绩效考核与培训英文版
“绩效考核”培训
期间的所有表现.
Sales Manager Training---Team Building Training---How to make performance appraisal – December 2002 January 2003 5
During the Performance Appraisal 在评估过程中
– December 2002 January 2003
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During the Performance Appraisal 在评估过程中
Individual Behavior Appraisal 个人表现评估
Two parts included包括两部分 : The Carrefour 7 values in the Carrefour Policy 家乐福政策7种 价值观 Personal Profile 个人剖析
During the Performance Appraisal 在评估过程中
Specific Objective Appraisal (if you have)特定目标绩效评估
- Define the Objectives you set for the interviewee, it 确定你所要给出的特定 目标， 它 : may relate to a department, a division, a service, the store or even the environment. 可以与不同的部门、处、服务部门、店，甚至不同的外界环境相 关 May not last for one full year and can be replaced by other objectives when achieved. 不必是持续一年的目标，可以在完成后被其他目标所代替。 Must take into account the personal development of the individual必须考虑到 个人的发展 may be set up in order to solve a serious under performance from the year before. 例外情况，如上一年的绩效极差，可制定特定的绩效评估目标
绩效考评英文版
The core events of Alibaba development
• In December 2001, alibaba surpassed 1 million for the number of registered users. • In May 2003, taobao shopping website was founded in the apartment. • In July 2004, taobao let buyers and sellers of release instant text, voice and video communication of the PC version communication soft aliwang wang. • In December 2004, alibaba group affiliates third-party online payment platform, alipay. • On September 10, 2009, alibaba group, celebrated the 10th anniversary of the creation, ali cloud computing ,was established. During the same month, alibaba announced the acquisition of China's leading Internet based service providers nets in China. • In March 2010, alibaba changes the China market for the name of the "1688". In the same month, taobao launched group-buying bargain. • In January 2012, taobao mall announced changes in Chinese called Tmall, strengthening its positioning platform
_绩效管理培训教程(中英文实战版部门经理培训稿)
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系 统 独 具 特 色的电 子笔录 功能， 开始审 讯后， 办案人 员可通 过审讯 终端直 接进行 笔录录 入，全 电子化 的办公 ，可实 现无纸 化作业
Performance Management is
▪ An agreement between employee and supervisor
Recommended Don’ts for Performance Discussions
● Stereotyping ● “Since one thing is bad, therefore everything is bad”
● Mirroring – just like me ● Salary discussions – leave for a separate time ● Do not promise what you can not deliver
● Prepare, prepare, prepare – in writing ● Prepare for questions and disagreements ● What is the core message?
● Make sure to highlight what went well, not just problems ● Be specific – use significant events as examples ● Avoid rationalization – were the goals appropriate in the first place?
● Saying “I think I can get you a promotion” is DANGEROUS!
绩效考核表英文版
Unsatisfactory
Expectation
Communication Skills: internal & external Time Management Skills Decision Making Ability Organizational Ability Technical Skills Analytical Skills Problem Solving Skills Initiative/ Spirited Leadership & Coaching Skills Negotiation Skills Task Ownership Teamwork Customer Dealing: internal & external Flexibility Dependability Overall Evaluation
Position/ Title Company Entity Direct Report HK/ PRC
Employee’s Name
Date Joined
Division
Appraisal Period
Department
Appraisal Venue
Ratings Unsatisfactory Below Expectations Meets Expectations Exceeds Expectations Outstanding
2. _____/ 25 _____/ 25 _____/ 25 _____/ 25 _____/ 100
绩效评估报告范本英文
绩效评估报告范本英文Performance Evaluation Report1. IntroductionThe purpose of this report is to assess the performance of the individual/team/department/company for the period of [specific time period]. The evaluation will be based on [specific criteria, such as goals, objectives, key performance indicators].2. Overview of PerformanceProvide a brief summary of the performance during the evaluation period. Include information on achievements, areas of improvement, and any challenges faced.3. Goals and ObjectivesReview the goals and objectives that were set for the evaluation period. Evaluate the extent to which they were achieved and provide specific examples of accomplishments.4. Key Performance IndicatorsAssess the performance using key performance indicators (KPIs) that were established. Compare the actual performance against the targetsset for each KPI. Identify any areas where performance fell short or exceeded expectations.5. Competencies and SkillsEvaluate the competencies and skills of theindividual/team/department/company. Assess the strengths and weaknesses in areas such as communication, teamwork, problem-solving, leadership, and technical skills. Provide specific examples that support the evaluation.6. Growth and DevelopmentAssess the growth and development opportunities provided during the evaluation period. Evaluate the individual/team/department/company's commitment to personal and professional development. Mention any training programs, courses, or workshops attended and their impact on performance.7. Performance FeedbackInclude feedback from supervisors, peers, and/or clients. Highlight any positive feedback received and areas identified for improvement. Discuss any actions taken based on the feedback and the impact on performance.8. Overall Performance RatingProvide an overall performance rating based on the evaluation. This could be a numerical rating, a rating scale (e.g., poor, satisfactory, outstanding), or any other rating system used by your organization. Justify the rating by referring to specific achievements, areas of improvement, and feedback received.9. Recommendations for ImprovementIdentify areas for improvement and provide recommendations to enhance performance. These recommendations should be specific, actionable, and measurable.10. ConclusionSummarize the main findings of the evaluation and restate the overall performance rating. Briefly mention the significance of the evaluation in terms of future growth and development.11. AppendixInclude any supporting documents, such as performance metrics, feedback forms, or performance improvement plans.Note: This is a generic template and may need to be customized based on the specific requirements of your organization or industry.。
