的考核制度中英文

1、第一章 總則第一條 公司員工考核目的1. 對(duì)員工在一定時(shí)期內(nèi)擔(dān)當(dāng)職務(wù)工作所表現(xiàn)出來的能力、努力程度以及工 作實(shí)績(jī)進(jìn)行分析，做出客觀評(píng)價(jià)，把握員工工作執(zhí)行和適應(yīng)情況，確定 人才開發(fā)的方針政策及教育培訓(xùn)方向，合理配置人員，明確員工工作的 導(dǎo)向；2. 給予員工與其貢獻(xiàn)相應(yīng)的激勵(lì)以及公正合理的待遇，以促進(jìn)科技管理的 公正和民主，激發(fā)員工工作熱情和提高工作效率。第二條 公司員工考核的評(píng)定結(jié)果主要有以下幾方面用途：1. 合理調(diào)整和配置人員；2. 職務(wù)升降；3. 提薪與獎(jiǎng)罰；第二章 考核對(duì)象和考核周期第三條 公司全體員工均參加考核，大致非為生產(chǎn)員工與非生產(chǎn)員工。 第四條 考核分為月度考核、半年度和年度考核。

2、1. 月度考核：月度考核是對(duì)被考核者每月內(nèi)的工作績(jī)效、工作態(tài)度和工 作能力進(jìn)行考核。月度考核結(jié)果與月度獎(jiǎng)金直接掛鉤。2. 半年度考核：半年度考核是對(duì)被考核者在半年度內(nèi)的工作績(jī)效給予評(píng) 價(jià)，3. 年度考核：年度考核是對(duì)被考核者在年度內(nèi)的工作績(jī)效與獎(jiǎng)罰情況給 予評(píng)價(jià)，并統(tǒng)計(jì)、匯總各月或半年度績(jī)效考核的得分后，得出被考核者 本年度績(jī)效考核的最終得分。第五條 各部門的具體績(jī)效考核的時(shí)間安排由人力資源部負(fù)責(zé)通知和組織，各 部門進(jìn)行配合。第三章 考核方法、考核主體、考核評(píng)分第六條 考核方法是指針對(duì)被考核對(duì)象所采取的考核方式、 考核主體是指對(duì)被考核對(duì)象進(jìn)行考核的人1. 由于日常工作中被考核對(duì)象的工作性質(zhì)不同

3、，其工作業(yè)績(jī)的表現(xiàn)形式也 不同，因此對(duì)于不同的被考核對(duì)象，考核方法也應(yīng)不同。2. 根據(jù)員工的工作性質(zhì)，對(duì)生產(chǎn)員工實(shí)行月度考核及年度考核，對(duì)非生 產(chǎn)員工實(shí)行半年度及年度考核。第七條 公司對(duì)不同級(jí)別的員工考核的側(cè)重點(diǎn)不同，因此考核的評(píng)分標(biāo)準(zhǔn)也不同?？己吮仨氁罁?jù)被考核者的級(jí)別確定相應(yīng)的評(píng)分標(biāo)準(zhǔn)，評(píng)分標(biāo)準(zhǔn)分甲 類人員，乙類人員。1. 人員級(jí)別甲類人員： 非生產(chǎn)人員：財(cái)務(wù)經(jīng)理，采購經(jīng)理，人事經(jīng)理，生產(chǎn)經(jīng)理，倉庫經(jīng)理，人事助理，市場(chǎng)助理，司機(jī)，清潔工，廚師乙類人員： 生產(chǎn)人員 ：玻璃鋼員工，木工組員工，安裝組員工2. 各類人員考核表A 甲類人員的考核評(píng)分表包括：工作態(tài)度、計(jì)劃能力、組織能力、培養(yǎng)下屬能力、

