員工績(jī)效考核方案

PERFORMANCEAPPRAISALPLAN員工績(jī)效考核方案GeneralPrinciples總貝UInordertostandardizetheperformanceappraisalpolicyofMFC,theCompanyconstitutedthisplan.為規(guī)范公司對(duì)員工的考察與評(píng)價(jià)，特制定本制度。Objective考核目的Tobringupaprofessionaltalentgroupwithhighagglomerationandteambuildingspirit.Thetalentmanagementsystemshallbeguidedbyperformanceappraisal.在公司造就一支業(yè)務(wù)精干的具有高度凝聚力和團(tuán)隊(duì)精神的人才隊(duì)伍并形成以考核為核心導(dǎo)向的人才管理機(jī)制。Toevaluatethepastperformancepromptlyandequitably,affirmingachievements,findingoutproblemsandpreparingfortheimprovementsonnextphases.及時(shí)、公正地對(duì)員工過去一段時(shí)間的工作績(jī)效進(jìn)行評(píng)估，肯定成績(jī)，發(fā)現(xiàn)問題，為下一階段工作績(jī)效的改進(jìn)做好準(zhǔn)備。Anempowermenttooltoinvolveemployeeinmanagingownperformanceespeciallyinobtainingfeedback.為員工自我管理提供相應(yīng)手段，特別是能得到績(jī)效反饋。

Tosupportanemployee1seffortsofsuccessfuldevelopmentandsupplythepersonalinformationanddecisiongistonsalary,welfare(includingstockoption)adjustmentandtrainingplans.支持員工職業(yè)發(fā)展，為員工薪酬待遇(含員工持股權(quán)調(diào)整)以及相關(guān)的教育培訓(xùn)提供人事信息與決策依據(jù)。ToformthecommunicationsystembetweenboththeemployeeandtheCompanyinordertopromotethemanagementefficiency.在公司內(nèi)形成一個(gè)員工與公司雙向溝通的平臺(tái)，以增進(jìn)管理效率。PerformanceAppraisalPrincipal考核原貝UTheCompanyshouldevaluateanemployeeaccordingtohis/herachievementtargetandcorrelativemanagementindex.以公司對(duì)員工的經(jīng)營(yíng)業(yè)績(jī)指標(biāo)及相關(guān)的管理指標(biāo)為依據(jù)；Theoperationruleisaccordingtothecontent,processandwayswhichisprescribedinthisplan。以員工考核制度規(guī)定的內(nèi)容、程序和方法為操作準(zhǔn)則；Theheartoftheplanisthefivekeyconcepts:entirety,impersonality,equity,openandstandard.

以全面、客觀、公正、公開、規(guī)范為核心考核理念。Applicability適用對(duì)象ThisplanisapplicabletoallstaffinMFCexceptthosestaffinthefollows:本方案適用于公司所有正式員工。有下列情況人員不在考核范圍內(nèi)：Employeesduringintheprobationperiod試用期內(nèi)，尚未轉(zhuǎn)正員工；Within6monthsattendancecontinuouslyorstopthejobmorethan6monthsbeforetheperformanceappraisal連續(xù)出勤不滿6個(gè)月或考核前休假停職6個(gè)月以上；Part-timeemployeesandconsultants.兼職、顧問人員。PerformanceAppraisalSchedule考核時(shí)間表TypeTimeCheckingTimeTheendoftheTime考核類另U考核時(shí)間復(fù)核時(shí)間考核終止時(shí)間Midyear1st,June--4th,June5th,June一8th,June15th,June年中考核6月1日-4日6月5日-8日6月15日

