著名外企德昌電機(jī)績效管理手冊

WhatisPerformanceManagement?什么是績效管理？PerformanceManagement:績效管理：>IsoneWhatisPerformanceManagement?什么是績效管理？PerformanceManagement:績效管理：>Facilitateson-goingdialogueonperformancebetweenanemployeeandhis/hersupervisor/manager.促進(jìn)員工與管理者相互^通交流的工具。Integrateslearninganddevelopmentwithperformance將孥習(xí)與發(fā)展和績效緊密結(jié)合。EnsuresthatallstaffeffortsarealignedtowardsaccomplishingJEscorpor碓保員工的努力切合德昌的遠(yuǎn)景發(fā)展：MMtt?帔WhatdoesthePerformanceManagementProcess(PMP)consistof?績效管理流程包含了什么？STEP1BeginningoftheYSattingObjectives步驟1年初言殳定目中票Standards&ExpectationsonBehavioral/LeadershipCompetencies對行舄與資質(zhì)的票率與期望PersonalDevelopmentPlanning個(gè)人發(fā)展言十割STEP2Mid-yearProgressReviews步驟2年中過程檢討STEP3Year-EndAnnualAppraisal步驟3年底年底言平估WhoisresponsibleforthePerformanceManagementProcess?誰來^^績效言平估？ThePerformanceManagementProcesEdiaiisechresponsibilitybetweeneveryemployeeandhis/hersupervisor/manager.Everyoneisexpectedtotakeanactiveroleineachstepof每位景工與他的管理者均須平擔(dān)績效言平估的責(zé)任。全體人景均參與當(dāng)中的每一步驟。Employees:RZ：Activelyinitiatediscussionsonyourobjectives,performanceprogressanddevelo]主動(dòng)檢討你的目票，改善的表現(xiàn)與發(fā)展的言十割。Collectyourownperformancedata(e.g.evidenceofachievement)收集你自己的表現(xiàn)的數(shù)據(jù)例如：成績的證明)Decideonimportantissuestobediscussed檢討要抓住重黑占。Bereadytopresentyourownviews有備而談，開誠布公。Acceptfeedbackinapositiveway用持平的態(tài)度接受反饋。Appraiser(SupervisororManager):言平估者＜?理與主管)Collectemployeeself-assessmentsforbusinessobjectivesandcompetencies針對公司目票與核心的競爭力，收集言平估景工績效的素材。Reflectcarefullyontheindividualsperformanceanddevelopmentthroughoutthey仔細(xì)^估個(gè)體全年的表現(xiàn)和發(fā)展的影響。Preparedocumentationtoreflecttheabove率偷文件，反映以上事實(shí)。Arrangeameetingwiththeemployeetodiscussbothhis/herandyourviews和你的^工面對面交流。Provideconstructivefeedback提供有建設(shè)性的反饋。ThePerformanceManagementProcessisfacilitatedandsupportedbyHumanResources.績效管理流程由人力資源部角圍哉，同畤提供支援。STEP1:BeginningoftheYear步驟1：年初1A.SettingObjectives哉定目檬AttheBeginningoftheYear,PerformanceObjectivesshouldbeset.年初，目榛雁言亥設(shè)言十好。PerformanceObjectivesshouldbe:績效目榛雁亥是：S-specific具體的M-measurable可量度的A-agreed雙方協(xié)定的R-realistic可實(shí)現(xiàn)的T-timebound有畤冏限制的EachPerformanceObjectivemusthaveanindividualweighting.每項(xiàng)指標(biāo)必須可單獨(dú)舌平估。TheObjectivesAccomplishmentsectionofthePMPdocumentisasfollows:績效管理文件當(dāng)中關(guān)于目榛哉定部份如下第一部分：目檬完成情沉PartA:ObjectivesAccomplishmentWeighting:100%intotal；!比重：100%Rating^分：5-Outstanding表璟超卓2-MeetSome完成部分目檬4-ExceedSome超額完成部分目檬1-PoorPerformance表現(xiàn)劣差3-MeetExpectation完全^琨目檬Objective目檬：Achievement完成情況:Weighting比重：Rating言平分:Objective目檬：Achievement完成情況:Weighting比重：Rating言平分:Objective目檬：Achievement完成情沉:

