CJLR20**年绩效目标设定和个人发展计划设定指南

2015 CJLR个人绩效目标& 个人发展计划指南

2015 CJLR Individual Performance Objective

& IDP Setting Guideline

Prepared by PD&E 2014.12

目录 Agenda

 2015个人绩效目标设定 2015 Individual Performance Objective Setting

目的和适用范围 Purpose & Scope 时间安排与步骤 Timeline & Steps

角色与职责 Roles & Responsibilities

目标分解步骤 Objective Cascade SMART目标 SMART Principle

 2015个人发展计划设定 2015 IDP Setting

员工发展的定义 Meaning of People Development 时间安排与步骤 Timeline & Steps 角色与职责 Roles & Responsibilities 发展活动的70-20-10原则 70-20-10 Module for Development Activities

 对话技巧 Having Effective Dialogue

目的 Purpose

为达成奇瑞捷豹路虎2015年度公司战略目标，帮助员工明确来年工作，每位员工需要设定个人绩效目标。这将帮助： To achieve CJLR 2015 strategic objective, help everyone ensure their personal tasks in the coming year, every employee is required to set individual objective, which will help:  有效地提升团队的效率  Greater efficiency through systematic procedures；  激励和鼓舞员工士气  Greater employee motivation and commitment through participation in the planning process；  以结果为导向，更好的实现“所托必达” Result-oriented for better alignment with business behavior of Delivery

适用范围 Scope

 2015年1月1前加入公司的办公室员工，包括合资公司雇佣员工和母公司派遣员工,不包括临时员工和实习员工。 All the office staff who joined in CJLR before 1-Jan-2015, including the JV hires, Chery Secondees, JLR long term ISEs, excluding temp staff and interns.  产线员工无需设定个人年度绩效目标 It is not necessary for operation staff. 2015年度新员工 2015 New Comer  新进员工(2015年10月1号前入职的)，须在入职的30天内完成本年度绩效目标的设定 For the new employee who join CJLR before 1st Oct, 2015, personal objective should be set within 30 days from the date of his/her employment;

* 备注：对于当年10月1日以前有职位变动、调岗或升职的员工，需要在30天内重新回顾/设定绩效目标。 Note: For the employee who is transferred/reassigned/promoted during the year before 1st Oct, objective should be reviewed or reset within 30 days.

时间安排及方式 When & How

 时间安排: 2015年1月1日 - 2015年2月15日（共6周） When: 2015/1/1~2015/2/15 (6 Weeks )  方式：绩效/学习管理系统在线设定（ IMSS的员工将另行通知） How: On-line Performance/Learning Management System(PLMS) (IMSS employees might be arranged differently later)

 内容：每位员工需要设定5~10条个人绩效目标（建议您根据2014年度绩效考核结果设定一个培训或发展目标），每条目标的权重可单独设定但总和需为100% Content: 5~10 objectives for each em

ployee (one training or development objective is suggested per your 2014 year-end performance appraisal)，each objective’s weight can be set independently and the total weight shall be 100%.

时间安排 & 步骤 Timeline & Steps

与全体员工沟通并与各部门沟通细则 Launching company communication and joining in function meeting to explain details 各部门将公司及部门目标逐层分解 Objectives Agreement at Different levels within Function Itself

《目标设定和系统操作》培训 Training about Objective setting & PLMS

公司业务办公室主导设定公司级年度目标 The Company objectives setting led by BO

员工将目标输入PLMS 系统 Employee Objective Setting on PLMS

Dec. 9 ～Dec. 26 (3 weeks)

Dec.15 ～Dec. 31 (2.5 weeks)

Jan. 1 ～Jan. 16 (2 weeks)

Jan.16 ~ Jan. 30 (2 weeks)

开始日期 Official Starts: 1st Jan., 2015 截止日期 Deadline: 15th Feb., 2015

面谈及电子签名 Manager Dialogue with Employee & Sign-Off

主管审核及确认 Levels in Review & Confirm

Jan. 30 ~ Feb. 15 (2 weeks)

角色和职责 Roles & Responsibilities

经理 Manager

准备 Preparation

 将目标分解到团队成员。Cascade

the Objective to the direct reports.

员工Employee

准备 Preparation

 了解公司/职能/团队的目标。Study the Objective of CJLR/Department/Team.

目标设定 Objective Setting

 帮助员工创建目标并安排来年工作; Manager create and assign Objective for direct reports;  就目标与员工进行对话并达成一致。 Dialogue with employee and reach an

目标设定 Objective Setting

 就目标与经理进行对话并达成一致

Dialogue with manager and reach an

agreement with your manager;  在系统中录入个人目标。Input the Individual Objective into PLMS.

agreement with him/her.

目标批准 Objective Approval

 批准员工个人绩效目标、签字。Approve the

目标审批 Objective Approval

 员工将个人绩效目标交与经理、签字 Submit the Individual Objective to manager and get approval, sign on.

employee’s Objective and sign on.

