XXX薪酬體系

XXX薪酬體系

C&BvsCompanystrategy&HRmanagement 薪酬與公司治理和人力資源治理的關(guān)系 C&Bsystemestablishment,competitiveness,impactto companyfinance 薪酬體系的建立、競(jìng)爭(zhēng)力、對(duì)公司財(cái)務(wù)治理的影響力

WhatareXXXbusinessmeasurements?

XXX業(yè)務(wù)的衡量尺度？

(它隨著公司業(yè)務(wù)的轉(zhuǎn)變而變化，去年可能是凈銷售額、客戶滿足度、現(xiàn)金流，今年則是訂單數(shù)量和應(yīng)收帳款等)

Thebusinessmeasurementsdecide

thec&Bstrategy

業(yè)務(wù)的衡量尺度打算公司薪酬體系的戰(zhàn)略

(如嘉獎(jiǎng)機(jī)制中目標(biāo)的制定直接與業(yè)務(wù)戰(zhàn)略相關(guān))

WhyHRneedtolookatmoney?

人力資源為什么向“錢”看？

allHRactivitiescanbeputinmoneyterm全部的人力資源治理活動(dòng)都可以用錢來(lái)衡量Nofinancialmind-set&analysis,HRisblind.沒(méi)有財(cái)務(wù)分析和頭腦，人力資源治理是盲目的。

Netsalesperemployee人均凈銷售額

Netsales凈銷售額totalno.ofemployees員工總數(shù)EmployeecostvsOPEX員工費(fèi)用/營(yíng)運(yùn)費(fèi)用OPEXrunrate/totalturnover營(yíng)運(yùn)費(fèi)用/總營(yíng)業(yè)額Employeecost/OPEXrunrate員工費(fèi)用/營(yíng)運(yùn)費(fèi)用HowtobuildHRmanagementintobusinessprocess?

如何把HRM建立到業(yè)務(wù)流程？

HRrewardsystemHR獎(jiǎng)勵(lì)機(jī)制Companyfinancialobjectives公司財(cái)務(wù)目標(biāo)Humancapitalindex人力資本指數(shù)Customersatisfaction客戶滿意度KeyelementsofHRoperation

人力資源運(yùn)作的關(guān)鍵要素

組織設(shè)置Organizationaldesign\M&A人員配置、人才招聘resourceplanning&staffing薪酬體系C&B設(shè)定目標(biāo)/指標(biāo)量化Settingobjectives&measurement培訓(xùn)和能力發(fā)展Training&competencedevelopment績(jī)效評(píng)估和反饋Performanceevaluation&feedbackMotivationcharacteristicsofSuccessfulCompanies成功企業(yè)鼓勵(lì)機(jī)制的特點(diǎn)

supportcompanystrategyanddevelopment 協(xié)作公司戰(zhàn)略和進(jìn)展

fullyalignwithcompanygoals 不偏離公司目標(biāo)

eachmotivationactionhasitsspecificobjective 任何一個(gè)鼓勵(lì)機(jī)制都有它特定的目的

flexibility,fitintoindividual’sdesires 因人而異MOTIVATION鼓勵(lì)機(jī)制企業(yè)運(yùn)作環(huán)境Businessenvironment(industry,globalization,marketcompetitiveness)企業(yè)文化Companyculture品牌brand員工的價(jià)值Valueofstaff工作，機(jī)會(huì)，工資，獎(jiǎng)金，獎(jiǎng)勵(lì)，股票，國(guó)外工作機(jī)會(huì)，教育，培訓(xùn)，管理風(fēng)格，工作環(huán)境，組織結(jié)構(gòu)，工作效率

Compensation&Benefit

薪酬體系

仁者見(jiàn)仁，智者見(jiàn)智的薪酬體系人力資源管理的靈魂

直接影響公司財(cái)務(wù)運(yùn)作人力資源管理中技術(shù)/技巧難度最大的部分

管理的平臺(tái)

最直白的競(jìng)爭(zhēng)