4、溝通協(xié)調(diào)能力、改善創(chuàng)新能力（見考核表 1-1）。B 乙類人員的考核評(píng)分表包括：工作態(tài)度，計(jì)劃能力，控制能力，溝通協(xié)調(diào)能力，分析能力，接受能力，創(chuàng)新能力及工作業(yè)績(jī) （見考核表 1-2）。 第四章 考核程序第八條 被考核者分別由直接上級(jí)對(duì)其定性指標(biāo)進(jìn)行考核評(píng)分，并分別填寫甲、乙類人員評(píng)分表（見考核表 1-1 、考核表 1-2 ）。在公司內(nèi)所有參加考核的員工，根據(jù)其績(jī)效考核的得分（得分由百分制 計(jì)算得出）分為五個(gè)等級(jí)（A級(jí)一優(yōu)秀、B級(jí)一良好、C級(jí)一合格、D級(jí) 需改進(jìn)、E級(jí)一不合格），所處等級(jí)不同，所對(duì)應(yīng)的績(jī)效系數(shù)亦不同。A級(jí)-優(yōu)秀（考核分?jǐn)?shù)91-100分，）（系數(shù)為1.2）;B級(jí)-良好（考核分?jǐn)?shù)81

5、-90分，）（系數(shù)為1.0）;C級(jí)-合格（考核分?jǐn)?shù)71-80分，）（系數(shù)為0.8 ）;D級(jí)-需改進(jìn)（考核分?jǐn)?shù)61-70分）（系數(shù)為0.65 ）;E級(jí)-不合格（考核分?jǐn)?shù)60分以下，）（系數(shù)為0.5 ）第十條 績(jī)效獎(jiǎng)金計(jì)算方式與公式方式1、在試用期的員工無當(dāng)年年終獎(jiǎng)2、已過試用期，但未滿一年的員工的年終獎(jiǎng)，以實(shí)際到職的月份為主。公式年度績(jī)效獎(jiǎng)金=員工月工資x實(shí)際考核所得績(jī) 效系數(shù)申訴及其處理第五章第十一條被考核人如對(duì)考核工作或結(jié)果有重大疑義，可以向主管或經(jīng)理或人力資源提出申訴，最終報(bào)備至總經(jīng)理室。第十二條人力資源會(huì)同部門經(jīng)理對(duì)被考核人的申訴意見進(jìn)行調(diào)查核實(shí)，重新核算，重新核實(shí)的考核分即為最終考核分

6、，最終由總經(jīng)理室審批?？己吮?-1甲類人員考核評(píng)分表被考核人：考核時(shí)間:考核 內(nèi)容考核要素分值得分A.工作態(tài)度35分A1.原則紀(jì)律性堅(jiān)持原則，服從上級(jí)指示和安排；嚴(yán)格按規(guī)章辦事， 處事公平合理；保守公司秘密，維護(hù)公司利益；嚴(yán)格 遵守公司各項(xiàng)規(guī)章制度，不遲到、早退，一年中請(qǐng)事 假不超過7天，病假不超過15天。19A2.工作效率保證提供給上級(jí)領(lǐng)導(dǎo)的資料的準(zhǔn)確性，及時(shí)性。19A3.工作積極性工作積極進(jìn)取，盡心盡責(zé)，主動(dòng)與領(lǐng)導(dǎo)溝通。工作中 勤于思考，考慮細(xì)致周到。積極要求上進(jìn)，不斷提高 自身的技能。19A4.責(zé)任心工作盡心盡責(zé)，勇于接受艱巨任務(wù)，承擔(dān)責(zé)任。18B.工作能力35分B1.計(jì)劃能力對(duì)任務(wù)能設(shè)

7、定合理的目標(biāo)和期限，部門工作計(jì)劃和方 案有系統(tǒng)性且符合實(shí)際可行。15B2.控制能力工作有秩序，有條理，在壓力下沒有慌亂而失去控制。15B3.溝通協(xié)調(diào) 能力對(duì)上下級(jí)和同級(jí)之間口頭與書面溝通能有效傳達(dá)；具 有整體意識(shí)，考慮問題不局限于局部利益；善于處理 人際矛盾和沖突，與上下級(jí)、同級(jí)和其他部門保持和 諧的關(guān)系而達(dá)成工作目標(biāo)。16B4.分析能力能過濾既有信息，做出系統(tǒng)的分析并制訂合理的決尺S 策。16B5.組織領(lǐng)導(dǎo) 能力能正確對(duì)待下屬下達(dá)任務(wù)和指示；適當(dāng)授權(quán)，分配工 作與權(quán)力，采取有效的方法組織、激勵(lì)下屬完成目標(biāo) 和任務(wù)；善于做員工思想工作，使集體具有凝聚力。16B6.創(chuàng)新能力善于發(fā)現(xiàn)問題，提出建設(shè)

