2022年员工绩效考核管理制度. .pdf

员工绩效考核管理制度第一部分总 则第一条：目的1、通过绩效考核，传递组织目标和压力，促使员工提高工作绩效，达到“培养员工、提高员工的工作能力、纠正员工偏差、使之更好地为公司服务，达到公司与个人之间的双赢”的目的。2、加强公司的计划性，改善组织的管理过程，促进管理的科学化、规范化。3、客观、公正地评价员工的绩效和贡献，为薪资调整、绩效薪资发放、职务晋升等人事决策和组织员工培训提供依据。4、反馈员工的绩效表现，加强过程管理，强化各级管理者的管理责任，促进其指导、帮助、约束与激励下属。5、月度绩效考核主要目的在于：通过对1 个月内工作计划安排和任务完成情况进行考核，全面评价员工的工作业绩，为员工绩效工资提供必要的依据，也为人力资源部门对员工的晋升、降职、解聘和岗位调整提供依据，从而有效提升公司整体绩效。6、年终考核目的：评价年度员工和部门工作绩效，为年终奖金发放，工作效率，岗位目标执行、人事调整政策评价提供依据。第二条：理念1、以目标计划为基础，以关键业绩量标准/指标对绩效进行考核，强调绩效的达成。2、以绩效的提高为目标。第三条：考核原则1、客观性：考核要客观地反映员工的实际工作情况，避免由于光环效应，亲近、偏见等带来误差。2、公平性：对同一职类员工使用相同的考核标准，最大限度地防止评估结果的不一致性和偏见性。3、公开性：每位员工都必须清楚体系是如何运作的，考核结果员工应签名，有意见可表述、申诉，无签名考核结果同样有效。第四条：适用范围本制度适用于公司所有正式和试用员工。考核对象具体分为：高层管理人员（包括总经理、各部门部长等）、主管类管理人员、行政事务、销售营销、物流采供、技术、财务、工程、生产部等各类人员。第二部分考核规程第五条：考核要素1、年度经营目标计划及月度工作关键业绩指标达成情况2、公司各项规章制度执行情况3、综合管理部提供的员工着装仪表标准、办公秩序管理考核标准、环境卫生管理考核标准、行政违纪记录和岗位违纪记录4、按 ISO9000 体系要求，相关程序及规定执行情况5、被考核者的上级主管人员提供的月度工作关键业绩指标工作记录文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 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ZY5H10F2K7T26、岗位说明书7、其他依据第六条：考核责任1、原则上实行自评、直接上级主考、部门交叉互评、人力资源主办复核相结合的多级考评体制。2、直接上级和被考核者共同承担考核责任。被考核者作为一级考核者进行自评，直接上级作为二级考核者进行主评；人力资源主办及被考核者所在部门负责人对考核结果负有监督、指导责任，按月度工作关键业绩指标工作记录确保两级考核者之间考核结果的公正、客观性。部门负责人及以上管理人员、总经理助理的工作由总经理负责考核。3、年终考核由公司成立考核领导小组组织实施，小组成员为体现公正、公平、公开原则由员工代表，职能部门负责人、管理者代表等组成，具体成员由总经理办决定，人数应为奇数，最少3 人，最多 7 人。4、依据公司员工工作性质的不同，划分为四大类，分别采取不同的考评方式如表 1 所示。表 1 考核方式表类型 适用范围考核特征考核周期A 类：各部经理及以上管理人员：总经理、副总经理、部门经理，总工程师等岗位，基于策略目标实现的关键业绩指标考核，月度考核、年终考核；B 类：专业技术人员会计、人力资源专员、设计、技术、各组组长、调文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 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ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2度员、销售职员、文职类等岗位，基于关键业绩指标的落实及计划完成情况的考核，职责履行、制度执行力，月度考核、年终考核；C 类：计件工人，责任范围内合格产品的件数为主要依据月度考核、年终考核。第七条：考核责权1、人力资源部门：（1）负责制定及定期修订绩效考核方案并报总经理批准（2）负责组织绩效考核工作（3）负责培训参与考核各级管理人员（4）负责监督及控制考核工作的全过程（5）考评分类汇总和考核资料的归档（6）考核结果与薪资挂钩，计算并报批实施2、一级考核者（员工本人）和二级考核者（员工直接上级）（1）了解考核的程序及方法（2）确保考核的公正、公平（3）对责任范围内的直线下级进行考核（4）考核后对被考核者进行详细的工作指导和辅导3、由人力资源主办会同被考核者所在部门的负责人严格审核考核表及工作计划（关键业绩指标及满意度指标）的真实性，确保考核结果的公正、公平（1）严肃处理违背考核宗旨，以权谋私的个人（2）负责考核工作的整体性和及时性，并有计划地按公司战略规划和年度工作目标、年度经营目标推行新的考核体系。