CJLR 2015 绩效目标设定和个人发展计划设定指南.pdf

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2015CJLR个人绩效目标&个人发展计划指南2015CJLRIndividualPerformanceObjective&IDPSettingGuidelinePreparedbyPD&E2014.121 目录Agenda2015个人绩效目标设定2015IndividualPerformanceObjectiveSetting-目的和适用范围Purpose&Scope-时间安排与步骤Timeline&Steps-角色与职责Roles&Responsibilities-目标分解步骤ObjectiveCascade-SMART目标SMARTPrinciple2015个人发展计划设定2015IDPSetting-员工发展的定义MeaningofPeopleDevelopment-时间安排与步骤Timeline&Steps-角色与职责Roles&Responsibilities-发展活动的70-20-10原则70-20-10ModuleforDevelopmentActivities对话技巧HavingEffectiveDialogue2 目的Purpose为达成奇瑞捷豹路虎2015年度公司战略目标，帮助员工明确来年工作，每位员工需要设定个人绩效目标。这将帮助：ToachieveCJLR2015strategicobjective,helpeveryoneensuretheirpersonaltasksinthecomingyear,everyemployeeisrequiredtosetindividualobjective,whichwillhelp:有效地提升团队的效率Greaterefficiencythroughsystematicprocedures；激励和鼓舞员工士气Greateremployeemotivationandcommitmentthroughparticipationintheplanningprocess；以结果为导向，更好的实现“所托必达”Result-orientedforbetteralignmentwithbusinessbehaviorofDelivery3 适用范围Scope2015年1月1前加入公司的办公室员工，包括合资公司雇佣员工和母公司派遣员工,不包括临时员工和实习员工。AlltheofficestaffwhojoinedinCJLRbefore1-Jan-2015,includingtheJVhires,CherySecondees,JLRlongtermISEs,excludingtempstaffandinterns.产线员工无需设定个人年度绩效目标Itisnotnecessaryforoperationstaff.2015年度新员工2015NewComer新进员工(2015年10月1号前入职的)，须在入职的30天内完成本年度绩效目标的设定ForthenewemployeewhojoinCJLRbefore1stOct,2015,personalobjectiveshouldbesetwithin30daysfromthedateofhis/heremployment;*备注：对于当年10月1日以前有职位变动、调岗或升职的员工，需要在30天内重新回顾/设定绩效目标。Note:Fortheemployeewhoistransferred/reassigned/promotedduringtheyearbefore1stOct,objectiveshouldbereviewedorresetwithin30days.4 时间安排及方式When&How时间安排:2015年1月1日-2015年2月15日（共6周）When:2015/1/1~2015/2/15(6Weeks)方式：绩效/学习管理系统在线设定（IMSS的员工将另行通知）How:On-linePerformance/LearningManagementSystem(PLMS)(IMSSemployeesmightbearrangeddifferentlylater)内容：每位员工需要设定5~10条个人绩效目标（建议您根据2014年度绩效考核结果设定一个培训或发展目标），每条目标的权重可单独设定但总和需为100%Content:5~10objectivesforeachemployee(onetrainingordevelopmentobjectiveissuggestedperyour2014year-endperformanceappraisal)，eachobjective’sweightcanbesetindependentlyandthetotalweightshallbe100%.5 时间安排&步骤Timeline&Steps与全体员工沟通并与各部门将公司及部门各部门沟通细则《目标设定和系统操公司业务办公室主导目标逐层分解员工将目标输入PLMS作》培训设定公司级年度目标LaunchingcompanyObjectives系统communicationandTrainingaboutTheCompanyAgreementatEmployeeObjectivejoininginfunctionObjectivesetting&objectivessettingDifferentlevelsSettingonPLMSmeetingtoexplainPLMSledbyBOwithinFunctiondetailsItselfDec.9～Dec.26Dec.15～Dec.31Dec.15～Dec.31Jan.1～Jan.16Jan.16~Jan.30(3weeks)(2.5weeks)(2.5weeks)(2weeks)(2weeks)开始日期OfficialStarts:1stJan.,2015面谈及电子签名主管审核及确认ManagerDialogueLevelsinwithEmployee&Review&Confirm截止日期Deadline:15thFeb.,2015Sign-OffJan.30~Feb.15Jan.30~Feb.15(2weeks)(2weeks)6 角色和职责Roles&Responsibilities经理Manager员工Employee准备Preparation准备Preparation将目标分解到团队成员。