業(yè)績(jī)管理流程

年6月23日業(yè)績(jī)管理流程資料內(nèi)容僅供參考，如有不當(dāng)或者侵權(quán)，請(qǐng)聯(lián)系本人改正或者刪除。/1/28To:KeymanagersCC:Mr.林Re關(guān)于:PerformanceManagementProgram業(yè)績(jī)管理計(jì)劃Startingfrom,CofeedChinaplantotryPerformanceManagementPrograminthisfiscalyear.Toletyouunderstandthisprogrammoreclearly,Iwouldlikebrieflyexplainingthewholeprogramasfollows:始,科菲特中國(guó)執(zhí)行PMP業(yè)績(jī)管理計(jì)劃,現(xiàn)將管理程序簡(jiǎn)要解釋如下,以便部門(mén)理事清晰理解程序,詳細(xì)制訂計(jì)劃:ProgramObjective該計(jì)劃的目標(biāo)(attachment1附件一)Programprocess該計(jì)劃的程序(attachment2附件二)PhaseI該計(jì)劃的第一階段–PerformanceManagementPlanning業(yè)績(jī)目標(biāo)的制訂(attachment3附件三)-ExamplePerformanceManagementPlanningForm業(yè)績(jī)管理計(jì)劃表樣例(attachment4附件四)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)將完成的中英文業(yè)績(jī)管理計(jì)劃交至公司人事部歸檔。Thanksforyoursupport!謝謝支持!Attachment1附件一ProgramObjectives業(yè)績(jī)管理計(jì)劃目標(biāo)SupportcofeedChinabusinessasitcontinuoustogrowby:經(jīng)過(guò)達(dá)到如下目標(biāo)來(lái)支持科菲特公司不斷發(fā)展的業(yè)務(wù):EnsuresthatyouunderstandwheretheCompanyisheading(commonunderstanding)確保你理解公司的經(jīng)營(yíng)方向(就公司的目標(biāo)達(dá)成共識(shí))Ensuresthatyouunderstandexactlywhattheorganizationexpectsfromyouandhowyourgoalcontributetoouroverallsuccess(Clearexpectation)明確了解公司對(duì)你的期望以及你個(gè)人業(yè)績(jī)目標(biāo)的完成對(duì)企業(yè)的貢獻(xiàn)(明確期望)Helpsyoutounderstandtheskillsyouneedtodeliverontheorganization’sexpectations,aswellashowtobuildthoseskills(increasedcapabilities)幫助你理解完成業(yè)績(jī)目標(biāo)你需要掌握的知識(shí)與技能以及如何獲得這些知識(shí)與技能(能力提高)Ensuresthatyoufeelyoureffortshereareworthitthroughrewardsandopportunitiesthataremeaningfultoyou(commitment)使你的付出得到相應(yīng)回報(bào)－獎(jiǎng)勵(lì)或獲得對(duì)你有意義的機(jī)會(huì)。(認(rèn)同)Attachment2附件二-1Progressprocess業(yè)績(jī)管理計(jì)劃的程序COFEEDChina科菲特公司業(yè)績(jī)管理計(jì)劃經(jīng)過(guò)以下四個(gè)階段組成的循環(huán)連續(xù)進(jìn)行,以一個(gè)財(cái)政年度為一個(gè)周期,周而復(fù)始。PhaseOne第一階段:PerformancePlanning業(yè)績(jī)目標(biāo)制訂Atthebeginningoftheperformanceperiod,performanceexpectationsareestablishedaccordingtojobdescriptionsandagreedtoaspartoftheplanningprocess在流程初期,根據(jù)工作描述制訂業(yè)績(jī)目標(biāo)并就業(yè)績(jī)期望達(dá)成共識(shí)。PhaseTwo第二階段:CoachingandFeedback反饋與指導(dǎo)Theemployeeworkstoaccomplishtheperformanceexpectationsthathavebeenestablished.themanagerobservesperformance,andgivesfeedbackandcoachingforcontinuousimprovement在員工努力完成制訂的業(yè)績(jī)目標(biāo)的過(guò)程中,其主管觀察其業(yè)績(jī),不斷給予反饋及相應(yīng)指導(dǎo),以幫助員工不斷提高。