既靈活又抽象，為我所用C&BProgramManagementCycle

薪酬體系治理流程Organization’sStrategy組織戰(zhàn)略HumanResourcesStrategy人力資源戰(zhàn)略C&BStrategy薪酬戰(zhàn)略ProgramEvaluation體系評(píng)估Administration&Implementation操作執(zhí)行ProgramDesign體系設(shè)計(jì)Communication&Training溝通與培訓(xùn)FactorstobeconsideredinC&BStrategy薪酬戰(zhàn)略的考慮因素CustomerValue客戶價(jià)值Price價(jià)格Quality質(zhì)量Service服務(wù)OrganizationValue組織價(jià)值FinancialResult財(cái)務(wù)結(jié)果Org.Performance組織結(jié)果EmployeeValue員工價(jià)值C&B薪酬Otherreturns其他回報(bào)C&BStrategy薪酬戰(zhàn)略C&BObjectives薪酬目標(biāo)Attract吸引Retain保存Motivate鼓勵(lì)Employees員工Company公司AchieveObjectives到達(dá)公司目標(biāo)KeyElementsofC&B

薪酬福利的關(guān)鍵要素IPE(InternationalPositionEvaluation)System國(guó)際職位評(píng)估系統(tǒng)C&BPackage薪酬內(nèi)容PerformanceManagement績(jī)效治理IPE-InternationalPositionEvaluationIPE-國(guó)際職位評(píng)估系統(tǒng)

-AHumanResourcetoolwhichmeasurestheimpactandcontributionofeachposition一種人力資源的工具，用來(lái)衡量每個(gè)職位的影響和奉獻(xiàn)Salarysurveytobenchmarkcompetitiveness用于工資調(diào)查以衡量競(jìng)爭(zhēng)力Establishsalarylevelandstructure用于建立工資水平及構(gòu)造Facilitaterecruitment用于聘請(qǐng)F(tuán)acilitatecareerplanning用于職業(yè)進(jìn)展的打算Promotionandjobrotation用于升職和工作變動(dòng)時(shí)的職位評(píng)估Organizationdevelopment用于組織進(jìn)展時(shí)的職位評(píng)估

TheFourIPEFactorsIPE的四個(gè)要素Factor1:Impact影響力Factor2:Communication溝通Factor3:Innovation創(chuàng)新精神Factor4:Knowledge學(xué)問(wèn)技能

Factor1:Impact影響力Contribution奉獻(xiàn)Impact影響力Organization組織大小Sizeoforganization組織大小Influenceonit’sareaofresponsibility/operation對(duì)于職責(zé)范圍內(nèi)的影響

Factor2:Communication溝通Position’sresponsibilityforcommunicationsbothwithinandoutsidetheorganization職位要求的對(duì)內(nèi)部及外部的溝通Frame架構(gòu)(內(nèi)部或外部)Communications溝通Factor3:Innovation創(chuàng)新精神Identify,developandmakeimprovementtonewideas,techniques,procedures,services,orproducts覺(jué)察、進(jìn)展、改進(jìn)新的想法、技術(shù)、程序、效勞或產(chǎn)品Complexity簡(jiǎn)單性Innovation創(chuàng)新Factor4:Knowledge學(xué)問(wèn)技能Teams團(tuán)隊(duì)Breadth寬度Knowledge學(xué)問(wèn)技能Knowledgerequiredinjobtoaccomplishobjectiveandcreatevalue完成工作并增加價(jià)值所需的學(xué)問(wèn)技能StepstosetIPESystem設(shè)定IPE的步驟Step1Establishworkingcommittee建立工作組Managementteamreviewandapprove管理層審核并批準(zhǔn)Step6CalculateIPEscoreandsecondinterviewlinemanager算出IPE分?jǐn)?shù)并與經(jīng)理第二輪面談Step5Firstinterviewlinemanager與經(jīng)理第一輪面談Step4Reviewjobdescriptionanddesignchecklistquestions回顧工作描述并設(shè)計(jì)相關(guān)問(wèn)卷Step3UnderstandIPEsystemanddefineroleofeachparty了解IPE系統(tǒng)并規(guī)定每一方的職責(zé)Step2C&BPackage

薪酬內(nèi)容competitiveinthemarkettoattract,retainandmotivate保持市場(chǎng)競(jìng)爭(zhēng)力從而吸引、保存、鼓勵(lì)員工Compensation薪酬FixedSalary

