refer to other relevant regulation. Article 12 Setting of Individual Development PlanIndividual Development Plan is filled in by taking into account work requirements, employee’s current ability and willingness for individual development. It is drafted by the examinee. When interviewing an examinee, the examiner coaches the examinee, providing ability assessment opinions and development suggestions. For specification to fill in, please refer to other relevant regulation.Chapter 4 All-round Performance Management-Process Coaching and CommunicationArticle 13 Purpose of Performance Process Coaching and Communication Process coaching and communication refers to look for solutions through tracking the completion of performance goals, following up progress and finding difficulties and problems. It supports and coaches the examinee and integrates resources in order to ensure the correct work direction and finishing work within the time limit.。
English绩效考核管理制度finl新
Li Ning Co.,Ltd Performance Assessment Management SystemRevised in Dec.,2010Table of ContentsChapter 1 General Provisions ........................ 错误!未定义书签。
Chapter 2 All-round Performance Management System and Duties Division (5)Chapter 3 All-round Performance Management –Performance Indicator Setting (10)Chapter 4 All-round Performance Management –Process Coaching and Communication (14)Chapter 5 All-round Performance Management –Rating, Rewards and Punishments (15)Chapter 6 Supplementary Provisions (23)Attachment 1 Li Ning’s Competency Models (24)Attachment 2 Top 10 Factors for Evaluating Leadership Potential in Li Ning (26)Attachment 3 Template of Individual Development Plan（IDP） (27)Attachment 4 KPI Template and Examples (28)Attachment 5 Employee Performance Coaching List (30)Attachment 6 Performance Improvement Plan (31)Attachment 7 Record of Complaints (33)Chapter 1 General ProvisionsArticle 1 Scope of ApplicationThis performance assessment management system applies to all employees of Li Ning’s holding companies and joint stock companies in Mainland China, including Li Ning (China) Sports Goods Co., Ltd, Li Ning Sports (Shanghai) Co., Ltd, ,Li Ning Sports Goods Commerce (Beijing) Co., Ltd, Shanghai Yueao Sports Goods Co., Ltd, Shanghai Yidong Sports Development Co., Ltd, Shanghai Z-DO Sports Goods Co., Ltd, LOTTO Sports Goods Co., Ltd, Li Ning Sports (Tianjin) Co., Ltd etc.Other subsidiaries including Li Ning Sports (Hong Kong) Co., Ltd，Li Ning Sports Technology Development (Hong Kong) Co., Ltd, Li Ning Sports USA, Inc，Li Ning Sports Singapore Pte Ltd, Guangdong Yueao Sports Development Co., Ltd, Foshan Li Ning Gymnastics School Services Co., Ltd, other brands and sales companies as well as newly established companies refer to the rules.Article 2 Purpose of Performance Management2.1Performance goals breakdown: Based on performance management system, break downthe company’s strategic goals and annual operational goals at different levels in order to ensure that the goals for departments and individual employees support company goals effectively;2.2Performance results improvement: Carry out performance goals setting, performanceprocess guiding, performance appraisal and feedback performance management system to ensure the continuous improvement of the performance of individual employees and teams;2.3Building a communication platform: Performance management delivers a complete andeasy-to-use management tool for the communication between management members and employees in terms of goals setting, work performance and future development, encouraging the timely communication between them during the assessment cycle;2.4Create performance-oriented culture: Through performance goals-orientedperformance assessment, conduct an objective assessment of employees’performance, grant rewards or impose punishment, raise the initiatives of employees, and intensify the culture characterized by excellent performance;2.5Upgrading performance-related abilities: Through developing and implementingIndividual Development Plan (IDP) based on the leadership competency model and professional level, improve the abilities of all employees step by step, facilitate the realization of performance goals and help identify excellent employees.Article 3 Performance Management Principles3.1Set sensible goals: In the process of breaking strategic goals down intoperformance goals of individual employees, take into account the longitudinal conformity and latitudinal synergies, identify clear focuses and set sensible goals.3.2Recommend positive encourage: Performance management encourages employees to keepbreaking established goals and their own abilities, inspires them to achieve excellent performance, and gives full affirmation and rewards to those excellent performers;3.3Differentiate performance levels: Through the whole-process management of the allperformance all indicators, set performance assessment criteria tailored for Li Ning’s management conditions to differentiate different levels of performance and reflect different levels of performance results and rewards;Chapter 2 All-round Performance Management System andDuties DivisionArticle 4 All-round Performance Management SystemAll-round performance management consists of two parts: all-indicators management and whole-process management, including performance, abilities and individual development, being a cyclic management from goals setting, process guiding to assessment and feedback.Article 5 All-round performance —— All indicators management5.1 All-indicator performance management comprises performance management system, which takes KPI as the core, and ability development, which takes leadership/professional skill as the core. It involves performance results and the ability needed to achieve the expected performance results.上图中文字：全指标管理：All-indicator management 愿景：Vision业绩导向：Performance Orientation 能力导向：Ability orientation战略目标：Strategy goals 价值观：Value部门目标：Department goals 资质模型：Competency model个人关键业绩指标：Individual key performance indicator能力潜力评估：Ability potential assessment个人发展计划：Individual Development Plan（IDP）5.2Performance management which takes KPI as the core:5.2.1 Key Performance Indicator（KPI）: It is a management indicator to measurethe performance of an employee in a performance cycle, being the basisof the company’s performance management system. The setting of KPI helpsdrive the implementation of company strategy and guide the direction ofemployees working.5.2.2 Key Development Indicator (KDI): It is an indicator set for managementmembers of department managers or above, in order to draw the attentionof managers to the team building and employees development. Through thepurposeful introduction, coaching and guiding for employees, help themachieve their performance goals.5.2.3 Observation indicators: For the supervision and risk control of some businessresults, we just assess the observation indicators and the results are notincluded into the final assessment results. Observation indicators includecompany observation indicators and individual observation indicators.●Company observation indicators: Depending on the company focuses at acertain stage, choose the corresponding indicators for target employeesto observe and the target employees are identified by the company.