Cascade了解公司/职能/团队的目标。StudythetheObjectivetothedirectreports.ObjectiveofCJLR/Department/Team.目标设定ObjectiveSetting目标设定ObjectiveSetting帮助员工创建目标并安排来年工作;就目标与经理进行对话并达成一致ManagercreateandassignObjectiveDialoguewithmanagerandreachanfordirectreports;agreementwithyourmanager;就目标与员工进行对话并达成一致。在系统中录入个人目标。InputtheDialoguewithemployeeandreachanIndividualObjectiveintoPLMS.agreementwithhim/her.目标审批ObjectiveApproval目标批准ObjectiveApproval员工将个人绩效目标交与经理、签字批准员工个人绩效目标、签字。ApprovetheSubmittheIndividualObjectivetoemployee’sObjectiveandsignon.managerandgetapproval,signon.7 目标分解步骤ObjectiveCascade自愿景/使命Vision上而公司战略和目标CJLRStrategy下ToptoDownObjective部门/职能目标Department/FunctionObjective团队目标TeamObjective个人绩效目标IndividualPerformanceObjective8 目标分解步骤-个人CascadetoIndividualObjective根据各部门目标与各岗位的关联度，自上而下将各部门目标分解到各岗位上ToptoDownCascadedfromdepartment’s/Team’sObjectives个人目标IndividualObjectives岗位关键职责待改进的领域JDImprovementArea自下而上下一年关键工作任务DowntoTopNextYear’sKeyTasks 目标设定SMART原则SMARTPrinciple每位员工需设定5-10个目标，并确保权重总和为100%。Set5–10Objectivesforeachindividualandensurethetotalweightis100%.SMART原则/SMARTPrinciple具体的•具体的–清晰、明确描述需要完成什么（谁在哪里做什么，为什么要做）SpecificSpecific–Stateexactlywhatisyouwanttoaccomplish?(Who,What,Where,Why)可量化的•可量化的–目标是可量化的，用什么标准去定义和评估是否达到目标？MeasurableMeasurable–HowwillyoudemonstrateandevaluatetheextenttowhichtheObjectivehasmet?可实现的•可实现的–目标通过努力是可以实现的，以什么为行动导向？AchievableAttainable-stretchandchallengingObjectivewithinabilitytoachieveoutcome.Whatistheaction-orientedverb?•相关的–个人目标与组织目标相结合，即目标如何与组织目标、个人职责结合？相关的Relevant–HowdoestheObjectivetieintoyourkeyresponsibility?HowRelevantisitalignedwithcompany’sObjective?•时间表–设定目标完成时间，“到什么时候”将指导你成功、及时地达成目标（包括限期、日期和频率）时间表Time-bound–Set1ormoretargetdates,the“byWhen”toguideyourTime-boundObjectivetosuccessfulandtimelycompletion(includedeadline,datesandfrequency)10 SMART目标示例Sample正确的示例Goodexample：到2014年底，减少20%的某产品生产时间.Reducetheproductiontimeof“X”productby20%intheendof2014到2014年底，提出10项流程改善建议Contributewithatleast10improvementsuggestionsconcerningtheprocessyouareworkingwithintheendof2014需改善的示例Badexample：提升生产力Increasetheproductivity持续优化工作流程Continuouslyoptimizetheprocessyouareworkingwith.11 目录Agenda2015个人绩效目标设定2015IndividualPerformanceObjectiveSetting-目的和适用范围Purpose&Scope-时间安排与步骤Timeline&Steps-角色与职责Roles&Responsibilities-目标分解步骤ObjectiveCascade-SMART目标SMARTPrinciple2015个人发展计划设定2015IDPSetting-员工发展的定义MeaningofPeopleDevelopment-时间安排与步骤Timeline&Steps-角色与职责Roles&Responsibilities-发展活动的70-20-10原则70-20-10ModuleforDevelopmentActivities对话技巧HavingEffectiveDialogue12 