Weighting比重：Rating言平分：Objective目檬：Achievement完成情沉:Weighting比重：Rating言平分：Objective目檬：Achievement完成情沉:Weighting比重：Rating言平分：Objective目檬：Achievement完成情沉:Weighting比重：Rating言平分：TotalWeighting^比重:OverallObjectivesRating^髓目檬^分：>Thereare2mandatoryobjectivesforthosewhomanagestaff:有兩項(xiàng)特定目榛用于言平估管理層的員工：PerformanceManagement績效管理10%weighting10%比重CompletionofPerformanceManagementProcesses(BeginningofYear,MidYearandYear-Endprocesses)forallemployees給全體員工績效言平估完成情況(年初，年中和年末流程)StaffDevelopment發(fā)展提升員工10%weighting10%比重Completionandexecutionofemployeetraininganddevelopmentplans景工培別ii與發(fā)展^wa行與完成情況1B.CompetencyStandards資質(zhì)標(biāo)準(zhǔn)ACompetency”isanareaofrelatedknowledge,skillorbehaviorneededinaensureitssuccess.資質(zhì)是碓保工作成功所需相^的知識，技能與行舄。AllemployeeswillberatedoneitheronBehavioralorLeadershipCompetencyclusters(definitionsandcriteriaofratingsareincludedon11).所有MXW估均跟其行舄和資質(zhì)掛惟句(細(xì)節(jié)與標(biāo)準(zhǔn)詳見第8至11頁)TheCompetencysectionofthePMPdocumentisasfollows:績效言平估文件當(dāng)中關(guān)于資質(zhì)部分如下:PartB:Competencies第二部分：資質(zhì)^蹴景在遺去十至十二個(gè)月表現(xiàn)出的^質(zhì)水平如何？Howfardidthestaffdemonstratethecompetenciesinthelast10-12months?Rating言平分:5-Outstanding表璟超卓2-ToSomeExtent部分符合要求4-ToaHighlevel部分超出期望1-PoorPerformance表現(xiàn)劣差3-MeetExpectations完全符合要求資質(zhì)Competencies言平分Rating如果^分高于或低于3分,rne?例^明原因Examplesarerequiredifratingisotherthan"3"todemonstratewhyitismoreorlessthancompetent.以成就為辱向AchievementOrientation遒雁燮化AdapttoChange渚通Communication^律Disciplined主勤性Initiative誠信Integrity工作^量QualityofWork自我言忍知SelfAwareness

自我畿展SelfDevelopmentl?彖合作Teamwork工作知^及技能JobKnowledge&TechnicalSkillsM^?質(zhì)言平分：OverallCompetencyRating:PartC:OverallPerformance第二部分：^髓工作表現(xiàn)Rating言平分:5-Outstanding表現(xiàn)超卓2-MeetSome部分符合期望4-FxceedSome部分超出期望1-PoorPerformance表璟劣差3-MeetExpectations完全符合期望■1髓表現(xiàn)^分：(目檬和資質(zhì)^分各占50%)OverallPerformanceRating:(50%onObjectives+50%onCompetencies)

