绩效考核办法绩效考核制度中英文(共7页).docx

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1、精选优质文档-倾情为你奉上绩效考核办法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

2、 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Sc

3、ope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

4、资核算岗位Position岗位工资比例position salary ratio绩效工资比例Performance salary ratioVice General Manager、Director50%50%Department manager/Vice manager70%30%Supervisor and below80%20%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 /

5、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 the last 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 appraise

6、d 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 m

7、onthly 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 departm

8、ent.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 companys 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 ea

9、ch year, the companys senior management operation meeting to determine the companys strategic development goals and the annual KPI indicators for the next year, decomposing the annual overall target into 12 months. The companys annual KPI indicators are decomposed into each departments according to

10、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

11、开始实施。According to the departments 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.

12、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

13、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 t

14、he 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

15、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 departme

16、nts 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 le

17、ave 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 5 points/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 companys process i

18、mprovement, outstanding work performance, saving the companys property losses, and being willing to be commended by the company,And 5 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

19、：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

20、：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

21、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 ass

22、essment 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

23、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 results1.月度考核结果应用The applica

24、tion of the results of the monthly assessment序号NO得分point等级Grade等级Grade员工比例Employee ratio190以上Over90A优秀OutstandingLess 5%280-89B良好Good370-79C满意Satisfactory460-69D基本满意Basic satisfactory559以Under59E差Poor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

25、 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 emplo

26、yees, 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

27、 work skills4）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 annual

28、bonus and salary increases序号NO得分Scores等级Grade等级Grade员工比例Employee ratio年终奖金系数Annual bonus coefficient190以上Over90AOutstanding10%2280-89BGood50%1370-79CSatisfactory30%0.5460-69DBasic satisfactory5%0559以Under59EPoor5%01）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 assessmen

29、t 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

30、 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。Its the special proc

31、ess to be sure the system 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 promptl

32、y 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 pr

33、ocessed, 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 companys operating conditions.HR department is responsible for the explanation of the procedure.专心-专注-专业