Performance Management Process
(PMP)
绩效管理流程
Ur Guide
用户指引
February 2005 Issue
What is Performance Management?什么是绩效管理？
Performance Management:
绩效管理：
Is one element of the Johnson Electric People Process
德昌員工管理流程要素之一。
Facilitates on-going dialogue on performance between an employee and his / her supervisor / manager.
促进員工与管理者相互溝通交流的工具。
Integrates learning and development with performance
将學习与发展和绩效紧密結合。
Ensures that all staff efforts are aligned towards accomplishing JE’s corporate vision:
確保員工的努力切合德昌的远景发展：
德昌电机員工管理流程
What does the Performance Management Process (PMP) consist of?
绩效管理流程包含了什么？
STEP 1 Beginning of the Year Setting Objectives
步骤1 年初 設定目標
Standards & Expectations on Behavioral / Leadership Competencies
对行為与資质的標準与期望
Personal Development Planning
个人发展計劃
STEP 2 Mid-year Progress Reviews
步骤2 年中 过程检讨
STEP 3 Year-End Annual Appraisal
步骤3 年底 年底評估
Who is responsible for the Performance Management Process?
谁来負責绩效評估？
The Performance Management Process is a shared responsibility between every employee and his / her supervisor / manager. Everyone is expected to take an active role in each step of the process.
每位員工与他的管理者均须平担绩效評估的责任。全体人員均参与当中的每一步骤。
Employees:
員工：
Actively initiate discussions on your objectives, performance progress and development plans
主动检讨你的目標，改善的表現与发展的計劃。
Collect your own performance data (e.g. evidence of achievement)
收集你自己的表現的数据(例如：成绩的证明)
Decide on important issues to be discusd
检讨要抓住重點。
Be ready to prent your own views
有备而谈，开诚布公。
Accept feedback in a positive way
用持平的态度接受反馈。
Apprair (Supervisor or Manager):
評估者(經理与主管)
Collect employee lf-asssments for business objectives and competencies
针对公司目標与核心的竞争力，收集評估員工绩效的素材。
Reflect carefully on the individual’s performance and development throughout the year
仔细評估个体全年的表現和发展的影响。
Prepare documentation to reflect the above
準備文件，反映以上事实。
Arrange a meeting with the employee to discuss both his / her and your views
和你的員工面对面交流。
Provide constructive feedback
提供有建设性的反馈。
The Performance Management Process is facilitated and supported by Human Resources.
绩效管理流程由人力资源部組織，同時提供支援。
STEP 1: Beginning of the Year
步骤1：年初
1A. Setting Objectives
設定目標
At the Beginning of the Year, Performance Objectives should be t.
年初，目標應該设計好。
Performance Objectives should be:
绩效目標應該是：
S – specific
具体的
M – measurable
可量度的
A – agreed
双方协定的
R – realistic
可实现的
T – time bound
有時間限制的
Each Performance Objective must have an individual weighting.
每项指标必须可单独評估。
The Objectives Accomplishment ction of the PMP document is as follows:
绩效管理文件当中关于目標設定部份如下
第一部分：目標完成情況 Part A: Objectives Accomplishment | | |
Weighting : 100% in total 總比重： 100% | | | | |
Rating評分: 5 - Outstanding 表現超卓 | 2 – Meet Some 完成部分目標 |
4 - Exceed Some 超額完成部分目標 | 1 – Poor Performance 表現劣差 | |
3 - Meet Expectation 完全實現目標 | | | |
Objective目標: | | | Achievement完成情況 : | |
| | | | | |
Weighting比重: | | | Rating評分: | | |
Objective目標: | | | Achievement完成情況 : | |
| | | | | |
Weighting比重: | | | Rating評分: | | |
Objective目標: | | | Achievement完成情況 : | |
| | | | | |
Weighting比重: | | | Rating評分: | | |
Objective目標: | | | Achievement完成情況 : | |
| | | | | |
Weighting比重: | | | Rating評分: | | |
Objective目標: | | | Achievement完成情況 : | |
| | | | | |
Weighting比重: | | | Rating評分: | | |
Objective目標: | | | Achievement完成情況 : | |
| | | | | |
Weighting比重: | | | Rating評分: | | |
Total Weighting總比重: | | | | |
Overall Objectives Rating總體目標評分: | | | | |
| | | | | |
There are 2 mandatory objectives for tho who manage staff:
有两项特定目標用于評估管理层的員工：
1. Performance Management
绩效管理
▪ 10% weighting
10%比重