企业绩效考核与培训英文版
企业绩效考核与培训 (Performance Evaluation and Training inEnterprises)IntroductionPerformance evaluation and training are crucial aspects of managing and improving the overall performance of an organization. A well-designed performance evaluation system helps in setting clear expectations, identifying strengths and weaknesses, and aligning individual goals with organizational objectives. On the other hand, effective training programs enable employees to acquire new skills and knowledge, improve job performance, and stay competitive in the ever-evolving business landscape.This document aims to provide an overview of the importance of performance evaluation and training in enterprises, as well as highlight some key strategies and best practices for implementing these processes.Importance of Performance EvaluationPerformance evaluation serves as a valuable tool for assessing individual and team performance, identifying areas for improvement, and recognizing outstanding achievements. Some key reasons why performance evaluation is important in enterprises include:1.Setting Expectations: By clearly defining performance expectationsand goals, employees gain a better understanding of what is expected of them, leading to improved overall performance and productivity.2.Identifying Strengths and Weaknesses: Performance evaluationshelp managers and employees identify their strengths and weaknesses,allowing for targeted development efforts and improved performance in the areas that require attention.3.Engagement and Motivation: Recognizing and rewarding topperformers fosters a culture of engagement and motivation within theorganization. Employees feel valued and are motivated to excel, contributing to increased productivity.4.Feedback and Coaching: Performance evaluations provide anopportunity for managers to provide constructive feedback and coaching toemployees, helping them grow and develop professionally.Key Elements of an Effective Performance Evaluation System To ensure a comprehensive and effective performance evaluation system, the following key elements should be considered:1.Clear Performance Goals and Expectations: Alignment betweenindividual goals and organizational objectives ensures that employeesunderstand what is expected of them.2.Regular and Timely Feedback: Providing feedback in a timelymanner allows employees to course-correct and make improvements asneeded.3.Objective and Fair Assessment Criteria: Criteria for evaluationshould be well-defined, objective, and transparent to ensure a fair assessment.4.360-Degree Evaluation: Gathering feedback from multiple sources,including peers, subordinates, and clients, provides a holistic view of anemployee’s performance.5.Documentation and Record-Keeping: Keeping a record ofperformance evaluations helps monitor progress over time and providesevidence for decision-making purposes.Importance of Training in EnterprisesIn today’s fast-paced business environment, it is crucial for enterprises to invest in training programs to stay competitive. Some key reasons why training is important in enterprises include:1.Enhancing Skills and Knowledge: Training programs equipemployees with the necessary skills and knowledge to perform their jobs better, leading to increased efficiency and productivity.2.Adapting to Technological Advances: With rapid technologicaladvancements, training programs help employees stay updated and adapt to new tools and processes, ensuring a competitive edge.3.Employee Retention and Engagement: Providing opportunities forgrowth and development through training programs improves employeeretention, as employees feel valued and see a future in the organization.4.Promoting Innovation: Training programs encourage a culture ofcontinuous learning and innovation, as employees are empowered to explore new ideas and approaches.Strategies for Effective Training ProgramsTo ensure the effectiveness of training programs, the following strategies should be considered:1.Needs Assessment: Conduct a thorough needs assessment to identifythe skill gaps and training requirements of employees, aligning trainingprograms with organizational goals.2.Goal-Oriented Design: Clearly define the objectives and goals of thetraining program, ensuring they are aligned with the overall organizationalstrategy.3.Engaging and Interactive Learning Methods: Incorporate a varietyof interactive learning methods, such as workshops, simulations, and casestudies, to engage participants and enhance the learning experience.4.Continuous Evaluation and Improvement: Regularly evaluate theeffectiveness of training programs and make necessary improvements based on feedback and evaluation results.5.Encourage Knowledge Sharing: Create platforms and opportunitiesfor employees to share their knowledge and experiences, facilitating peerlearning and collaboration.ConclusionPerformance evaluation and training play vital roles in enhancing the overall performance of enterprises. A well-designed performance evaluation system helps in setting clear expectations, identifying strengths and weaknesses, and fostering a culture of engagement and motivation. Training programs, on the other hand, empower employees with the skills and knowledge required for success in today’s dynamic business landscape. By implementing effective performance evaluation and training processes, organizations can improve their overall performance and maintain a competitive edge in the market.Note: This document is intended to provide a general overview of the importance of performance evaluation and training in enterprises. Specific strategies and best practices may vary depending on the organizati on’s size, industry, and unique requirements.。
