业绩和发展评估.docVIP

评估 业绩和发展 Performanceand DevelopmentReview 评估指南 Appraisal guide 评估年度 Appraisal Year 公司 Company 员T姓名 Employees Name 评估所年度Appraisal Year: 发展和业绩评估 Development and Performance 公司 Company: 员工姓名 Employee name: 职务I任职起始Position / Since: 直属上司 Name of supervisor: DANONE职能上司 Name of functional manager: DANONE 上次面谈日期Date of last interview: September 2003 - v3 发展和业绩评估 Development and Performance 业绩 Performance 能力 Competencies Comments 每一位主管都要对他们员工的未来发展负责。这是达能集团的基本管理原则,集 团的价值观也明确肯定了这一要求。 Each supervisor is responsible for the development of his/her employees. It is a fundamental management principle in the DANONE Group，and this requirement is clearly confirmed by the Group values. 业绩评估和发展指南是为帮助管理人员更好地履行这一要求而设计的。它适用于集团 内的所有公司,并作为上级管理人员和员工之间进行年度评估的基本依据。 The Performance and Development Guide has been designed to help managers better satisfy this requirement. It is common to all companies within the Group and is used as a basis for the annual appraisal between the supervisor and his/her employees. 业绩和发展评估的面谈须达到以下四个目标: The performance and development appraisal interview satisfies 4 objectives: 评估上一年口标的达成情况(成功和困难之处) To assess the results (successes and difficulties), respecting the objectives of the previous year. 2?评估员工的能力(集团所期望的管理能力和部门所要求的特殊能力),并确定以后的 发展需求。 To evaluate the competencies of the employee (managerial competencies expected by the Group and the specific ones of the function), and to identify development needs ? 确定个人和駅业的发展计划 To produce personal and professional development plans. 确定来年的目标,并明确达到目标的手段方法,以及未来评估所需要的指标。 To set the objectives for the coming year, and to specify the means for achieving them, and the indicators needed for their future evaluation. 为达成上述目标,管理人员和员工之间必须进行一次谈话以充分交流观点。面谈时间要 足够长,以便深入评估。在面谈之前,管理人员和员工都必须进行充分准备。 All these items are subject to a proper exchange of views and a dialogue between the supervisor and his/her employee. The interview must be long enough to allow an in-depth appraisal, and both supervisor and employee will need to prepare in advance.