Performance Appraisal - VN Dec 2008 Thanh Tuan

7/28/2019 Performance Appraisal - VN Dec 2008 Thanh Tuan

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Nestle Vietnam Ltd.

Nestle Indochina Region/Nestle Khu Vc ong

Dng

Employee Performance Appraisal and

Development Form/

Bieu Mau anh Gia Thanh Tch va Phat

Trien Nhan Vien

(For Staff at Band F, G & H /Danh cho Nhan vien thuoc cp F, G & H)

Name/Ho ten:

Nguyn Thanh Tun Date of Hired/Ngay tuyen dung:

Current Position/Chc vu hien tai:

Tr L Kho Years In Position/Tham nien chc vu :

Department/Bo phan:

Kho Superiors Name/Ho ten cua vien chccap tren:

L Minh Tn

Performance ReviewCycle/Chu ky anh giathanh tch:

From 06 12 / 2009 Superiors Position/Chc vu cua vien chccap tren:

P.T.Kho

Performance management and development processconsists of/Qui trnh quan lythanh tch va phat trien gom:

Planning/Lap ke hoach: At the beginning of the performance cycle year, the employee

sets the performance objectives, creates goals that are congruent with those of thesupervisor. The objectives must support departmental and organizational objectives. Theobjectives set must be discussed with and agreed by the supervisor/ Vao luc bat aunam chu ky thanh tch, nhan vien e ra nhng muc tieu thanh tch, an nhnhng muc ch phu hp vi cac muc ch cua ngi giam sat. Nhng muctieu phai ho tr cua bo phan va cua cong ty. Nhng muc tieu nay phaic thao luan va c cap tren ong y.

Managing/Quan ly: The supervisor reviews, coaches, and develops the employeesperformance on an on-going basis/Cap tren lien tuc ra soat, hng dan va phattrien thanh tch cua nhan vien.

Appraisal/anh gia: The supervisor formally assesses the employees performance

against stated objectives, discusses and reviews areas for development, including careerinterests/ Cap tren chnh thc tham nh thanh tch cua nhan vien so vi cacmuc tieu a c an nh, thao luan va ra soat lai nhng lnh vc co thephat trien, gom ca nhng quan tam ve nghe nghiep.

Development/Phat trien: The supervisor implements the developmental plan toenhance employee performance and personal development/Cap tren trien khai kehoach phat trien nham nang cao thanh tch va thuc ay phat trien ca nhannhan vien.

Performance appraisal discussion is a process where supervisor and employee candiscuss job expectations and how they fit into the overall objectives, extent to which those

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objectives are accomplished, and what are needed to enhance performance and personaldevelopment. It is recommended that both employee and supervisor complete theperformance appraisal before the discussion/anh gia thanh tch la mot qua trnhqua o ngi giam sat va nhan vien co the cung nhau thao luan ve nhngket qua c mong i trong cong viec va ong gop cua chung vao cac muctieu tong quat, mc o hoan thanh muc tieu, va nhng g can lam enang cao thanh tch va phat trien ca nhan. Ca ngi giam sat va nhan viennen hoan tat viec anh gia thanh tch trc khi tien hanh thao luan.

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PART I: PERFORMANCE ASSESSMENT/ ANH GIA THANH TCH

PERFORMANCE OBJECTIVES/MUC TIEU VETHANH TCH

RESULTS/KET QUA

List specific objectives or tasks set for the employee for

the performance review cycle or attach performance obj

ectives set for the review period.

Liet ke cac muc tieu hay cong viec cu the c annh cho nhan vien trong chu ky tham nh thanh tchhoac nh kem nhng muc tieu an nh cho thi kyc tham nh.

1. Chu trch nhim lm staging ( phiu xut vt t )t h thng SAP ,in ra cho li xe nng , xut hang .

2. Chu trch nhim yu cu vt t cho sn xut da trn k hochsn xut hang ngy , hang tun v thng .

3. m bo tn kho chnh xc ,v s lng , v tr , hy b nhng TRsau 3 ngy yu cu cu sn xut trn h thng SAP.