●Individual observation indicators: Depending on the focuses at thecurrent stage, the examiner and the examinee discuss and set the individualobservation indicators in order to carry out and monitor the execution ofthe indicators.5.3 Capability assessment management: Performance management does not only focus on the performance, but also on capability to achieve continuous excellent performance and competency behaviors. With the leadership competency models and professional skill as the core, train all employees to develop, assess and give feedback to their competencies and qualities in a planned way to raise their competencies step by step and guarantee the sustainable competitiveness of the company. Capability assessment management includes capability assessment based on leadership competency models and professional skill and development-based potential assessment. In particular,5.3.1Leadership assessment and development: Leadership competency acts as theimportant basis for leadership development. The company highlights theconcept of “every employee in Li Ning is a leader”. The leadershipassessment, based on “Li Ning leadership competency model”, includes fourparts: leading self, leading business, leading teams and leading others(see Attachment 1).Review, assess, train and follow-up the employees’leadership competency behaviors on a regular basis. See training materialsfor details.5.3.2 Professional skill assessment and development: Professional skills differdepending on the different positions/tasks, reflecting the professionalskills needed for an employee to do his work. Review, assess, train andfollow-up the professional eligibility of an employees on a regular basisto improve their efficiencies and achievements. See Notes on ProfessionalSkills and Positions Description for the requirements on Professionalskills.5.3.3 Potential assessment: Potential reflects the possibility of an employee todevelop higher or toward other areas in the future. By assessing anemployee’s potential, observe his or her space for future development andgrowth as the reference for personnel preparation and promotion. Fordetails, see Attachment 2:Top 10 Factors for Evaluating LeadershipPotential in Li Ning5.3.4Individual development plan (IDP): Based on an employee’s performance,leadership, results of professional skills assessment, as well as his orher knowledge and experience, work out an IDP for the next year taking intoaccount work plan and individual’s career development needs.(SeeAttachment 3).Article 6 All-round Performance - Whole-process ManagementWhole-process management refers to the cyclical whole-process management from performance indicators setting, process follow-up coaching and rewards and punishment after assessment. In particular,6.1Indicator setting: It includes performance goals setting, ability goals setting,working out of individual development plans, and reaching an agreement on goals setting;6.2 Follow-up coaching: It includes regular review of performance goals executionand employees coaching, giving support and coaching to solve the problems, and ensuring the correct work direction and timely resolution of problems;6.3 Rewards and punishments: This includes performance review, assessment,communication as well as the implementation of rewards and punishment.上图文字：全过程管理：Whole-process management指标设定：Indicators setting 业绩目标：Performance goals能力目标：Ability goals 个人发展计划：Individual development plan目标设定沟通：Communication for goals setting评估奖惩：Rewards and punishment after assessment绩效总结：Performance review 绩效评估：Performance assessment绩效沟通：Performance communication 绩效结果应用：Application of performance results 跟踪辅导：Follow-up coaching期中回顾：Midterm review 辅导跟进：Coaching and follow onArticle 7 Duties Division7.1Examiner –responsible for setting, managing and evaluating employee performancegoals, in particular:7.1.1Set performance and ability goals and individual development plan togetherwith employees: Based on the company’s strategic goals and work focuses,break down and work out the performance goals of each business unit andsubordinate employees; communicate the goals with employees and reach anagreement with the setting of performance goals;7.1.2Coach employees to accomplish goals and feedback: Assist and coachemployees to implement the performance goals; help employees upgradeabilities and accomplish performance goals and achieve individualdevelopment;7.1.3Conduct performance assessment and feedback: Depending on performancecycle, perform an interview with employees and conduct assessment, and givethe real and objective feedback to employees. Affirm the excellentperformance behaviors of employees, coach them in the aspects needingimprovement and propose clear and specific requirements, work out animprovement plan together with individual employees.7.1.4Rewards and punishments: According to the performance assessment results,a supervisor puts forward the opinions on the rewards and punishments withindividual employees and communicates the information to them.7.1.5Identify the key direction for the next stage: supervisors and employeestogether discuss the direction, focuses and goals for the next stage; thesupervisors motivate the subordinates to be willing and able to achievethe goals, and provide necessary resources support.7.2 Examinee –the object of performance management which undertakes the followingduties:7.2.1Confirm goals: Set, clarify and confirm with the examiner the performancegoals and schedule, while determining ability development goals andindividual development plan etc;7.2.2Performance realization: An employee makes efforts to realize the goalseffectively, display commitments and responsibilities in accordance withcompany competency behavior criteria. During this process, communicatewith the examiner, seek feedback and assistance with the problems, confirmthe results for the current stage and the direction for the next stage,and ensure the achievements of the final performance goals.7.2.3Self assessment and summarization of performance: through the interviewwith the examiner or other ways, summarize the implementation of individualperformance, make self assessment of the current performance, review theIDP and propose the points for improvement in the next stage; seek feedbackand get to know the expectation of the supervisor, and work out animprovement plan together.Chapter 3 All-round Performance Management –Performance Indicator SettingArticle 8 Breakdown and Setting of Performance GoalsSetting of performance indicators includes Key Performance Indicators (KPI), Key Development Indicators (KDI) and observation indicators. It breaks down the strategic goals of the company level by level and assigns them to each position, representing a process of communication and reaching an agreement between the supervisors and the employees with work goals and considering these work and goals as the basis to evaluate the performance of employees at the end of each stage. The setting of performance goals includes the following:8.1Break the strategic goals of the company down at the level of business unit: inaccordance with the annual operation plan of the Group, break its annual goals down at each brand, system and business unit, ensure the support of each business unit to the Group work; when necessary, organize discussion and communication to coordinate the synergies between indicators in all aspects, and form performance contract of head of each business unit;8.2 Goals of each business unit is broken down at the level of departments: Head