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1、年工作计划,ppv篇一：个人发展计划 王乃旭 XX-11绩效管理与发展(适用于主任级以上员工For Supervisor and above) 员工 Employee 经理 Manager 职位 Position部门 Department 目标1/Goal 1部门或者职能的目标Department or Functional Goal:Ensure reliable and cost-efficient supply to support business growth; deliver RMB 13M positive PPV vs. AOP in FY12确保可靠而且成本有效的物料供应，支
2、持业务增长，完成F12财年的13M人民币的PPV交付员工的目标:Employee Goal:Ensure reliable and cost-efficient supply to support businessgrowth; deliver RMB 2M positive PPV vs. AOP in FY12确保可靠而且成本有效的物料供应，支持业务增长，完成F12财年的2M人民币的PPV交付 评核标准(成功实现目标的标准是什么) Measures (What does success look like) 1 Do not allow short of supply of ingredi
3、ents, packaging and indirect materials, energy, co-pack, media, and service in FY12不允许添加剂、包材、间接材料、媒介、服务类供应短缺Metal parts on time delivery rate no lessthan 90%五金配件到货及时率90%2 % delivered goods meet factoryQuality Standard到货合格率%3 In time Issues solving rate95% (in 7days)问题处理及时率权重(可选) Weighting(Optional)目
4、标2 / Goal2员工的目标:Employee Goal:Ensure all behaviors, actions and materials are incompliance with Heinz policies, quality & safety standards 3. 2. 评核标准(成功实现目标的标准是什么) Measures (What does success look like) No integrity issues among employees. 员工没有廉正问题 Documents are based on Heinz guidance，policies and
5、procedure 文件操作符合亨氏方针、制度及程序 To achieve certain training(internal and external) for supporting improvement anddaily staff operation争取适当的员工培训以支持日程工作改进4. To get brother factories DATA informationfor performance benchmarking得到兄弟数据及信息作为绩效标杆5. Provide enough information, data forinternal and external audit
6、 and implementnecessary improvements identified bythem.积极准备、提供文件支持内外审，针对审核整改项及时整改6. To visit major suppliers for exchangeunderstandings on market trend, finance,quality, capacity, and delivery, building upwin-win relationship.拜访关键厂商，交换关于市场行情、财务、质量、产能、交货等方面的信息，建立健康互惠的厂商关系7. Implement possible job rot
7、ation andsufficient back-up plan for teamstrengthen执行可能的工作互换和充分互相支援以加强团队 权重(可选) Weighting(Optional) 确保举止、行为、材料与亨氏政策、质量及安全标准一致 1.评分（勾选其中一个） 未达标准 基本达成 完全达成 超越目标 卓越杰出 Rating(check one) Unsatisfactory Basic Successful Highly SuccessfulExceptional年中回顾 Mid-year Review: 年末评估 Year-end Review: 目标3 /Goal 3 De
8、partment or Functional Goal: Develop a set of Nanjing Procurement strategies which has a clear roadmap of deliverables, change and benefits for the Business. 制定一整套包含可交付、变化及有利于公司业务的南京执行采购的战略员工的目标:Employee Goal:deployment of framework of PT 68 project在上级部署的PT68项目框架下，FY12接入亨氏中国的组织架构 评核标准(成功实现目标的标准是什么)
9、Measures (What does success look like) 权重(可选) Weight(Optional) Integration into Heinz China structure in FY12, within the 1. Build up interface with Heinz strategic sourcing team for better understand and implement Heinz China purchasing team strategy, vision, mission and the goals建立与Heinz战略采购团队的接触界
10、面，以便更好的理解执行Heinz中国采购团队的战略、景愿、使命、和目标。2. 360 support Heinz Strategic sourcingteam on price consistence, safty andquality standard implement and newsuppliers introduce.在价格一致性执行，安全、质量标准执行，新供应导入等方面全面支持Heinz战略采购团队3. Fully support and implement Heinz projecton spec unification全面支持并执行亨氏规格统一战略 04. Provide po
11、ssible information for sourcingstrategy development and purchasing plan.尽可能的为开发战略发展及采购计划提供信息5. Early involvement in new projects ofCAPEX, ingredients, packaging and indirectmaterials, co-pack, media, and service etc.在CAPEX、添加剂、包装、间接物料、外协、媒体、服务等新项目中及早参与评分（勾选其中一个） 未达标准 基本达成 完全达成超越目标卓越杰出 Rating(check o
12、ne) Unsatisfactory Basic Successful Highly SuccessfulExceptional 评语/结论 Comments/Results:年中回顾 Mid-year Review: 年末评估 Year-end review: 目标4/Goal 4 Department or Functional Goal: Significantly strengthen quality of Heinz Foodstar procurement organization 显著加强亨氏福达南京的执行采购团队的质量 员工的目标:Employee Goal:procureme
13、nt organization显著加强亨氏福达南京的执行采购团队的质量2. 评核标准(成功实现目标的标准是什么) Measures (What does success look like) 权重(可选) Weighting(Optional) Significantly strengthen quality of Heinz Foodstar Nanjing 1. Arrange certain staff attend certain trade show or workshops etc. 适当参加展销会、专题研讨会等 Build up team work while benchmark
14、performance of brother factories.以兄弟工厂为基准，组织团队工作3. Project assignment for Key person whileelevate high quality potentials特殊项目安排关键员工, 同时提升有潜力的员工4. Supervisors KPI, performance review andcase study meeting bi-monthly.每个月评估主管以上级的KPI、业绩，进行必要的案例学习5. Make a successful work plan for supervisorlevel person为主管以上级员工制定成功的工作计划6. Individual meeting with every person byevery month每个月与员工单独会晤一次7. To location teams share working repot ,information and data两个工厂的团队分享报告、信息和数据评分（勾选其中一个） 未达标准 基本达成 完全达成 超越目标 卓越杰出 Rating(check one)Unsatisfactory Basic Successful Highly Successful E