BehavioralCompetenciesforStaffasIndividualContributor獨(dú)立員工的行舄資質(zhì)(Applicabletostaffwhodonotmanagepeople)遹用于非管理層人員BehavioralCompetencies行舄資質(zhì)AchievementOrientation*以成就為導(dǎo)向Adesiretoproducesuperiorresultsandcompetesagainstastandardofexcellence.Itincludestakinginitiativesforimprovingperformance,settingchallengingbutachievablegoalsandtakingcalculatedentrepreneurialrisksfortheorganization.一項(xiàng)促使上級的成果與競爭力超水準(zhǔn)發(fā)揮的驅(qū)動(dòng)力，它包含了主動(dòng)提升表現(xiàn)，哉定具挑戰(zhàn)性但卓有成效的目檬和為公司預(yù)估風(fēng)險(xiǎn)。Communication*m通Listeningopenlyandexpressingideaseffectivelyinindividualandgroupsituations;adjustinglanguageandterminologytothecharacteristicsandneedsoftheaudience.Makingpeopleunderstandwhatisexpectedofthemandhowtheyaretoachieveitbypurposelyarticulatingplan/direction/agenda.公開聆聽和跟其它凰隊(duì)與個(gè)人有效交換意見，根據(jù)對方的需求與態(tài)度相應(yīng)地^整用語和術(shù)語，讓對方理解通遏使用什么渠道，言十割與步驟能到達(dá)預(yù)期的效果。Disciplined*紀(jì)律Dealswithallaspectsofasituationobjectivelyandrealistically.Doesnotallowemotions,personalbiasesorotherdistractionstointerferewithbusinessdecisionsandtasksathand.Actsinaprincipledandorganizedmannerwhenapproachingbusinessissues.Conscientiousandfocusedonbusinessgoals.冷靜客觀地虛理各種情況，不附帶個(gè)人感情，個(gè)人偏見以及其它影響業(yè)務(wù)決策和手頭工作的行舄，集中精力認(rèn)真工作。Integrity*誠信Alwaysactingethicallyandabovereproach.Buildstrustthroughreliabilityandauthenticity.Actionsareconsistentwithwhatonesays,i.e.'walkthetalk'.Welcomesopennessandhonesty,respectsconfidentiality.Admitsownmistakesandconfrontsunethicalactionsinothers.Takestough,principledstandseveniftheyareunpopular.一直保持旺盛的工作態(tài)度，通遏實(shí)踐行動(dòng)建立起互信。言行一致：例如主動(dòng)走訪，歡迎開放與坦誠，嚴(yán)守秘密，允言午自己同樣允言午他人犯錯(cuò)，靈活但堅(jiān)持原則哪怕他們是有失常規(guī)的。SelfAwareness*自我認(rèn)知Accurateself-assessment-knowingone'sstrengths,capabilitiesandlimitations.Opentofeedbackandnewperspectives.Engagesincontinuouslearningandselfdevelopment.Keepsone'semotionsincheck.準(zhǔn)確自我評價(jià)-知道自己的能力，潛力和極限，開放地接受反饋與新構(gòu)想，暮注于繼續(xù)學(xué)習(xí)與自我發(fā)展，保持“每日三省”。AdapttoChange適應(yīng)改變Theabilitytoadapttoorganizationalchanges,andtomaintaineffectivenesswithavarietyofsituations,individualsandgroups.Abletochangeprioritiestomeetchangingdemands,andtoadjustquicklytonewresponsibilitiesandtasks.能適應(yīng)集凰的改變，在任何情形下保持個(gè)人和名且^的效率，因勢利導(dǎo)，分出輕重緩解。Initiative主動(dòng)性Beingself-startingorself-directed,takesappropriateactionbeforebeingaskedorrequiredtobyothers.Takesopportunitiestoinfluenceeventstoachievegoals.Beingproactivebygoingbeyondtheminimumorbasicrequirements.保持由我開始和自我控制，對他人的要求和詢問予以恰富地回應(yīng)。爭取檄畬推勤項(xiàng)目的成功。主動(dòng)地用最少資源達(dá)至良好的效果。QualityofWork工作質(zhì)量Abletodeliverworkresults,atexpectedperformancelevel,onorbeforeagreedtimeline.Expectedperformancelevelcanincludecommitmenttoquality,customer-orientation,'doitrightthefirsttime'attitude.

