经理评估表

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1、ManagementPerformance&DevelopmentReport管理人员表现与开展报告Name姓名：Position职位：Dateinposition在职日期：Dateofappraisal评估日期：Lastappraisal上次评估日期：Appraiser’sposition评估人职位:GeneralInstructions总述Thisappraisalshouldbecompletedbetween1Decemberand31Januaryeachyearofwhentheemployeespromotedortransferredifmorethan6m

2、onthshaselapsedthelastappraisal.管理人员应在每年的12月1日至次年元月31日完成此评估表；新晋升者或调动后六个月未评估者也应填写此表。Priortotheirjointappraisalmeeting,thesupervisorandemployee(independentlyofoneanother)shouldcompletesectionA&B,sectionCshouldbecompletedbytheemployeeonlytheremainingportionoftheformwillbecompletedduringtheapp

3、raisalmeeting.在评估会之前，评估人与被评估人应分别独立完成A和B局部，被评估人应独立完成C局部，其它局部将在评估会上共同填定。Aftertheappraisalmeeting,theMPDRrepresentingtheagreementbetweenthesupervisorandtheemployeeshouldbefinalizedandsubmittedtothenexthigherlevelofmanagement.Ifagreementisnotreached,thesupervisor'sratingprevailswithanexplanat

4、ionasappropriate.在评估后结束后，如双方达成共识，应将评估报告呈送给上一级管理层。如未达成共识，主管应将评分结果和解释呈上。Ifanitemdoesnotapplytothepositionoremployeebeingrated,indicateN/A(notapplicable).假设有的选项无法评估，请填写N/A〔不适于〕Ratingkey评估标准1、Exception优秀Consistentlyexceedstherequirements/standardsofthejob.一贯超出工作标准/要求2、Effective有效Meetsandoccasionallyex

5、ceedstherequirements/standardsofthejob.到达和偶尔超出工作标准/要求3、needsimprovement需要改良Onoccasionallyfailstomeettherequirements/standardsofthejob.有时未到达工作标准/要求SectionASpecificPositionAppraisal职位评估Usingtheappropriatepositionguideline,rateeffectivenessincarryingoutdutiesandresponsibilities.Usingthescalebelow(att

6、achacopyofthepositionguidelinetothisform,identifyeachdutyandresponsibilitybyafewkeywords).请填写你现任职位的工作职责，并打分〔可另附工作职责表，或用关键的几个词语概括〕Ratingkey评分标准1.Exceptional优秀2.Effective有效3.Needsimprovement需要改良No.序号DutiesandResponsibilities工作职责123Comments备注1