文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 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ZY5H10F2K7T2第八条：考核权限每位员工由自己进行自考，直接上级进行主考，人力资源部会同被考核者所在部门的负责人进行审核。人力资源主办由总经理、部门所在负责人主考，部门负责人由总经理主考。第九条：申诉1、各类考评结束后，被考核者有权了解自己的考评结果，考核者有向被考核者通知说明考核结果的义务。2、被考核者如对考评结果存有异议，应首先通过沟通方式解决。解决不了时，有权向人力资源部进行申诉，人力资源部应及时联系申诉人的直接上级所在的主管部门进行复议并在一周内给予明确答复：如果被考核者对申诉处理仍有异议，可以向考核领导小组提出申诉，由考核领导小组负责进行最终复议。第三部分各类人员考核的具体实施一、月度绩效考核月度绩效考核适用于公司A、B、C 级所有员工。A 级和 B 级员工的绩效月薪系数、C 级员工的工资实际发放额由月度绩效考核的结果确定。（一）月度绩效考核的实施月度考核分为员工自评和直接上级考评两个环节，考核依据是员工的当月工作表现和实际工作业绩，具体指标参见山东天时空间钢结构工程有限责任公司关键业绩指标考核汇总表（以下简称考核表）。考核表中，若部分岗位的当月考核不涉及到某项具体指标，则该项目评分按其明细文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 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ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2分值的满分计算。1、员工自评员工根据本岗位的考核表给自己评分，员工应认真、严肃、客观地进行自评打分，员工自评是员工自省和反映真实自我的重要机会，也是直接上级考评的依据之一。2、直接上级考核直接上级根据员工的当月表现和实际工作业绩给员工进行评分，直接上级应本着对事不对人的客观态度对下级进行评分。为避免对下级可能存在的信息失真，在评分时应适当参照员工的自评情况。3、人力资源部会同部门负责人复核员工自评和直接上级评分后，人力资源部会同部门负责人要进行最后的把关复核，防止人为因素影响考评的客观性。人力资源部会同部门负责人复核无异议后，将本部门员工考核表交综合管理部人力资源部按以下权重汇总计算：各员工的最终得分=员工自评分 30+直接上级考评分 50+人资综合考评20（二）考核结果与系数的换算1、A 级管理人员和B 级员工的绩效月薪系数直接参照各员工的最终得分确定：员工考核系数如下计算：60 分以下70 分以下80 分以下90 分以下90 分以上0.7 0.8 0.9 1.0 1.1 以上文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2A 级管理人员、B 级员工的绩效月薪=绩效月薪基数系数2、C 级员工根据以上系数核发计件工资额计件工资额=按产量定额任务完成后的工资（定额个人完成产量）系数（三）A 类管理人员第十条A 管理人员考核适用对象总经理、副总经理、部门经理2、考核周期：月度考核和年终考核相结合。每月进行一次月度考核。3、考核内容：（1）主要考核业绩和总经理周例会临时追加项目。（2）业绩指标是结合企业总体目标分解到本部门后的关键业绩指标，占考核权重的 75%。（3）临时追加指标占考核权重的25%。第十一条考核程序1、每考核期末，A 类管理人员需依据公司的经营策略和经营计划、本部门的策略和计划，结合考核要素向公司提出下一考核期本系统、本部门的策略重点、策略执行方式、关键业绩指标和指标值（或指标达成状况描述）以及管理改进计划。2、被考核者应同直接上级沟通，就以上内容进行讨论、主议和审定。3、被考核者与直接主管对此达成共识后，由被考核者将确认的考核内容填入员工考核。B 级员工考核第十二条考核对象本制度中，公司管理人员及各部门专业技术岗位，主要包括生产班组长、文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 ZY5H10F2K7T2文档编码:CS7A5X2X1Z3 HY3N2A4O8L9 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