绩效考评英文版课件
The courseware covers a wide range of topics, including the importance of performance evaluation in organizational management, different performance evaluation methods and their characteristics, as well as practical cases and experiences in performance evaluation
Performance monitoring
Regular track progress towards performance goals and identifying any issues or challenges that may arise
Feedback session
01
Hold regular feedback sessions to discuss performance, provide constructive criticism, and offer guidance on improvement
To provide feedback and guidance to employees on their performance: Performance evaluations allow employees to understand how their work is being evaluated and identified as where they excel and where they need to improve This feedback can help employees set goals and develop action plans for professional development
绩效考核表英文版
Performance Appraisal Form in English1. Employee InformationName: [Employee's Name]Department: [Employee's Department]Position: [Employee's Position]Date: [Appraisal Date]2. Overall PerformanceRate the overall performance of the employee from 1 to 5 (1 being unsatisfactory and 5 being exceptional): [Rating]3. Job Knowledge and SkillsRate the employee's job knowledge and skills from 1 to 5 (1 being inadequate and 5 being expert): [Rating]4. Job Competencies5. Achievements and ContributionsList any significant achievements or contributions made the employee during the appraisal period: [Achievements/Contributions]6. Areas for ImprovementIdentify areas where the employee can improve their performance: [Areas for Improvement]8. Appraiser InformationName: [Appraiser's Name]Position: [Appraiser's Position]Date: [Appraisal Date]Performance Appraisal Form in English1. Employee InformationName: [Employee's Name]Department: [Employee's Department]Position: [Employee's Position]Date: [Appraisal Date]2. Overall PerformanceRate the overall performance of the employee from 1 to 5 (1 being unsatisfactory and 5 being exceptional): [Rating]3. Job Knowledge and SkillsRate the employee's job knowledge and skills from 1 to 5 (1 being inadequate and 5 being expert): [Rating]4. Job Competencies5. Achievements and ContributionsList any significant achievements or contributions made the employee during the appraisal period: [Achievements/Contributions]6. Areas for ImprovementIdentify areas where the employee can improve their performance: [Areas for Improvement]8. Appraiser InformationName: [Appraiser's Name]Position: [Appraiser's Position]Date: [Appraisal Date]Performance Appraisal Form in English1. Employee InformationName: [Employee's Name]Department: [Employee's Department]Position: [Employee's Position]Date: [Appraisal Date]2. Overall PerformanceRate the overall performance of the employee from 1 to 5 (1 being unsatisfactory and 5 being exceptional): [Rating]3. Job Knowledge and SkillsRate the employee's job knowledge and skills from 1 to 5 (1 being inadequate and 5 being expert): [Rating]4. Job Competencies5. Achievements and ContributionsList any significant achievements or contributions made the employee during the appraisal period: [Achievements/Contributions]6. Areas for ImprovementIdentify areas where the employee can improve their performance: [Areas for Improvement]8. Appraiser InformationName: [Appraiser's Name]Position: [Appraiser's Position] Date: [Appraisal Date]。
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。
绩效管理实用培训教程英文版
绩效管理实用培训教程英文版Performance management is a critical aspect of any organization that aims to build a culture of excellence and accountability. It encompasses a wide range of activities, from setting clear performance expectations to assessing and evaluating progress towards those objectives. As an indispensable process, it helps organizations to maximize employee potential, align individual goals with the organizational objectives, and improve overall performance. This article presents a comprehensive guide on effective performance management that includes performance appraisal, setting goals and objectives, feedback, and development planning.Performance AppraisalPerformance appraisal is a process of measuring and evaluating an employee's performance against predefined objectives and standards. The primary objective of performance appraisals is to assess employee performance, provide feedback and make decisions related to promotions, rewards, and career development. Consider the following steps when conducting a performance appraisal.Step 1: Define Performance ExpectationsBefore conducting an appraisal, it's essential to establish clear performance expectations. For that, you need to define what constitutes satisfactory performance, identify the behaviors and skills required, and establish specific and measurable performance objectives.Step 2: Monitor PerformanceKeep track of the employee's performance throughout the appraisal cycle. Monitor how progress is being made towards achieving the set objectives and review