4. d liu v ba co hang aging hang tuu5. H tr nhp hang v h thng SAP , khi c yu cu6. Lm bo co MIBB , an ton OSHA cu b phn nh kho hng

thng .7. Nhng cng vic khc khi c yu cu t ngi qun l trc tip.

Indicate to what degree the

performance objectives and the

desired results have been achieved.

Neu ro mc o thc hien cac muctieu ve thanh tch va nhng ketqua c mong muon.

Score of Part I/iem cua phanI:

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PART II: ASSESSMENT OF PERSONAL/LEADERSHIP COMPETENCE/ ANH GIA KHA NANG CA NHAN/ LANH AO

Evaluate the extent to which this individual demonstrates the following competencies in achieving the

performance results.

anh gia mc o ma nhan vien nay the hien cac ky nang sau ay trong khi thc hien nhng

ket qua thanh tch a at c

Rating/Phan loai: 1 Outstanding/Xuat sac 2 Exceeds requirements/Vt yeu cau 3 Effective/Competent/ Hieu qua/u nang lc 4 Development needed/Can co gang 5

Unsatisfactory/ Khong at yeu cau.This assessment will help you fill in Part III on Development and Training Needs/Viec anh gia nay se giuphoan thanh Phan III ve Nhu cau ao tao va Phat trien.2.1

Results oriented/Chu tam vao ket qua 1 2 3 4 5

Takes personal responsibility for setting challenging, measurable, time boundperformance goals which are aligned with the departments or work units goals.Cotrach nhiem ca nhan trong viec an nh nhng muc tieu thanh tch cotnh cach thach thc, co the nh lng, gii han ve thi gian va nhatquan vi nhng muc tieu cua phong hay nhom cong tac.

Does everything possible to meet goals and deadlines. Lam tat ca nhng g co the hau ap ng cac muc tieu va thi han. Demonstrate a can do attitude, keeps his / her work moving forward even when

faced with obstacles, views problems as challenges that can be solved.The hien thai o quyet lam c, van thuc ay cong viec tien len phatrc ngay khi ang gap phai kho khan, nhan thc cac kho khan nh la

nhng thach thc co the giai quyet c.2.2

Communication/Truyen at thong tin 1 2 3 4 5

Articulates instructions, information and ideas, clearly message not confusing orambiguous.Noi ro rang cac ch th, thong tin va y tng, cac thong iep khong mho hoac khong ro ngha.

Listens carefully and attentively to others.Lang nghe ngi khac mot cach can than va cham chu.

Makes effective formal and informal presentations.Trnh bay hieu qua trong trng hp chnh thc va khong chnh thc.

Communicates equally well to management, clients, peers and customers.Giao tiep mot cach tot ep vi ca ban giam oc, khach hang, ong s vangi mua hang.

Explains complex issues in ways that others find easy to understand.Giai thch nhng van e phc tap mot cach de hieu.

Keeps management informed of his/her progress and shares information with others

to help everyone do his or her job better.Luon thong bao e ban giam oc nam tien o cong viec cua mnh va chiase thong tin vi ngi khac e giup moi ngi lam viec tot hn.

2.3

Taking initiative/Chu ong 1 2 3 4 5

Takes actions before being asked or being forced to by circumstances of thebusiness.Tien hanh x ly cong viec ma khong i c yeu cau hay b buoc hanhong do tnh huong cong viec.

Seeks needed information on their own to solve problems and persists in getting thejob done.T tm lay thong tin can thiet e giai quyet kho kan va kien tr hoan tatcong viec.

Goes beyond normal job responsibilities and seek opportunities to improve their ownperformance.Vt len tren trach nhiem cong viec bnh thng va tm kiem c hoi ecai thien thanh tch cua chnh mnh.

Does not have a not my job attitude. Khong co thai o khong phai vieccua toi.

Shows proactiveness rather than reaction to an event.The hien thai o chu ong i bc trc e x ly mot s kien thay vch phan ng vi s kien.

Does not need specific direction to get the job done.Khong can en nhng ch th chi ly mi co the thc hien cong viec.

2.4

Teamwork/Lam viec tap the 1 2 3 4 5

Strives to cooperate with all members of his or her work groupNo lc hp tac vi tat ca thanh vien trong nhom lam viec cua mnh.