ofeach business unit communicates with Dept managers and break down the annual goals of the business unit at each department to ensure the support of departments to the work of their business unit; coordinate the synergies between departments, and form performance contract of department managers;8.3 Break down the departmental goals at the level of employees: Based on the keytasks and positions of each department, department manager or designated examiner, together with employees, determine the performance goals and completion criteria, form Employees’ Key Performance Indicators;8.4Setting of Key Development Indicators: They are set by the company based on thedevelopment focuses of the company at each stage and the actual situation of each business unit;8.5Setting of observation indicators: Based on the focuses at each stage, tasks whichneed the attention of the examinees can be set as observation indicators.Observation indicators can be divided into company level， which is set forth bythe company, and individual level, which is set forth by examiner and examinee after discussion.Article 9 Contents of Key Performance IndicatorsKey performance indicators include indicator type, indicator, weight, target value assessment method, examiner and name of examiner. Please refer to Attachment 4 for KPI Template.9.1Indicators: Key indicators which are determined by examiner and examinee throughdiscussion and reflect the current focuses. They can be result indicators (directly reflecting the business results of the company, departments and individuals and their performance and showing the success or failure in a straight way); or process indicators (reflecting the actions taken to achieve the result indicators, or the examination items during the process) on which an examinee may have impact;9.2Weight: Determine the weight of each indicator based on the current focuses andthe sum of each weight should be 100%;9.3 Target value: goals to be attained according to the indicators at current stage.Performance examination goals should be explicit, specific and measurable, i.e., specify the work quantity and quality and specific requirements;9.4 Assessment methods: They are methods to calculate or evaluate the score of eachindicator. Usually there are formula for calculating quantitative indicators and result indicators;9.5 Examiner: It is divided into first examiner (usually immediate supervisors) andsecond examiner depending on work requirements and subordination;9.6 Name of examiner: Name of the first examiner/second examiner;Article 10 Principles for Setting Key Performance Indicators10.1 SMART principle: Setting performance indicators shall follow the principle ofSMART:●Specific: Performance goals shall specify the work contents and assessmentways;●Measurable: Performance goals shall be measurable through objectivecalculation or subjective assessment, and the cost, time,investigation/calculation difficulties shall be in a controllable range (toavoid select indicators hard to achieve or needing overly high cost);●Attainable: Performance goals shall be controllable within the work scope ofthe examinee, and attainable through making necessary efforts;●Relevant: Performance goals shall be highly relevant to the work of theexaminees;●Time bound: Performance goals shall have specific time limit, i.e., there mustbe specific results in a specified period, normally the examination cycle.Alternatively, considering the characteristics of positions set the moredetailed time frame within the examination cycle.10.2 Timely renewal: Performance goals shall be changeable. They shall be adjustedin a timely way when any change of work focuses in the company or departments ina performance cycle takes place;10.3 Principle of longitudinal support: When breaking down the goals at the levelsof business units, departments and employees, pay attention to the longitudinal support of the subordinate to the upper-level unit to guarantee the realization of strategic goals of the company and the support of individual goals to company goals;10.4 Principle of latitudinal coordination: Breakdown of indicators shall also takeinto account the latitudinal coordination between systems and departments.Communication meeting shall be organized and held to determine the core indicators of each department to guarantee the latitudinal coordination and collaboration.10.5 Principle of keeping certain weight: The weight of a single indicator shall notbe lower than 5% and number of indicators shall not be more than 10 to maintain the attention of examinee to each indicator.Article 11 Setting of Ability AssessmentBased on the company’s leadership, professional level and potential, and taking into account the current focuses and the abilities of the examinee, select the corresponding items of abilities needed for individual positions of employees. In particular:11.1 Leadership setting: Leadership competency is the important basis for the companyto develop leadership and it is set according to Band which an examinee belongs to;11.2 Setting professional level: Professional level reflects the professional skillsneeded for an employee to do his or her job. It is set according to the position which an employee takes;11.3 Potential assessment: Potential reflects the possibilities of an employeedeveloping towards higher level or other directions. It is set in Top 10 Factors for Evaluating Leadership Potential in Li Ning.For specification to fill in, please refer to other relevant regulation. Article 12 Setting of Individual Development PlanIndividual Development Plan is filled in by taking into account work requirements, employee’s current ability and willingness for individual development. It is drafted by the examinee. When interviewing an examinee, the examiner coaches the examinee, providing ability assessment opinions and development suggestions. For specification to fill in, please refer to other relevant regulation.Process Coaching and CommunicationArticle 13 Purpose of Performance Process Coaching and Communication Process coaching and communication refers to look for solutions through tracking the completion of performance goals, following up progress and finding difficulties and problems. It supports and coaches the examinee and integrates resources in order to ensure the correct work direction and finishing work within the time limit.。
员工绩效考核方案-中英文对照
员工绩效考核方案-中英文对照PERFORMANCE APPRAISAL PLAN员工绩效考核方案1. General Principles总则In order to standardize the performance appraisal policy of MFC, the Compan y constituted this plan. 为规范公司对员工的考察与评价，特制定本制度。
2. Objective考核目的2.1 To bring up a professional talent group with high agglomeration and tea m building spirit. The talent management system shall be guided by perform ance appraisal.在公司造就一支业务精干的具有高度凝聚力和团队精神的人才队伍，并形成以考核为核心导向的人才管理机制。
2.2 To evaluate the past performance promptly and equitably, affirming achie vements, finding out problems and preparing for the improvements on next phases. 及时、公正地对员工过去一段时间的工作绩效进行评估，肯定成绩，发现问题，为下一阶段工作绩效的改进做好准备。
2.3 An empowerment tool to involve employee in managing own performance especially in obtaining feedback.为员工自我管理提供相应手段，特别是能得到绩效反馈。
2.4 To support an employee’s efforts of successful development and supply t he personal information and decision gist on salary, welfare(including stock o ption )adjustment and training plans.支持员工职业发展，为员工薪酬待遇（含员工持股权调整）以及相关的教育培训提供人事信息与决策依据。
绩效考核方案-(中英双语)
