HR Appraisal Form and Regulations.docx

HR Appraisal Form and Regulations.docx

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HRAppraisalFormandRegulations

GolfClubAppraisalRegulations（TrialV1.0）

1.Purpose:

Performancemanagementisoneoftheimportantmanagementmeansfortherealizationofcorporatestrategicobjectives.Thepurposeistopromotethecontinuousimprovementandupgradingoforganizationandindividualperformances,soasforgradualimprovementoftheoverallperformanceofthecompany,bysettingupkeyperformanceindicatorsandcommunication,performanceevaluationandfeedback.

2.Scopeofapplication:

thissystemisapplicabletoallpersonnelinGolfClub.

3.Performanceappraisalmode:

Theperformanceevaluationindexisdesignedbasedonthemodecombiningtargetmanagementandstageevaluation,withaquarterlyappraisalperiodandaguidebytargetmanagement.

4.Newemployeeswillcomeintoperformanceassessmentinthenextquarter.Theprobationassessmentresultsarenotrelatedtosalary,butonlyoneofthebasisfortheperformanceevaluationoftheprobationperiod.Thosewithservicedayslessthanamontharenotincludedinthequarterlyperformanceevaluation.

5.ObjectivePrinciple

Performanceevaluationshouldbebasedondefiniteobjectivesandfacts,withitsfocusonemployees’performanceincurrentassessmentperiodinsteadofpastappraisalperiods.Thedataforassessmentshouldbecollectedfromathirdpartyasmanyaspossible.Theassessmentobjectivesshouldbequantifiedandoperable.

6.Openprinciple

Sufficientcommunicationshouldbeimplementedthroughoutthewholeprocessofperformanceevaluation,especiallyongoalsetting,processsupervision,resultassessmentandimprovementadvice,etc..

7.Developingprinciple

Theprincipleistopromotethecontinuousdevelopmentofindividualsandteams,bymeansofconstraintsandcompetitionofperformanceevaluation.Theappraisalofsubordinatesshouldaimatthedevelopmentandimprovementoftheirworkperformanceandability,andberegardedasanimportantpartoftheroutineworkbyassessmentexecutives.

8.Fairprinciple

Assessmenttargetsettingandassessmentresultsneedfullcommunicationbetweenappraiserandappraisee.Appraiseecanfileacomplaintshouldanydisagreementoftheassessmentresultsoccur.

9.Appraisalterminology

1）Appraisalobjectives:

whattoachieveinwhatlevel,e.g.quality,quantity,cost,time,customersatisfaction,etc..Hereinitreferstothekeyperformanceassessment.

2）weightofperformanceevaluationindex:

proportionofeachindex

3）performanceevaluation:

theevaluationofobjectiveachievementaccordingtoappraisalprocedures

4）assessmentcycle:

referstoassessmentofcurrentperiod;quarterlyassessment:

assessmentbasedonaquarter’speriod

10.Classdefinitionofquarterlyperformanceappraisal

Accordingtothedifferentscoresofperformanceevaluation,theresultsofstaffinthesamehierarchylevelaredividedintosixclasses,withthefirstfivelevelsinmandatorydistributionmethod.Theindexandproportionofeachlevelareasbelow:

Class

Proportion

Definition

Remarks

Outstanding（A+）

10%

Obviouslysurpassingconventionalrequirements;andexceedexpectationstoachieveaworkinggoal.

Inprinciple,ascoreof95points（inclusive）canberatedasA+.ExceptExecutivedirector’sspecialinstructions,theproportionofthisclasscanbelowerthan10%,butnothigherthanthat.

Good（A）

10%

surpassingconventionalrequirements;andexceedexpectationstoachieveworkinggoals

Inprinciple,ascoreof88to94canberatedasA.Inadditiontotheexecutivedirectorofthespecialinstructions,ExceptExecutivedirector’sspecialinstructions,theproportionofthisclasscanbelowerthan10%,butnothigherthanthat.

Distinct（B+）

60%

Complywithpositionrequirements;completeworkontimewithqualityandquantity

Inprinciple,ascoreof80-87canberatedasB+.

Average（B）

10%

Basicallyconsistentwithpositiongeneralrequirements,butwithshortcomings;basicachievementofworkinggoals,withsetbacks

Inprinciple,ascoreof70-79canberatedasB.

Bad（C）

10%

Somedistancebehindconventionalrequirementsofpositions,butabletocooperateintaskcompletionduringcriticalmoments

Inprinciple,ascoreof60-69canberatedasC.

Fail（D）

Assessedonactualsituations

Waybehindobjectives,oramajornegligencecommittedduringassessmentperiod

Inprinciple,ascorelessthan60canberatedasD.Thisratingisnotincludedinthemandatoryratingscale.Ifassessmentisneeded,thescaleshouldbeincludedintoclassC.

Remarks:

Thedepartmentwithlessthan5staffcannotbemandatorilydistributedinto5classeseach,thereasonsofwhichneedsspecifying.

11.Methodofquarterlyperformanceevaluation

1）mainmethod:

verticalevaluation,assistantmethod:

horizontalevaluation.Inprinciple,evaluationresultsofeachpositionshouldbemainlybasedontheassessmentofdirectsuperiors,whichcanbeappropriatelyadjustedbyindirectsuperiorswithintheirmanagementrange.