performance against set standards and expectations.Step 3: Conduct the AppraisalUse a structured and objective approach when conducting the appraisal. Use a performance appraisal form that includes the pre-established performance expectations, areas of strength, weaknesses, and development needs. Be specific about areas that the employee needs to improve.Step 4: Provide Feedback and Plan DevelopmentFeedback is critical in helping employees understand how their performance aligns with organizational objectives. Give clear and constructive feedback on areas where employees excel and areas where they need to improve. Once feedback is provided, plan development activities that will help the employee improve their performance.Setting Goals and ObjectivesSetting clear goals and objectives helps employees to know what is expected of them and what they need to achieve. It also helps to align individual objectives with the organizational strategy and objectives. Consider the following steps when setting goals.Step 1: Set Specific GoalsGoals should be specific, measurable, achievable, relevant, and time-bound (SMART). For example, instead of setting a goal like 'increase sales,' set a SMART goal like 'increase sales by 30% over the next six months.'Step 2: Set Clear ExpectationsClearly state what is expected of the employee in achieving the objectives. Provide guidance and support throughout the goal-setting process.Step 3: Review and Monitor ProgressReview progress regularly and make appropriate changes, if necessary. Monitor performance against established objectives and provide feedback on areas where employees need to focus.FeedbackEffective feedback is essential in performance management. It helps employees to understand their strengths and areas for improvement. It also helps to build a culture of opencommunication within the organization. Consider the following when giving feedback.Step 1: Be ConstructiveFeedback should be constructive and objective. It should focus on areas where the employee excels and areas that need improvement.Step 2: Be TimelyProvide feedback as soon as possible, preferably immediately after the event. This helps to ensure that the feedback is fresh and can be acted upon quickly.Step 3: Be SpecificBe specific when giving feedback. Provide concrete examples that illustrate the employee's behavior and its impact on performance.Development PlanningDevelopment planning helps employees to improve their skills, knowledge, and competencies to achieve their career goals and objectives. It is an essential part of performance management that helps to retain employees and improve overall productivity. Consider the following steps when developing a development plan.Step 1: Identify Development NeedsIdentify areas that need improvement by reviewing performance appraisal results and feedback from supervisors, colleagues, and customers.Step 2: Create a Development PlanCreate a development plan that includes specific goals, timelines, and actions to be taken. Identify appropriate training, mentoring, coaching, or job assignments that will help the employee acquire new skills.Step 3: Implement the PlanImplement the development plan, monitor progress, and make appropriate changes if necessary.ConclusionAn effective performance management system is essential for organizations that aim to build a culture of excellence, accountability, and continuous improvement. It encompasses a wide range of activities, including setting goals and objectives, conducting appraisals, providing feedback, and development planning. By following the steps outlined in this guide, managers can ensure that performance management is an effective tool for achieving individual and organizational goals and objectives.。
绩效考核外文文献及翻译范文
绩效考核外文文献及翻译外文文献1.Performance appraisals - purpose and how to make it easier Performance appraisals are essential for the effective management and evaluation of staff. Appraisals help develop individuals, improve organizational performance, and feed into business planning. Formal performance appraisals are generally conducted annually for all staff in the organization. His or her line manager appraises each staff member. Directors are appraised by the CEO, who is appraised by the chairman or company owners, depending on the size and structure of the organization. Annual performance appraisals enable management and monitoring of standards, agreeing expectations and objectives, and delegation of responsibilities and tasks. Staff performance appraisals also establish individual training needs and enable organizational training needs analysis and planning. Performance appraisals also typically feed into organizational annual pay and grading reviews, which commonly also coincide with the business planning for the next trading year. Performance appraisals generally review each individual's performance against objectives and standards for the trading year, agreed at the previous appraisal meeting. Performance appraisals are also essential for career and succession planning - for individuals, crucial jobs, and for the organization as a whole. Performance appraisals are important for staff motivation, attitude and behavior development, communicating and aligning individual and organizational aims, and fostering positive relationships between management and staff. Performance appraisals provide a formal, recorded, regular review of an individual's performance, and a plan for future development. Job performance appraisals - in whatever form they take - are therefore vital for managing the performance of people and organizations. Managers and appraises