業(yè)績(jī)管理流程

業(yè)績(jī)管理流程To:KeyCC:Mr.林Re關(guān)于:PerformanceManagementProgram事跡治理籌劃Startingfrom2003,CofeedChinaplantotryPerformanceManagementPrograminthisfiscalyear.Toletyouunderstandthisprogrammoreclearly,Iwouldlikebrieflyexplainingthewholeprogramasfollows:2003PMP具體制訂籌劃：1)ProgramObjective該籌劃的目標(biāo)(attachment1附件一)2)Programprocess該籌劃的法度榜樣(attachment2附件二)3)PhaseI該籌劃的第一時(shí)期–PerformanceManagementPlanning事跡目標(biāo)的制訂(attachment3附件三)-ExamplePerformanceManagementPlanningForm(attachment44)S.M.A.R.Tgoal.設(shè)立目標(biāo)的Ｓ.M.A.R.T原則(attachment5附件五)請(qǐng)將完成的中英文事跡治理籌劃交大公司人事部歸檔。Thanksforyoursupport!!Attachment1附件一ProgramObjectives事跡治理籌劃目標(biāo)SupportcofeedChinabusinessasitcontinuoustogrowby:經(jīng)由過(guò)程達(dá)到如下目標(biāo)來(lái)支撐科菲特公司賡續(xù)成長(zhǎng)的營(yíng)業(yè):EnsuresthatyouunderstandwheretheCompanyisheading(commonunderstanding)確保你明白得公司的經(jīng)營(yíng)偏向（就公司的目標(biāo)殺青共鳴）Ensuresthatyouunderstandexactlywhattheorganizationexpectsfromyouandhowyourgoalcontributetoouroverallsuccess(Clearexpectation)明白明白得公司對(duì)你的期望以及你小我事跡目標(biāo)的完成對(duì)企業(yè)的供獻(xiàn)（明白期望）Helpsyoutounderstandtheskillsyouneedtodeliverontheorganization’sexpectations,aswellashowtobuildthoseskills(increasedcapabilities)贊助你明白得完成事跡目標(biāo)你須要操縱的常識(shí)與技能以及若何獲得這些常識(shí)與技能（才能進(jìn)步）Ensuresthatyoufeelyoureffortshereareworthitthroughrewardsandopportunitiesthataremeaningfultoyoucommitment)使你的付出獲得響應(yīng)回報(bào)－嘉獎(jiǎng)或獲得對(duì)你有意義的機(jī)會(huì)（認(rèn)同）Attachment2附件二 -1Progressprocess事跡治理籌劃的法度榜樣COFEEDChinaimplementsperformancemanagementasacontinuouscyclethatincludesfourphases:科菲特公司事跡治理籌劃經(jīng)由過(guò)程以下四個(gè)時(shí)期構(gòu)成的輪回連續(xù)進(jìn)行，以一個(gè)財(cái)務(wù)年度為一個(gè)周期，周而復(fù)始。PhaseOne:PerformancePlanning事跡目標(biāo)制訂Atthebeginningoftheperformanceperiod,performanceexpectationsareestablishedaccordingtojobdescriptionsandagreedaspartoftheplanningprocess 在流程初期，依照工作描述制訂事跡目標(biāo)并就事跡期望殺青共鳴。PhaseTwo:CoachingandFeedback反饋與指導(dǎo)Theemployeeworkstoaccomplishtheperformanceexpectationsthathavebeenestablished.themanagerobservesperformanceandgivesfeedbackandcoachingforcontinuousimprovement在職員盡力完成制訂的事跡目標(biāo)的過(guò)程中，其主管不雅察其事跡，賡續(xù)賜與反饋及響應(yīng)指導(dǎo)，以贊助職員賡續(xù)進(jìn)步。PhaseThree第三時(shí)期:PerformanceReview事跡評(píng)估Theemployeeoffersandreceivesfeedbackabouthisorherperformancecomparedtotheplanthatwasestablished依照預(yù)先確信的事跡目標(biāo)對(duì)職員進(jìn)行評(píng)估PhaseFour:Rewards嘉獎(jiǎng)Basedontheperformancereview,thecompanydeterminesrewardsfortheemployeethatarebothmeaningfultotheemployeeandappropriateforthelevelofperformancedemonstrated.基于事跡評(píng)估的成果，公司決定對(duì)職員進(jìn)行恰當(dāng)?shù)募为?jiǎng)。Attachment2附件二 -2ThefollowinggraphicillustratesthefourphasesofthePerformanceManagementProcess.以下圖示出事跡治理法度榜樣的四個(gè)時(shí)期。與組織期望達(dá)成共識(shí)CommonUnderstandingoftheorganization’sprioritiesandgoals認(rèn)同Commitmentbasedonmeaningful