在限定的日寺^內(nèi)，工作的效果能達(dá)期望：包括原定的質(zhì)量，以客為本，“第一次就做對"態(tài)度。SelfDevelopment自我發(fā)展AContinuousLearningmindset.Knowsownstrengthsandweaknesses.Takesproactstepstoseeklearninganddevelopmentopportunities,andiswillingtotalktosupervisingmanageraboutthem.Beabletoapplylearningattheworkplace.保持“不斷學(xué)習(xí)”的態(tài)度，知道自己的強(qiáng)項(xiàng)和弱項(xiàng)，先人步地尋求學(xué)習(xí)與發(fā)展的檄畬，同寺愿意和主管交流，將知識運(yùn)用到工作中。Teamwork圃隊(duì)精神Theabilitytoworkandinteractwellwithotherstoaccomplishteamgoals.Promotescohesivenessandcooperationwithintheteam.Takesactionsthatdemonstratewillingnesstoimproveteameffectiveness.與他人和善相處，共同推勤凰隊(duì)目檬實(shí)現(xiàn)，推崇合作與互信，以提升凰隊(duì)的效應(yīng)為行動(dòng)的統(tǒng)一信念。JobKnowledgeandTechnicalSkills工作知識與技能Theleveloftechnicalproficiencyandtheprofessionalknow-howdemonstratedbytheincumbentbeingappraised.被言平估者封於所在職位所應(yīng)掌握的技彳標(biāo)和“知其所以然”的專業(yè)知識。Thefive(5)competenciesnotedwithan*areapplicabletobothstaffasPeopleLeaderandIndividualContributor.打“*”的五項(xiàng)資質(zhì)，管理者與普通瞰員均須參與言平估。AchievementOrientation*以成就為導(dǎo)向BusinessAcumen商業(yè)敏銳度ChangeLeadership鎮(zhèn)辱改變Communication*w通DevelopingOthers發(fā)展他人Disciplined*紀(jì)律Empathy同理心Integrity*誠信LeadershipCompetenciesforStaffasPeopleLeader管理者應(yīng)具備的鎮(zhèn)尊力資質(zhì)(Applicabletostaffwhomanagepeople)適用于管理層景工LeadershipCompetencies鎮(zhèn)辱力資質(zhì)Adesiretoproducesuperiorresultsandcompetesagainstastandardofexcellence.ItincludestakingAchievementOrientation*以成就為導(dǎo)向BusinessAcumen商業(yè)敏銳度ChangeLeadership鎮(zhèn)辱改變Communication*w通DevelopingOthers發(fā)展他人Disciplined*紀(jì)律Empathy同理心Integrity*誠信要求“以結(jié)果為導(dǎo)向''的驅(qū)動(dòng)力。這包括了主動(dòng)地提升表說哉定具挑戰(zhàn)性但能達(dá)到的目檬和常助公司防范可估風(fēng)險(xiǎn)。Withkeeninsightandshrewdness,continuallyexaminesopportunityforbusinessgrowth;identifieseffortthatwillhavethegreateststrategicimpact,bringscross-disciplinaryknowledgetobearonissues;usesfinancialandotherquantitativeinformationtomanagethebusiness;understandstheimpactofglobalcompetitiononbusiness.熱衷于^察和聆聽，持續(xù)改善；將財(cái)務(wù)和其它相^的資訊和知識靈活地運(yùn)用到不同的范疇，明白全球化的競爭所帶來的影響，明白到通遏這些行動(dòng)能對戰(zhàn)略帶來最大的影響。Abilitytoworkproactivelyinaturbulentandunpredictableenvironment,whereleadingandimplementingchangesareessentialrequirements.Enthusepeopleandlobbykeyinfluences.有能力應(yīng)對變化多端的環(huán)境，并在其中主導(dǎo)變化，通遏影響和游說他人使達(dá)到關(guān)鍵的效果。Listeningopenlyandexpressingideaseffectivelyinindividualandgroupsituations;adjustinglanguageandterminologytothecharacteristicsandneedsoftheaudience.Makingpeopleunderstandwhatisexpectedofthemandhowtheyaretoachieveitbypurposelyarticulatingplan/direction/agenda.聆聽個(gè)人或集體的意見并公開地交流，并根據(jù)對方的態(tài)度及時(shí)^整語言的技巧和術(shù)語，讓對方明白如何修正言十割/方向/日程等使達(dá)到他仍期待的效果。Takinganactiveinterestinpeople'sgrowthandprovideadviceonhowtoimprove.Sensingothers'developmentalneedsandbolsteringtheirlearningabilitiesbysettingclearexpectationsandprovidingconstructivefeedback.