目标分解步骤 Objective Cascade

愿景/使命 Vision 公司战略和目标 CJLR Strategy Objective

自上而下

Top to Down

部门/职能目标 Department/ Function Objective

团队目标 Team Objective

个人绩效目标 Individual Performance Objective

目标分解步骤-个人 Cascade to Individual Objective

自上而下 Top to Down

根据各部门目标与各岗位的关联度，将各部门目标分解到各岗位上 Cascaded from department’s / Team’s Objectives

个人目标 Individual Objectives

岗位关键职责 JD 待改进的领域 Improvement Area

自下而上 Down to Top

下一年关键工作任务 Next Year’s Key Tasks

目标设定SMART原则 SMART Principle

每位员工需设定5-10个目标，并确保权重总和为100%。 Set 5 – 10 Objectives for e

ach individual and ensure the total weight is 100%. SMART原则/SMART Principle

具体的 Specific

• 具体的 – 清晰、明确描述需要完成什么（谁在哪里做什么，为什么要做） Specific – State exactly what is you want to accomplish? (Who, What, Where, Why) • 可量化的 – 目标是可量化的，用什么标准去定义和评估是否达到目标？ Measurable – How will you demonstrate and evaluate the extent to which the Objective has met? • 可实现的 – 目标通过努力是可以实现的，以什么为行动导向？ Attainable - stretch and challenging Objective within ability to achieve outcome. What is the action-oriented verb? • 相关的 – 个人目标与组织目标相结合，即目标如何与组织目标、个人职责结合？ Relevant – How does the Objective tie into your key responsibility? How is it aligned with company’s Objective? • 时间表 – 设定目标完成时间，“到什么时候”将指导你成功、及时地达成目标（包括限期、日期和频率） Time-bound – Set 1 or more target dates, the “by When” to guide your Objective to successful and timely completion (include deadline, dates and frequency) 10

可量化的 Measurable

可实现的 Achievable

相关的 Relevant

时间表 Time-bound

SMART目标示例 Sample

正确的示例 Good example：

 到2014年底，减少20%的某产品生产时间.Reduce the production time of “X” product by 20% in the end of 2014  到2014年底，提出10项流程改善建议 Contribute with at least 10 improvement suggestions concerning the process you are working with in the end of 2014

需改善的示例 Bad example：

 提升生产力 Increase the productivity  持续优化工作流程 Continuously optimize the process you are working with.

目录 Agenda

 2015个人绩效目标设定 2015 Individual Performance Objective Setting

目的和适用范围 Purpose & Scope 时间安排与步骤 Timeline & Steps

角色与职责 Roles & Responsibilities

目标分解步骤 Objective Cascade SMART目标 SMART Principle

 2015个人发展计划设定 2015 IDP Setting

 对话技巧 Having Effective Dialogue

定义 Definition

员工个人发展指通过持续地提升员工的知识、技能和经验，以达到工作计划、商业目标和个人成功，CJLR个人发展计划包括： People Development means continuous enhancement of the knowledge, skills and experience of employees to achieve their work plan, business goal and individual success, and in CJLR it includes:  个人发展目标/提升区域 Individual Development Goals/Areas  个人发展活动 Individual Development Activities  2015年度培训发展需求 2015 Training and Development Needs

个人发展计划将作为2015年员工参加公司/部门培训的重要依据。 IDP will be the essential basis of company/department training courses in 2015.

适用范围 Scope

 2015年1月18号前加入公司的员工（建议母公司派遣员工也完成相应的个人发展计划、以纳入公司整体培训发展规划）。 All the JV hired staff who joined in CJLR before 18-Jan-2015; For Chery Secondees, JLR ISEs, it is recommended to complete their IDP so as to integrate their needs into JV’s 2015 training/development planning.  当年新入职的员工，须在30天内完成目标设定时完成IDP For the new employee of current year, IDP should be completed with objective setting in 30 days.

 时间安排: 2015年1月19日 - 2015年3月6日(共6周)

When: 2015/1/19~2015/3/6 (6 Weeks )  方式：绩效/学习管理系统在线设定（IMSS的员工将另行通知）

How: On-line Performance/Learning Management System(PLMS) (IMSS employees

might be arranged differently later)

时间安排 Timeline-IDP

PLMS系统培训 PLMS Training for People Leaders

员工设定《个人发展计划》(在线) On line Completion of Individual IDP

主管&员工发展对话 Completion of Linemanage Dialogue on IDP

电子签名 Sign off in PLMS

Dec. 15 ~ Jan.18 (4.5 weeks)

Jan. 19～Jan. 30 (2 weeks)

Jan.30 ~ Feb. 17 (2.5 weeks)

Feb.17 ~ Mar. 6 (1.5 weeks)

开始日期 Start from 19th Jan., 2015 截止日期 Deadline: 6th Mar., 2015

角色和职责 Roles & Responsibilities

经理 Manager

经理的关注、认同、参与是成功的关键因素之一

Manager’s attention, recognition and involvement are also important

员工Employee

发挥主导作用 Plays the leading role  结合个人的职业目标和公司/岗位需求，确定下一年度的发展区域/计划 Identify your development areas combining our career goals and business needs.  制定个人发展计划，并有效实施 Prepare the IDP and complete it effectively