XX绩效考核方案XX Performance Assessment Plan一、考核实施目的The assessment objective1．作为员工薪资调整、绩效奖金发放、职务调整的依据。
As the basis of employees’ salary adjustment, performance bonus, position adjustment 2．有效增加员工之间的合作精神，对员工全面的工作进行客观了解和公正评价。
Increase the team spirit between the employees ; know and evaluate employees’ job effectively3．帮助员工改进工作方式，提高工作绩效。
Help employee improve the work way and work efficiency二、适用范围Scope of application公司所有高级经理级及以下员工。
All the senior managers and employees三、考核频率Assessment frequency1．季度考核，对当季度的工作表现进行考核，考核实施时间为下月的1～5日，遇节假日顺延。
Quarter assessment, assess the work performance in the quarter, the assessment date is September 1-5 and will be put off if it is holiday.四、考核内容Assessment content1．工作业绩work achievement2．工作能力work ability3．工作态度work attitude4．合作配合work cooperation5．自我提升self-improvement以上为基本考核内容，具体详情另见考核附件Above is the basic assessment content, the details is as the follow ’s assessment attachment五、评分对照Score compare考核分数对照表Assessment score form六、考核实施Assessment carrying out1．考核实施及考核对象配比Assessment carrying out and object matching备注：总部各部门负责人由CEO直接考核。
(管理与人事)English绩效考核管理制度final
Li Ning Co.,Ltd Performance Assessment Management SystemRevised in Dec.,2010Table of ContentsChapter 1 General Provisions ........................ 错误!未定义书签。
Chapter 2 All-round Performance Management System and Duties Division (5)Chapter 3 All-round Performance Management –Performance Indicator Setting (10)Chapter 4 All-round Performance Management –Process Coaching and Communication (14)Chapter 5 All-round Performance Management –Rating, Rewards and Punishments (15)Chapter 6 Supplementary Provisions (23)Attachment 1 Li Ning’s Competency Models (24)Attachment 2 Top 10 Factors for Evaluating Leadership Potential in Li Ning (26)Attachment 3 Template of Individual Development Plan（IDP） (27)Attachment 4 KPI Template and Examples (29)Attachment 5 Employee Performance Coaching List (31)Attachment 6 Performance Improvement Plan (32)Attachment 7 Record of Complaints (34)Chapter 1 General ProvisionsArticle 1 Scope of ApplicationThis performance assessment management system applies to all employees of Li Ning’s holding companies and joint stock companies in Mainland China, including Li Ning (China) Sports Goods Co., Ltd, Li Ning Sports (Shanghai) Co., Ltd, ,Li Ning Sports Goods Commerce (Beijing) Co., Ltd, Shanghai Yueao Sports Goods Co., Ltd, Shanghai Yidong Sports Development Co., Ltd, Shanghai Z-DO Sports Goods Co., Ltd, LOTTO Sports Goods Co., Ltd, Li Ning Sports (Tianjin) Co., Ltd etc.Other subsidiaries including Li Ning Sports (Hong Kong) Co., Ltd，Li Ning Sports Technology Development (Hong Kong) Co., Ltd, Li Ning Sports USA, Inc，Li Ning Sports Singapore Pte Ltd, Guangdong Yueao Sports Development Co., Ltd, Foshan Li Ning Gymnastics School Services Co., Ltd, other brands and sales companies as well as newly established companies refer to the rules.Article 2 Purpose of Performance Management2.1Performance goals breakdown: Based on performance management system, break downthe company’s strategic goals and annual operational goals at different levels in order to ensure that the goals for departments and individual employees support company goals effectively;2.2Performance results improvement: Carry out performance goals setting, performanceprocess guiding, performance appraisal and feedback performance management system to ensure the continuous improvement of the performance of individual employees and teams;2.3Building a communication platform: Performance management delivers a complete andeasy-to-use management tool for the communication between management members and employees in terms of goals setting, work performance and future development, encouraging the timely communication between them during the assessment cycle;2.4Create performance-oriented culture: Through performance goals-orientedperformance assessment, conduct an objective assessment of employees’performance, grant rewards or impose punishment, raise the initiatives of employees, and intensify the culture characterized by excellent performance;2.5Upgrading performance-related abilities: Through developing and implementingIndividual Development Plan (IDP) based on the leadership competency model and professional level, improve the abilities of all employees step by step, facilitate the realization of performance goals and help identify excellent employees.Article 3 Performance Management Principles3.1Set sensible goals: In the process of breaking strategic goals down intoperformance goals of individual employees, take into account the longitudinal conformity and latitudinal synergies, identify clear focuses and set sensible goals.3.2Recommend positive encourage: Performance management encourages employees to keepbreaking established goals and their own abilities, inspires them to achieve excellent performance, and gives full affirmation and rewards to those excellent performers;3.3Differentiate performance levels: Through the whole-process management of the allperformance all indicators, set performance assessment criteria tailored for Li Ning’s management conditions to differentiate different levels of performance and reflect different levels of performance results and rewards;Chapter 2 All-round Performance Management System andDuties DivisionArticle 4 All-round Performance Management SystemAll-round performance management consists of two parts: all-indicators management and whole-process management, including performance, abilities and individual development, being a cyclic management from goals setting, process guiding to assessment and feedback.Article 5 All-round performance —— All indicators management5.1 All-indicator performance management comprises performance management system, which takes KPI as the core, and ability development, which takes leadership/professional skill as the core. It involves performance results and the ability needed to achieve the expected performance results.上图中文字：全指标管理：All-indicator management 愿景：Vision业绩导向：Performance Orientation 能力导向：Ability orientation战略目标：Strategy goals 价值观：Value部门目标：Department goals 资质模型：Competency model个人关键业绩指标：Individual key performance indicator能力潜力评估：Ability potential assessment个人发展计划：Individual Development Plan（IDP）5.2Performance management which takes KPI as the core:5.2.1 Key Performance Indicator（KPI）: It is a management indicator to measurethe performance of an employee in a performance cycle, being the basisof the company’s performance management system. The setting of KPI helpsdrive the implementation of company strategy and guide the direction ofemployees working.5.2.2 Key Development Indicator (KDI): It is an indicator set for managementmembers of department managers or above, in order to draw the attentionof managers to the team building and employees development. Through thepurposeful introduction, coaching and guiding for employees, help themachieve their performance goals.5.2.3 Observation indicators: For the supervision and risk control of some businessresults, we just assess the observation indicators and the results are notincluded into the final assessment results. Observation indicators includecompany observation indicators and individual observation indicators.●Company observation indicators: Depending on the company focuses at acertain stage, choose the corresponding indicators for target employeesto observe and the target employees are identified by the company.