绩效考核办法绩效考核制度中英文

时间：2021-02-12 11:51:44 来源：蒲公英阅读网 本文已影响人

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　绩 效 考 核 办 法

　Performance AppraisalP P ro cedure

　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。Inordertomobilizetheenthusiasmofemployees,constantlyimprovetheirworkskills,enhancetheirsenseofresponsibility,andachievethesurvivalofthefittest.TheCompanyconstitutedthisprocedure. 二、考核方式 Assessmentmethod 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。Wehaveannualassessmentandmonthlyassessment.Anddepartmentsorganizestheassessmentseachmonth.Theaveragescoreofallmonthsassessmentscoresintheyearistakenastheannualassessmentscore. 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 。ThisprocedurecoversallHTSolarwhitecollaremployeesandshiftleaders.. 四、绩效考核管理委员会 PerformanceAppraisalmanagementCommittee 领导：总经理 Committeeleader:GeneralManager 成 员 ：

　行 政 副 总 、 运 营 总 监 、 人 力 资 源 经 理CommitteeMember:AdminViceGeneralManager、OperationDirector、HRManager. 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% Monthlyperformancesalary=standardsalary*performancesalaryratio*monthlyperformancescores/100 岗位 Position 岗位工资比例 positionsalaryratio 绩效工资比例 Performancesalaryratio ViceGeneralManager、Director 50% 50% Departmentmanager/Vicemanager 70% 30% Supervisorandbelow 80% 20%

　六、考核周期：Assessmentcycle 月度考核：自每月 1 日到月末最后一天。Monthlyassessment:from1stdaytothelastdayofeachmonth. 季度考核：每季度第一天至最后一天。Quarterlyassessment:fromthefirstdaytothelastdayofeachquarter. 年度考核：每年 1 月至 12 月。Annualassessment:fromJanuarytoDecember. 七、考核人、被考核人及考核方式 Theappraiserandtheappraisedperson 1.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。TheGeneralManagerassessesandevaluatetheVicegeneralmanagerandDirectorbysemiannualandannualworkreportingmethods.; 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。TheViceGeneralManager/DirectorassessesandevaluatethemanagersofdepartmentsmonthlybyKPIevaluationform.. 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。

　ThedepartmentmanagerassessesthesupervisorandstaffofthedepartmentmonthlybyKPIevaluationform. 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。SalespersonwereevaluatedaccordingsalesquarterlybyBusinessdepartmentandHRdepartment. 八、考核指标 AssessmentIndicators 1.KPI 指标的确定 DeterminationofKPIindicators 1）公司年度战略目标及 KPI 指标的确定Determinationofthecompany"sannualstrategicgoalsandKPIindicators 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。

　InNovembereachyear,thecompany"sseniormanagementoperationmeetingtodeterminethecompany"sstrategicdevelopmentgoalsandtheannualKPIindicatorsforthenextyear,decomposingtheannualoveralltargetinto12months.Thecompany’sannualKPIindicatorsaredecomposedintoeachdepartmentsaccordingtotheirresponsbility,.Thendeterminethe

　annualKPIindicatorsforeachdepartment.Aftertheapprovalofthegeneralmanager,itwillbesendtoalldepartments. 2）部门 KPI 指标的确定 DeterminationofdepartmentalKPIindicators 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。Accordingtothedepartment"sannualKPIindex,eachdepartmentusesthefishbonediagrammethodtodecomposetheindicatorstomakedetailedandexecutablesecondaryindicatorsofthedepartment,anddistributestheindicatorsto12months.MakethemonthlyKPIassessmentformofthedepartment.Itwasimplementedafterreviewbytheperformanceappraisalcommittee. 部门经理对部门 KPI 指标的达成负全部责任。ThedepartmentmanagerisfullyresponsiblefortheachievementofthedepartmentalKPIindicators. 3）员工考核指标的确定 Determinationofemployeeassessmentindicators 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。Theemployeeassessmentindicatorsinclude:KPIindicatorsafterthedecompositionofdepartmentalindicators,importanttasks,workattitudes,rewardsandpunishments,etc.Thespecificindicatorsaredeterminedandassessedbythedepartmentmanager,butmustbesubmittedtotheHumanResourcesDepartmentforreview. 2.考核指标的调整 Adjustmentofassessmentindicator 1）公司 KPI 指标的调整 AdjustmentofcompanyKPIindicators 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。Whenthemarketchanges,thecompanywilladjuststheannualKPIindicatorsaccordingtotheactualoperationsituation.EachdepartmentmodifiesthedepartmentKPIindicatorsaccordingtotheadjustedcompanyKPIindicators,andmakenewKPIassessmentformofdepartment. 2）员工考核指标调整 Staffassessmentindicatoradjustment 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。Whenthedepartment"sKPI,postworkfocuschanges,orthesuperiorassignsphasedkeywork