Has a reputation for being a team player. c cong nhan la co tinh thanong ong oi.

Supports, as well as works hard to implement a team decision even if it is differentfrom his/her own opinion.

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Ung ho, cung nh lam viec tch cc e thc hien mot quyet nh cuanhom cho du quyet nh o khac vi y kien ban than.

Participates willingly in group discussions, shares opinions, experiences andknowledge with others, does not attempt to dominate the group.San sang tham gia thao luan theo nhom, chia se y kien, kinh nghiem vakien thc vi ngi khac, khong co gang chi phoi nhom.

Listens to others and values the contribution of others to group accomplishments.Lang nghe ngi khac va anh gia cao s ong gop cua ngi khac vaothanh tu cua nhom.

Works with others to resolve differences of opinion by seeking mutually acceptablesolutions.Cung ngi khac lam viec nham giai quyet nhng khac biet y kien qua

nhng giai phap c cac ben cung chap nhan.2.5

Innovation/oi mi 1 2 3 4 5

Improves on existing ways of doing things. Cai tien nhng cach lam hien tai

Looks for more than one solution to a given problem.Tm kiem khong ch mot giai phap cho mot van e nhat nh

Seeks new way, new method which will be more efficient & more cost effective wayof doing things. Tm kiem nhng phng phap nhng cach lam mi hieu quava tiet kiem chi ph hn.

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2.6 Flexibility/Linh ong 1 2 3 4 5 Responds promptly, thoughtfully, and calmly to changes or new situations.

Phan ng mau chong, chn chan va bnh tnh trc nhng thay oi hay tnhhuong mi.

When faced with a new situation, or new way of doing things, responds byexplaining why it might work instead of why it wont work.Khi oi mat vi mot tnh huong mi, hoac cach lam mi, x ly bangcach giai thch tai sao cach nay co the thanh cong thay v a ra ly do taisao cach nay co the that bai.

Adapts and shift priorities in doing work in response to customer/organizationalneeds.Thch ng va thay oi u tien cong viec e ap ng nhu cau cua khachhang / cong ty

Adjusts to changing conditions or situations. ieu chnh theo ieu kien hay tnhhuong thay oi.

2.7 Customer/Client focus/ Chu tam ti Khach hang/Ngi

mua hang

1 2 3 4 5

Understands what customers/clients want before taking action.Hieu ro y muon cua khach hang/ngi mua hang trc khi tien hanhx ly.

Addresses customer / client problems in a timely manner.Giai quyet kp thi van e cua khach hang / ngi mua hang.

Clearly understand our products and services and how they fulfill our customersneeds.Hieu biet tng tan cac san pham va dch vu cua chung ta va cach

thc chung ap ng nhu cau cua khach hang cua chung ta. Demonstrate through words and actions that customer satisfaction is a top priority.

The hien bang li noi va hanh ong rang s hai long cua khach hangla u tien hang au.

2.8 Supervisory Skills (for employee who has subordinates)Ky nang giam sat(danh cho nhan vien co cap di)

1 2 3 4 5

Able to supervise, direct, guide and coach subordinates to perform their tasks anddeliver results.Co kha nang giam sat, ch ao,hng dan, va huan luyen cap di thchien nhiem vu va at ket qua.

Able to effectively plan and organize. Co kha nang lap ke hoach va to chcco hieu qua.

Able to correctly assign tasks to subordinates, put the right man in the right job.Co kha nang giao viec chnh xac cho cap di, ung ngi ung viec.

Able to analyze the problems and make sound/appropriate recommendations.Co kha nang phan tch va e va a ra nhng gi y giai quyet phu hp.