固定工資VariablePay浮開(kāi)工資ShortTermincentive短期鼓勵(lì)獎(jiǎng)金SalesIncentive銷售獎(jiǎng)金Performancebonus績(jī)效獎(jiǎng)金B(yǎng)enefits福利SocialInsurance社會(huì)保險(xiǎn)HousingFund住房公積金Supl.HousingFund補(bǔ)充住房基金Sportsallowance運(yùn)動(dòng)補(bǔ)貼Leave&holiday休假Life&MedicalInsurance人壽和醫(yī)療保險(xiǎn)OverseasTravelInsurance境外旅行保險(xiǎn)Transportation交通Mealallowance飯補(bǔ)Others-welfare,rewarding其他...BaseSalary根本工資13MonthsSalary年底雙薪OvertimePayment加班工資TravelAllowance出差補(bǔ)貼StockOption股票期權(quán)C&BPackageDesigningPrinciples

薪酬設(shè)計(jì)原則Externallycompetitive外部競(jìng)爭(zhēng)力Internallyequitable內(nèi)部公正性CostAffordable&Appropriate本錢承受力及合理性Understandable員工及公司的認(rèn)同性Efficienttoadminister便于操作ExternallyCompetitive外部競(jìng)爭(zhēng)力Selectcompetitors.選定競(jìng)爭(zhēng)對(duì)手Selecttheappropriatetypeofsurvey選擇適當(dāng)?shù)氖袌?chǎng)調(diào)查Determinecurrentmarketposition了解目前在市場(chǎng)上的位置SettargetonMarketpositioning設(shè)定市場(chǎng)定位目標(biāo)(e.g.25P,50P,75Por90P)AdjustC&Bpoliciesaccordingly相關(guān)薪酬政策調(diào)整Whoareourreference?

我們和誰(shuí)比較？XX的薪酬參照物？OverallVariance總述2023Aprilfixedsalaryis3%and2%higherthan2023Apriland2023Octoberrespectively.2023年4月市場(chǎng)工資比2023年4月和10月分別增長(zhǎng)了3%和2%。AtIPE60Level2023Aprilis15%higherthan2023Apriland5%morethan2023October.IPE60的員工，2023年4月市場(chǎng)工資比2023年4月和10月分別增長(zhǎng)了15%和5%。

Example1：MarketSurveyDataAnalysis

舉例1：市場(chǎng)調(diào)查數(shù)據(jù)分析-MarketMovement市場(chǎng)移動(dòng)0500001000001500002000002500003000004243444546474849505152535455565758596090P75P50P25PIPEAnnualTotalCash-OneCompany’spositioninthemarket公司在市場(chǎng)上的位置

Example2：MarketSurveyDataAnalysis

舉例2：市場(chǎng)調(diào)查數(shù)據(jù)分析InternallyEquitable內(nèi)部公正性BasePay-SystematicSalaryStructure根本工資--系統(tǒng)的工資構(gòu)造VariablePay-basedonCo.’sachievement.浮動(dòng)獎(jiǎng)金--與公司業(yè)績(jī)掛鉤Benefits-secureprogramforeveryemployee福利打算-為每位員工供給保障StockOptions-toretain&motivatekeycontributors股票期權(quán)--保存和鼓勵(lì)關(guān)鍵員工PerformanceManagement-Standardmeasurements績(jī)效治理--統(tǒng)一的衡量標(biāo)準(zhǔn)Internalequityisreflectedinthefollowingareas:內(nèi)部公正性反映在以下方面：CostAffordable&Appropriate本錢承受力及合理性-FinancialAnalysis費(fèi)用的治理C&BCostForecast-decidesifit’saffordable薪酬費(fèi)用預(yù)算--打算公司是否有力量支付OPEXForecast-decidesifit’sappropriateandacceptablebyManagement營(yíng)運(yùn)本錢與凈銷售額的比值(OPEX)的預(yù)算--打算薪酬是否合理，并能為治理層所承受Understandable

員工及公司的認(rèn)同性Win-WinPrinciple雙贏原則EmployeescreatevalueforCompany員工為公司制造價(jià)值Companyprovidesemployeescompetitivecompensationandhelpsemployeestoachieveindividualobjectives.公司為員工供給有競(jìng)爭(zhēng)性的薪酬并幫助員工實(shí)現(xiàn)個(gè)人目標(biāo)。EfficientCommunication有效的溝通Efficienttoadminister便于操作NegativeExample:負(fù)面例子：BaseSalarySetting根本工資設(shè)定SalaryStructureSetting工資構(gòu)造的設(shè)定Salaryrevision調(diào)薪實(shí)例1：SalaryStructureSetting