　,theemployeeassessmentindicatorsmustbeadjustedandmakenewassessmentform. 3.员工奖惩指标 Employeerewardandpunishmentindicator 1）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。Forthosewhoarelateorearlyleavewillbededucted2points/time,absenteeismwillbedeductedby5points/time.Theemployeeswhoarewarnedbythecompanyandotherdepartmentswillbededucted5points/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。5pointsofrewardforthecompany"sprocessimprovement,outstandingworkperformance,savingthecompany"spropertylosses,andbeingwillingtobecommendedbythecompany,And5pointsforemployeeswhoreceivedtheGMSpotAwardinthemonth. 4.销售人员指标 Salespersonindicator 销售人员实行以销售指标为导向的考核方式。Weevaluatethesalespersonbysalesindicator. 试用期指标：根据试用期确定的销售指标考核。Probationperiodindicator:evaluationofsalespersonaccordingtosalestargetdeterminedinprobationperiod. 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。Theindicatorafterprobationperiod:Decomposetheannualsalesindicatorsintoquartersanddeterminequarterlyassessmentindicators. 九、具体考核：Assessmentprocess 1.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。Before2nddayofeachmonth,theassessorassessetheperformanceoftheassessedpersonlastmonth,andfeedbacktheresultstotheassessedperson,whichisconfirmedbytheassessedperson. 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。Theassessorshouldpointoutthedeficienciesintheworktotheassessedperson,encourageandassistthemtoimprovecontinuously,andimprovetheirperformanceinthenextmonth. 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。Before3rdofeachmonth,thedepartmentswillsubmitthesignedassessmentformstotheHRd

　epartment. 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。Theperformanceappraisalresultsofdepartmentmanagersshallbereviewedbytheappraisalcommitteeandsignedbytheappraisalcommitteeleader. 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。Thesalespersonnelwillbeassessedonaquarterlybasisaftertheprobationperiod,andthefirstmonthofeachquarterwillbeevaluatedforthecompletionofsalesindicatorsinthepreviousquarter.AndreporttheresultsandproposaltotheGeneralManager. 十、考核结果应用 Applicationofassessmentresults 1.月度考核结果应用 Theapplicationoftheresultsofthemonthlyassessment 序号 NO 得分 point 等级 Grade 等级 Grade 员工比例 Employeeratio 1 90 以上 Over90 A 优秀 Outstanding Less5% 2 80-89 B 良好 Good

　3 70-79 C 满意 Satisfactory

　4 60-69 D 基本满意 Basicsatisfactory

　5 59 以 Under59 E 差 Poor

　考核结果为 A 级的人数不能超过部门总人数的 5%。ThepercentageofAgradeshouldnotover5%occupiedinthetotalnumbersofpersonsinthedepartment.

　1）绩效工资核算 Calculateperformancesalary 人力资源部将根据绩效结果计算绩效工资。HRdepartmentwillcalculateperformancesalaryaccordingperformanceappraisalresult. 2）岗位晋升 Positionpromotion：

　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。Whentherearevacanciesthatneedtobepromotedtoemployees,employeeswithexcellentperformancewillbegivenpriority,andemployeesbelowCwillnotbepromoted.. 3）培训依据 Trainingbasis：

　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。Accordingtotheperformanceassessmentresults,wewillarrangethetraining,follow-

　upassessment,andcontinuouslyimproveemployeeworkskills 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。Foremployeeswhohavescoresunder59scorein2consecutivemonths,orwhohave3timesunder59inhalfofyear,theemployeewillbeadjustpositionorbeeliminated.

　2.年度考核结果影响年终奖金及涨薪。Annualassessmentresultsaffectannualbonusandsalaryincreases 序号 NO 得分 Scores 等级 Grade 等级 Grade 员工比例 Employeeratio 年终奖金系数 Annualbonuscoefficient 1 90 以上Over90 A Outstanding 10% 2 2 80-89 B Good 50% 1 3 70-79 C Satisfactory 30% 0.5 4 60-69 D Basicsatisfactory 5% 0 5 59 以Under59 E Poor 5% 0 1）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%。Theannualassessmentresultsaredistributedaccordingtonormaldistribution.TheAleveldoesnotexceedthetotalnumberof10%.,TheBleveldoesnotexceedthetotalnumberof50%.TheClevelranksabout30%ofthetotal.Dlevelranksabout5%ofthetotal.AndtheElevelismandatory5%. 2）年度考核 D 级以下的员工次年不予涨薪。TheannualassessmentofemployeesbelowtheDlevelwillnotincreasethesalaryforthenextyear. 3）年度考核为 E 的员工公司给予解雇处理。TheemployeewhoseannualassessmentisEwillbedismissedbycompany. 十一、考核申诉流程 Performanceassessmentappealsprocess 1.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’sthespecialprocesstobesurethesystemisopen,equityandinreason.

　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；Iftheassessedemployeedoesnotapprovetheassessmentresult,he/shemaysubmitaperformancecomplainttotheHRDepartment; 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；Afteracceptingtheappeal,HRDepartmentshallpromptlyinvestigatetheassessmentdetailstotheassessor. 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；TheassessorshallprovidetheHRDepartmentwiththebasisforassessment,suchastheattendance,workrecord,andworkperformanceoftheassessedperson. 5.申诉处理后，人力资源部对考核结果重新确认。Aftertheappealisprocessed,HRdepartmentreconfirmtheassessmentresultswiththeassessedperson.. 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。TheassessmentprocedureismadebyHRdepartment,andismodifiedandadjustedaccordingtothecompany"soperatingconditions.HRdepartmentisresponsiblefortheexplanationoftheprocedure.