主動(dòng)地關(guān)心下屬的發(fā)展同日寺提供提升的建議，理解他人的發(fā)展需求和提供支援，包括哉定清晰的期望值和給予恰富的回應(yīng)。Dealswithallaspectsofasituationobjectivelyandrealistically.Doesnotallowemotions,personalbiasesorotherdistractionstointerferewithbusinessdecisionsandtasksathand.Actsinaprincipledandorganizedmannerwhenapproachingbusinessissues.Conscientiousandfocusedonbusinessgoals.冷靜客觀地虛理各種情)兄，不附帶個(gè)人感情，個(gè)人偏見以及其它影響業(yè)務(wù)決策和手頭工作的行舄，集中精力認(rèn)真工作。Awarenessofpeople'sfeelings,needsandconcerns.Understandingothers'feelingsandperspectives.Takinganinterestinpeople'sconcernsandrespectingothers'pointsofview.注重下屬的感覺，需求和顧慮，明白他人的感覺與期望，尊重與留意下屬的顧慮和觀點(diǎn)。Alwaysactingethicallyandabovereproach.Buildstrustthroughreliabilityandauthenticity.Actionsareconsistentwithwhatonesays,i.e.'walkthetalk'.Welcomesopennessandhonesty,respectsconfidentiality.Admitsownmistakesandconfrontsunethicalactionsinothers.Takestough,principledstandseveniftheyareunpopular.一直保持旺盛的工作態(tài)度，通遺實(shí)踐行動(dòng)建立起互信。言行一致：例如主動(dòng)走訪，歡迎開放與坦誠，嚴(yán)守秘密，允言午自己同樣允言午他人犯錯(cuò)，靈活但堅(jiān)持原則哪怕他們是有失常規(guī)的。

OrganizationalCommitment對鮑^的承諾Alignsownbehaviorswiththeneedsandprioritiesoftheorganization.Actsinwaysthatpromoteorganizationalgoalsormeetorganizationalneeds.Appearstobeputtingorganizationalmissionbeforeownpreferences.把公司的需求和個(gè)人需求緊密地相連，按提升公司的目檬與需求路向行動(dòng)，用公司的理念鎮(zhèn)辱自我的表現(xiàn)。JobKnowledgeandTechnicalSkills工作知識與技能Theleveloftechnicalproficiencyandtheprofessionalknow-howdemonstratedbytheincumbentbeingappraised.被言平估者封於所在職位所應(yīng)掌握的技彳標(biāo)和“知其所以然”的專業(yè)知識。SelfAwareness*自我認(rèn)知Accurateself-assessment-knowingone'sstrengths,capabilitiesandlimitations.Opentofeedbackandnewperspectives.Engagesincontinuouslearningandselfdevelopment.Keepsone'semotionsincheck.準(zhǔn)確自我評價(jià)-知道自己的能力，潛力和極限，開放地接受反饋與新構(gòu)想，暮注于繼續(xù)學(xué)習(xí)與自我發(fā)展，保持“每日三省"。Thefive(5)competenciesnotedwithan*areapplicabletobothstaffasPeopleLeaderandIndividualContributor.打“*”的五項(xiàng)資質(zhì)，管理者與普通瞰員均須參與言平估。1C.DevelopmentPlanning發(fā)展物TheStrategicRoleofDevelopment發(fā)展的戰(zhàn)略規(guī)則JohnsonElectric'sgoalistoprovidepersonalandprofessionaldevelopmentopportunitiesthatarefirmlylinkedtotoday'sbusinessneeds,therapidlychangingbusinessenvironmentandtheCompany'sstrategicbusinessplan.德昌電機(jī)目榛是根據(jù)今天的業(yè)務(wù)需求，業(yè)務(wù)環(huán)境的迅速變化以及公司業(yè)務(wù)戰(zhàn)略的言十割而提供個(gè)人專業(yè)發(fā)展的檄畬。Everyoneisaccountablefortheirownpersonalgrowthandsuccessintheirjob.工作中獲得個(gè)人的成長與成功自我的責(zé)任。Itisnolongersufficienttojust'doagoodjob'.Learningandself-developmentarenecessarytokeeppacewithchangingjobrequirements.沒有不斷地提升自我，就不能跟上正在不斷變化的工作步伐。Tobeeffective,DevelopmentActivitiesmustbeagreeduponbyemployeesandmanager,andmustalsobespecifictoindividualneeds.舄了行之有效，發(fā)展的行動(dòng)必須通^MX和經(jīng)理雙方餉言壽同畤要針對員工的需要。