【正文】 minee to each indicator. Article 11 Setting of Ability Assessment Based on the pany’s leadership, professional level and potential, and taking into account the current focuses and the abilities of the examinee, select the corresponding items of abilities needed for individual positions of employees. In particular: Leadership setting: Leadership petency is the important basis for the pany to develop leadership and it is set according to Band which an examinee belongs to。 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。l Attainable: Performance goals shall be controllable within the work scope of the examinee, and attainable through making necessary efforts。 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。 Examiner: It is divided into first examiner (usually immediate supervisors) and second examiner depending on work requirements and subordination。 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。 or process indicators (reflecting the actions taken to achieve the result indicators, or the examination items during the process) on which an examinee may have impact。 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。 coordinate the synergies between departments, and form performance contract of department managers。 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。 Performance realization: An employee makes efforts to realize the goals effectively, display mitments and responsibilities in accordance with pany petency behavior criteria. During this process, municate with the examiner, seek feedback and assistance with the problems, confirm the results for the current stage and the direction for the next stage, and ensure the achievements of the final performance goals. Self assessment and summarization of performance: through the interview with the examiner or other ways, summarize the implementation of individual performance, make self assessment of the current performance, review the IDP and propose the points for improvement in the next stage。 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。 Coach employees to acplish goals and feedback: Assist and coach employees to implement the performance goals。 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(biāo)設(shè)定：Indicators setting 業(yè)績目標(biāo)：Performance goals能力目標(biāo)：Ability goals 個(gè)人發(fā)展計(jì)劃：Individual development plan目標(biāo)設(shè)定溝通：Communication for goals setting 評估獎(jiǎng)懲：Rewards and punishment after assessment 績效總結(jié)：Performance review 績效評估：Performance assessment績效溝通：Performance munication 績效結(jié)果應(yīng)用：Application of performance results跟蹤輔導(dǎo)：Followup coaching 期中回顧：Midterm review 輔導(dǎo)跟進(jìn)：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。Chapter 2 Allround Performance Management System and Duties DivisionArticle 4 Allround Performance Management SystemAllround performance management consists of two parts: allindicators management and wholeprocess management, including performance, abilities and individual development, being a cyclic management from goals setting, process guiding to assessment and feedback.Article 5 Allround performance —— All indicators management Allindicator performance management prises performance management system, which takes KPI as the core, and ability development, which takes leadership/professional skill as the core. It involves performance results and the ability needed to achieve the expected performance results.上圖中文字：全指標(biāo)管理：Allindicator management 愿景：Vision 業(yè)績導(dǎo)向：Performance Orientation 能力導(dǎo)向：Ability orientation戰(zhàn)略目標(biāo)：Strategy goals 價(jià)值觀：Value部門目標(biāo)：Department goals 資質(zhì)模型：Competency model個(gè)人關(guān)鍵業(yè)績指標(biāo)：Individual key performance indicator能力潛力評估：Ability potential assessment 個(gè)人發(fā)展計(jì)劃：Individual Development Plan（IDP） management which takes KPI as th