PhaseThree第三階段:PerformanceReview業(yè)績(jī)?cè)u(píng)估Theemployeeoffersandreceivesfeedbackabouthisorherperformancecomparedtotheplanthatwasestablished根據(jù)預(yù)先確定的業(yè)績(jī)目標(biāo)對(duì)員工進(jìn)行評(píng)估PhaseFour第四階段:Rewards獎(jiǎng)勵(lì)Basedontheperformancereview,thecompanydeterminesrewardsfortheemployeethatarebothmeaningfultotheemployeeandappropriateforthelevelofperformancedemonstrated.基于業(yè)績(jī)?cè)u(píng)估的結(jié)果,公司決定對(duì)員工進(jìn)行適當(dāng)?shù)陌?jiǎng)。Attachment2附件二-2ThefollowinggraphicillustratesthefourphasesofthePerformanceManagementProcess.以下圖示出業(yè)績(jī)管理程序的四個(gè)階段。Attachment3附件三-1PhaseI該計(jì)劃的第一階段–PerformanceManagementPlanning業(yè)績(jī)目標(biāo)的制訂Therearefourcomponentstotheperformanceplan.(SeeExamplePerformanceManagementPlanningForm)業(yè)績(jī)目標(biāo)計(jì)劃包含四個(gè)組成部分(見(jiàn)附件業(yè)績(jī)管理計(jì)劃樣例)I)DailyJobResponsibilities日常工作職責(zé)II)SuccessMeasures成功標(biāo)準(zhǔn)III)PerformanceGoals業(yè)績(jī)目標(biāo)IV)PersonalDevelopmentGoals個(gè)人自我提高的目標(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業(yè)績(jī)目標(biāo)PerformancegoalsrefertoWhatyoudoortheresultsyouareexpectedtoachieve業(yè)績(jī)目標(biāo)指期望你去做或取得的結(jié)果Maydescribe能夠是:Achievementofbusinessresults業(yè)務(wù)目標(biāo)的完成Achievementfrominnovativeor”exceptional”efforts經(jīng)過(guò)革新／變革所取得的成果Measurablemilestonestowardcompletingspecialorlong-termprojects長(zhǎng)期項(xiàng)目的階段性成果Somecombinationoftheabove以上方面的組合YourperformanceplanwillincludethreetofivePerformanceGoals一般業(yè)績(jī)目標(biāo)包含３到５個(gè)目標(biāo)。SuccessMeasure成功標(biāo)準(zhǔn)Themeasurablethatshowyoursuccessbyperformanceexpectations衡量業(yè)績(jī)期望下是否成功Ⅳ)PersonalDevelopmentGoals個(gè)人自我提高的目標(biāo)PersonalDevelopmentgoalsfocusonwhatyouneedtodeveloptobemoreeffectiveinyoujob.Examplesofpersonaldevelopmentgoalsmaybetoenhanceyourpresentationskillsbyattendingauniversitycourse,ortolearnanotherlanguagetoincreaseyourabilitytocontributetotheorganization個(gè)人自我提高的目標(biāo)主要指為使工作更高效你應(yīng)努力提高的方面。比如經(jīng)過(guò)大學(xué)課程提高演講能力,或增學(xué)一門(mén)語(yǔ)言等Attachment4附件四-1COFEEDPERFORMANCEMANAGEMENTPROGRAMFORMCOFEED業(yè)績(jī)管理計(jì)劃表格 EmployeeName姓名:JobTitle職務(wù):Dateof1stProgressCheck第一次進(jìn)展檢查日期:ManagerName主管姓名:Department所屬部門(mén):Dateof2ndProgressCheck第二次進(jìn)展檢查日期:DateofPlanningMeeting業(yè)績(jī)計(jì)劃制定日:Country國(guó)家:DateofFinalReview最終評(píng)估日期:SECTION=1\*ROMANI第一部分DailyJobResponsibilities日常工作職責(zé)Jobdescription工作描述:ActionPlan行動(dòng)計(jì)劃:Rating分值12345□□□□□Weight比例:%12345□□□□□Weight比例:%12345□□□□□Weight比例:%12345□□□□□Weight比例:%12345□□□□□Weight比例:%RatingScaleRatingScale分值:5=ExceedsExpectations持續(xù)超過(guò)目標(biāo)