●Individual observation indicators: Depending on the focuses at thecurrent stage, the examiner and the examinee discuss and set the individualobservation indicators in order to carry out and monitor the execution ofthe indicators.5.3 Capability assessment management: Performance management does not only focus on the performance, but also on capability to achieve continuous excellent performance and competency behaviors. With the leadership competency models and professional skill as the core, train all employees to develop, assess and give feedback to their competencies and qualities in a planned way to raise their competencies step by step and guarantee the sustainable competitiveness of the company. Capability assessment management includes capability assessment based on leadership competency models and professional skill and development-based potential assessment. In particular,5.3.1Leadership assessment and development: Leadership competency acts as theimportant basis for leadership development. The company highlights theconcept of “every employee in Li Ning is a leader”. The leadershipassessment, based on “Li Ning leadership competency model”, includes fourparts: leading self, leading business, leading teams and leading others(see Attachment 1).Review, assess, train and follow-up the employees’leadership competency behaviors on a regular basis. See training materialsfor details.5.3.2 Professional skill assessment and development: Professional skills differdepending on the different positions/tasks, reflecting the professionalskills needed for an employee to do his work. Review, assess, train andfollow-up the professional eligibility of an employees on a regular basisto improve their efficiencies and achievements. See Notes on ProfessionalSkills and Positions Description for the requirements on Professionalskills.5.3.3 Potential assessment: Potential reflects the possibility of an employee todevelop higher or toward other areas in the future. By assessing anemployee’s potential, observe his or her space for future development andgrowth as the reference for personnel preparation and promotion. Fordetails, see Attachment 2:Top 10 Factors for Evaluating LeadershipPotential in Li Ning5.3.4Individual development plan (IDP): Based on an employee’s performance,leadership, results of professional skills assessment, as well as his orher knowledge and experience, work out an IDP for the next year taking intoaccount work plan and individual’s career development needs.(SeeAttachment 3).Article 6 All-round Performance - Whole-process ManagementWhole-process management refers to the cyclical whole-process management from performance indicators setting, process follow-up coaching and rewards and punishment after assessment. In particular,6.1Indicator setting: It includes performance goals setting, ability goals setting,working out of individual development plans, and reaching an agreement on goals setting;6.2 Follow-up coaching: It includes regular review of performance goals executionand employees coaching, giving support and coaching to solve the problems, and ensuring the correct work direction and timely resolution of problems;6.3 Rewards and punishments: This includes performance review, assessment,communication as well as the implementation of rewards and punishment.上图文字：全过程管理：Whole-process management指标设定：Indicators setting 业绩目标：Performance goals能力目标：Ability goals 个人发展计划：Individual development plan目标设定沟通：Communication for goals setting评估奖惩：Rewards and punishment after assessment绩效总结：Performance review 绩效评估：Performance assessment绩效沟通：Performance communication 绩效结果应用：Application of performance results 跟踪辅导：Follow-up coaching期中回顾：Midterm review 辅导跟进：Coaching and follow onArticle 7 Duties Division7.1Examiner –responsible for setting, managing and evaluating employee performancegoals, in particular:7.1.1Set performance and ability goals and individual development plan togetherwith employees: Based on the company’s strategic goals and work focuses,break down and work out the performance goals of each business unit andsubordinate employees; communicate the goals with employees and reach anagreement with the setting of performance goals;7.1.2Coach employees to accomplish goals and feedback: Assist and coachemployees to implement the performance goals; help employees upgradeabilities and accomplish performance goals and achieve individualdevelopment;7.1.3Conduct performance assessment and feedback: Depending on performancecycle, perform an interview with employees and conduct assessment, and givethe real and objective feedback to employees. Affirm the excellentperformance behaviors of employees, coach them in the aspects needingimprovement and propose clear and specific requirements, work out animprovement plan together with individual employees.7.1.4Rewards and punishments: According to the performance assessment results,a supervisor puts forward the opinions on the rewards and punishments withindividual employees and communicates the information to them.7.1.5Identify the key direction for the next stage: supervisors and employeestogether discuss the direction, focuses and goals for the next stage; thesupervisors motivate the subordinates to be willing and able to achievethe goals, and provide necessary resources support.7.2 Examinee –the object of performance management which undertakes the followingduties:7.2.1Confirm goals: Set, clarify and confirm with the examiner the performancegoals and schedule, while determining ability development goals andindividual development plan etc;7.2.2Performance realization: An employee makes efforts to realize the goalseffectively, display commitments and responsibilities in accordance withcompany competency behavior criteria. During this process, communicatewith the examiner, seek feedback and assistance with the problems, confirmthe results for the current stage and the direction for the next stage,and ensure the achievements of the final performance goals.7.2.3Self assessment and summarization of performance: through the interviewwith the examiner or other ways, summarize the implementation of individualperformance, make self assessment of the current performance, review theIDP and propose the points for improvement in the next stage; seek feedbackand get to know the expectation of the supervisor, and work out animprovement plan together.Chapter 3 All-round Performance Management –Performance Indicator SettingArticle 8 Breakdown and Setting of Performance GoalsSetting of performance indicators includes Key Performance Indicators (KPI), Key Development Indicators (KDI) and observation indicators. It breaks down the strategic goals of the company level by level and assigns them to each position, representing a process of communication and reaching an agreement between the supervisors and the employees with work goals and considering these work and goals as the basis to evaluate the performance of employees at the end of each stage. The setting of performance goals includes the following:8.1Break the strategic goals of the company down at the level of business unit: inaccordance with the annual operation plan of the Group, break its annual goals down at each brand, system and business unit, ensure the support of each business unit to the Group work; when necessary, organize discussion and communication to coordinate the synergies between indicators in all aspects, and form performance