工資構(gòu)造的設(shè)定a b c=Mid-PointProgression中值變化a1-a2 =RangeSpread幅度范圍s1-s2 =RangeOverlap范圍重疊

050001000015000200002500030000350004000045000IPEGradesa1a2abcdeSalaryPolicyLine工資線cs1s2SalaryPolicyLine工資線marketdata¤tsalariesarereference;以市場(chǎng)數(shù)據(jù)和現(xiàn)行工資為參考Useregressedtrendline;用回歸曲線ConsistentwiththeC&Bstrategyoftheorganization與公司薪酬戰(zhàn)略保持全都Midpoint-to-midpointDifferential中值之間的差異5-10%betweengradesforAdm.staff;(IPE43-49)行政人員-每個(gè)級(jí)別差約5-10%；8-15%betweengradesforprofessionalandmanagement(IPE50-57)專業(yè)技術(shù)或治理人員-每個(gè)級(jí)別差約8-15%；30-35%betweengradesforexecutivelevels(IPE58+)高級(jí)治理人員-每個(gè)級(jí)別差約30-35%；RangeSpread幅度范圍Narrowrange(30-50%)foradm.staff;窄幅(30-50%)適用于行政人員；Widerrange(40-60%)forprofessionalstaff;稍寬幅度適用于專業(yè)技術(shù)人員；Widestrange(60%-300%)formanagerial&executivestaff.最寬幅度適用于治理人員RangeOverlap范圍重疊Afunctionofmidpointdifferentialsandrangespreads;由中值差異與幅度范圍打算Overlapoffivegradesiscommon.五個(gè)級(jí)別內(nèi)的重疊為正常Broadbandingmayproducesubstantialoverlap.“寬級(jí)”會(huì)造成很大的范圍重疊。FactorsInfluenceSalaryRevision影響個(gè)人工資調(diào)整的因素PerformanceRating表現(xiàn)評(píng)估得分IndividualPayPositiontoSalaryStructure相比工資構(gòu)造，個(gè)人的工資水平salaryexceedingthemaximum:lumpsum工資超過(guò)最高值，付一筆金額，無(wú)工資增長(zhǎng)salarybeneaththeminimum:specialadjust工資低于最低值，特殊調(diào)整CompetenceandMarketValue力量與市場(chǎng)價(jià)值CostofLiving物價(jià)水平IncentiveSetting獎(jiǎng)金設(shè)定IncentivevsGuaranteedPay獎(jiǎng)金與固定薪酬的比重Incentiveobjectivessetting獎(jiǎng)金目標(biāo)的設(shè)定實(shí)例2：IncentivevsGuaranteedPay

獎(jiǎng)金與固定薪酬的比重-MarketMovement(example)市場(chǎng)移動(dòng)(舉例)100%100%100%100%100%100%10%10%15%23%30%28%0%20%40%60%80%100%120%140%SalesMgr.SalesProf.SalesgeneralstaffMgr.&Prof.GeneralstaffAdmin/Sec.GuaranteedCashVariablePaymentIncentiveObjectivesSetting

獎(jiǎng)金目標(biāo)的設(shè)定

-SalesIncentive銷售獎(jiǎng)金TurnOver(orderbooking,netsales)營(yíng)業(yè)額(定單，凈銷售額)MarketShare市場(chǎng)份額CashFlow現(xiàn)金流ProductMix產(chǎn)品組合1999TurnOver(orderbooking,netsales)營(yíng)業(yè)額(定單，凈銷售額)MarketShare市場(chǎng)份額CashFlow現(xiàn)金流ProductMix產(chǎn)品組合20232023MUChinaNetSales(compulsory)中國(guó)市場(chǎng)凈銷售額(必需)MUChinaCashFlow(compulsory)中國(guó)市場(chǎng)現(xiàn)金流(必需)CustomerSatisfaction客戶滿足度...(half-yearevaluation&payment)(半年評(píng)估一次)2023Max.4Objectives:最多4個(gè)目標(biāo)OrdersBooked(compulsory)定單量(必需)NetSales(compulsory)凈銷售額(必需)MarketContribution(formanagers)市場(chǎng)損益(針對(duì)經(jīng)理)ProductMix(strategicproducts&services)產(chǎn)品組合CustomerSatisfaction客戶滿足度AccountReceivable應(yīng)收帳款I(lǐng)ncentiveObjectivesSetting