Average Score of Part II/iem trung bnh cua phan II:

PART III: EMPLOYEE PARTICIPATION INVOLVEMENT IN CI PROGRAM/ ANH GIA VIEC THAM GIA VAO CHNG TRNH CAI TIEN LIEN

TUCEmployee participation and involvement are strongly encouraged by the company. As such, please list theemployees involvement / contributions in the following areas:anh gia mc o tch cc tham gia vao chng trnh cai tien lien tuc cung nh cac hoat ongkhac c ke en trong cac lnh vc sau ay:

1. For CKT programs (CCG,5S and Suggestion)/ Chng trnh CKT (CCG, 5S va Sang kien):*CCG: (4 points for every implemented project 10 points maximum)

(4 iem cho moi nhom d an hoan thanh- toi a 10 iem): 1 Project / d an : 4 Points/ iem

2 Project / d an : 8 Points/ iem 3 Project and more / d an : 10 Points/ iem

Or The group in the first 3 awardees : 10 Points/ iem (hoac nam trong 3 nhom at giai cao nha may)

*5S:Evaluation in department base on factory target (5 points maximum):(anh gia chung ve bo phan da tren muc tieu cua nha may -toi a 5 iem)

5% less than target/ 5% thap hn so vi muc tieu nha may : 1 point/ iem



Meet the target/ Hoan thanh muc tieu cua nha may e ra : 4 point/ iem

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Above the target/ Vt ch tieu nha may e ra : 5 points/ iemEvaluation in personal (5 points maximum):(anh gia ve the hien cua ca nhan -toi a 5 iem)

Low contribution/ The hien cha tot : 0 point/ iem

Follow 5S Standard/ Tuan theo cac yeu cau cua 5S : 3 points/ iem

High contribution/ The hien rat tot : 5 points/ iem

*Suggestion (10 points - maximum)

No. of Suggestions compared with Factory objectives 1-49% achievement/ at t 1-49% so vi muc tieu Nha may : 2 Points/ iem

50-99% achievement/ at t 1-49% so vi muc tieu Nha may : 4 Points/ iem

Meet Factory objective/ at 100% so vi ch tieu Nha may : 6 Points/ iem

101-149% achievement/ at t 101-149% so vi muc tieu Nha may : 8 Points/ iem

150 % achievement/ at t 150% tr len so vi muc tieu Nha may : 10 Points/iem

Or Receive Best suggestion award/ Nhan c giai Sang kien cua thang : 10 Points/ iem

2. Extra contribution other than job related (Sport activities, Welfare committee, etc.) (10 points maximum)Tch cc tham gia cac hoat ong khac cua nha may ( v du: tham gia hoi thao,Uy ban giai tr)( toi a 10 iem)

Employee Participation Involvement in CI Program RatingMc anh gia tng ng vi so iem at trong chng trnh cai tien lien tuc

Score/ iem 0 - 8 9 - 16 17 - 24 25 - 32 33 - 40

Equivalent Rating/ Tng

ng

5 4 3 2 1

OVERALL ASSESSMENT OF PERFORMANCE/ ANH GIA THANH TCHTONG QUAT

To assign the overall performance rating please consider both the achievement of the performance objectives aswell as the personal/ leadership competencies of the individual. The performance objectives should carry 50%weight and the personal/ leadership competencies carry 50% weight./Khi thc hien phan loai tong quat, xinvui long xet en ca cac muc tieu thanh tch at c lan kha nang ca nhan / kha nang lanhao. Muc tieu ve thanh tch chiem ty trong 50% va kha nang ca nhan / kha nang lanh ao chiemty trong 50%.

Please use the below formula to arrive at the overall performance rating/ Xin s dung cong thc di aye thc hien phan loai ve thanh tch tong quat. Overall performance rating/Phan loai thanh tch tongquat= (rating of performance assessment X 0.5) + (rating of personal/ leadership assessment X 0.5)/ (phanloai ve danh gia thanh tch X 0.5) / (phan loai anh gia ve kha nang ca nhan / lanh ao X 0.5)

Performance rating and definition/ Phan loai ve thanh tch va nh nghaWell Above

Expectations/ Xuatsac( 1 )

The employee has significantly exceeded both the primary objectives of the job andall of the secondary goalsNhan vien hoan thanh vt mc ang ke ca cac muc tieu chnh cuacong viec va tat ca cac muc tieu phu.

The quality aspects of achievement are of an exceptionally high standard.Chat lng cua nhng cong viec a lam rat cao.