定义Definition员工个人发展指通过持续地提升员工的知识、技能和经验，以达到工作计划、商业目标和个人成功，CJLR个人发展计划包括：PeopleDevelopmentmeanscontinuousenhancementoftheknowledge,skillsandexperienceofemployeestoachievetheirworkplan,businessgoalandindividualsuccess,andinCJLRitincludes:个人发展目标/提升区域IndividualDevelopmentGoals/Areas个人发展活动IndividualDevelopmentActivities2015年度培训发展需求2015TrainingandDevelopmentNeeds*个人发展计划将作为2015年员工参加公司/部门培训的重要依据。IDPwillbetheessentialbasisofcompany/departmenttrainingcoursesin2015.13 适用范围Scope2015年1月18号前加入公司的员工（建议母公司派遣员工也完成相应的个人发展计划、以纳入公司整体培训发展规划）。AlltheJVhiredstaffwhojoinedinCJLRbefore18-Jan-2015;ForCherySecondees,JLRISEs,itisrecommendedtocompletetheirIDPsoastointegratetheirneedsintoJV’s2015training/developmentplanning.当年新入职的员工，须在30天内完成目标设定时完成IDPForthenewemployeeofcurrentyear,IDPshouldbecompletedwithobjectivesettingin30days.时间安排:2015年1月19日-2015年3月6日(共6周)When:2015/1/19~2015/3/6(6Weeks)方式：绩效/学习管理系统在线设定（IMSS的员工将另行通知）How:On-linePerformance/LearningManagementSystem(PLMS)(IMSSemployeesmightbearrangeddifferentlylater)14 时间安排Timeline-IDP员工设定《个人发展主管&员工发展对话PLMS系统培训计划》(在线)CompletionofLine-电子签名PLMSTrainingforPeopleLeadersOnlineCompletionmanageDialogueSignoffinPLMSofIndividualIDPonIDPDec.15~Jan.18Jan.19～Jan.30Jan.30~Feb.17Feb.17~Mar.6(4.5weeks)(2weeks)(2.5weeks)(1.5weeks)开始日期Startfrom19thJan.,2015截止日期Deadline:6thMar.,201515 角色和职责Roles&Responsibilities经理Manager员工Employee经理的关注、认同、参与是成功的关键因素之一发挥主导作用Manager’sattention,recognitionandinvolvementarePlaystheleadingrolealsoimportant结合个人的职业目标和公司/岗位需求，确定下澄清方向和目标，提供必要的信息和资源一年度的发展区域/计划Clarifydirectionandobjective,provideinformationIdentifyyourdevelopmentareascombining/resourceifnecessaryourcareergoalsandbusinessneeds.帮助员工找出需发展的区域并就具体的发展计划提制定个人发展计划，并有效实施出建议PreparetheIDPandcompleteiteffectivelyAssistemployeetofindtheirdevelopmentareasandprovidesuggestionsontheirdevelopment主动寻求反馈与指导planifnecessarySeekforfeedbackandguidanceifnecessary持续的提供反馈和辅导Provideregulargivefeedback,guidanceandcoaching16 个人发展计划IndividualDevelopmentPlan培训需求Justatrainingplan(IDP)个人发晋升Promotion展计划IDP业务目标BusinessObjectives全面的个人发展计划AComprehensiveIndividualDevelopmentPlan17 个人发展计划IndividualDevelopmentPlan绩效差距(上年度)Developmentareabasedonlastperformancereview个人发展计划IDP职业兴趣/机会新目标(当年度)Careerinterest/Newobjectivesopportunitiesofthisyear*试用期内新员工IDP的设定，更多关注在岗培训。