commonly dislike appraisals and try to avoid them. To these people the appraisal is daunting and time-consuming. The process is seen as a difficult administrative chore and emotionally challenging. The annual appraisal is maybe the only time since last year that the two people have sat down together for a meaningful one-to-one discussion. No wonder then that appraisals are stressful - which then defeats the whole purpose. Appraisals are much easier, and especially more relaxed, if the boss meets each of the team members individually and regularly for one-to-one discussion throughout the year. Meaningful regular discussion about work, career, aims, progress, development, hopes and dreams, life, the universe, the TV, common interests, etc., whatever, makes appraisals so much easier because people then know and trust each other - which reduces all the stress and the uncertainty. Put off discussions and of course they loom very large. So don't wait for the annual appraisal to sit down and talk. The boss or the appraises can instigate this. If you are an employee with a shy boss, then take the lead. If you are a boss who rarely sits down and talks with people - or whose people are not used to talking with their boss - then set about relaxing the atmosphere and improving relationships. Appraisals (and work) all tend to be easier when people communicate well and know each other. So sit down together and talk as often as you can, and then when the actual formal appraisals are due everyone will find the whole process to be far more natural, quick, and easy - and a lot more productive too. 2.Appraisals, social responsibility and whole-person development There is increasingly a need for performance appraisals of staff and especially managers, directors and CEO's, to include accountabilities relating to corporate responsibility, represented by various converging corporate responsibility concepts including: the “Triple Bottom Line”; corporate so cial responsibility (CSR); Sustainability; corporate integrity and ethics; Fair Trade, etc. The organization must decide the extent to which these accountabilities are reflected in job responsibilities, which would thennaturally feature accordingly in performance appraisals. More about this aspect of responsibility is in the directors’ job descriptions section. Significantly also, while this appraisal outline is necessarily a formal structure this does not mean that the development discussed with the appraises must be formal and constrained. In fact the opposite applies. Appraisals must address “whole person” development - not just job skills or the skills required for the next promotion. Appraisals must not discriminate against anyone on the grounds of age, gender, sexual orientation, race, religion, disability, etc. The UK Employment Equality (Age) Regulations 2006, (consistent with Europe), effective from 1st October 2006, make it particularly important to avoid any comments, judgments, suggestions, questions or decisions which might be perceived by the appraises to be based on age. This means people who are young as well as old. Age, along with other characteristics stated above, is not a lawful basis for assessing and managing people, unless proper 'objective justification' can be proven. See the Age Diversity information. When designing or planning and conducting appraisals, seek to help the 'whole-person' to grow in whatever direction they want, not just to identify obviously relevant work skills training. Increasingly, the best employers recognize that growing the 'whole person' promotes positive attitudes, advancement, motivation, and also develops lots of new skills that can be surprisingly relevant to working productively and effectively in any sort of organization. Developing the whole-person is also an important aspect of modern corporate responsibility, and separately (if you needed a purely business-driven incentive for adopting these principles), whole-person development is a crucial advantage in the employment market, in which all employers compete to attract the best recruits, and to retain the best staff. Therefore in appraisals, be creative and imaginative in discussing, discovering and agreeing 'whole-person' development that people will respond to, beyond the usual job skill-set, and incorporate this sort of development into the appraisal process. Abraham Maslow recognized this over fifty years ago. If you are an employee and your employer has yet to embrace or even acknowledge these concepts, do them a favor at your own appraisal and suggest they look at these ideas, or maybe mention it at your exit interview prior to joining a better employer who cares about the people, not just the work. Incidentally the Multiple Intelligences test and V AK Learning Styles test are extremely useful tools for appraisals, before or after, to help people understand their natural potential and strengths and to help managers understand this about their people too. There are a lot of people out there who are in jobs which don't allow them to use and develop their greatest strengths; so the more we can help folk understand their own special potential, and find roles that really fit well, the happier we shall all be. 3 .Are performance appraisals still beneficial and appropriate It is sometimes fashionable in the 'modern age' to dismiss traditional processes such as performance appraisals as being irrelevant or unhelpful. Be very wary however if considering removing appraisals from your own organizational practices. It is likely that the critics of the appraisal process are the people who can't conduct