HR Appraisal Form and Regulations.docx

1、HR Appraisal Form and RegulationsGolf Club Appraisal Regulations ( Trial V 1.0) 1. Purpose:Performance management is one of the important management means for the realization of corporate strategic objectives. The purpose is to promote the continuous improvement and upgrading of organization and ind

2、ividual performances, so as for gradual improvement of the overall performance of the company, by setting up key performance indicators and communication, performance evaluation and feedback.2. Scope of application: this system is applicable to all personnel in Golf Club.3. Performance appraisal mod

3、e:The performance evaluation index is designed based on the mode combining target management and stage evaluation, with a quarterly appraisal period and a guide by target management.4. New employees will come into performance assessment in the next quarter. The probation assessment results are not r

4、elated to salary, but only one of the basis for the performance evaluation of the probation period. Those with service days less than a month are not included in the quarterly performance evaluation.5. Objective PrinciplePerformance evaluation should be based on definite objectives and facts, with i

5、ts focus on employees performance in current assessment period instead of past appraisal periods. The data for assessment should be collected from a third party as many as possible. The assessment objectives should be quantified and operable.6. Open principleSufficient communication should be implem

6、ented throughout the whole process of performance evaluation, especially on goal setting, process supervision, result assessment and improvement advice, etc.7. Developing principle The principle is to promote the continuous development of individuals and teams, by means of constraints and competitio

7、n of performance evaluation. The appraisal of subordinates should aim at the development and improvement of their work performance and ability, and be regarded as an important part of the routine work by assessment executives. 8. Fair principle Assessment target setting and assessment results need f

8、ull communication between appraiser and appraisee. Appraisee can file a complaint should any disagreement of the assessment results occur. 9. Appraisal terminology 1) Appraisal objectives: what to achieve in what level, e.g. quality, quantity, cost, time, customer satisfaction, etc. Herein it refers

9、 to the key performance assessment. 2) weight of performance evaluation index: proportion of each index 3) performance evaluation: the evaluation of objective achievement according to appraisal procedures4) assessment cycle: refers to assessment of current period; quarterly assessment: assessment ba

10、sed on a quarters period10. Class definition of quarterly performance appraisal According to the different scores of performance evaluation, the results of staff in the same hierarchy level are divided into six classes, with the first five levels in mandatory distribution method. The index and propo

11、rtion of each level are as below:ClassProportionDefinitionRemarks Outstanding (A+)10%Obviously surpassing conventional requirements; and exceed expectations to achieve a working goal.In principle, a score of 95 points (inclusive) can be rated as A+. Except Executive directors special instructions, t

12、he proportion of this class can be lower than 10%, but not higher than that. Good (A)10%surpassing conventional requirements; and exceed expectations to achieve working goalsIn principle, a score of 88 to 94 can be rated as A. In addition to the executive director of the special instructions, Except

13、 Executive directors special instructions, the proportion of this class can be lower than 10%, but not higher than that. Distinct (B+)60%Comply with position requirements; complete work on time with quality and quantity In principle, a score of 80-87 can be rated as B+.Average (B)10%Basically consis

14、tent with position general requirements, but with shortcomings; basic achievement of working goals, with setbacksIn principle, a score of 70-79 can be rated as B.Bad (C)10%Some distance behind conventional requirements of positions, but able to cooperate in task completion during critical momentsIn

15、principle, a score of 60-69 can be rated as C.Fail (D)Assessed on actual situationsWay behind objectives, or a major negligence committed during assessment periodIn principle, a score less than 60 can be rated as D. This rating is not included in the mandatory rating scale. If assessment is needed,

16、the scale should be included into class C.Remarks: The department with less than 5 staff cannot be mandatorily distributed into 5 classes each, the reasons of which needs specifying.11. Method of quarterly performance evaluation 1) main method: vertical evaluation, assistant method: horizontal evalu