ADevelopmentPlanrepresentsacommitmentbyboththeemployeeandhis/hermanager.發(fā)展的言十割代表著^工和主管之間雙方的典。DevelopmentOpportunities發(fā)展的檄畬Developmentopportunitiestakemanyforms,fromstretchassignmentstoskillstraining.Someoftheactivitiesthatfocuson'learningbydoing'orself-initiatedstudyinclude:發(fā)展的檄畬可采取許多種模式，從擴(kuò)大瞰^到技能培剖I,也可以是從“實(shí)踐到真知”，或自我進(jìn)修：FlexibleLearningonthejobcoaching,mentoring,teambasedactivities(e.g.taskforce),projectassignments,internationalassignments,jobswaps,etc.機(jī)動(dòng)學(xué)習(xí)在職指導(dǎo)，交良師益友，凰隊(duì)活勤(例如：主題工作)，項(xiàng)目分派，閾隙工作，工作輪換等。Self-Learningreadingandresearch,expertbriefing,etc.自我學(xué)習(xí)閱讀和研究，暮題畬^等Training培剖IAspartofourQualityStandards,JohnsonElectricisrequiredtoassesstheneedfortraining,deliverthistraining,andkeeprecordsofemployeeparticipationintrainingcourses.作為我們質(zhì)量標(biāo)準(zhǔn)的一部分，德昌電機(jī)要分析培I的需求，并按需求提供培I,保留參與培1課程員工的記錄。Therearetwocategoriesoftraining:有兩大用重^的培I：Technical/Functional技制功能morespecifictoaparticularfunctionorrole更多的是針對特別的功能與規(guī)則General普通moregeneralinnature針對總體需要>TheDevelopmentNeedssectionofthePMPdocumentisasfollows:PMP文件關(guān)于發(fā)展需求部分的內(nèi)容如下:PartE:DEVELOPMENTNEEDS第五部分：畿展需求崩Competencies工作表琨言平分RatingsfromPerformanceReview僮指明重要MM的具髓要求)(Identifyspecificneedsforimportantcompetencies)以成就為毒向AchievementOrientationBW?化AdapttoChange清通Communication瓣Disciplined主重削生Initiative誠信Integrity工作^量QualityofWork自我言忍知SelfAwareness自我畿展SelfDevelopment

鄢彖工作Teamwork工作知^及技能JobKnowledge&TechnicalSkills您可以到巽地工作嚅？CanyouRelocate?如果可以^舄明地匾：Ifyes,pls.specifytheregion:蹴棠展望CareerAspiration畿展^割佛注需要瞰瞬的刖三個(gè)行勤）DEVELOPMENTPLAN（Focusonthetop3priorities）DevelopmentActivities畿展行勤CompletionDate完成畤HHerearesomeexamplesofdevelopmentactivitiesFORREFERENCE:-零展行重力塞例（供參成）FormalTraining正式培育川FlexibleLearning霉活零洪1Customerservice/relationshipmanagement客戶服矛務(wù)與居初系管理On-the-jobcoaching工作指辱Business/Financecurriculum商藉或目才藉言里程Mentoring重甫遵Salesandmarketingmanagement餐常肖管理Teambasedactivitiese.g.taskforceIS!際活重力加工作小名日Language言吾言ProjectassignmentsI目分配Supplychainmanagement供MM管理Internationalassignment派臥域外工作Strategicplanningorprojectmanagement崖龍略盲+割或I百日管理Jobswaps工作交揍Leadershipdevelopment今百辱力翠展Communicationorpresentationskills潢涌或演言董技巧SelfLearning自擘Humanresourcesmanagement人力督源管理Readingandresearch^宜耆和研究InformationTechnology彳信息技彳折Expertbriefing暮家膏蕾座SIGNATURE簽字Manager直接主管StaffWRDate日期：Date日期：NextLevel/MatrixHead上唇主管或矩障窠轍主管HumanResourcesDepartment人力資源部Date日期：Date日期：STEP1:MeetingSummary-BeginningoftheYear