獎(jiǎng)金目標(biāo)的設(shè)定

-SalesIncentive銷售獎(jiǎng)金B(yǎng)asedon5businessperspectivesoffinancial,customer,employee,innovation,internalefficiency,Y2K基于財(cái)務(wù)、客戶、員工、創(chuàng)新、效率等5個(gè)方面，以及Y2K。25%offinancialobjectives,75%ofKPIswithfinancial&non-financial須至少有25%為財(cái)務(wù)指標(biāo)Norestrictionsonnumberofobjectives對(duì)目標(biāo)的設(shè)定很多量限制。1999Maximum4objectives最多4個(gè)目標(biāo)Atleast1objectiveisfinancial至少一個(gè)是財(cái)務(wù)目標(biāo)1objectivefromtheunitinwhichtheemployeeworks有一個(gè)員工所在部門的目標(biāo)1objectivefromtheunitoflinemanagerworks有一個(gè)員工經(jīng)理所在部門的目標(biāo)Eachorganizationdecideobjectiveweight各組織自己打算各工程標(biāo)的權(quán)重“Grandfather”principlereinforcesobjectivealignment兩層經(jīng)理批準(zhǔn)以確保目標(biāo)的全都性2023IncentiveObjectivesSetting

獎(jiǎng)金目標(biāo)的設(shè)定

-STI&PerformanceBonus短期鼓勵(lì)獎(jiǎng)金和績(jī)效獎(jiǎng)金Maximum4objectives最多4個(gè)目標(biāo)OverallobjectivesofNetSales/OrdersBooked,MarketContribution,Quality/TQMiscascadeddown;整體目標(biāo)如凈銷售額、定單量、市場(chǎng)損益、質(zhì)量等由上自下設(shè)定Oneofmanager’sobjectivesshouldbesharedbysubordinates下屬須有一個(gè)目標(biāo)與經(jīng)理分擔(dān)。20232023Maximum5objectives最多5個(gè)目標(biāo)MUChinaNetSales(compulsory)中國(guó)市場(chǎng)凈銷售額(必需)MUChinaCashFlow(compulsory)中國(guó)市場(chǎng)現(xiàn)金流(必需)Others其他(half-yearevaluation&payment)(半年評(píng)估一次)IncentiveObjectivesSetting

獎(jiǎng)金目標(biāo)的設(shè)定

-STI&PerformanceBonus短期鼓勵(lì)獎(jiǎng)金和績(jī)效獎(jiǎng)金C&BProgramEvaluation薪酬體系評(píng)估Impactonorganization’sperformance(CustomersSatisfaction,Profit,externalimage,etc.)對(duì)公司業(yè)績(jī)的影響(客戶滿足度，贏利，外部形象，等)Costs費(fèi)用Employeeturnoverrate員工離職率HumanResourcesEffectiveness人力資本指數(shù)PerformanceManagement績(jī)效治理PDDiscussion(Q1)個(gè)人進(jìn)展談話Reviewjobdescription回憶工作描述SetObjectivesMeasurements設(shè)定目標(biāo)及衡量標(biāo)準(zhǔn)CompetenceProfile技能要求Individualdevelopmentplan個(gè)人進(jìn)展打算DevelopmentActions進(jìn)展行動(dòng)(Q1-Q4)Training培訓(xùn)Coaching教練Counseling詢問(wèn)Review審核PerformanceAppraisal(Q4)績(jī)效評(píng)估EvaluateObjectiveachievementsAssesspersonalperformancefactors評(píng)估目標(biāo)到達(dá)狀況，其結(jié)果將：Inputfornextyear’sPDDiscussion作為次年個(gè)人進(jìn)展談話參考Abaseforsalaryrevision作為調(diào)薪的根底Abaseforcareeradvancement作為事業(yè)進(jìn)展的根底PDDiscussion個(gè)人進(jìn)展談話WhenToHavePDDiscussion?何時(shí)進(jìn)展個(gè)人進(jìn)展談話？Firstquarteroftheyear每年的第一季度6monthsafternewemployeeonboard(Objectivecanbesetonceemployeeonboard)新員工入職后的6個(gè)月(目標(biāo)設(shè)定可于員工入職后即完成)Employeestatuschange員工狀況變化時(shí)Promotion升職Demotion降職Transfer工作調(diào)轉(zhuǎn)...Step1 ReviewJobDescription回憶工作描述

Step2 SetObjective/Goals-SMART設(shè)定SMART目標(biāo)

