业绩和发展评估

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1、业绩和发展评估Performanceand DevelopmentReview评估指南Appraisal guide公司 Company员工姓名 Employees Name评估年度 Appraisal Year评估所年度Appraisal Year: 发展和业绩评估Development and Performance公司Company:员工姓名Employees name:职务/任职起始Position / Since:直属上司Name of supervisor: 职能上司Name of functional manager:面谈日期Date of interview:上次面谈日期Dat

2、e of last interview:September v3发展和业绩评估Development and Performance业绩Performance能力Competencies发展Development意见Comments每一位主管都要对她们员工的将来发展负责。这是达能集团的基本管理原则，集团的价值观也明确肯定了这一规定。 Each supervisor is responsible for the development of his/her employees. It is a fundamental management principle in the DANONE Grou

3、p, and this requirement is clearly confirmed by the Group values.业绩评估和发展指南是为协助管理人员更好地履行这一规定而设计的。它合用于集团内的所有公司，并作为上级管理人员和员工之间进行年度评估的基本根据。 The Performance and Development Guide has been designedto help managers better satisfy this requirement.It is common to all companies within the Group and is usedas

4、 a basis for the annual appraisal between the supervisorand his/her employees.业绩和发展评估的面谈须达到如下四个目的： The performance and development appraisal interview satisfies 4 objectives:评估上一年目的的达到状况（成功和困难之处）To assess the results (successes and difficulties),respecting the objectives of the previous year.评估员工的能力

5、（集团所盼望的管理能力和部门所规定的特殊能力），并拟定后来的发展需求。HUMAN RESOURCES APPRAISAL GUIDE September v3To evaluate the competencies of the employee (managerial competencies expected by the Group and the specific ones of the function), and to identify development needs.拟定个人和职业的发展筹划To produce personal and professional develo

6、pment plans.拟定来年的目的，并明确达到目的的手段措施，以及将来评估所需要的指标。To set the objectives for the coming year, and to specify the means for achieving them, and the indicators needed for their future evaluation.为达到上述目的，管理人员和员工之间必须进行一次谈话以充足交流观点。面谈时间要足够长，以便进一步评估。在面谈之前，管理人员和员工都必须进行充足准备。 All these items are subject to a prope

7、r exchange of viewsand a dialogue between the supervisor and his/her employee.The interview must be long enough to allow an in-depth appraisal, and both supervisor and employee will need to prepare in advance. 业绩Performance本文献将记录设定的下一年的目的和业绩衡量原则The objectives and performances measured for the follow

8、ing year are recorded in this document.年终将使用同样的文献用以衡量预定目的的达到，能力的评估，并拟定职业和个人发展筹划。This same document is also used at the end of the year to review these objectives, evaluate competencies,and determine the professional and personal development plans.在第一年度，本评估指南只用于设定目的In the first year, the evaluation g

9、uide is only used for setting the objectives. 业绩评估：总结PERFORMANCE REVIEW SUMMARY1对业绩进行综合评估，在相应的方格内打勾Assess the general performance by ticking the appropriate box.远远超越了目的Far beyond objectives1超越了部分目的Exceeded some objectives2达到目的Achieved objectives3达到了部分目的Achieved some objectives4没有达到目的Not achieved obj

10、ectives5员工的意见Employees Comments主管的意见Supervisors CommentsHUMAN RESOURCES APPRAISAL GUIDE September v3 目的及评估GOALS AND EVALUATION2直属上司必须结合职能上司所设定的目的。The supervisor has to integrate the objectives set by the head of the function. 为下一年设定5-6个目的（涉及集体目的和个人目的：注意将两者辨别开来）。Set 5 to 6 objectives for the followin

11、g year (including collective and individual objectives: take care to differentiate them). 至少涉及一种团队（或跨部门的）目的，和一种个人发展及（或）管理目的。Include at least one team (or cross-disciplinary) objective as well as an individual improvement and/or management objective. 这些目的必须适合所波及职位的级别。These objectives must be appropri