第一步:#^總結(jié)-年初1AppraiserScheduletimefor“BeginningoftheYear”meeting評估者哉定“年初”畬^畤冏2EmployeeandAppraiser雇員與言平估者DraftobjectivesandatentativedevelopmentplanfordiscussionusingthePMPdocument按PMP文件格式起草目榛與目前的發(fā)展言十割以脩討論3EmployeeandAppraiser雇員與言平估者Reviewdraftobjectives,discussanyopenissues,agreeonfinalobjectives檢討起草的目榛，公開討論，達(dá)成餉^4EmployeeandAppraiser雇員與言平估者ReviewBehavioral/LeadershipCompetenciesanddefinitions檢討行舄伶^辱資質(zhì)和目榛5EmployeeandAppraiser雇員與言平估者DiscussstandardsandexpectationsforBehavioral/Leadershipcompetencies討論行舄/鎮(zhèn)辱資質(zhì)的標(biāo)準(zhǔn)與期望6EmployeeandAppraiser雇員與言平估者Discusscareeraspiration(careergoal,anyintentionofchangeinfunction,supervisoryrole,interestinrelocation,etc.)討論職業(yè)規(guī)劃(職業(yè)的目榛，功能的變化，主管工作,巽地工作等)7EmployeeandAppraiser雇員與言平估者ReviewdraftDevelopmentPlan,discusstraininganddevelopmentoptions,agreeonfinalPlan檢討發(fā)展言十割，討論培剖1與發(fā)展的觀點(diǎn)，達(dá)成最后言十割8Appraiser言平估者Printcopyofreviewandobtainnecessarysignatures編印和簽署9Appraiser言平估者ProvidesignedcopytoemployeeandtoHR編印給雇員與HRSTEP2:Mid-Year第二步：年中AMid-YearprogressreviewisanopportunityforAppraiserandemployeeto:年中的檢討是對雇員與言平估者雙方而言均屠一個(gè)?#：Trackachievementtodateagainstsetobjectives檢討目榛完成的日期Re-focusperformance重新關(guān)注表現(xiàn)Re-considerresourcesandconstraints重新考慮資源與限制Reviewandupdateobjectivesinresponsetochangingbusinessrealities按照業(yè)務(wù)的^隙情況更新目榛page17of20STEP2:MeetingSummary-Mid-Year

步驟二：曹^總結(jié)-年中1AppraiserScheduletimefor"Mid-Year"review言平估者哉定“年中”畬^畤冏2Employee雇員Gatherevidenceforassessmentofobjectives,competencyratingsandprogressagainstdevelopmentplansandsubmittoAppraiser針對發(fā)展言十割收集目榛逵行情況的數(shù)據(jù)，可比比率，和進(jìn)度，提供給言平估者。3Appraiser言平估者Reviewemployeeassessment.檢討雇員的進(jìn)度4Appraiser言平估者DraftMid-YearAssessmentandRatings率脩年中言平估和評分5EmployeeandAppraiser雇員和言平估者M(jìn)eetwithemployeetodiscussprogressonobjectives,behavioral/leadershipcompetenciesanddevelopmentplan和雇員討論目榛，行舄，鎮(zhèn)辱資質(zhì)和發(fā)展言十割的進(jìn)度6Appraiser言平估者Printcopyofreviewandobtainnecessarysignatures編印和簽署7Appraiser言平估者ProvidesignedcopytoemployeeandtoHR編印給雇員與HRSTEP3:Year-End第三步：年終TheOverallPerformanceratingisbasedonbothObjectiveAccomplishment(50%)andCompetencyAssessment(50%).TheequalweightingonObjectiveAccomplishmentandCompetenciesshowsthatgettingthedesiredresults,andactionsandbehaviorsingettingthoseresults,areequallyimportantinJohnsonElectric.總體表現(xiàn)的比率包括50%目榛達(dá)成率和50%資質(zhì)。對于德昌電機(jī)來說，兩項(xiàng)指標(biāo)都相當(dāng)重要。TheOverallPerformancesectionofthePMPdocumentisasfollows:PMP文件中關(guān)于總體的工作表現(xiàn)部分如下:PartC:OverallPerformance第二部分：^［髓工作表璟Rating言平分:5-Outstanding表琨招卓2-MeetSome部分符合期望4-ExceedSome部分招出期望1-PoorPerformance表琨劣差3-MeetExpectations完全符合期望■1髓表璟^分：(目檬和資簸平分各占50%)OverallPerformanceRating:(50%onObjectives+50%onCompetencies)

STEP3:MeetingSummary-Year-End

第三步:#?總結(jié)-年終1Employee雇員EmployeesprovidedatatoAppraiser:雇員提供數(shù)據(jù)予言平估者：Self-assessedratingsonobjectivesandcompetencies針對目榛與資質(zhì)自我言平估Objectiveevidenceconcerningobjectives,competencyratingsandcompletionoftraining/developmentplans關(guān)于目榛完成情況，資質(zhì)和完成培剖【以及發(fā)展言十割的數(shù)據(jù)2Appraiser/CostCenterHeads言平估者/成本中心M人Reviewemploy