【正文】 ual Development Plan (IDP) based on the leadership petency model and professional level, improve the abilities of all employees step by step, facilitate the realization of performance goals and help identify excellent employees.Article 3 Performance Management Principles Set sensible goals: In the process of breaking strategic goals down into performance goals of individual employees, take into account the longitudinal conformity and latitudinal synergies, identify clear focuses and set sensible goals. Remend positive encourage: Performance management encourages employees to keep breaking established goals and their own abilities, inspires them to achieve excellent performance, and gives full affirmation and rewards to those excellent performers。 Rewards and punishments: This includes performance review, assessment, munication as well as the implementation of rewards and punishment.上圖文字：全過程管理：Wholeprocess management指標設定：Indicators setting 業(yè)績目標：Performance goals能力目標：Ability goals 個人發(fā)展計劃：Individual development plan目標設定溝通：Communication for goals setting 評估獎懲：Rewards and punishment after assessment 績效總結：Performance review 績效評估：Performance assessment績效溝通：Performance munication 績效結果應用：Application of performance results跟蹤輔導：Followup coaching 期中回顧：Midterm review 輔導跟進：Coaching and follow onArticle 7 Duties Division Examiner – responsible for setting, managing and evaluating employee performance goals, in particular: Set performance and ability goals and individual development plan together with employees: Based on the pany’s strategic goals and work focuses, break down and work out the performance goals of each business unit and subordinate employees。 Conduct performance assessment and feedback: Depending on performance cycle, perform an interview with employees and conduct assessment, and give the real and objective feedback to employees. Affirm the excellent performance behaviors of employees, coach them in the aspects needing improvement and propose clear and specific requirements, work out an improvement plan together with individual employees. Rewards and punishments: According to the performance assessment results, a supervisor puts forward the opinions on the rewards and punishments with individual employees and municates the information to them. Identify the key direction for the next stage: supervisors and employees together discuss the direction, focuses and goals for the next stage。 when necessary, organize discussion and munication to coordinate the synergies between indicators in all aspects, and form performance contract of head of each business unit。 Setting of Key Development Indicators: They are set by the pany based on the development focuses of the pany at each stage and the actual situation of each business unit。 Target value: goals to be attained according to the indicators at current stage. Performance examination goals should be explicit, specific and measurable, ., specify the work quantity and quality and specific requirements。 Article 10 Principles for Setting Key Performance Indicators SMART principle: Setting performance indicators shall follow the principle of SMART: l Specific: Performance goals shall specify the work contents and assessment ways。 l Time bound: Performance goals shall have specific time limit, ., there must be specific results in a specified period, normally the examination cycle. Alternatively, considering the characteristics of positions set the more detailed time frame within the examination cycle. Timely renewal: Performance goals shall be changeable. They shall be adjusted in a timely way when any change of work focuses in the pany or departments in a performance cycle takes place。 Potential assessment: Potential reflects the possibilities of an employee developing towards higher level or other directions. It is set in Top 10 Factors for Evaluating Leadership Potential in Li Ning.For specification to fill in, please refer to other relevant regulation. Article 12 Setting of Individual Development PlanIndividual Development Plan is filled in by taking into account work requirements, employee’s current ability and willingness for individual development. It is drafted by the examinee. When interviewing an examinee, the examiner coaches the examinee, providing ability assessment opinions and development suggestions. For specification to fill in, please refer to other relevant regulation. Chapter 4 Allround Performance Management Process Coaching and CommunicationArticle 13 Purpose of Performance Process Coaching and CommunicationProcess coaching and munication refers to look for solutions through tracking the pletion of performance goals, following up progress and finding difficulties and problems. It supports and coaches the examinee and integrates resources in order to ensure the correct work direction and finishing work within the time limit.。 Draft the performance indicators of next cycle: Based on work focuses and the feedback from the supervisor ordinarily, the examinee drafts the performance indicators for next cycle。 Performance bonus calculation: Human Resources Center determines the performance bonus given to the examinee for the first half year based on the examinee performance assessment results.Article 18 Ability Potential Assessment Ability assessment cycle: Half a year is an assessment cycle. The specific time for ability assessment is decided by managers depending on the needs of the current work and announced when issuing the document on performance assessment. assessment methods: When interviewing with employees, the examiner evaluates examinee’s leadership petency and professional skills, identify strong and weak points, propose suggestions for improvement, coach to work out improvement plan and help employees raise ability quality.Article 19 Individual Development Plan Review Cycle of IDP: Work out and evalu