12、ate for the level of position concerned.如果必要的话，可设定一种年中时间，以便更新那些也许发生变化的目的。A mid year point can be set, if necessary, for updating any objectives that may have changed.这些目的必须体现明确，可用设定的原则进行衡量，同步这些目的是实际能达到的，具有足够的挑战性和鼓励性。These objectives must be clearly expressed, measurable or observable against the giv

13、en indicator, realistically achievable but challenging enough to be motivating.目的1 GOAL 1 集体目的Collective个人目的 Individual衡量原则MEASURE比重WEIGHT (%)状态STATUS达到目的的限度Extent to which the objective has been achievedA B C D N Achievement level (%age)完毕率%A: 超过Exceeded B: 达到Met C: 部分达到Partially attained D:没有达到 No

14、t met N: 不合用Not applicable意见（仅合用于个人目的）COMMENTS (for individual goals only)员工的意见EMPLOYEES COMMENTS主管的意见SUPERVISORS COMMENTS目的2 GOAL 2 集体目的Collective个人目的 Individual衡量原则MEASURE比重WEIGHT (%)状态STATUS达到目的的限度Extent to which the objective has been achievedA B C D N Achievement level (%age)完毕率%A: 超过 Exceeded

15、B: 达到 Met C: 部分达到Partially attained D: 没有达到Not met N: 不合用Not applicable意见COMMENTS (for individual goals only)仅合用于个人目的EMPLOYEES COMMENTS员工的意见SUPERVISORS COMMENTS主管的意见目的3 GOAL 3集体目的 Collective 个人目的Individual衡量原则MEASURE比重WEIGHT (%)状态STATUS达到目的的限度Extent to which the objective has been achievedA B C D N

16、Achievement level (%age)完毕率%A: 超过Exceeded B: 达到Met C: 部分达到Partially attained D: 没有达到Not met N: 不合用Not applicable意见COMMENTS (for individual goals only) 仅合用于个人目的EMPLOYEES COMMENTS员工的意见SUPERVISORS COMMENTS主管的意见目的4 GOAL 4集体目的 Collective 个人目的Individual衡量原则MEASURE比重WEIGHT (%)状态STATUS达到目的的限度Extent to which

17、 the objective has been achievedA B C D N Achievement level (%age)完毕率%A: 超过 Exceeded B: 达到Met C: 部分达到Partially attained D: 没有达到Not met N: 不合用Not applicable意见COMMENTS (for individual goals only)只合用于个人目的EMPLOYEES COMMENTS员工的意见SUPERVISORS COMMENTS主管的意见目的5 GOAL 5集体目的 Collective 个人目的Individual衡量原则MEASURE

18、比重WEIGHT (%)状态STATUS达到目的的限度Extent to which the objective has been achievedA B C D N Achievement level (%age)完毕率%A: 超过Exceeded B: 达到 Met C: 部分达到Partially attained D: 没有达到Not met N: 不合用Not applicable意见COMMENTS (for individual goals only)只合用于个人目的EMPLOYEES COMMENTS员工的意见SUPERVISORS COMMENTS主管的意见目的6 GOAL

19、6集体目的 Collective个人目的 Individual衡量原则MEASURE权重WEIGHT (%)状态STATUS目的达到的限度Extent to which the objective has been achievedA B C D N Achievement level (%age)完毕率%A: 超过Exceeded B: 达到Met C: 部分达到Partially attained D: 没有达到Not met N:不合用 Not applicable意见COMMENTS (for individual goals only) 只合用于个人目的EMPLOYEES COMME

20、NTS员工的意见SUPERVISORS COMMENTS主管的意见能力Competencies 管理能力综合评估MANAGERIAL COMPETENCIES SUMMARY1 管理能力MANAGERIAL COMPETENCIES SUMMARY综合如下成果予以评分Specify the general level of applied competencies A:优秀 Exceptional B: 高于盼望Higher than expectedC: 达到盼望In line with the requirementsD:低于盼望 Lower than expected 管理能力MANAG

21、ERIAL COMPETENCIES2直属主管就有关职位所规定的每个能力，对员工进行评估。The supervisor evaluates the competencies of the employee in relation to the expectations for the level of position concerned. 如下能力是集团觉得应予以优先发展的能力The competencies listed are those that the Group judges to be a priority for development.单项管理能力Managerial com