17、ation. In principle, evaluation results of each position should be mainly based on the assessment of direct superiors, which can be appropriately adjusted by indirect superiors within their management range.2) All levels of assessment scores and classes should be initially conducted by direct superv

18、isors, and approved by department head.12. Principle of quarterly assessment index1) Assessment indicators should be distributed from top to bottom. Superiors indicators should be distributed to several subordinates index, based on the actual situation, the proportion of which should be based on dif

19、ferent responsibilities.2) It is not recommendable to set a goal either easy or hard to achieve. 3) Evaluation index should be established in four dimensions of finance, customer, training and operation, in the principle of balanced scores. Position index should be established according to departmen

20、t index and job responsibilities 4) All levels of assessment indicators consist of fixed index and personality indicators. Fixed indicators should be unified by the administrative department, and personality indicators set by superiors and subordinates, according to their own work responsibilities.

21、Each assessment index within an annual assessment period shall be relatively fixed, and shall not be arbitrarily changed. If any changes are needed on special circumstances, it is necessary to report to superiors for approval and to HR for record.13. Assessment indicators of each positionAccording t

22、o the company business strategy, key responsibilities and assessment indicators setting principles, superiors issue directly the indicators, which are distributed into quarterly performance appraisal table (Appendix 2). Appropriate adjustments of index value and part of personality index weight can

23、be made on a quarterly basis according to actual situations, and effected by electronic signature of two parties. 14. Rights of performance assessment:rights of approvalAppraisee levelssuperiormanagerdirectorVice G.M.G.M.Executive DirectorChairmanemployeesupervisorvice manager, managerdirectorVice G

24、.M.G.M.Remarks: - initial appraisal - approval ( scores and classes in initial appraisals can be adjusted by superiors with this right. ) 15. G.M. is to issue assessment indicators of all departments based on Chairman and Executive Directors business requirements.16. Responsibilities of HR DirectorT

25、o assist General Manager to conduct the performance management of the company on time according to the companys overall requirements and General Managers indicators. To be responsible for collecting and arranging the evaluation index data in each quarter, and calculate the completion of the indicato

26、rs according to the actual performance.17. Responsibilities HR Department1) formulation and revision of performance evaluation system. General Manager is to issue indicators of each department and appraise the rationality of indicators. 2) review and collection of evaluation results of each departme

27、nt3) process of complaints4) application and archive of evaluation results18. Appraisees responsibilitiesTo cooperate with superiors to formulate individual assessment indicators and performance evaluation for an appraisal period; feedback on evaluation process should be formally channeled, if any.

28、19. Should appraisees have any disagreement on assessment process, they should resort to communication first. If that fails, appraisees are entitled to file a complaint ( refer to Complaint Form in Appendix 3) to HR Dept. within 5 work days after getting appraisal results20. HR Department should mak

29、e a reply after receiving Complaint Form within 3 working days. If the employees complaint is established, the results of the assessment should be corrected.21. Superiors should maintain a positive attitude to employees complaints, and neither obstruction of complaint nor revenge is allowed. Otherwi

30、se, once verified, they will be severely punished.22. Application of quarterly appraisal resultsClass of Quarterly AppraisalReferring FactorScore of Annual AppraisalA+1.4Annual appraisal factor is equal to the multiple of 4 quarters appraisal factors.A1.2Example: the classes of quarterly appraisal f

31、rom Q1 to Q4 are B+,C,A+,B, and thus the annual appraisal factor is 1*0.6*1.4*0.8=0.672 B+1B0.8C0.6D0Remarks: 1) Annual appraisal factor is regarded to be one the main basis to calculate annual salary adjustment and annual bonus. (The referring factor in the table is provisional, which can be adjust

32、ed according to annual salaries of employees and annual bonus reports.2) Employees with quarterly appraisal classes including A+, A and without C or D have the opportunity to get promotion or a raise. Those with quarterly appraisal classes including D (1 time) or C (2 times) can be degraded.3) Labor contrac