8、性意見和方案，有效改進(jìn)工 作程序和方法；創(chuàng)造條件，鼓勵(lì)屬下進(jìn)行技術(shù)創(chuàng)新或 管理創(chuàng)新。17C.工作業(yè)績(jī)30分C1.工作完成度能如期完成領(lǐng)導(dǎo)下達(dá)的工作任務(wù)；在工作的數(shù)量、質(zhì) 量和效果、效率方面能達(dá)到規(guī)疋要求。110C2.員工隊(duì)伍 建設(shè)營造一個(gè)和諧公平、互相幫助的工作環(huán)境；在員工工 作安排、考核、評(píng)價(jià)等方面公平、公正、公開；下屬 員工無經(jīng)常缺勤或違反公司規(guī)定的情況；所屬員工有 凝聚力和團(tuán)隊(duì)精神；員工工作滿意度較高。110C3.人才育成重視員工培訓(xùn)；積極指導(dǎo)培養(yǎng)下屬；挖掘下屬潛能， 提咼部門員工的整體素質(zhì)。110合計(jì)100乙類人員評(píng)分考核表被考核人：考核時(shí)間:考核要素分值得分A1.原則紀(jì)律性堅(jiān)持原則，

9、服從上級(jí)指示和安排；嚴(yán)格按規(guī)章辦事， 嚴(yán)格遵守公司各項(xiàng)規(guī)章制度，不遲到、早退，一年中 請(qǐng)事假不超過7大，病假不超過15天。18A2.工作質(zhì)量自身的技能達(dá)到質(zhì)量標(biāo)準(zhǔn)，能夠保證產(chǎn)品的生產(chǎn)質(zhì)量18A3.工作態(tài)度工作積極進(jìn)取，盡心盡責(zé)，主動(dòng)與領(lǐng)導(dǎo)溝通。工作中 勤于思考，考慮細(xì)致周到。積極要求上進(jìn)，愿意學(xué)習(xí)， 且不斷提高自身的技能。18A4.工作的效率能如期完成領(lǐng)導(dǎo)下達(dá)的工作任務(wù)；在工作的數(shù)量、質(zhì) 量和效果、效率方面能達(dá)到規(guī)疋要求。18A5.環(huán)境整潔度保持工作環(huán)境干凈，整潔16A6.節(jié)約成本用料盡量節(jié)約，節(jié)約公司成本，不浪費(fèi)16A7.使用工具使用公司的工具，盡量小心，保護(hù)好工具16A8.溝通合作能力對(duì)上

10、下級(jí)和同級(jí)之間口頭與書面溝通能有效傳達(dá)；具 有整體意識(shí)，善于處理人際矛盾和沖突，與上下級(jí)、 同級(jí)和其他部門保持和諧的關(guān)系而達(dá)成工作目標(biāo)。17A9.接受能力能正確對(duì)待領(lǐng)導(dǎo)下達(dá)任務(wù)和指示采取有效的方法完 成目標(biāo)和任務(wù)，使公司更具有凝聚力。17A10.創(chuàng)新能力善于發(fā)現(xiàn)問題，提出建設(shè)性意見和方案，有效改進(jìn)工 作程序和方法；創(chuàng)造條件。16A11.工作技能熟練的操作技能，出口到國外的船艇無返工情況110A12.企業(yè)歸屬感營造一個(gè)和諧公平、互相幫助的工作環(huán)境；對(duì)企業(yè)有 較強(qiáng)的歸屬感，在上班期間，把公司的利益永遠(yuǎn)放在 首位。110A13.提高自身士辛 素養(yǎng)積極參與員工培訓(xùn)；提高自身的潛能，提高員工的整 體素質(zhì)