them very well. It's a common human response to want to jettison something that one finds difficult. Appraisals - in whatever form, and there are various - have been a mainstay of management for decades, for good reasons. Think about everything that performance appraisals can achieve and contribute to when they are properly managed, for example: (1)performance measurement - transparent, short, medium and long term (2)clarifying, defining, redefining priorities and objectives (3)motivation through agreeing helpful aims and targets (4)motivation though achievement and feedback (5)training needs and learning desires - assessment and agreement (6)identification of personal strengths and direction - including unused hidden strengths (7)career and succession planning -personal and organizational (8)team roles clarification and team building (9)organizational training needs assessment and analysis (10)appraise and manager mutual awareness, understanding and relationship (11)resolving confusions and misunderstandings (12)reinforcing and cascading organizational philosophies, values, aims, strategies, priorities, etc (13)delegation, additional responsibilities, employee growth and development (14)counseling and feedback (15)manager development - all good managers should be able to conduct appraisals well - it's a fundamental process (16)the list goes on People have less and less face-to-face time together these days. Performance appraisals offer a way to protect and manage these valuable face-to-face opportunities. My advice is to hold on to and nurture these situations, and if you are under pressure to replace performance appraisals with some sort of (apparently) more efficient and cost effective methods, be very sure that you can safely cover all the aspects of performance and attitudinal development that a well-run performance appraisals system is naturally designed to achieve. There are various ways of conducting performance appraisals, and ideas change over time as to what are the most effective appraisals methods and systems. Some people advocate traditional appraisals and forms; others prefer 360-degree-type appraisals; others suggest using little more than a blank sheet of paper. In fact performance appraisals of all types are effective if they are conducted properly, and better still if the appraisal process is clearly explained to, agreed by, the people involved. Managers need guidance, training and encouragement in how to conduct appraisals properly. Especially the detractors and the critics. Help anxious managers (and directors) develop and adapt appraisals methods that work for them. Be flexible. There are lots of ways to conduct appraisals, and particularly lots of ways to diffuse apprehension and fear - for managers and appraises alike. Particularly - encourage people to sit down together and review informally and often - this removes much of the pressure for managers and appraises at formal appraisals times. Leaving everything to a single make-or-break discussion once a year is asking for trouble and trepidation. Look out especially for the warning signs of 'negative cascaded attitudes' towards appraisals. This is most often found where a senior manager or director hates conducting appraisals, usually because they are uncomfortable and inexperienced in conducting them. The senior manager/director typically will be heard to say that appraisals don't work and are a waste of time, which for them becomes a self-fulfilling prophecy. All that said, performance appraisals that are administered without training (for those who need it), without explanation or consultation, and conducted poorly will be counter-productive and is a waste of everyone's time. Well-prepared and well-conducted performance appraisals provide unique opportunities to help appraise and managers improve and develop, and thereby also the organizations for whom they work. Just like any other process, if performance appraisals aren't working, don't blame the process, ask yourself whether it is being properly trained, explained, agreed and conducted. 4. Effective performance appraisals Aside from formal traditional (annual, six-monthly, quarterly, or monthly) performance appraisals, there are many different methods of performance evaluation. The use of any of these methods depends on the purpose of the evaluation, the individual, the assessor, and the environment. The formal annual performance appraisal is generally the over-riding instrument, which gathers together and reviews all other performance data for the previous year. Performance appraisals should be positive experiences. The appraisals process provides the platform for development and motivation, so organizations should foster a feeling that performance appraisals are positive opportunities, in order to get the best out of the people and the process. In certain organizations, performance appraisals are widely regarded as something rather less welcoming('blocking sessions' is not an unusual description), which provides a basis only on which to develop fear and resentment, so never, never, never use a staff performance appraisal to handle matters of discipline or admonishment, which should instead be handled via separately arranged meetings. 5. Types of performance and aptitude assessments (1)Formal annual performance appraisals (2)Probationary reviews (3)Informal one-to-one review discussions (4)Counseling meetings (5) Observation post (6) Skills or career-related tests (7) Assignment or task to follow the review, including the secondment (8)Assessment Centre, including the observation group exercises, presentations and other tests (9)Communicate with people who investigate the views of others (10) Acts of psychological tests and other assessment (11)Handwriting analysis 外文文献译文1、考绩考核的用途和如何使其易于实现绩效考核根本上是对职员有效的管理和评估。