22、petencies评估EvaluationABCDN1. 发展业务Develops business.2. 有效地实现目的Achieves results effectively.3. 预期/ 积极积极 Anticipates / is proactive.4. 带来战略性的奉献 Brings a strategic contribution.5. 发展跨部门工作的效能Develops cross-functional effectiveness.6. 领导和追求变革 Leads and drives for changes.7. 建立能迅速履行任务的团队，培养团队精神Builds high-

23、performing teams. Fosters team spirit.8. 发展人才： 提供反馈与指引并创立一种良好的学习环境。 Identifies and develops peoples talents:-Provides feedback Coaches and provides a learning environment.9. 与高档管理层充足沟通Communicates with hierarchy.10. 有衡量风险和改善的能力 Is able to take measured risk and to innovate.11. 有追求卓越的热情Has passion fo

24、r excellence.12. 适应性、有决心、有弹性 Displays resilience, determination and flexibility.A: :优秀Exceptional B: 高于盼望Higher than expected C: 达标In line with the requirements of the job D:低于盼望 Lower than expected N:不合用 Not applicable 业务能力综合评分FUNCTIONAL COMPETENCIES SUMMARY3 业务能力综合评分FUNCTIONAL COMPETENCIES SUMMARY

25、A优秀ExceptionalMasterB高于盼望Higher than expectationExperiencedC达标QualifiedD初级Junior发展Development 强项STRENGTHS / 有待发展的领域DEVELOPMENT AREAS1 强项STRENGTHS / 有待发展的领域DEVELOPMENT AREAS强项Strengths有待发展/需要提高的能力Development areas2 年度发展筹划ANNUAL DEVELOPMENT PLAN发展的能力Development focus行动筹划（培训、指引、项目）Action plan (training

26、, coaching, projects)cts)考核期限Deadlines 将来的工作机会FUTURE JOB OPPORTUNITIES3 员工的建议EMPLOYEES PROPOSAL你的中短期发展目的是什么？如果你想调动工作，请阐明目的职位。What is your short and medium term professional development plan? If you would like a job change, specify the target position:你但愿何时调动？When would you like to change? 主管对员工发展的推荐

27、意见RECOMMANDATIONS OF THE SUPERVISOR FOR DEVELOPMENT这些推荐意见将在经理评估及人力资源委员会上进行讨论，并由主管反馈给员工These recommendations will be discussed and validated at the Manager Review and then at the Resources Committee. Feedback will be given to the employee by the supervisor.你觉得你的员工在她的工作中应当获得什么样的发展？What development do

28、you plan for your employee in his/her job?可以考虑的下一种职位或者工作？What professional development (next job, next position) can be considered as foreseeable?何时？When? 员工在工作地点方面的灵活性 EMPLOYEES GEOGRAPHICAL MOBILITY4全球流动 International mobility 本国流动National mobility不具流动性 Not mobile但愿去的地区Zone preferences限制的因素Obstacl

29、es to mobility 但愿去的国家Country preferences对此的意见General mobility comments 意见Comments上级主管（上两级）的意见Supervisor (N+2)职能上司的意见Functional Manager直属上司的意见Supervisor (N + 1)员工的意见Employee签字Signatures员工Employee直属上司Supervisor (N+1)职能上司Functional Manager 上级主管（上两级）Supervisor (N+2)管理能力：定义MANAGERIAL COMPETENCIES: DEFINI

30、TIONS1. Develops business.发展业务 Understands consumer markets and area of professional activity in depth, is able to integrate business issues and builds client-focus (internal/external) into business processes. Shows financial acumen, understands key Group economic indicators. Seizes opportunities to

31、 expand business, is able to evaluate and to optimize the impact of any action on the economic outcome.具体理解客户市场及专业行为的领域，可以结合业务议题和在业务流程中建立起以客户（外部和内部）为中心的理念。显示对财务的敏锐性，理解核心的集团经济指标。n 抓紧机遇拓展业务，可以评估和优化在经济成果上的行动的影响。2.Achieves results effectively.有效地实现目的 Is concrete, takes action and achieves results consis