Step3 SetStandardsandMeasurement設(shè)定衡量標(biāo)準(zhǔn)

Step4 DiscussCompetenceProfile爭(zhēng)論技能要求

Step5 IndividualDevelopmentPlan設(shè)定個(gè)人進(jìn)展打算PDDiscussionSteps個(gè)人進(jìn)展談話步驟SettingObjectives,StandardsandMeasurements目標(biāo)及衡量標(biāo)準(zhǔn)設(shè)定PriorityObjectives/Standards/RatingWeightResponsibilitiesMeasurement(1-5)

30%.20%.15%.DeliverprojectXXXaccording Deliveredby15thofApr02totimeplanandprojectspec. IncreaseCustomer.Satafter deliveringbyover3,8.IndividualOPEXdecreasedby By31stofDec02Kr25.000,-/year. Documentedinthefinancial system,costcenterXXXImplementPerformance MeasuredbyDialog,Dec01:ManagementwithinXXX. Allemployeeshavesetgoals. AllemployeeshavePD-disc. IncreasedEmpowerment indexbyover30%Examples舉例:Technical/ProfessionalCompetenceHumanCompetenceBusinessCompetenceIndividualCapacities

Competenciesrelevanttointeractionwithpeople.ManagingPeopleNegotiatingSkill...Competenciesspecificforacertainfunction,roleortask.3GCompetence2.5GCompetence...Competenciesrelatedtotheunderstandingofthebusiness.UnderstandingofTelecomMarket...TheEricssonCompetenceModel愛(ài)立信技能模式Examples舉例:CompetenceProfile綜合技能評(píng)定表IndividualDevelopmentPlan個(gè)人進(jìn)展打算ActionsandCourses PlannedTimeCompleteTime

行動(dòng)/課程 計(jì)劃時(shí)間完成時(shí)間

AttendtheLCCcourse June2001May2002Participateintheglobalprojectof…Feb2001Oct.2001ImplementthePMprogramin…departmentMay2001Dec.2001Rotateto…positiontogetfurtherunderstandingofbusinessoperationJan2002May2002Examples舉例:DevelopmentActions進(jìn)展行動(dòng)Training培訓(xùn)CoachingandFeedback教練、反響Counseling詢問(wèn)Review審核DevelopmentActions進(jìn)展行動(dòng)Coaching&Feedback教練、反響GoodCommunicationSkill良好的溝通技巧Coaching教練Coachingisthefollowingupoffeedback,incl.Solvingtheproblemandactionplan.教練是對(duì)反響的跟進(jìn)，包括解決問(wèn)題及行動(dòng)打算等。Feedback反響Effectivefeedbackdescribesthebehaviorsunderspecificsituation有效的反響是對(duì)于員工具體情境下行為的反響Feedback:TheIDEALState

賜予反響的抱負(fù)狀態(tài)F = Frequent時(shí)常

A = Accurate準(zhǔn)確

S = Specific明確具體

T = Timely準(zhǔn)時(shí)

Preferredapproach…

“Yourpresentationthismorningwentwell.Youconveyedveryclearlythesupportingrationale.Infact,theteamagreedwithyourrecommendationandwe’llbemovingahead.OnesuggestionI’dmakeforfuturepresentationsisspendinglesstimeonthealternativesconsidered.Thatwaytheaudienceremainsclearonwhat’sbeingproposed.”

Oneapproach…

“Thatwasagreatjobonthepresentationyoudidlastmonth.Igotafewcommentsabouthowitcouldhavebeenshorter,butoverallyoudidfine.Keepupthegoodwork!”Someexamples例子...PerformanceAppraisal績(jī)效評(píng)估Whattobeappraised?評(píng)估什么Results&achievements工作結(jié)果評(píng)估Objectives目標(biāo)Responsibilities/keyresultsareas職責(zé)Performancefactors表現(xiàn)因素評(píng)估Attitudeinperforming工作態(tài)度Competence力量RatingandWeighting分值與權(quán)重TheoverallratingofPerformanceAppraisalshouldderivefrombothratingofobjectives/responsibilitiesandperformancefactors.表現(xiàn)評(píng)估的最終結(jié)果來(lái)自目標(biāo)/職責(zé)及表現(xiàn)因素的評(píng)估。Weighting權(quán)重：Objectives/Responsibilities=60%目標(biāo)/職責(zé)