Year10th,Jan.—14th,Jan.15th,Jan.—18th,Jan.20th,Jan.年度考核1月10日-14日1月15日-18日1月20日ProbationEndAss.FollowswithRecruitmentProcedureofMFC轉(zhuǎn)正考核按公司招聘流程執(zhí)行Remarks/注:Timemeansthetimewhendirectmanagersdiscussperformancebehavior,performanceimprovementplansandnewperformancetargetwithunderlings,moreovershouldfinishpaperworks.考核時(shí)間是指由各部門直接經(jīng)理與下屬就績(jī)效表現(xiàn)、績(jī)效改善計(jì)劃，新的績(jī)效目標(biāo)共同進(jìn)行討論并完成相關(guān)作業(yè)的時(shí)間；CheckingTimemeansthetimewhenrelateddepartment(forexampleHRDepartment)anddirectorsinvestigateandarbitragethedisputedevaluationresultortheeventsappealedbyanemployee.復(fù)核時(shí)間主要由相關(guān)部門(如人力資源部)和主管對(duì)有爭(zhēng)議的考核結(jié)果及員工申訴的事件進(jìn)行調(diào)查了解和仲裁；TheendofthetimemeansthetimewhenHRDepartmentcollectsevaluationresultsandkeeprecordsofnewperformancetarget.

考核終止時(shí)間是指人力資源部將考核結(jié)果進(jìn)行匯總，新的績(jī)效目標(biāo)進(jìn)行備案歸檔的時(shí)間;Midyear/YearmeansthetimewhentheCompanyevaluatesperformancebehaviorsofemployeesduringmidyearoryear-end.年中考核、年度考核是指公司對(duì)全體(正式)員工在年中、年終的工作表現(xiàn)進(jìn)行考核。PerformanceAppraisal考核體制Thesystemisthatimmediatemanagersevaluateunderlingsandcheckedbyhighersupervisors(directors).HRDepartmentisresponsibleoftheperformanceappraisalmanagementonpolicyconsulting,inspectingadministrationandinvestigatingcasesappealedbyanemployee.考核實(shí)行直接經(jīng)理評(píng)估部屬，該部門上一級(jí)主管復(fù)評(píng)制。人力資源部對(duì)員工考核有政策咨詢、執(zhí)行監(jiān)督、申訴調(diào)查等職能。PerformanceAppraisal考核標(biāo)準(zhǔn)Thestandardison3waysaboutworkachievement,workattitudeandholdingapostabilities.Thereisdifferentpercentagebetweendifferenttypeofjobs.公司的考核標(biāo)準(zhǔn)主要是從經(jīng)營(yíng)業(yè)績(jī)、工作態(tài)度、任職能力3方面，不同部門類別的員工，其考核標(biāo)準(zhǔn)的權(quán)重也不一樣，具體如下：PostTypesse卷Eva-uaiionHemsUmsa-esManage:(sa-esTeam)(旅哧)FunctionManage.(HRmrvAdm.)s瞟啤麋(咨母瀏曹)Rp?D(Tech.Moperation理麻(5)播耙Designnreauve)瘁4海(皿煎矍」)AchievementAssessment業(yè)績(jī)考核70%50%40%40%AbilityAssessment能力考核15%30%30%30%AttitudeAssessment態(tài)度考核15%

20%30%30%OverallAssessmentScore=AchievementScore+AbilityScore+AttitudeScore員工考核總得分二業(yè)績(jī)考核分+能力考核分+態(tài)度考核分PerformanceAppraisalForm考核表TheformisdesignedbyHRDepartmentaccordingtodifferentkindofjobs.EverydepartmentisnotpermittedtochangethestructureandfactorscoreoftheformwithoutdiscussionwithHRDepartment.考核表?yè)?jù)工作性質(zhì)由人力資源部設(shè)計(jì)統(tǒng)一的表格，未經(jīng)與人力資源部協(xié)商通過前，不能擅自調(diào)整考評(píng)結(jié)構(gòu)和要素分。HRDepartmentwillkeepthefileofeveryone1sevaluationresult.Onlymanagersandsupervisorscanrefertothefile考核成績(jī)由人力資源部存于員工個(gè)人檔案中，除各部門主管以上人員外，其他人員一概不得查閱。PerformanceAppraisalProcess考核程序

