绩效管理、员工发展及培训

3. Performance Management, Staff Development and Training
3.1 绩效管理
3.1 Performance Management
·         公司通过绩效管理努力实现员工与上级经理的有效沟通，并根据绩效管理引导员工与公司共同努力更好的实现既定工作目标。公司建立了绩效评估体系，以便准确、客观衡量公司员工的工作能力，并引导员工不断提高自身综合实力。
·         The company makes efforts to realize the effective communication between staffs and senior managers, and guides staffs to work with the company to better achieve the set work target. The company has established a performance appraisal system so as to accurately and objectively measure the working ability of company staff and guide staffs to constantly improve their own comprehensive strength.
·         绩效指标的确定是由直属主管与员工根据相应岗位说明书共同制定考核期内的绩效目标，包含但不限于如员工岗位说明书、对外岗位招聘信息、员工考核期内工作计划或工作规划、岗位绩效指标等内容，绩效目标的达成情况即指绩效指标的完成情况。
·         The confirmation of performance indicators means that the direct supervisors formulate performance targets of appraisal period jointly with staffs according to relevant position descriptions. The performance targets include but are not limited to employees’ position description, external post recruitment information, work plan or work arrangement during staffs’ appraisal period, position performance indicators, etc. The achievement of performance targets refers to the completion of performance indicators.
·         各部门可根据业务或任务情况制定相应的绩效考核方式。考核期内，员工绩效工资/奖金、年终奖金的发放情况应由其绩效目标的达成情况所决定。
·         Each department can formulate corresponding performance appraisal methods according to the situation of business or task. During the appraisal period, the payment of performance-based pay/bonus and year-end bonus shall be determined by the achievement of performance target.
3.2 员工发展
3.2 Staff Development
公司综合考虑员工的能力、表现、发展潜力、个人发展意向等，并根据公司业务需要，为员工提供广阔的发展空间。员工职位的变动应遵守公司规定的流程，由部门经理推荐，人力资源部审核，上一级主管批准；内部调动须由调出及调入双方经理同意，调出及调入部门上一级主管审批及人力资源部审批。
The company comprehensively considers staffs’ ability, performance, development potential, personal development ambition, and so on, and provides broad development space for staffs according to the needs of corporate business. The variation of staff position shall follow the procedures regulated by the company. Firstly, it shall be recommended by the department manager, and then approved by the personnel of HR department, and finally ratified by the senior supervisor. The internal deployment shall be agreed by the managers of those two different departments, and approved by the senior supervisor of those two different departments and the personnel of HR department.
3.3 教育及培训
3.3 Education and Training
公司结合业务发展需要与员工职业发展方向，为员工提供有效的教育和培训机会。系统地为员工提供培训课程。同时，员工也应依照劳动合同约定履行相关的义务。
He company provides effective education and training opportunities to staffs according to the needs of business development and the career development direction, and systematically provides training courses for staffs. At the same time, the staffs shall also perform relevant obligations according to the appointments in the Labor Contract.
·         入职培训: 公司为使新员工在上岗前对公司及行业有一个全方位的了解，认知并认同公司的事业及企业文化，对新员工进行入职培训。内容包括：公司介绍、公司产品；公司基本工作制度及员工的行为规范；
·         Induction training: the company provides induction training to new staffs, in order to make them have a all-around understanding about the company and the industry, and perceive and acknowledge the business and enterprise culture of company before taking office. The training contents include company profile, products, basic working system, and the behavior criterion.
·         岗前培训: 公司为使新入职员工能基本达到岗位工作需求，对其在上岗前进行的、必要的工作技能等教育培训。培训内容视员工所在部门工作需要而定。
·         Pre-job training: the company provides educational training on necessary work skills, in order to make new staffs basically reach the work requirement. The training contents are determined by the work requirement in the department where the staffs stay.
·         在职培训: 公司为业务发展需要，提高员工所任工作的技能，增进员工的知识与道德水准，使其能担任较高的职务，可随时指派员工接受必要的教育培训。根据各部门技术和业务的实际需要，组织在职培训。培训类型分为公司内部培训和外部培训，员工在工作期间由公司出资培训的，如因员工单方面原因在服务期间辞职，应支付经济补偿。
·         Induction training: the company can designate staffs to receive necessary educational trainings, in order to satisfy the requirement of business development, improve their work skills, increase their knowledge and improve their ethnic standards, and make them able to hold a higher position. The induction training will be organized according to the actual needs of techniques and businesses in each department. The types of training are divided into internal training and external training. If the staff is provided a training opportunity funded by the company during the working period, but he quitted office during the service period due to his own reasons, then he shall pay economic compensations.