32、tently and for the long-term. Directs the teams action toward results. Ensures availability and appropriate use of the team and of the financial, information, material, technical resources for delivery of desired results. Monitors performance and assesses results; identifies actions to give signific

33、ant improvement. Takes improvement decisions, even in uncertain circumstances.具体明确，采用行动及坚持不懈地实现目的，同步也是为了长远的目的。指引团队的行动向目的冲刺。保证有效性和通过对团队、财务信息、原材料、技术资源的合适使用来保证渴望的目的的传递。监控业绩和评估成果，拟定行动以给出重大的改善。n 作出改善工作的决定，甚至在不拟定的环境下。3. Anticipates / is proactive.预期/ 积极积极 Anticipates the consequences of his/her decisions

34、on business. Is receptive to new trends in the market and his/her profession, and integrates them in his/her actions. Plans all steps of a new project or process before taking action. Provides strong inputs about his/her area of business, and beyond.预期个人在业务上的决定所导致的后果。能接纳市场上和个人职业上的新趋势，并把她们统一到个人的行动上。在

35、采用行动前筹划一种新项目的所有环节或流程。n 对于个人的业务领域和之外的领域提供有力的信息。4.Brings a strategic contribution.带来战略性的奉献 Builds and shares a vision. Integrates the strategy of the Group and translates it into objectives and concrete & motivating actions for the members of the team. Analyzes situations in terms of opportunities and

36、 risks for the company and the Group. Globally and systematically evaluates different options for action. Through analysis determines concrete and viable recommendations. Gets to the point in analysis and doesnt get lost in the details. Is creative in order to propose a new strategy or new orientati

37、ons.建立和分享远景目的。结合集团的战略并把它转化为目的以及对团队成员具体和鼓励的行动。根据公司和集团的机会和风险来分析现况。在全球角度系统性地评估不同的行动方案。通过度析决定具体可行的建议。在分析中获得要点但不舍本逐末。具发明性地提出新战略或新的导向。5. Develops cross-functional effectiveness.发展跨部门工作的效能 Effectively builds, energizes, manages non-hierarchical teams and networks. Looks beyond the limits of his/her functio

38、n and understands the impact of his/her actions on others. Influences the decision making process even without direct line responsibility. Cooperates, communicates, shows solidarity with the members of other functions with whom he/she works. Develops and shares best practice. 有效地建立、加强和管理非级别团队和网络。放眼在

39、个人职能限制之外的方面，并明白到她/她的行动对于她人的影响。不仅在个人职能内发挥影响，同步谋求对其她人的影响力。影响决策的制定过程虽然没有直接的直线责任虽然在没有直接责任的前提下，仍然可以影响决策的制定过程。在同其她职能部门的成员一起工作时，体现协调、交流和团结。n 改善和分享最佳实践6. Leads and drives for change.领导和追求变革 Initiates and conducts major change initiatives or improvement actions. Proposes new organizations and is able to put

40、them into action, whilst considering the human impact. Is optimistic about change and shows it. Is able to get action, convince, get agreement. Is able to lead change projects quickly and successfully. Deals effectively with resistance to change, and helps teams to remove the barriers. Can change pr

41、iority if necessary and adapt a flexible approach in order to achieve required results. 发起和组织重要的变革积极权或改善行动。？积极引领和倡导变革或者改善行动向新的组织建议并可以把建议付诸实行，同步考虑到人事上的冲击。？建议新的组织构造并付诸行动，同步考虑到对人力的影响对变化感到乐观并体现出来。能立即行动、说服她人和获得共识。可以迅速、成功地领导变革项目的实行。有效地解决对于变革的抗拒和协助团队清除障碍。如果必要的话使变革优先进行和采用一种弹性的理论来获得所需要的成果。？在必要的状况下，变化优先顺序并且采用

42、弹性的做法以达到规定的效果。7. Builds high performing teams. Fosters team spirit.建立能迅速履行任务的团队，培养团队精神Attracts and recruits the best talent.Builds and benefits from multi-functional and multi-cultural teams. Supports his/her team.Communicates openly and effectively.Structures team working, conducts meeting efficien