11、。110100Chapter I General RulesArticle OneCompany staff Performance Appraisal purposes1. To analyze the effort and work performance staff demonstrated in a given period and to make an objective assessment on their performance. To define the policies for talents development and direction for education

12、altrainings, to make rational allocation of staff, and to clarify employees' working orientation.2. To offer employees with incentive corresponding to their contribution and with fair and equitable treatment, by this means,to promote the justice and democracy of scientifical management and to st

13、imulate employees ' working enthusias working efficiency.Article TwoCompany staff appraisal assessment results are mainly as following aspects:1. reasonablize staff allocation2. staff promotion and demotion3. salary increase and penaltyChapter II Appraisal objects and Appraisal periodsArticle Th

14、irdAll the company staff shall be appraised, both production staff and non production staff.Article FourAppraisal including monthly appraisal, half-year appraisal, and annual appraisal.1. Monthly AppraisalMonthly appraisal is to assess the working performance, working attitude, working effort of the

15、 appraisal objects. Monthly appraisal result is directly linked together with monthly reward.2. Half-year AppraisalHalf-year appraisal is to make assessment on half year's working performance of appraisal objects.3. Annual AppraisalAnnual appraisal is to evaluate the working performance and rewa

16、rd and penalty condition of the staff, and to add up, and to summarize monthly or half year performance appraisal scores, so that the yearly appraisal performance is scored.Article VITime arrangement of appraisal performance will be announced by HR department, each department shall take cooperation.

17、Chapter III Appraisal method, appraisal object, appraisal scoreArticle SixAppraisal method means the method applied to evaluate performance of the appraisal object.Appraisal object means the staff who are to be appraised.1. Due to the different work nature of the appraised staff,their working perfor

18、mance manifestation can bedifferent,thus,different appraisal methods shall be applied for different appraised staff.2. Due to the different working nature of staff, monthly appraisal will be applied for production staff, and half-year appraisal and annual appraisal will be applied for non production

19、 staff.Article SevenThe appraisal content will be differently emphasized for staff of different levels, thus, the score standard can be different too. Score standards include score standard A and score stand B. A for Staff level A, B for staff level B.1. Staff levelsA level staff: non production sta

20、ff: financial manager,purchasingmanager, HR manager, production manager, warehouse manager, HR assistant, marketing assistant, driver, cleaner, chef.B level staff: production staff: FRP staff, woodwork staff, installation staff.2. Appraisal forms for staff level A and staff level B.A. Appraisal form

21、 for staff level A includes: working attitude, planning ability, organization ability, ability to improve subordinators' skills, communication andcoordination ability, and creative ability(check appraisal form 1-1)B. Appraisal form for staff level B includes: working ability, planning ability, c

22、ontrol ability, communication and coordination ability, analyzing ability, comprehensive ability, creative ability and working performance(check appraisal form 1-2).Chapter IV Appraisal ProcedureArticle EightThe appraised staff shall be scored by their direct superior on the pointed categories(check

23、 appraisal form1-1, appraisal form 1-2). All the staff that be appraised shall be scored according to their working performance(graded by percentages), including five levels(A level-excellence, B level-good, C level-passed, D level-need improvement, E level-unqualified), coefficients will be differe

24、nt as per staff levels.A level-excellence(appraisal score 91-100) (coefficient 1.2);B level-good (appraisal score 81-90) (coefficient 1.0);C level-passed ( appraisal score 71-80) (coefficient 0.8);D level-need improvement (appraisal score 61-70) (coefficient 0.65);E level-unqualified (appraisal scor

25、e below 60) (coefficient 0.5)Article NineAppraisal bonus calculating method and formula1. No annual bonus for staff who are in probation period.2. For staff who has passed probation period but employed less than one year, mainly based on attended date: annual bonus=monthly salary* obtained appraisal

26、 coefficientChapter V Appeal and treatmentArticle TenIf any doubts about the appraisal system or the appraisal results, staff can appeal to the department managers or HR manager, and finally report to General Manager.Article ElevenHR Manager and department manager will research and check the appeals