2）Alllevelsofassessmentscoresandclassesshouldbeinitiallyconductedbydirectsupervisors,andapprovedbydepartmenthead.

12.Principleofquarterlyassessmentindex

1）Assessmentindicatorsshouldbedistributedfromtoptobottom.Superior’sindicatorsshouldbedistributedtoseveralsubordinates’index,basedontheactualsituation,theproportionofwhichshouldbebasedondifferentresponsibilities.

2）Itisnotrecommendabletosetagoaleithereasyorhardtoachieve.

3）Evaluationindexshouldbeestablishedinfourdimensionsoffinance,customer,trainingandoperation,intheprincipleofbalancedscores.Positionindexshouldbeestablishedaccordingtodepartmentindexandjobresponsibilities

4）Alllevelsofassessmentindicatorsconsistoffixedindexandpersonalityindicators.Fixedindicatorsshouldbeunifiedbytheadministrativedepartment,andpersonalityindicatorssetbysuperiorsandsubordinates,accordingtotheirownworkresponsibilities.Eachassessmentindexwithinanannualassessmentperiodshallberelativelyfixed,andshallnotbearbitrarilychanged.Ifanychangesareneededonspecialcircumstances,itisnecessarytoreporttosuperiorsforapprovalandtoHRforrecord.

13.Assessmentindicatorsofeachposition

Accordingtothecompanybusinessstrategy,keyresponsibilitiesandassessmentindicatorssettingprinciples,superiorsissuedirectlytheindicators,whicharedistributedintoquarterlyperformanceappraisaltable（Appendix2）.Appropriateadjustmentsofindexvalueandpartofpersonalityindexweightcanbemadeonaquarterlybasisaccordingtoactualsituations,andeffectedbyelectronicsignatureoftwoparties.

14.Rightsofperformanceassessment:

rightsofapproval

Appraiseelevels

superior

manager

director

ViceG.M.

G.M.

ExecutiveDirector

Chairman

employee

△

△

◆

supervisor

△

△

◆

vicemanager,manager

△

△

◆

director

△

△

◆

ViceG.M.

△

◆

G.M.

△

◆

Remarks:

△-initialappraisal

◆-approval（scoresandclassesininitialappraisalscanbeadjustedbysuperiorswiththisright.）

15.G.M.istoissueassessmentindicatorsofalldepartmentsbasedonChairmanandExecutiveDirector’sbusinessrequirements.

16.ResponsibilitiesofHRDirector

ToassistGeneralManagertoconducttheperformancemanagementofthecompanyontimeaccordingtothecompany'soverallrequirementsandGeneralManager’sindicators.Toberesponsibleforcollectingandarrangingtheevaluationindexdataineachquarter,andcalculatethecompletionoftheindicatorsaccordingtotheactualperformance.

17.ResponsibilitiesHRDepartment

1）formulationandrevisionofperformanceevaluationsystem.GeneralManageristoissueindicatorsofeachdepartmentandappraisetherationalityofindicators.

2）reviewandcollectionofevaluationresultsofeachdepartment

3）processofcomplaints

4）applicationandarchiveofevaluationresults

18.Appraisee’sresponsibilities

Tocooperatewithsuperiorstoformulateindividualassessmentindicatorsandperformanceevaluationforanappraisalperiod;feedbackonevaluationprocessshouldbeformallychanneled,ifany.

19.Shouldappraiseeshaveanydisagreementonassessmentprocess,theyshouldresorttocommunicationfirst.Ifthatfails,appraiseesareentitledtofileacomplaint（refertoComplaintForminAppendix3）toHRDept.within5workdaysaftergettingappraisalresults

20.HRDepartmentshouldmakeareplyafterreceivingComplaintFormwithin3workingdays.Iftheemployee'scomplaintisestablished,theresultsoftheassessmentshouldbecorrected.

21.Superiorsshouldmaintainapositiveattitudetoemployees’complaints,andneitherobstructionofcomplaintnorrevengeisallowed.Otherwise,onceverified,theywillbeseverelypunished.

22.Applicationofquarterlyappraisalresults

ClassofQuarterlyAppraisal

ReferringFactor

ScoreofAnnualAppraisal

A+

1.4

Annualappraisalfactorisequaltothemultipleof4quarters’appraisalfactors.

A

1.2

Example:

theclassesofquarterlyappraisalfromQ1toQ4areB+,C,A+,B,andthustheannualappraisalfactoris1*0.6*1.4*0.8=0.672

B+

1

B

0.8

C

0.6

D

0

Remarks:

1）Annualappraisalfactorisregardedtobeonethemainbasistocalculateannualsalaryadjustmentandannualbonus.（Thereferringfactorinthetableisprovisional,whichcanbeadjustedaccordingtoannualsalariesofemployeesandannualbonusreports.

2）EmployeeswithquarterlyappraisalclassesincludingA+,AandwithoutCorDhavetheopportunitytogetpromotionoraraise.ThosewithquarterlyappraisalclassesincludingD（1time）orC（2times）canbedegraded.

3）Laborcontrac