 澄清方向和目标，提供必要的信息和资源 Clarify direction and objective, provide information / resource if necessary  帮助员工找出需发展的区域并就具体的发展计划提出建议 Assist employee to find their development areas

and provide suggestions on their development

plan if necessary  持续的提供反馈和辅导 Provide regular give feedback, guidance and

 主动寻求反馈与指导

Seek for feedback and guidance if necessary

coaching

个人发展计划 Individual Development Plan

培训需求 Just a training plan (IDP)

个人发展计划 IDP

晋升 Promotion

业务目标 Business Objectives

全面的个人发展计划 A Comprehensive Individual Development Plan

个人发展计划 Individual Development Plan

绩效差距(上年度) Development area based on last performance review

个人发展计划

IDP

职业兴趣/ 机会 Career interest/ opportunities

新目标(当年度) New objectives of this

year

* 试用期内新员工IDP的设定，更多关注在岗培训。 It should be focused on the on-job learning for the new comer who is in the probation. 18

绩效结果与发展计划 Performance Result & Development Plan

5’ - 表现卓越 Outstanding

绩效目标 Performance Rating

O2 E2 M1 I1 U1 M2 I2 U2

O3 E3 M3 I3 U3

O4 E4 M4 I4

O5 E5 M5 I5

绩效矩阵

4’ - 超出期望 Exceeded Expectations 3’ - 符合要求 Meet Expectations 2’ - 需要改进 Improvement Needed 1’ - 不可接受 Unacceptable

商业行为 Business Behavior Rating

寻求更多的横向、纵向发展机会（如更系统化的培训/发展项目） Seek more job enlargement, job enrichment opportunity, E.g.: provide systematic training program. 积极寻求持续发展的空间使员工不断的提升取得卓越（如针对某项能力的课程)。 Actively seeks continuous improvement in performance or develop themselves to raise the bar, . E.g.: provide the specific training for a certain competency. 与员工一起找出可提升的领域和空间，进行辅导和发展，以满足岗位需求。 Define the improved areas or development area and provide the coaching to meet the positions’ needs completely. 实施绩效改善计划，以满足岗位需求。 Prepare and Implement improvement plan to meet the needs of position.

发展活动 Development Activities

 在岗学习 (70%的有效性)  On-job learning (70% of efficiency)

可参考的活动包括 Possible Activities includes: • • • • 自我学习 Self learning 工作观察 Job Shadowing 拓展部分工作内容 Extend the job contents 项目分配 Project assignment

主管/经理的辅导与反馈

Coaching/Fee dbck

发展活动的有效性图示 Development Efficiency Ratio

培训/教育

Training/Educ ation

10%

20%

在工作中学习 On-job Learning

70%

 辅导与反馈 (20%的有效性)  Coaching/ Feedback (20% of efficiency)

经理就员工日常工作提供反馈、辅导。 Manager provide regular feedback or coaching on employee daily work. Manager play a

leading role in this process.

 培训/教育 (10%的有效性)  Training/Education (10% of efficiency)

培训/教育是公司为了满足业务需求和员工能力发展而实施的活动，培训可以是内部培训和外部培训。 Training/Education is the activity requested by company for business needs and/or employee’s competence development. Training could be either internal or external.

个人发展计划示例 Sample of IDP

发展目标（1~3年）发展领域（1年）在经理级别取得成功 Demonstrate value and success at manager level 提升绩效管理能力 Improve performance management skills 1. 与员工进行每周的“一对一”沟通，跟踪工作进度、提供反馈并适时调整工作安排 2. 通过双周的团队例会，鼓励内部的知识分享，达成团队对目标进程的共识。同时，在会议上通过头脑

风暴等方式来拓宽思维。 3. 参加相关的课堂培训。发展活动

1. Establish weekly 121 meeting with direct reports to follow up progress, provide feedback and adjust activities. 2. Hold biweekly team meetings to encourage knowledge sharing and common understanding of progress against objectives. Also use these meetings to have fun and foster creativity—do brainstorming, use mind-bender exercises to get us thinking out of the box.. 3. Talk with HR department about training programs, either in-house or out, that will help me take performance management to the next level.

• • 参加绩效管理培训 Participate Performance Management Training 工作指导 Mentoring

学习活动

对话技巧 Dialogue TIP

 安排一个安静、私密的场所谈话 Arrange the appointment and find a quiet, closed space to dialogue;  在谈话开始，努力创造一个开放、轻松和信任的氛围 Try to create a open, relax and trust environment in the beginning;  这是一个双向的对话，作为经理应创建一种真诚、开放的谈话方式 It is a two-way dialogue, as a manager you play a key role in creation of an environment in which you all talk in an open and honest manner;  给员工提供具体的反馈，避免理论化 Be specific about the feedback you are giving, avoid generalizations;

 以激励性的语言结束谈话，鼓励员工积极发展。Close in a positive way. Encourage

the employee;

CJLR20**年绩效目标设定和个人发展计划设定指南

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