Itshouldbefocusedontheon-joblearningforthenewcomerwhoisintheprobation.18 绩效结果与发展计划PerformanceResult&DevelopmentPlan5’-表现卓越OutstandingO2O3O4O5绩效4’-超出期望ExceededExpectationsE2E3E4E5Rating矩阵3’-符合要求MeetExpectationsM1M2M3M4M5绩效目标2’-需要改进ImprovementNeededI1I2I3I4I51’-不可接受UnacceptableU1U2U3Performance1'2'3'4'5'商业行为BusinessBehaviorRating寻求更多的横向、纵向发展机会（如更系统化的培训/发展项目）Seekmorejobenlargement,jobenrichmentopportunity,E.g.:providesystematictrainingprogram.积极寻求持续发展的空间使员工不断的提升取得卓越（如针对某项能力的课程)。Activelyseekscontinuousimprovementinperformanceordevelopthemselvestoraisethebar,.E.g.:providethespecifictrainingforacertaincompetency.与员工一起找出可提升的领域和空间，进行辅导和发展，以满足岗位需求。Definetheimprovedareasordevelopmentareaandprovidethecoachingtomeetthepositions’needscompletely.实施绩效改善计划，以满足岗位需求。PrepareandImplementimprovementplantomeettheneedsofposition.19 发展活动DevelopmentActivities在岗学习(70%的有效性)On-joblearning(70%ofefficiency)发展活动的有效性图示可参考的活动包括PossibleActivitiesincludes:DevelopmentEfficiencyRatio•自我学习Selflearning主管/经理的培训/教育Training/Educ辅导与反馈•工作观察JobShadowingation在工作中学习Coaching/Fee10%On-jobdbckLearning•拓展部分工作内容Extendthejobcontents20%70%•项目分配Projectassignment辅导与反馈(20%的有效性)Coaching/Feedback(20%ofefficiency)经理就员工日常工作提供反馈、辅导。Managerprovideregularfeedbackorcoachingonemployeedailywork.Managerplayaleadingroleinthisprocess.培训/教育(10%的有效性)Training/Education(10%ofefficiency)培训/教育是公司为了满足业务需求和员工能力发展而实施的活动，培训可以是内部培训和外部培训。Training/Educationistheactivityrequestedbycompanyforbusinessneedsand/oremployee’scompetencedevelopment.Trainingcouldbeeitherinternalorexternal.20 个人发展计划示例SampleofIDP在经理级别取得成功发展目标（1~3年）Demonstratevalueandsuccessatmanagerlevel发展领域（1年）提升绩效管理能力Improveperformancemanagementskills1.与员工进行每周的“一对一”沟通，跟踪工作进度、提供反馈并适时调整工作安排2.通过双周的团队例会，鼓励内部的知识分享，达成团队对目标进程的共识。同时，在会议上通过头脑风暴等方式来拓宽思维。3.参加相关的课堂培训。1.Establishweekly121meetingwithdirectreportstofollowupprogress,provide发展活动feedbackandadjustactivities.2.Holdbiweeklyteammeetingstoencourageknowledgesharingandcommonunderstandingofprogressagainstobjectives.Alsousethesemeetingstohavefunandfostercreativity—dobrainstorming,usemind-benderexercisestogetusthinkingoutofthebox..3.TalkwithHRdepartmentabouttrainingprograms,eitherin-houseorout,thatwillhelpmetakeperformancemanagementtothenextlevel.•参加绩效管理培训ParticipatePerformanceManagementTraining学习活动•工作指导Mentoring21 对话技巧DialogueTIP安排一个安静、私密的场所谈话Arrangetheappointmentandfindaquiet,closedspacetodialogue;在谈话开始，努力创造一个开放、轻松和信任的氛围Trytocreateaopen,relaxandtrustenvironmentinthebeginning;这是一个双向的对话，作为经理应创建一种真诚、开放的谈话方式Itisatwo-waydialogue,asamanageryouplayakeyroleincreationofanenvironmentinwhichyoualltalkinanopenandhonestmanner;给员工提供具体的反馈，避免理论化Bespecificaboutthefeedbackyouaregiving,avoidgeneralizations;以激励性的语言结束谈话，鼓励员工积极发展。Closeinapositiveway.Encouragetheemployee;22