4=Meetsandsometimesexceedsexpectations達(dá)到且有時(shí)超過(guò)目標(biāo)

3=Meetsexpectations達(dá)到目標(biāo)

2=Meetssomebutnotallexpectations部分達(dá)到目標(biāo)

1=DoesNotMeet未達(dá)到目標(biāo)SECTION=2\*ROMANII第二部分SuccessMeasures成功標(biāo)準(zhǔn)Subject項(xiàng)目Rating分值12345□□□□□Weight比例:%12345□□□□□Weight比例:%12345□□□□□Weight比例:%12345□□□□□Weight比例:%12345□□□□□Weight比例:%TLLRating總分值SECTION=3\*ROMANIII第三部分GOAL目標(biāo)Goal目標(biāo)ActionPlan行動(dòng)計(jì)劃:Rating分值TimeTable時(shí)間表:2345□□□□□Weight比例:%1stQ2ndQ3rdQ4thQ12345□□□□□Weigh比例:%1stQ2ndQ3rdQ4thQ12345□□□□□Weigh比例:%1stQ2ndQ3rdQ4thQ12345□□□□□Weigh比例:%1stQ2ndQ3rdQ4thQ12345□□□□□Weigh比例:%1stQ2ndQ3rdQ4thQ12345□□□□□Weigh比例:%1stQ2ndQ3rdQ4thQSECTION=4\*ROMANIV第四部分PersonalDevelopmentGoals個(gè)人發(fā)展目標(biāo)Individualoneortwopersonaldevelopmentgoals個(gè)人的一至兩個(gè)發(fā)展目標(biāo)Goal目標(biāo)ActionPlan行動(dòng)計(jì)劃:TimeTable時(shí)間表:1stQ2ndQ3rdQ4thQ1stQ2ndQ3rdQ4thQ1stQ2ndQ3rdQ4thQ1stQ2ndQ3rdQ4thQ1stQ2ndQ3rdQ4thQ1stQ2ndQ3rdQ4thQSECTIONⅤ第五部分ProgressCheckForm業(yè)績(jī)進(jìn)度檢查表 EmployeeName姓名:______________________________JobTitle職務(wù):_________________________________ManagerName主管姓名: ___________________________Department所屬部門(mén):___________________________DateofProgresscheck進(jìn)度考查日期:_________________Country國(guó)家:_________________________________Thisprogresscheckformmaybeusedbythemanagertodocumentformalcoachingdiscussionsorbytheemployeetoprepareforhis/herformalcoachingprogresschecks.上級(jí)主管將經(jīng)過(guò)該表格根據(jù)計(jì)劃所列項(xiàng)目與計(jì)劃人檢查、討論業(yè)績(jī)進(jìn)展?fàn)顩rIndicateProgressOnGoals,Competencies,andDailyJobResponsibilities陳述業(yè)績(jī)目標(biāo)、技能和日常工作職責(zé)進(jìn)展?fàn)顩rOtherInformation其它信息Describeanythingthatmayaffectemployee'sabilitytodeliverongoals敘述提高員工能力以達(dá)到預(yù)定目標(biāo)需要注意的問(wèn)題Describeanyperformanceproblems/issuesthatneedtobeaddressed敘述計(jì)劃執(zhí)行中所遇到的所需要解決的問(wèn)題Noteanychangesthatshouldbemadetotheemployee'sperformanceplan計(jì)劃實(shí)施與最初制定的項(xiàng)目所發(fā)生的變化SECTION=6\*ROMANVI第六部分EvaluationDetails詳細(xì)評(píng)估FinancialMeasures(Co’)公司財(cái)政標(biāo)準(zhǔn)CY01Budget財(cái)政預(yù)算Actual實(shí)際Grade/Rating級(jí)別/分值NetEarningContribution凈利潤(rùn)貢獻(xiàn)

IndividualPerformanceMeasures個(gè)人業(yè)績(jī)?cè)u(píng)估Goal目標(biāo)Results結(jié)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.具體明確組織期望情況下制訂延續(xù)性的發(fā)展目標(biāo)By”stretch”herewemeanachallengingtargetforachievement,eitherneworacontinuationofpreviouswork.發(fā)展目標(biāo)指業(yè)績(jī)挑戰(zhàn)目標(biāo)以及完成目標(biāo)情況下持續(xù)開(kāi)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).使用行為語(yǔ)言描述(如增加、減少、消除,發(fā)展,發(fā)行等)。Ensurethatthegoalisclearlyunderstoodintermsofobservableresults.確信建立的目標(biāo)是明確的、結(jié)果是顯而易見(jiàn)的。Measurableincost,quantity,qualityortimeliness.可衡量的價(jià)值、數(shù)量、質(zhì)量和時(shí)間Howwillyouknowwhenthegoalisaccomplished?目標(biāo)何時(shí)能夠成功實(shí)現(xiàn)。Youcanonlymanagewhatyoucanmeasure.制訂的目標(biāo)是工作范圍中能夠?qū)嶋H掌握控制的。Ameasurablegoalcanbequantitativeorqualitative.可衡量的目標(biāo)須定質(zhì)定量。Agreed-Upontoensurecoordinationandbuy-in.得到認(rèn)同即確信目標(biāo)與期望相協(xié)同Confirmrolesandexpectationswithyourmanager.與上級(jí)管理者確認(rèn)實(shí)施規(guī)則與期望。Thiswillhelpensurethatthegoalisrelevanttowhatwearetryingtoachieveasanorganization.這會(huì)幫助我們確認(rèn)目標(biāo)是否與組織期望相吻合。Realisticasagoal,whichcanbeattained,givenstretcheffort.現(xiàn)實(shí)性即制訂可考核的目標(biāo)同時(shí)有持續(xù)發(fā)展規(guī)劃Goalsmustbewithintherealm