43、tly, follows up on results.Calms situations down and resolves team conflict. Communicates success and recognizes individual contributions.吸引和招聘最佳的人才。建立并开展跨部门和跨文化的团队。建立并开展。支持所在的团队。公开和有效的交流。组织团队工作，有效地管理睬议和对成果进行跟进。平息矛盾和解决团队冲突。交流成功经验和承认个人的奉献。7. Builds high performing teams. Fosters team spirit.建立能迅速履行任务

44、的团队，培养团队精神 Attracts and recruits the best talent. Builds and benefits from multi-functional and multi-cultural teams. Supports his/her team. Communicates openly and effectively. Structures team working, conducts meeting efficiently, follows up on results. Calms situations down and resolves team conf

45、lict. Communicates success and recognizes individual contributions.吸引和招聘最佳的人才。建立并开展跨部门和跨文化的团队。建立并开展。支持所在的团队。公开和有效的交流。组织团队工作，有效地管理睬议和对成果进行跟进。平息矛盾和解决团队冲突。交流成功经验和承认个人的奉献。8. Identifies and develops peoples talents: Provides feedback Coaches and provides a learning environment.发展人才：提供反馈与指引并创立一种良好的学习环境。 A

46、ssesses team members performance and competencies (strengths and improvement opportunities). Provides specific, timely feedback constructively (positive or negative). Fosters an open dialog within the team. Creates learning opportunities: gives challenging tasks, shows confidence in teams success, e

47、ncourages individuals autonomy Encourages initiative, reasonable risk-taking, uses failure as a means of learning. Coaches and challenges ways of working uses constructive criticism. Takes part in the training of the staff, gives development advice, feels responsible for the teams evolution. 评估团队成员的

48、体现和能力（强项以及改善机会）。 提供具建设性的具体、及时的反馈。 与团队成员进行公开对话。 发明学习机会：予以具挑战性的任务，对团队成功布满信心，鼓励个人的积极性。 鼓励积极、合理地承当风险，在失败中学习。 辅导和挑战其工作方式，建设性地批评。n 参与员工培训，予以发展的建议，对团队的发展富于责任感。9. Communicates with hierarchy.与高档管理层充足沟通： Communicates openly and effectively. Is able to convince and defend ideas to the hierarchy in global sens

49、e. Communicates on his/her projects. Integrates various points of view. Develops a confidence-based relationship.公开和有效地沟通。 有说服或建议高层的能力。 就项目进行充足沟通。 整合不同的意见。n 发展一种互相信赖的关系。10. Is able to take measured risks and to innovate.有衡量风险和改善的能力 Takes reasonable risks, explores new opportunities. Uses intuition t

50、o assess situations and progress quickly. Challenges his/her own ways of working. Looks for innovative solutions, is creative. Seizes opportunities to optimize business. Takes responsibility for his/her decisions even when there is a risk of failure.合理地冒险，探求新的机会。挑战其工作方式。谋求创新的解决方案，具有发明性。抓住机遇优化业务。虽然失败

51、风险存在的前提下，对个人的决策承当责任，11. Has passion for excellence.有追求卓越的热情 Sets priorities which are both challenging and meets the needs. Gets personally involved in the action and assures the quality of service/product. Ensures that in turn team members also assure the quality of their activities Seeks out custo

52、mer feedback (internal/external), listens and follows up with action.设定事件的优先权，针对其中有挑战性的并能符合需求的。亲力亲为并能保证质量。促使团队成员对质量承当同等的承诺。谋求内部/外部客户反馈意见，留意倾听和采用跟进行动。12. Displays resilience, determination and flexibility.适应性、有决心、有弹性 Knows how to stay calm, has in self-control in stressful situations. Knows how to ha

53、ndle urgent situations and reacts effectively. Leads projects with determination and perseverance, despite the difficulties encountered, doesnt give up easily. Reacts quickly to opportunities and risks as they become evident. Adapts behavior to changing situations and roles.保持冷静、在压力环境下可以自我控制。解决紧急状况并有效反映。在困难中仍可以有决心、坚定地领导项目，不容易放弃。对于显现的机遇和风险可以迅速反映。适应变化中的情景和角色。