Anemployeechoosestherightformtodoperformanceappraisalbyhimself/herself—Self-Assessment.員工自評(píng)：按照"考核權(quán)限表"，員工選擇適當(dāng)?shù)目己肆勘磉M(jìn)行自我評(píng)估；Animmediatemanagerevaluatestheachievementoftheemployee—ImmediateManagerAssessment.直接經(jīng)理考評(píng)；直接經(jīng)理對(duì)員工的工作表現(xiàn)進(jìn)行考評(píng)；Highersupervisor(Director)checkstheevaluationandmakesthefinalcognizance—DirectorAssessment.更高一級(jí)主管(總監(jiān))復(fù)核：總監(jiān)對(duì)考核結(jié)果評(píng)估，并最后認(rèn)定。Ifthereisbigdifferenceoftheevaluationresultbetweenimmediatemanagersandemployees,Wesuggest:當(dāng)直接經(jīng)理欲評(píng)分?jǐn)?shù)與員工自評(píng)分?jǐn)?shù)差距很大時(shí)，我們建議：1.Theimmediatemanagerwillasktheemployeetoevaluatetheperformanceagainwithimpersonalprinciple.直接經(jīng)理應(yīng)讓員工本著客觀的原則再次自評(píng)；2.Ifthereisnochange,theimmediatemanagerwillevaluatetheperformancedirectlymeanwhilereporttothehighersupervisor(Director).

如員工再次自評(píng)分?jǐn)?shù)變化不大時(shí)直接經(jīng)理可以進(jìn)行復(fù)評(píng)并向該員工的間接主管說明情況;3.Undersuchcircumstance,wesuggesttheimmediatemanagercommunicateswiththeemployeefacetofaceandfinishesfillingPerformanceAppraisalInterviewForm.出現(xiàn)該情況，建議直接經(jīng)理應(yīng)該與員工進(jìn)行面談，并完成"績(jī)效面談表"。10.PerformanceAssessementAppeal考核申訴10.1It’sthespecialprocesstobesurethesystemisopen,equityandinreason.考核申訴是為了使考核制度完善化和在考核過程中真正做到公開、公正、合理而設(shè)定的特殊程序。10.2Iftheemployeehasdemurralafterevaluatedbytheimmediatemanager,he/shewillappealtohis/herhighersupervisor(Director).Ifthereisstilldemurral,he/shewillpresentthistoHRDepartment.HRmanagerisresponsibletoinvestigatingandcoordinatingwithrelatedsupervisors.部屬與直接主管討論考核內(nèi)容和結(jié)果后，如有異議，可先向間接主管提出申訴;如仍有異議，可向人力資源部提出申訴，由人力資源部經(jīng)理進(jìn)行調(diào)查協(xié)調(diào)。12.PerformanceAppraisalGradeandRewards/Punishment考核評(píng)價(jià)與獎(jiǎng)懲

Theassessmentwillbedistrictedfivegrades:Outstanding(thepercentageshouldnotover5%occupiedinthetotalnumbersofpersonsinthedepartment),Good(thepercentageshouldnotover5%occupiedinthetotalnumbersofpersonsinthedepartment),BasicSatisfactoryandPooraccordingtothetotalscorewhichanemployeegets.Itisdividedasfollows:考核結(jié)果按員工考核總分，劃分為"出色"(比例不超過本部門員工總數(shù)5%)；"優(yōu)良"(比例不超過本部門員工總數(shù)10%)"基本滿意"、"差"4個(gè)等級(jí)，并作如下界定：GradeOutstandingGoodBasicSatisfactoryPoor等級(jí)出色優(yōu)良基本滿意差TotalScoreOver9075一8960一74under59考核總分90分以上75—89分60—74分59分以下ThefourgradescoreshowsOutstanding,Good,BasicSatisfactoryandPoorseparately.4個(gè)等級(jí)分分別表示出色、優(yōu)良、基本滿意和差。TheCompanywilladjustanemployee1ssalary,promotionandstockoptionaccordingtotheperformanceappraisal.Weadjustthisasfollows:公司將考核結(jié)果與員工薪資、晉升和期權(quán)數(shù)量調(diào)整掛鉤，調(diào)整原則如下:

Outstanding:Theemployee1sstockoptionamountwillbeadded.Aftertheyearassessment,his/hersalarygoesupwithpropriety.Ifthereisanychance,he/shewillbepromotedfirst.出色：期權(quán)數(shù)量增加，年度考核后，薪資適當(dāng)上調(diào)或在機(jī)會(huì)適當(dāng)時(shí)，優(yōu)先考慮職務(wù)晉升；Good:Theemployee1sstockoptionamountwillbeaddedbutwithoutadjustmentofthesalary.優(yōu)良：期權(quán)數(shù)量增加