contract of head of each business unit;8.2 Goals of each business unit is broken down at the level of departments: Head ofeach business unit communicates with Dept managers and break down the annual goals of the business unit at each department to ensure the support of departments to the work of their business unit; coordinate the synergies between departments, and form performance contract of department managers;8.3 Break down the departmental goals at the level of employees: Based on the keytasks and positions of each department, department manager or designated examiner, together with employees, determine the performance goals and completion criteria, form Employees’ Key Performance Indicators;8.4Setting of Key Development Indicators: They are set by the company based on thedevelopment focuses of the company at each stage and the actual situation of each business unit;8.5Setting of observation indicators: Based on the focuses at each stage, tasks whichneed the attention of the examinees can be set as observation indicators.Observation indicators can be divided into company level， which is set forth bythe company, and individual level, which is set forth by examiner and examinee after discussion.Article 9 Contents of Key Performance IndicatorsKey performance indicators include indicator type, indicator, weight, target value assessment method, examiner and name of examiner. Please refer to Attachment 4 for KPI Template.9.1Indicators: Key indicators which are determined by examiner and examinee throughdiscussion and reflect the current focuses. They can be result indicators (directly reflecting the business results of the company, departments and individuals and their performance and showing the success or failure in a straight way); or process indicators (reflecting the actions taken to achieve the result indicators, or the examination items during the process) on which an examinee may have impact;9.2Weight: Determine the weight of each indicator based on the current focuses andthe sum of each weight should be 100%;9.3 Target value: goals to be attained according to the indicators at current stage.Performance examination goals should be explicit, specific and measurable, i.e., specify the work quantity and quality and specific requirements;9.4 Assessment methods: They are methods to calculate or evaluate the score of eachindicator. Usually there are formula for calculating quantitative indicators and result indicators;9.5 Examiner: It is divided into first examiner (usually immediate supervisors) andsecond examiner depending on work requirements and subordination;9.6 Name of examiner: Name of the first examiner/second examiner;Article 10 Principles for Setting Key Performance Indicators10.1 SMART principle: Setting performance indicators shall follow the principle ofSMART:●Specific: Performance goals shall specify the work contents and assessmentways;●Measurable: Performance goals shall be measurable through objectivecalculation or subjective assessment, and the cost, time,investigation/calculation difficulties shall be in a controllable range (toavoid select indicators hard to achieve or needing overly high cost);●Attainable: Performance goals shall be controllable within the work scope ofthe examinee, and attainable through making necessary efforts;●Relevant: Performance goals shall be highly relevant to the work of theexaminees;●Time bound: Performance goals shall have specific time limit, i.e., there mustbe specific results in a specified period, normally the examination cycle.Alternatively, considering the characteristics of positions set the moredetailed time frame within the examination cycle.10.2 Timely renewal: Performance goals shall be changeable. They shall be adjustedin a timely way when any change of work focuses in the company or departments ina performance cycle takes place;10.3 Principle of longitudinal support: When breaking down the goals at the levelsof business units, departments and employees, pay attention to the longitudinal support of the subordinate to the upper-level unit to guarantee the realization of strategic goals of the company and the support of individual goals to company goals;10.4 Principle of latitudinal coordination: Breakdown of indicators shall also takeinto account the latitudinal coordination between systems and departments.Communication meeting shall be organized and held to determine the core indicators of each department to guarantee the latitudinal coordination and collaboration.10.5 Principle of keeping certain weight: The weight of a single indicator shall notbe lower than 5% and number of indicators shall not be more than 10 to maintain the attention of examinee to each indicator.Article 11 Setting of Ability AssessmentBased on the company’s leadership, professional level and potential, and taking into account the current focuses and the abilities of the examinee, select the corresponding items of abilities needed for individual positions of employees. In particular:11.1 Leadership setting: Leadership competency is the important basis for the companyto develop leadership and it is set according to Band which an examinee belongs to;11.2 Setting professional level: Professional level reflects the professional skillsneeded for an employee to do his or her job. It is set according to the position which an employee takes;11.3 Potential assessment: Potential reflects the possibilities of an employeedeveloping towards higher level or other directions. It is set in Top 10 Factors for Evaluating Leadership Potential in Li Ning.For specification to fill in, please refer to other relevant regulation. Article 12 Setting of Individual Development PlanIndividual Development Plan is filled in by taking into account work requirements, employee’s current ability and willingness for individual development. It is drafted by the examinee. When interviewing an examinee, the examiner coaches the examinee, providing ability assessment opinions and development suggestions. For specification to fill in, please refer to other relevant regulation.Process Coaching and CommunicationArticle 13 Purpose of Performance Process Coaching and Communication Process coaching and communication refers to look for solutions through tracking the completion of performance goals, following up progress and finding difficulties and problems. It supports and coaches the examinee and integrates resources in order to ensure the correct work direction and finishing work within the time limit.。
薪酬及绩效考核管理 英语
薪酬及绩效考核管理英语本文将介绍薪酬及绩效考核管理的相关英语词汇和表达方式。
在人力资源管理中，薪酬和绩效考核是重要的工作内容。
以下是一些相关的英语表达：1. 薪酬管理- Salary management- Compensation management- Payroll management- Wage management2. 绩效考核- Performance appraisal- Performance evaluation- Performance review- Performance assessment3. 绩效考核指标- Performance indicators- Key performance indicators (KPIs)- Metrics- Performance measures4. 薪酬结构- Salary structure- Pay structure- Compensation structure- Wage structure5. 薪酬福利- Compensation and benefits- Pay and benefits- Salary and benefits- Remuneration and benefits6. 绩效奖金- Performance bonus- Incentive bonus- Merit bonus- Performance-based pay7. 绩效改进计划- Performance improvement plan (PIP) - Performance development plan (PDP) - Performance enhancement plan- Performance growth plan8. 绩效管理流程- Performance management process- Performance appraisal process- Performance evaluation process- Performance review process以上是一些薪酬及绩效考核管理相关的英语表达，希望对大家有所帮助。