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。
朗讯公司内部讲义—绩效考核与培训
ONE TO TWO YEARS
Type of Training
For Training Content: •General Skill •Technical Related •Selling Skill •Management Leadership
通用技能 专业技能 销售技能 管理能力
For Training Style: •In House Training •On Job Training
4
High Risk PIP
4
Get Rid Off
Consistently Models Values &
Demonstrates Values in a
Serves as a Standard for Excellence Satisfactory Way
Does not Adequately Demonstrate Values
Y Level 2, Limited, has basic use of the skill and applications
5 Project Facilitation and Execution of tasks and responsibilities
Level 1, Does not possess skill
Manager Evaluation:
•PERFORMANCE SUMMARY AND TREND (Summarize your view of employee’s accomplishments vs goals in the past year) •KEY STRENGTHS & IMPROVEMENT •KEY DEVELOPMENT NEEDS & ACTION PLANS •360° Data/Manager Assessment •CAREER DEVELOPMENT RECOMMENDATION ... INCLUDING STRETCH ASSIGNMENTS
绩效考核表英文版
Exceeds Expectation
Outstanding
KPI Measurement
Definition
confidential
Specific Measurable Achievable Relevant Time phased
It has to be clear what the KPI exactly measures. There has to be one widely-accepted definition of the KPI to make sure the different users interpret it the same way and, as a result, come to the same and right conclusions which they can act on. The KPI has to be measurable to define a standard, budget or norm, to make it possible to measure the actual value and to make the actual value comparable to the budgeted value. Every KPI has to be measurable to define a standard value for it. It is really important for the acceptance of KPI’s and Performance Management in general within the organization that this norm is achievable. Nothing is more discouraging than striving for a goal that you will never obtain. The KPI must give more insight in the performance of the organization in obtaining its strategy. If a KPI is not measuring a part of the strategy, acting on it doesn’t affect the organizations’ performance. Therefore an irrelevant KPI is useless. It is important to express the value of the KPI in time. Every KPI only has a meaning if one knows the time dimension in which it is realized. The realization and standardization of the KPI therefore has to be time phased.
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：。
绩效考核英语
绩效考核英语Performance Appraisal in EnglishIn recent years, as the development of science and technology and the increasing globalization, English has become the most important language in business communication. Effective use of English can enable enterprises to gain competitive advantages and increase profits. Therefore, it is necessary to assess the performance of employees through English performance appraisal.Performance appraisal in English is different from other language appraisals. It not only evaluates the quality of the employee’s English speaking and writing skills, but also evaluates the employee’s understanding and implementation of English standard related knowledge. Therefore, when evaluating the performance of employees in English, it is necessary to accurately measure the comprehensive ability of employees in terms of English language level, technical proficiency and practice ability.The evaluation items of English performance appraisal include foreign language listening and speaking ability, writing ability, reading comprehension ability andtranslation ability. In addition, the system of using scores to evaluate employees' performance in English is also widely used. According to the score, managers can more intuitively observe the overall language level of the employees, and adjust the learning direction of the employees timely which can help to improve their English level.English performance appraisal not only regards theEnglish ability of the employees as an indicator to measure the performance, but also enables the employees to have a better awareness of the importance of mastering English and actively participate in the learning activities. It can also motivate the excellent talents of enterprises to further improve their English ability so as to promote the development of the enterprise.Ultimately, if English performance appraisal is used properly and effectively, it can always bring tangible benefits to enterprises. For example, it can enhance employees’ language profici ency, optimize enterprise management and improve enterprise competitiveness.。
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不可麻痹大意，要防微杜渐。20.11.2520.11.2521:54:2421:54:24November 25, 2020
4
High Risk PIP
4
Get Rid Off
Consistently Models Values &
Demonstrates Values in a
Serves as a Standard for Excellence Satisfactory Way
Does not Adequately Demonstrate Values
绩效考核与培训
Zheng Bin Oct.25, 2002
Main Topic…
•Effective Infrastructure of HR •Company Wants Employee To Be •Assessment Path •Performance Evaluation Content of Foreign Company •Performance Evaluation 9 Blocks •Talent Flow Planning •Type of Training •Training & Develop Process •Training Target Selection •Find Out Gap-Current Skill vs. Core Competency •Training & Performance Evaluation
Sample
K Level 4, Expert, recognized as a skill leader
Project Management / Leadership
E Level 3, Know ledgeable, can effectively apply skill
4 Develops long term project plans to identify critical path and potential issues
Develop the competencies to move easily across functional boundaries and are able to switch between regular duties and special projects.