Rewards獎(jiǎng)勵(lì)

HYHYCulture

PerformancPlanning業(yè)績(jī)計(jì)劃明確期望ClearExpectationsforindividualandgroupworkandrewardsReview業(yè)績(jī)回顧

企業(yè)文化技能Capabilitybuilt

contributionsCoachingandFeedback反饋與指導(dǎo)feedbackandlearningAttachment3附件三-1PhaseI該籌劃的第一時(shí)期– PerformanceManagementPlanning事跡目標(biāo)的制訂Therearefourcomponentstotheperformanceplan.(SeeExamplePerformanceManagementPlanningForm)事跡目標(biāo)籌劃包含四個(gè)構(gòu)成部分（附件事跡治理籌劃樣例）DailyJobResponsibilities日常工作職責(zé)SuccessMeasures成功標(biāo)準(zhǔn)PerformanceGoals事跡目標(biāo)PersonalDevelopmentGoals小我自我進(jìn)步的目標(biāo)DailyJobResponsibilities日常工作職責(zé)Normal,day-to-daytasksthatyouareresponsibleforexecutingeffectively指你日常須負(fù)責(zé)的工作PerformanceGoals事跡目標(biāo)PerformancegoalsrefertoWhatyoudoortheresultsyouareexpectedtoachieve事跡目標(biāo)指期望你去做或取得的成果Maydescribe可因此:Achievementofbusinessresults營(yíng)業(yè)目標(biāo)的完成Achievementfrominnovativeorexceptionalefforts經(jīng)由過(guò)程改革／變革所取得的成果Measurablemilestonestowardcompletingspecialorlong-termprojects經(jīng)久項(xiàng)目標(biāo)時(shí)期性成果Somecombinationoftheabove以上方面的組合YourperformanceplanwillincludethreetofivePerformanceGoals 一樣事跡目標(biāo)包含３到５個(gè)目標(biāo)。SuccessMeasure成功標(biāo)準(zhǔn)Themeasurablethatshowyoursuccessbyperformanceexpectations衡量事跡期望下是否成功Ⅳ）PersonalDevelopmentGoals小我自我進(jìn)步的目標(biāo)PersonalDevelopmentgoalsfocusonwhatyouneedtodeveloptobemoreeffectiveinyoujob.Examplesofpersonaldevelopmentgoalsmaybetoenhanceyourpresentationskillsbyattendingauniversitycourse,ortolearnanotherlanguagetoincreaseyourabilitytocontributetotheorganization課程進(jìn)步演講才能，或增學(xué)一門說(shuō)話等Attachment附件四 -1COFEEDPERFORMANCE MANAGEMENT PROGRAM FORMCOFEED EmployeeNameEmployeeName姓名:JobTitle職務(wù):DateofstProgressCheck第一次進(jìn)展檢查日期:ManagerName主管姓名:Department所屬部分:DateofndProgressCheck第二次進(jìn)展檢查日期:DateofPlanningMeeting事跡籌劃制訂日:Country國(guó)度:DateofFinalReview最終評(píng)估日期:SECTIONI第一部分 DailyJobResponsibilities日常工作職責(zé)Jobdescription工作描: ActionPlan行動(dòng)籌: Rating分值1 2 3 4 5□□□□□Weight比例:%1 2 3 4 5□□□□□Weight比例:%1 2 3 4 5□□□□□Weight比例：%1 2 3 4 5□□□□□Weight比例：%1 2 3 4 5□□□□□Weight比例：%RatingScale分值:

5=ExceedsExpectations連續(xù)跨過(guò)目標(biāo)4=Meetsandsometimesexceedsexpectations達(dá)到且有時(shí)跨過(guò)目標(biāo)3=Meetsexpectations達(dá)到目標(biāo)2=Meetssomebutnotallexpectations部分達(dá)到目標(biāo)1DoesNotMeet未達(dá)到目標(biāo)SECTIONII 第二部分 SuccessMeasures成功標(biāo)準(zhǔn)Subject項(xiàng)目 Rating分值1 2 3 4 5□□□□□Weight 比例： %1 2 3 4 5□□□□□Weight 比例： %1 2 3 4 5□□□□□Weight 比例： %1 2 3 4 5□□□□□Weight 比例： %TLLRating總分值

1 2 3 4 5□□□□□Weight 比例： %SECTIONIII第三部分 GOAL目標(biāo)分值Goal目標(biāo) ActionPlan行動(dòng)籌: 分值