The employees overall performance is particularly noteworthy and far beyond therequirements of the position.Thanh tch tong quat cua nhan vien c ac biet ang chu y vavt xa nhng yeu cau cua chc vu

Relatively few employees will qualify for this rating/ Tng oi t nhan vien seu tieu chuan e c xep vao hang loai nay.

(Score/ iem 1 1.8)

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Above Expectations/Vt Mong i

( 2)

The employee has exceeded his/her primary objectives and achieved the majority ofremaining goals.Nhan vien a thc hien vt mc mot cach ang ke cac muc tieuchnh cua mnh va a so cac muc tieu con lai.

The employee consistently displays a high quality of work.Nhan vien luon the hien chat lng cong viec cao.

The employee regularly fulfills the total requirements of the position and makesvaluable contributions to the organization.Nhan vien thng xuyen hoan thanh toan bo cac yeu cau cua chcvu va co nhng ong gop co gia tr cho cong ty.

(Score/iem 1.9 2.6)

MeetsExpectations/ at

yeu cau

( 3 )

The employee has accomplished or approached the primary objectives and haslargely achieved the remaining goals.Nhan vien a hoan thanh hoac gan hoan thanh cac muc tieu chnhva a hoan thanh ay u nhng muc tieu con lai.

The employee requires little supervision and normal problems are adequatelyconsidered and assignments are completed and well prepared.Nhan vien ch can s giam sat toi thieu va nhng van e thongthng c giai quyet mot cach thch hp va cong viec phan congc hoan thanh va chuan b chu ao(Score/iem 2.7

3.4)

BelowExpectations/

Cha at yeucau

(4 )

The employee has failed to meet their primary objectives but has accomplished mostother performance targets.Nhan vien a khong hoan thanh cac muc tieuchu yeu cua mnh nhng a at phan lon cac ch tieu thanh tch kha.

While the employees overall performance, in general, meets the requirements of theposition, there are noted deficiencies which require improvement.

Trong khi, noi chung, thanh tch tong quat cua nhan vien ap ng yeucau cua chc vu, co mot so mat yeu kem a c ghi nhan va canc cai thien.

An employee who is rated (4) may continue in his / her position provided there is aclear indication of their performance improving, the manager must outline a specificperformance improvement program and discuss with the employee during theappraisal time.Mot nhan vien c xep loai (4) co the tiep tuc lu lai tai chc vu cuamnh vi ieu kien co dau hieu ro net rang thanh tch cua nhanvien o ang c cai thien, ngi trng bo phan phai phac thaomot chng trnh cai thien thanh tch cu the va a ra thao luan vingi nhan vien trong thi gian anh gia

Employee performance must be reviewed every quarter/Thanh tch cua nhanvien phai c tham nh moi quy.

(Score/(iem 3.54.2)

Well Below

Expectations/Rat kem

( 5 )

The employee does not meet the requirements of the position.Nhan vien khong ap ng yeu cau cua chc vu.

Employees in this category have seriously failed to meet their objectives.Nhng nhan vien c xep vao hang loai nay a khong hoan thanhcac muc tieu cua ho mot cach nghiem trong.

At the time of the rating, he/she should be on probation and should be scheduled forreview in another 30 days. Vao thi iem phan loai, nhan vien c atdi che o th thach va phai c len ke hoach tham nh lai sau 30ngay.

Employees rated (5) must be interviewed by the next level of management and thecase reviewed by the Human Resources Department. Nhng nhan vien c

xep loai (5) phai c phong van bi bo phan quan ly cap tren trctiep va trng hp nay phai c Phong Nhan S xem xet.

(Score/iem 4.3 5.0)

ASSESSMENT OF SUSTAINED OF CONTRIBUTION/ANH GIA KET QUA ONG GOP ON NH CUA NHAN VIEN

This assessment is done by Division Head based on input on employee contribution from Line Managers. It

reflected./anh gia nay do Trng Bo phan thc hien da tren nhng thong tin ve ket qua lamviec cua nhan vien do cac cap quan ly cung cap. No phan anh.

A judgment ofyour overall contribution on a rolling basis over a period of time.Nhan xet ve ong gop chung cua nhan vien trai qua mot thi gian nhat nh.