27、 from appraised staff, and make out the final scores, awaiting general manager's final approval.Appraisal Form for Staff Level AAppraised Person :Appraisal time :Appraisal contentAppraisal main pointspoi ntsscoreA. Worki ng attitude 40po intsA1.Pri nciple and self-discipli neAdhere to the princi

28、ple, be obedient to superior 's in struct ion and arran geme nts ; strict to the work regulati ons , doing thi ngs fair and reas on able ; be conservative of company secrets , protect company interests ; strictly comply with company rules and regulati ons , do not be later or leave earlier tha n

29、 one should, un paid leave should not exceed seve n days , sick leave not more tha n 15 days duri ng one year.10A2.Worki ng efficie neeEn sure that the in formati on provided to the superiors of accuracy, timeli ness.10A3.Worki ng in itiativeWork proactively, dilige ntly, take in itiative com muni c

30、ati on with leaders. Be meticulous and con siderate in work . Actively sought to make progress, and con ti nu ously improve their skills.10A4.CommitmentWork Conscientiously, be courageous to accept difficult tasks and assume resp on sibility.10B.Worki n g ability 30 poi ntsBl.Pla nning abilitySet re

31、as on able goals and deadli nes for tasks, make sure departmental work plans and programs are systematic and feasible.5B2.Co ntrol abilityBe able to Work under pressure and arrange tasks orderly and methodically.5B3.Commu nic ati on abilityBe able to convey effectively oral and written com muni cati

32、o n betwee n superior and subord in ate and that of same ranks ;have group consciousness , con sideri ng problems without confining to in terests of individuals; adept at handling interpersonal con flicts and clashes with the subord in ates, peers, and otherdepartme nts to maintain aharm oniousrelat

33、ionship and reach work objectives.5B4.A nalysis abilityBe able to filter information to make systematic an alysis and make ratio nal decisi ons.5B5.Orga nizi ng abilityBe able to correctly assig n tasks and give in struct ions to subord in ates; make proper authorizati on , distribution of work and

34、power, take effective way to organize , motivate subord inates to complete objectives and tasks ;good at com municating with staff , so that the team is ofcollective cohesi on.5B6.lnno vative abilityGood at discovering problems , putting forward constructive ideas and programs to effectively improve

35、 working procedures and methods ; create conditions that encourage its technical innovation or man ageme nt inno vati on .5C.worki ng performa n ce 40po intsC1.Worki ng completi on levelBe able to complete tasks assigned by leaders; work amount, quality, effective ness and efficie ncy can meet the r

36、equireme nts.10C2.Workforce buildi ng abilityCreate a harmonious and cooperative working en viro nment;Be fair,just and ope n in jobarran geme nt, assessme nt and evaluati on. Subord in ates should not take freque nt abse nces or violate compa ny policy ;Staff have cohesion and team spirit ; employe

37、es are of high job satisfact ion.10C3.Staff trai ningEmphasis on staff training ; actively guide and train subord inates ; excavate subord inates' potential to improve their overall quality.10Total100Appraisal Form for Staff Level BAppraisal form 1-1Appraised Pers on :Appraisal time :Appraisal m

38、ain pointspoi ntsscoreA1.Pri nciple and self-discipli neAdhere to the principles, be obedient to superiors' in struct ion and arran geme nts ; act strictly accord ing to regulations, comply with the rules and regulations of compa ny , do not be late , leave early, un paid leave shall not exceed

39、7 days in one year, sick leave does not exceed 15 days.18A2.Work qualityWith good work ing skills to en sure producti on quality18A3.Worki ng attitudeWorkproactively,dilige ntly,takein itiativecom muni cati onwith leaders. Be meticulous andcon siderate in work . Actively sought to make progress, and continu ously improve their skills.18A4.Worki ng efficie ncyBe able to complete the assigned tasks in prescript time; work the qua ntity, quality and effective ness , efficie ncy can meet the requireme nts.18A5.E nvironment clea nli nessKeep the work ing environment clea n and ti