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4thQSECTION IV第四部分 PersonalDevelopmentGoals小我成長(zhǎng)目標(biāo)Individualoneortwopersonaldevelopmentgoals小我的一至兩個(gè)成長(zhǎng)目標(biāo)Goal目標(biāo) ActionPlan行動(dòng)籌: TimeTable時(shí)刻:1stQ 2ndQ 3rdQ 4thQ1stQ 2ndQ 3rdQ 4thQ1stQ 2ndQ 3rdQ 4thQ1stQ 2ndQ 3rdQ 4thQ1stQ 2ndQ 3rdQ 4thQ1stQ

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4thQSECTIONⅤ第五部分ProgressCheckForm事跡進(jìn)度檢查表EmployeeName姓名: ManagerName主管姓: DateofProgresscheck進(jìn)度考察日:

JobTitle職務(wù): Department所屬部: Country國(guó)度: Thisprogresscheckformmaybe usedbythemanagertodocumentformalcoachingdiscussionsorbythe employeetoprepareforhis/herformalcoachingprogresschecks.上級(jí)主管將經(jīng)由過(guò)程該表格依照籌劃所列項(xiàng)目與籌劃人檢查、評(píng)論辯論事跡進(jìn)展?fàn)顩rIndicateProgressOnGoals,Competencies,andDailyJobResponsibilitiesIndicateProgressOnGoals,Competencies,andDailyJobResponsibilities陳述事跡目標(biāo)、技能和日常工作職責(zé)進(jìn)展?fàn)顩rOtherInformationOtherInformation其他信息Describeanythingthatmayaffectemployee'sability todeliverongoals論述進(jìn)步職員才能以達(dá)到預(yù)定目標(biāo)須要留意的問題Describeanyperformanceproblems/issuesthatneedtobeaddressed論述籌劃履行中所碰到的所須要解決的問題Noteanychangesthatshouldbemadetotheemployee'sperformanceplan籌劃實(shí)施與最初制訂的項(xiàng)目所產(chǎn)生的變更SECTIONVI第六部分EvaluationDetails具體評(píng)估FinancialCY01

Actual

Grade/Rating公司財(cái)務(wù)標(biāo)準(zhǔn)NetEarningContribution凈利潤(rùn)供獻(xiàn)

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實(shí)際 級(jí)別/分值IndividualPerformanceMeasures小我事跡評(píng)估Goal目標(biāo) Results成果 Rating分值Total總計(jì)Attachment5 附件五

S.M.A.R.TGOALS 目標(biāo)設(shè)立的S.M.A.R.T原則Specificenoughtoestablishclearexpectationsandspecifythestretchinvolved.具體明白組織期望情形下制訂連續(xù)性的成長(zhǎng)目標(biāo)By“stretch”herewemeanachallengingtargetforachievement,eitherneworacontinuation ofpreviouswork.成長(zhǎng)目標(biāo)指事跡挑戰(zhàn)目標(biāo)以及完成目標(biāo)情形下連續(xù)開展的新工作Exactlywhat,when,andhowmuchistobeaccomplished?確切指明何時(shí)、何種程度、完成何種工作。Usedescriptive“actionverbs”(e.g.,increase,decrease,eliminate,develop,deliver).應(yīng)用行動(dòng)說(shuō)話描述（如增長(zhǎng)、削減、清除，成長(zhǎng)，發(fā)行等）。Ensurethatthegoalisclearlyunderstoodintermsofobservableresults.確信建立的目標(biāo)是明白的、成果是顯而易見的。Measurableincost,quantity,qualityortimeliness.可衡量的價(jià)值、數(shù)量、質(zhì)量和時(shí)刻Howwillyouknowwhenthegoalisaccomplished?目標(biāo)何時(shí)能夠成功實(shí)現(xiàn)。Youcanonlymanagewhatyoucanmeasure.制訂的目標(biāo)是工作范疇中能夠或許實(shí)際操縱操縱的。Ameasurablegoalcanbequantitativeorqualitative.可衡量的目標(biāo)須定質(zhì)定量。Agreed-Upontoensurecoordinationandbuy-in.獲得認(rèn)同即確信目標(biāo)與期望相協(xié)同Confirmrolesandexpectationswithyourmanager.與上級(jí)治理者確認(rèn)實(shí)施規(guī)矩與期望。Thiswillhelpensurethatthegoalisrelevanttowhatwearetryingtoachieveasanorganization.這會(huì)贊助我們確認(rèn)目標(biāo)是否與組織期望相吻合。Realisticasagoal,whichcanbeattained,givenstretcheffort.實(shí)際性即制訂可考察的目標(biāo)同時(shí)有連續(xù)成長(zhǎng)籌劃Goa