绩效考核办法绩效考核制度中英文
绩效考核办法绩效考核制度中英文Revised on July 13, 2021 at 16:25 pm绩效考核办法Performance Appraisal Procedure一、目的Purpose为了调动员工积极性;不断提升工作技能;增强工作责任心;同时实现人员优胜劣汰;特制定绩效考核办法..In order to mobilize the enthusiasm of employees; constantly improve their work skills; enhance their sense of responsibility; and achieve the survival of the fittest.The Company constituted this procedure.二、考核方式Assessment method以部门为单位组织考核;每月/季度考核一次;年度内所有月度/季度考核得分的平均分作为年度考核得分..We have annual assessment and monthly assessment.And departments organizes the assessments each month. The average score of all months assessment scores in the year is taken as the annual assessment score.三、适用范围Scope本办法适用公司所有白领员工以及生产领班..This procedure covers all HT Solar white collar employees and shift leaders..四、绩效考核管理委员会Performance Appraisal management Committee领导：总经理Committee leader: General Manager成员：行政副总、运营总监、人力资源经理Committee Member: Admin Vice General Manager、 Operation Director、HR Manager.五、绩效工资比例及月度绩效工资核算度绩效工资=工资标准*绩效工资比例*月度绩效得分*100%Monthly performance salary = standard salary * performance salary ratio *monthly performance scores /100六、考核周期：Assessment cycle月度考核：自每月1日到月末最后一天..Monthly assessment: from 1st day to thelast day of each month.季度考核：每季度第一天至最后一天..Quarterly assessment: from the first day tothe last day of each quarter.年度考核：每年1月至12月..Annual assessment: from January to December.七、考核人、被考核人及考核方式The appraiser and the appraised person1.总经理考核副总经理及总监;实行半年度、年度工作述职的方式进行考核..TheGeneral Manager assesses and evaluate the Vice general manager and Director by semiannual and annual work reporting methods.;2.副总经理/总监考核各部门经理;实行月度考核;采用KPI考核表评分的方式进行考核..The Vice General Manager/Director assesses and evaluate the managers ofdepartments monthly by KPI evaluation form..3.部门经理考核部门主管及员工;实行月度考核;采用KPI考核表评分的方式进行考核..The department manager assesses the supervisor and staff of the departmentmonthly by KPI evaluation form.4.销售人员实行季度销售业绩考核;由商务部及人力资源部共同考核..Sales personwere evaluated according sales quarterly by Business department and HR department.八、考核指标Assessment Indicators1.KPI指标的确定Determination of KPI indicators1公司年度战略目标及KPI指标的确定Determination of the company's annualstrategic goals and KPI indicators每年11月由公司高层召开管理运营会议确定次年公司战略发展目标及公司年度KPI指标;并对未来12个月公司发展形势评估;将年度总体目标分解到12个月中..根据各部门职责将年度KPI指标分解至各部门;以此确定各部门年度KPI指标;经总经理审批后下发各部门..In November each year; the company's senior management operation meeting to determine the company's strategic development goals and the annual KPI indicators for the next year; decomposing the annual overall target into 12 months. The com pany’s annual KPI indicators are decomposed into each departments according to their responsbility;.Then determine the annual KPI indicators for each department.After the approval of the general manager; it will be send to all departments.2部门KPI指标的确定Determination of departmental KPI indicators各部门依据部门年度KPI指标;运用鱼骨图法对指标进行分解;制定部门详细的、可执行的二级指标;并将指标分摊到12个月中;制定出部门月度KPI考核表..经考核委员会审议后开始实施..According to the department's annual KPI index; each department uses the fishbone diagram method to decompose the indicators to make detailed and executable secondary indicators of the department;and distributes the indicators to 12 months. Make the monthly KPI assessment form of the department.It was implemented after review by the performance appraisal committee.部门经理对部门KPI指标的达成负全部责任..The department manager is fully responsible for the achievement of the departmental KPI indicators.3员工考核指标的确定Determination of employee assessment indicators员工考核指标包括：部门指标经分解后的KPI指标、阶段性重点工作任务、工作态度、奖惩指标等;具体指标确定和考核由部门确定;但需提交人力资源部审核..The employee assessment indicators include: KPI indicators after the decomposition of departmental indicators; important tasks; work attitudes; rewards and punishments; etc. The specific indicators are determined and assessed by the department manager; but must be submitted to the Human Resources Department for review.2.考核指标的调整Adjustment of assessment indicator1公司KPI指标的调整Adjustment of company KPI indicators当市场发生变化时;公司根据实际运营情况;对年度KPI指标进行适当调整;各部门根据调整后的公司KPI指标修改部门KPI指标;并制定新的部门KPI考核表..When the market changes; the company will adjusts the annual KPI indicators according to the actual operation situation. Each department modifies the department KPI indicatorsaccording to the adjusted company KPI indicators; and make new KPI assessment form of department.2员工考核指标调整Staff assessment indicator adjustment当部门KPI、岗位工作重点发生变动;或者上级分配阶段性重点工作时;必须对员工考核指标进行调整;并形成新的考核表..When the department's KPI; post work focus changes; or the superior assigns phased key work; the employee assessment indicators must be adjusted and make new assessment form.3.员工奖惩指标Employee reward and punishment indicator1惩罚Punishment：对于当月迟到、早退扣2分/次;旷工每次扣5分;被公司或其他部门警告的员工;当月考核扣5分/次..For those who are late or early leave will be deducted 2 points/time; absenteeism will be deducted by 5 points/time. The employees who are warned by the company and other departments will be deducted 5points/time.2奖励Reward：对公司工艺改进、工作业绩突出、挽救公司财产损失有功、见义勇为等行为被公司表彰的给予5分奖励;当月获得总经理提名奖的员工加5分..5 points of reward for the company's process improvement; outstanding work performance; saving the company's property losses; and being willing to be commended by the company;And5 points for employees who received the GM Spot Award in the month.4.销售人员指标Salesperson indicator销售人员实行以销售指标为导向的考核方式..We evaluate the salesperson by sales indicator.试用期指标：根据试用期确定的销售指标考核..Probation period indicator: evaluation of salesperson according to sales target determined in probation period.试用期后指标：将年度销售指标分解到各个季度;确定季度考核指标..The indicator after probation period:Decompose the annual sales indicators into quarters and determine quarterly assessment indicators.九、具体考核：Assessment process1.每月2日前由考核人对被考核人上月工作表现进行考核评分;并将考核结果反馈给被考核人;由被考核人签字确认..Before 2nd day of each month; the assessor assesse the performance of the assessed person last month; and feedback the results to the assessed person; which is confirmed by the assessed person.2.考核人应向被考核人指出工作中的不足;鼓励并协助被考核人不断改进;在下个考核周期中绩效有明显提高..The assessor should point out the deficiencies in the work to the assessed person; encourage and assist them to improve continuously; and improve their performance in the next month.3.每月3日前各部门将考核表经分管副总签字后统一交人力资源部统计存档..Before 3rd of each month; the departments will submit the signed assessment forms to the HR department .4.部门经理的绩效考核结果需经考核小组审议、考核组长签字后生效..The performance appraisal results of department managers shall be reviewed by the appraisal committee and signed by the appraisal committee leader.5.销售人员试用期过后按季度进行考核;每季度的第一个月对上季度销售指标完成情况进行考核;并将考核结果、处理建议报总经理..The sales personnel will be assessed on a quarterly basis after the probation period; and the first month of each quarter will be evaluated for the completion of sales indicators in the previous quarter.And report the results and proposal to the General Manager.十、考核结果应用Application of assessment results考核结果为A级的人数不能超过部门总人数的5%..The percentage of A grade should not over 5% occupied in the total numbers of persons in the department.1绩效工资核算Calculate performance salary人力资源部将根据绩效结果计算绩效工资..HR department will calculate performance salary according performance appraisal result.2岗位晋升Position promotion：当有空缺岗位需要对员工进行晋升时;对于绩效考核优秀的员工;将优先考虑;C级以下的员工不予晋升..When there are vacancies that need to be promoted to employees; employees with excellent performance will be given priority; and employees below C will not be promoted..3培训依据Training basis：根据绩效考核结果有针对性的安排培训;并跟踪考核;不断提升员工工作技能..According to the performance assessment results; we will arrange the training; follow-up assessment; and continuously improve employee work skills 4岗位淘汰Elimination：对连续2个月或半年内有3次考核得分低于59分的;根据绩效评估对人员进行调岗或淘汰..For employees who have scores under 59 score in 2 consecutive months; or who have 3 times under 59 in half of year; the employee will be adjust position or be eliminated.2.