绩效考核办法绩效考核制度中英文

1、绩效考核办法Performa nee 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, eonstantlyimprove their work skills, enhance their sense of responsibility, and achieve the survival of the fittest. The Compa ny eon stituted this proc

2、edure.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 assessme nt and mon thly assessme nt.A nddepartme nts orga ni zes the assessme nts each mon th. The average score of allmon ths assessme nt scores in the year is take n as the annual assessme nt score.三、适用范围

3、Scope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 whitecollar employees and shift leaders.四、绩效考核管理委员会 Performa nee Appraisal man ageme nt 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 GeneralManager 、 Operation Director 、 HR Manager.五、绩效工

4、资比例及月度绩效工资核算岗位岗位工资比例绩效工资比例Positi onpositi on salaryPerforma nee salaryratioratioVice General Manager、Director50%50%Departme ntman ager/Vice70%30%man agerSupervisor 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 perf

5、ormance scores /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

6、 appraiser and the appraised 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 eva

7、luate the managers of departments monthly 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 quarter

8、ly by Business department and HR department.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

9、 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 each year, the companys senior management operation meeting todetermine the companys strategic development goals and the annual KPI indicators for the next year, decomposing the annual overall target into 12 months. The com pany sannual KP

10、I indicators are decomposed into each departments according to their responsbility,.Then determine the annual KPI indicators for eachdepartment. 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

11、，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。 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 indic

12、ators to 12 months. Make the monthly KPI assessment form of the department.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 e

13、mployee 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 indicat

14、ors are determined and assessed by the department manager, but must be submitted to the 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

15、KPI 考核表。 When the market changes, the company will adjusts the annual KPI indicators according to the actual operation situation. Each department modifies the department KPI indicatorsaccording to the adjusted company KPI indicators, and make new KPI assessment form of department.2 ）员工考核指标调整 Staff a

16、ssessment 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 departments 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 punishm

17、ent 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 leave 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 deducted5 points/ti

18、me.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 improvement, outstanding work performance, saving the companys property losses, and being willing to be commended by the company,And 5 points for employees who received th

19、e 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：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 in

20、dicator after probation period:Decompose the annual sales indicators into quarters anddetermine quarterly assessment indicators.九、具体考核： 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 perso

21、n last month, and feedback the results to theassessed pers on, which is con firmed by the assessed pers on.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。 The assessor should point out the deficie ncies in the work tothe assessed pers on, en courage and assist them to improve con ti nu ously, a

22、nd improve their performa nee in the n ext mon th.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 3rdof each mon th, the departme nts will submit the sig ned assessme nt forms to the HRdepartme nt .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 performa neeappraisal results of departme nt man agers shall be review

23、ed by the appraisalcommittee and sig ned 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 pers onnel will be assessed on aquarterly basis after the probatio n period, and the first month of each quarter willbe evaluated for the completi on of s

24、ales in dicators in the previous quarter.Andreport 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 application of the results of the monthly assessment序号NO得分poi nt等级Grade等级Grade员工比例Employeeratio190 以上 Over90A优秀 OutstandingLess 5%280-89B良好Good3

25、70-79C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 shouldnot over 5% occupied in the total nu mbers of pers ons in the departme nt.1 ) 绩效工资核算 Calculate performanee salary人力资源部将根据绩效结果计算绩效工资。HR departme nt will calculate performa n

26、ee salary accordi ng performa nee 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 vaca ncies that n eed to be promoted to employees, employees with excelle nt performa nee will be give n priority, and employees below C will not be promoted.3

27、 ）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。Accord ing to the performa nee assessme nt results, we will arrange the training, follow-up assessme nt, and con ti nu ously improve employee 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 score

28、s un der 59 score in 2 con secutive mon ths, or whohave 3 times under 59 in half of year, the employee will be adjust position or be elimi nated.2.年度考核结果影响年终奖金及涨薪。Ann ual assessme nt results affect annualbonus and salary in creases序号NO得分Scores等级Grade等级Grade员工比例Employeeratio年终奖金系数Annual bonuscoeffici

29、e nt190以上Over90AOutsta nding10%2280-89BGood50%1370-79CSatisfactory30%0.5460-69DBasic satisfactory5%0559以Un der59EPoor5%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 assessmentTheresults are distributed according to normal distribution. The A level does not exceed

30、 the total number of 10%., The B level does not exceed the total number of 50%. C level ranks about 30% of the total.D level ranks about 5% of the total.And the Elevel is mandatory 5%.2 ）年度考核 D 级以下的员工次年不予涨薪。 The 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 assessmen