Make others great by investing in their own, and their co-worker’s, development.
Company wants Employees
who…
Understand the skills and behaviors Company will need in the future—and are willing and able to respond quickly and flexibly to develop those capabilities.
Set big, bold goals for themselves and their business.
Are committed to Company’s success. Have passion for improving self competency
and making it meet the needs of our customers. Regularly assess their business interests and competencies to determine the kinds of work for which they are best suited.
DIRECT REPORTS & KEY POSITIONS
Position Incumbent
READY NOW
TALENT FLOW PLANNING
Position Incumbent
Name
BEST REPLACEMENTS
Position Title
BACKUP CANDIDATES / POSITION PLANS
Y Level 2, Limited, has basic use of the skill and applications
5 Project Facilitation and Execution of tasks and responsibilities
Level 1, Does not possess skill
评估符合企业战略与文化
建立健全的评估体系是世界上绝大多数发达国家的 公司成功的重要因素：
岗 位 评 估 Job Evaluation 技 能 评 估 Competence Evaluation 年 资 评 估 Experience Evaluation 业 绩 评 估 Performance Evaluation 360° 评 估 360°Survey
6 Effectively sets goals to reach project milestones
Teaming Skills
Employee Assessment
Manager Assessment
7 Effectively involves and leverages each members contribution to tion/ Training
2 (15%)
Training & Rotation
3 (65%)
Training or Job Rotation
2
Training & Development
3
Training
4 (10%)
High Risk PIP
3
Potential At Risk
P *Work plans and e goals r *Commitments f
(2)Meets/
o Satisfactory r *Work plans and m goals a *Commitments n c (3) Needs e Improvement
/ Missed *Work plans and goals *Commitments
(contents base on business needs)
Performance Evaluation Content
Employee Self Evaluation:
•ACCOMPLISHMENT SUMMARY (Summarize your accomplishments vs goals in the past year) •KEY STRENGTHS & IMPROVEMENT •KEY DEVELOPMENT NEEDS & ACTION PLANS •Self Assessment of Values •CAREER INTERESTS AND DEVELOPMENT ... INCLUDING STRETCH ASSIGNMENT INTERESTS
Effective Infrastructure
Recruiting
•Job Evaluation •Competency Model •Planning
Training
•Training Needs Collection •Training Evaluation •Training Resource Analysis •Planning •Information Sharing
Proficiency Levels:
Proficiency Levels:
8 Resolves conflicts through open and candid communication w ith all team members 1
2
3
4
1
2
3
4
9 Effectively utilizes Rew ards and Recognition for team success
•G&O Setting (with measurement)
Promotion
Transfer/Rotation
Termination
Company wants Employees
who…
Are honest and self-critical, and dedicated to the idea of continuous learning.
Compensation &Benefit
•Market Value Orientation •C&B Structure •Commission Plan •Stock option management •Spot Award
Performance
Objective
Evaluation
•Employee Satisfaction •360 Survey •Performance Evaluation System
ONE TO TWO YEARS
Type of Training
For Training Content: •General Skill •Technical Related •Selling Skill •Management Leadership
通用技能 专业技能 销售技能 管理能力
For Training Style: •In House Training •On Job Training
Performance Evaluation 9 Blocks
SIGNIFICANT STRENGTH
(A)
Values (come from 360°survey)
SOME DEVELOPMENT NEEDS