A judgment of your future potential of the employee/ Nhan xet ve tiem nang ong gop cua nhanvien trong tng lai.

Employee sustained contribution should be assessed as/Mc ong gop on nh cua nhan vien se c

anh gia cac mc o:

High: Employee who has consistently over a long period of time demonstrated outstanding performance

BOTHin terms of results and developing people/ displaying personal competence/Cao:Nhan vien co thanh

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tch xuat sac on nh qua suot mot thi gian dai TREN CA hai phng dien ket qua lam viecva phat trien con ngi/the hien nhng pham chat ca nhan.

Solid: Employee who has consistently over a long period of time shown Solid contribution in business results

and shown solid contribution in people development/ personal competence/ On nh:Nhan vien cothanh tch on nh qua suot mot thi gian dai the hien trong ket qua lam viec va ong gopon nh vao viec phat trien con ngi/pham chat ca nhan.

Medium:Employee who hasmet expectations of the job in people development/ personal competence/Onnh:Nhan vien co thanh tch t yu cu ca cng vic trong phat trien con ngi/pham chat canhan.

Low:Employee who has performed below expectations on BOTHdelivering business results and developingpeople/displaying personal competence/Thap: Nhan vien khong at yeu cau TREN CA ketqua lam viec va ong gop vao viec phat trien con ngi/pham chat ca nhan.

Base on your performance in last 4 years your sustained contribution was defined as follows/Da tren ket qualam viec cua anh/ch trong 4 nam va qua mc ong gop on nh cua anh/ ch c xac nh nhsau:

Yearly Performance Review Rating/Mc o hoan thanhcong viec hang nam

Sustained Contribution/ Mc onggop on nh

2004 2005 2006 2007 2008

PART IV : DEVELOPMENT TRAINING NEED AND CAREER INTEREST/YEU CAU VE AO TAO PHAT TRIEN VA QUAN TAM VE

NGHE NGHIEPSummarize the employees strengths and identify key competence development needs for greater effectiveness inthe current job and continuous improvement for the future. Discuss career interests, realistic potential within thenext few years, taking into account important factors such as mobility, language ability, and development optionsTom tat cac the manh cua nhan vien va nhan dien nhng yeu cau phat trien ve kha nangmau chot e at c hieu qua cao hn chc vu hien tai va s cai thien lien tuc trong tng lai.Thao luan nhng moi quan tam ve nghe nghiep, trien vong thc te trong vai nam ti, co cannhac nhng yeu to quan trong nh tnh lu ong, kha nang ve ngon ng, va cac la chon phattrien.

3.1

AREAS TO BE DEVELOPED OR IMPROVED IN THE CURRENTJOB/CAC LNH VC CAN PHAT TRIEN HOAC CAI THIENTRONG CONG VIEC HIEN TAI

ACTION BY/NGI THC HIEN:

Training needs to be addressed here.(Nhng nhu cau ve ao tao can c neu ra tai ay)E

DEVOR IMPROVED IN THE CURRENT JOB/ CAC LNH VCCAN PHA

TTRIEN HOAC CAI THIEN TRONG CONG VIEC HIENTAI

3.2

CAREER INTERESTS AND OPTIONS/CAC MOI QUAN TAM NGHE NGHIEP VA NHNG CHON LA

ACTION BY/NGI THC HIEN:

Please indicate the employees mobility and explain languageproficiency when overseas assignment is discussed.

(Xin neu ro kha nang lu ong cua nhan vien va giaithch mc thong thao ve ngon ng trong trng hpthao luan mot cong viec nc ngoai)

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PART V : EMPLOYEES COMMENTS/ YKIEN CUA NHAN VIEN

Signature of the Superior/ Ch ky cua Vienchc cap tren:

Date/Ngay:

Signature of the Employee/ Ch ky cua Nhan Vien:

Date/Ngay:

PART VI: COMMENTS AND SIGNATURE OF SUPERIORS SUPERVISOR/NHAN XET VA CH KY CUA NGI GIAM SAT VIEN CHC CAP

TREN

Signature/Ch ky: Date/Ngay:

Revised Dec 2008

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Performance Appraisal - VN Dec 2008 Thanh Tuan