English-绩效考核管理制度final1216(1)

LiNingCo.,LtdPerformanceAssessmentManagementSystemRevisedinDec.,2010李宁有限公司2TableofContentsChapter1GeneralProvisions........................错误!未定义书签。Chapter2All-roundPerformanceManagementSystemandDutiesDivision..............................................................................5Chapter3All-roundPerformanceManagement–PerformanceIndicatorSetting...........................................................................10Chapter4All-roundPerformanceManagement–ProcessCoachingandCommunication....................................................14Chapter5All-roundPerformanceManagement–Rating,RewardsandPunishments...........................................................15Chapter6SupplementaryProvisions..........................................23Attachment1LiNing’sCompetencyModels.............................24Attachment2Top10FactorsforEvaluatingLeadershipPotentialinLiNing...................................................................................26Attachment3TemplateofIndividualDevelopmentPlan（IDP）......................................................................................................27Attachment4KPITemplateandExamples.............................29Attachment5EmployeePerformanceCoachingList..............31Attachment6PerformanceImprovementPlan........................32Attachment7RecordofComplaints........................................34李宁有限公司3Chapter1GeneralProvisionsArticle1ScopeofApplicationThisperformanceassessmentmanagementsystemappliestoallemployeesofLiNing’sholdingcompaniesandjointstockcompaniesinMainlandChina,includingLiNing(China)SportsGoodsCo.,Ltd,LiNingSports(Shanghai)Co.,Ltd,,LiNingSportsGoodsCommerce(Beijing)Co.,Ltd,ShanghaiYueaoSportsGoodsCo.,Ltd,ShanghaiYidongSportsDevelopmentCo.,Ltd,ShanghaiZ-DOSportsGoodsCo.,Ltd,LOTTOSportsGoodsCo.,Ltd,LiNingSports(Tianjin)Co.,Ltdetc.OthersubsidiariesincludingLiNingSports(HongKong)Co.,Ltd，LiNingSportsTechnologyDevelopment(HongKong)Co.,Ltd,LiNingSportsUSA,Inc，LiNingSportsSingaporePteLtd,GuangdongYueaoSportsDevelopmentCo.,Ltd,FoshanLiNingGymnasticsSchoolServicesCo.,Ltd,otherbrandsandsalescompaniesaswellasnewlyestablishedcompaniesrefertotherules.Article2PurposeofPerformanceManagement2.1Performancegoalsbreakdown:Basedonperformancemanagementsystem,breakdownthecompany’sstrategicgoalsandannualoperationalgoalsatdifferentlevelsinordertoensurethatthegoalsfordepartmentsandindividualemployeessupportcompanygoalseffectively;2.2Performanceresultsimprovement:Carryoutperformancegoalssetting,performanceprocessguiding,performanceappraisalandfeedbackperformancemanagementsystemtoensurethecontinuousimprovementoftheperformanceofindividualemployeesandteams;2.3Buildingacommunicationplatform:Performancemanagementdeliversacompleteandeasy-to-usemanagementtoolforthecommunicationbetweenmanagementmembersandemployeesintermsofgoalssetting,workperformanceandfuturedevelopment,encouragingthetimelycommunicationbetweenthemduringtheassessmentcycle;2.4Createperformance-orientedculture:Throughperformancegoals-orientedperformanceassessment,conductanobjectiveassessmentofemployees’performance,grantrewardsorimposepunishment,raisetheinitiativesofemployees,andintensifytheculturecharacterizedbyexcellentperformance;2.5Upgradingperformance-relatedabilities:Throughdevelopingandimplementing李宁有限公司4IndividualDevelopmentPlan(IDP)basedontheleadershipcompetencymodelandprofessionallevel,improvetheabilitiesofallemployeesstepbystep,facilitatetherealizationofperformancegoalsandhelpidentifyexcellentemployees.Article3PerformanceManagementPrinciples3.1Setsensiblegoals:Intheprocessofbreakingstrategicgoalsdownintoperformancegoalsofindividualemployees,takeintoaccountthelongitudinalconformityandlatitudinalsynergies,identifyclearfocusesandsetsensiblegoals.3.2Recommendpositiveencourage:Performancemanagementencouragesemployeestokeepbreakingestablishedgoalsandtheirownabilities,inspiresthemtoachieveexcellentperformance,andgivesfullaffirmationandrewardstothoseexcellentperformers;3.3Differentiateperformancelevels:Throughthewhole-processmanagementoftheallperformanceallindicators,setperformanceassessmentcriteriatailoredforLiNing’smanagementconditionstodifferentiatedifferentlevelsofperformanceandreflectdifferentlevelsofperformanceresultsandrewards;李宁有限公司5Chapter2All-roundPerformanceManagementSystemandDutiesDivisionArticle4All-roundPerformanceManagementSystemAll-roundperformancemanagementconsistsoftwoparts:all-indicatorsmanagementandwhole-processmanagement,includingperformance,abilitiesandindividualdevelopment,beingacyclicmanagementfromgoalssetting,processguidingtoassessmentandfeedback.Article5All-roundperformance——Allindicatorsmanagement5.1All-indicatorperformancemanagementcomprisesperformancemanagementsystem,whichtakesKPIasthecore,andabilitydevelopment,whichtakesleadership/professionalskillasthecore.Itinvolvesperformanceresultsandtheabilityneededtoachievetheexpectedperformanceresults.上图中文字：全指标管理：All-indicatormanagement愿景：Vision业绩导向：PerformanceOrientation能力导向：Abilityorientation战略目标：Strategygoals价值观：Value部门目标：D