年度考核结果影响年终奖金及涨薪..Annual assessment results affect annual1年度考核结果按正态分布;其中A级不能超过总人数10%;B级不超过总人数50%;C级约占30%;D级约占总人数5%;E级强制5%..The annual assessment results are distributed according to normal distribution. The A level does not exceed the total number of 10%.; The B level does not exceed the total number of 50%.The C level ranks about 30% of the total.D level ranks about 5% of the total.And the E level is mandatory 5%.2年度考核D级以下的员工次年不予涨薪..The annual assessment of employees below the D level will not increase the salary for the next year.3年度考核为E的员工公司给予解雇处理..The employee whose annual assessment is E will be dismissed by company.十一、考核申诉流程Performance assessment appeals process1.考核申诉是为了使考核制度完善化和在考核过程中真正做到公开、公正、合理而设定的特殊程序..It’s the special process to be sure the syst em is open; equity and in reason.2.被考核员工对考核结果不认可时;可向人力资源部提出绩效申诉；If the assessed employee does not approve the assessment result; he/she may submit a performance complaint to the HR Department;3.人力资源部受理申诉后;应及时向考核人了解考核的具体细节；After accepting the appeal; HR Department shall promptly investigate the assessment details to the assessor.4.考核者应向人力资源部提供考核评估依据;如被考核者的考勤情况、工作记录、工作业绩等信息；The assessor shall provide the HR Department with the basis for assessment; such as the attendance; work record; and work performance of the assessed person.5.申诉处理后;人力资源部对考核结果重新确认..After the appeal is processed; HR department reconfirm the assessment results with the assessed person..十二、本考核办法由人力资源部制定;根据公司经营情况进行修改调整;并负责对本办法进行解释说明..The assessment procedure is made by HR department; and is modified and adjusted according to the company's operating conditions.HR department is responsible for the explanation of the procedure.。
绩效考核表(中英文)
Performance Management Form绩效管理表式Values / 标准•Seek solutions, not problems / 找解决问题的方法。
而不是找茬•Keep it simple / 尽量简单•Take ownership / 要有主人翁态度•Think new - act fast / 思维创新–马上行动This form is to be used for the performance review and personal development exercise. It is highly recommended that employee could conduct a self-appraisal of his/her performance against the performance objectives in advance. The form needs to be completed & agreed by the line manager and employee during an open discussion.此表格用作雇员绩效评估和个人发展讨论，建议在评估和讨论之前，雇员可根据考核目标先行自我评估。
此表格需要主管经理和雇员面对面讨论后达成一致共识后来完成填写。
PART I: Performance Review / 第一部分：绩效评估PART II: Personal Training and Development第二部分：培训和发展Appraisee’s signature Date 被考核人签字：日期：Appraiser’s signature Date 考核人签字：日期：Manager’s signature: Date 主观经理签字：日期：。
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绩效考核办法Performance Appraisal Procedure一、目的Purpose为了调动员工积极性，不断提升工作技能，增强工作责任心，同时实现人员优胜劣汰，特制定绩效考核办法。
In order to mobilize the enthusiasm of employees, constantly improve their work skills, enhance their sense of responsibility, and achieve the survival of the fittest.The Company constituted this procedure.二、考核方式Assessment method以部门为单位组织考核,每月/季度考核一次，年度所有月度/季度考核得分的平均分作为年度考核得分。
We have annual assessment and monthly assessment.And departments organizes the assessments each month. The average score of all months assessment scores in the year is taken as the annual assessment score.三、适用围Scope本办法适用公司所有白领员工以及生产领班。
This procedure covers all HT Solar white collar employees and shift leaders..四、绩效考核管理委员会Performance Appraisal management Committee领导：总经理Committee leader: General Manager成员：行政副总、运营总监、人力资源经理Committee Member: Admin Vice General Manager、Operation Director、HR Manager.五、绩效工资比例及月度绩效工资核算月度绩效工资=工资标准*绩效工资比例*月度绩效得分*100%Monthly performance salary = standard salary * performance salary ratio * monthly performance scores /100六、考核周期：Assessment cycle月度考核：自每月1日到月末最后一天。
Monthly assessment: from 1st day to thelast day of each month.季度考核：每季度第一天至最后一天。
Quarterly assessment: from the first day to the last day of each quarter.年度考核：每年1月至12月。
Annual assessment: from January to December.七、考核人、被考核人及考核方式The appraiser and the appraised person1.总经理考核副总经理及总监，实行半年度、年度工作述职的方式进行考核。
The General Manager assesses and evaluate the Vice general manager and Director by semi annual and annual work reporting methods.;2.副总经理/总监考核各部门经理，实行月度考核，采用KPI考核表评分的方式进行考核。
The Vice General Manager/Director assesses and evaluate the managers of departments monthly by KPI evaluation form..3.部门经理考核部门主管及员工，实行月度考核，采用KPI考核表评分的方式进行考核。
The department manager assesses the supervisor and staff of the department monthly by KPI evaluation form.4.销售人员实行季度销售业绩考核，由商务部及人力资源部共同考核。
Sales person were evaluated according sales quarterly by Business department and HR department.八、考核指标Assessment Indicators1.KPI指标的确定Determination of KPI indicators1）公司年度战略目标及KPI指标的确定Determination of the company's annual strategic goals and KPI indicators每年11月由公司高层召开管理运营会议确定次年公司战略发展目标及公司年度KPI指标，并对未来12个月公司发展形势评估，将年度总体目标分解到12个月中。
根据各部门职责将年度KPI指标分解至各部门，以此确定各部门年度KPI指标，经总经理审批后下发各部门。
In November each year, the company's senior management operation meeting to determine the company's strategic development goals and the annual KPI indicatorsfor the next year, decomposing the annual overall target into 12 months. Thecom pany’s annual KPI indicators are decomposed into each departments according to their responsbility,.Then determine the annual KPI indicators for each department. After the approval of the general manager, it will be send to all departments.2）部门KPI指标的确定Determination of departmental KPI indicators各部门依据部门年度KPI指标，运用鱼骨图法对指标进行分解，制定部门详细的、可执行的二级指标，并将指标分摊到12个月中，制定出部门月度KPI考核表。
经考核委员会审议后开始实施。
According to the department's annual KPI index, each department uses the fishbone diagram method to decompose the indicators to make detailed and executable secondary indicators of the department,and distributes the indicators to 12 months. Make the monthly KPI assessment form of the department.It was implemented after review by the performance appraisal committee.部门经理对部门KPI指标的达成负全部责任。
The department manager is fully responsible for the achievement of the departmental KPI indicators.3）员工考核指标的确定Determination of employee assessment indicators员工考核指标包括：部门指标经分解后的KPI指标、阶段性重点工作任务、工作态度、奖惩指标等，具体指标确定和考核由部门确定，但需提交人力资源部审核。
The employee assessment indicators include: KPI indicators after the decomposition of departmental indicators, important tasks, work attitudes, rewards and punishments, etc. The specific indicators are determined and assessed by the department manager, but must be submitted to the Human Resources Department for review.2.考核指标的调整Adjustment of assessment indicator1）公司KPI指标的调整Adjustment of company KPI indicators当市场发生变化时，公司根据实际运营情况，对年度KPI指标进行适当调整，各部门根据调整后的公司KPI指标修改部门KPI指标，并制定新的部门KPI考核表。
When the market changes, the company will adjusts the annual KPI indicators according to the actual operation situation. Each department modifies the department KPI indicators according to the adjusted company KPI indicators, and make new KPI assessment form of department.2）员工考核指标调整Staff assessment indicator adjustment当部门KPI、岗位工作重点发生变动，或者上级分配阶段性重点工作时，必须对员工考核指标进行调整，并形成新的考核表。
When the department's KPI, post work focus changes, or the superior assigns phased key work, the employee assessment indicators must be adjusted and make new assessment form.3.员工奖惩指标Employee reward and punishment indicator1）惩罚Punishment：对于当月迟到、早退扣2分/次，旷工每次扣5分，被公司或其他部门警告的员工，当月考核扣5分/次。