Part I: Performance management regulations \x0d\ (I) Purpose \x0d\ (II) Performance evaluation principles \x0d\ (III) Scope of application, evaluation type and time \x0d\ (IV) Performance management regulations \x0d\ (V) Supplementary regulations \x0d\ Part II: Performance management process. (1) Performance evaluation form of functional departments and offices \x0d\(2) Performance evaluation form of distribution center \x0d\(3) Performance evaluation form of store staff \x0d\2, confirmation evaluation form \x0d\3, project evaluation form \x0d\4, performance salary ratio of store staff \ x0d \ Promote mutual understanding between superiors and subordinates and two-way positive communication on work performance; \x0d\3。 As an effective tool for training employees, helping employees to improve their development, finding outstanding talents and improving the company's work efficiency; \x0d\4。 Stimulate employees' work mood and effectively improve their work performance; \x0d\5。 Explore the potential of employees and help them succeed and develop. \x0d\ (II) Principles of performance evaluation \x0d\ 1, objectivity and fairness: \x0d\ Every evaluation executive should use numerical indicators as far as possible to measure work achievements, progress and growth, and should not rely solely on subjective feelings or impressions to avoid injustice. \x0d\2。 Fairness: \x0d\ Generally speaking, the evaluation of all employees is balanced, and the advantages and disadvantages of employees are discussed. \x0d\3。 Two-way communication: \x0d\ Express the influence of one's work on the company to employees, evaluate their performance and encourage them to express their ideas. \x0d\4。 Responsibility and sense of responsibility: \x0d\ evaluation is related to the development of employees, which can reflect the managers' investment and attention to their personal development. \x0d\5。 Respect for differences: \x0d\ It is possible that the two sides may have different opinions, allowing them to express each other and pay attention to the future, mainly to reach an understanding of the work objectives in the next stage. \x0d\6。 Respect and confidentiality: \x0d\ Respect the privacy rights of employees, and only myself and the superior supervisor can know the evaluation contents. \x0d\ (3) Scope of application, evaluation type and time \x0d\ 1. Scope of application: performance evaluation covers all formal employees in North China; \x0d\2, annual/semi-annual/quarterly/monthly performance appraisal: \x0d\ 1) annual appraisal \x0d\ functional departments and distribution center personnel: the performance of employees in the previous year is evaluated, and the results are used as the basis for job, post and salary adjustment, which is applicable to all full-time employees of the company, one year/kloc-0. \x0d\2) Semi-annual assessment \x0d\ Managers above store level: the performance of employees in the first half of the year is assessed, and the assessment results are used as the basis for performance salary distribution, position, post and salary adjustment, which is applicable to managers above store level in comprehensive and over-standard stores twice a year, in June and July respectively; \x0d\3) Quarterly assessment \x0d\ Supermarket employees: The performance of employees in the last quarter is assessed, and the results are used as the basis for performance salary payment, position, post and salary adjustment, which is applicable to all regular employees (including loss prevention personnel) in supermarkets, every quarter 1 time, on 1 month, April and July. \x0d\4) Monthly evaluation \x0d\ Standard supermarket employees: Evaluate employees' performance last month, and the evaluation results will be used as the basis for performance pay distribution, position, post and salary adjustment, which is applicable to all regular employees (including loss prevention personnel) in standard supermarkets, once a month 1 time. \x0d\3。 Year-end performance appraisal \x0d\ 1) The annual performance appraisal conducted by the staff of functional offices and distribution centers in \x0d\ 1 is regarded as the year-end performance appraisal, and its results are also used as the basis for year-end bonus distribution; \x0d\2) The performance appraisal in the second half of the year conducted by managers above the store manager level \x0d\ 1 is regarded as the year-end performance appraisal, and its result is also used as the basis for the year-end bonus distribution; \x0d\3) Take the average score of employee's performance appraisal in the last four quarters as the year-end performance appraisal result, that is, the year-end performance appraisal result = (1 quarter result+quarter result+quarter result+quarter result) /4, and this result will be used as the basis for year-end bonus payment; \x0d\4) Take the average performance appraisal score of employees in the previous year 12 months as the year-end performance appraisal score, that is, the year-end performance appraisal score = (1 month score +2 months score +...+65438+2 months score)/12. \x0d\4。 Confirmatory evaluation: After the probation period of new employees, the immediate superior will evaluate them according to their probation performance to decide whether to formally hire them. For those with excellent probation period, it can be recommended to become a full member in advance; If further examination is needed after the probation period, the employment can be moderately delayed (the longest period shall not exceed 6 months) without violating the labor policy. The assessment grade results of the trainee managers in the store will be used as the basis for the payment of performance pay after confirmation until the next assessment cycle. \x0d\5。 Project evaluation: After the project is completed, the project management committee will evaluate the project manager and project team members, and the evaluation results will serve as the basis for the year-end evaluation. \x0d\ (4) Performance management regulations \x0d\ 1, responsibilities of each department in performance management \x0d\( 1) Responsibilities of human resources department in performance management: \x0d\ 1), cooperate with the company's business objectives decomposition work, and be responsible for decomposing the work objectives of this department into posts. \x0d\2), draw up the performance management system and implementation plan, and design, try out, improve and perfect the assessment standards under different performance assessment modes according to the requirements of various departments; \x0d\3), seriously implement the enterprise's performance management system in this department, so as to play an exemplary role; \x0d\4), organize and publicize the enterprise employee performance management system, explain the significance, purpose, methods and requirements of implementing the system, and train the examiners; \x0d\5), coordinate, supervise and support all departments to implement performance appraisal as planned; \x0d\6) Collect performance appraisal information in time, including existing problems, difficulties, criticisms and suggestions, record and accumulate relevant information, arrange and analyze it, put forward improvement plans and measures, and prepare performance analysis reports on a regular basis; \x0d\7), according to the assessment results, calculate the performance pay and other results; \x0d\8), responsible for filing all performance management data. \x0d\(2) Responsibilities of each department in performance management: \x0d\ 1). Cooperate with the company to decompose business objectives, and be responsible for decomposing departmental work objectives into posts; \x0d\2), responsible for the implementation of the performance appraisal of this department, and be responsible for the final result; \x0d\3), feedback the opinions and suggestions of this department on all aspects of the target performance management system to the Human Resources Department. \x0d\(3)。 Responsibilities of the top management in performance management: \x0d\ 1). Responsible for the organization, implementation and verification of business goal decomposition; \x0d\2), responsible for the implementation of the performance appraisal of direct subordinates, and be responsible for the final results; \x0d\3), examine and approve the performance management system, implementation plan and assessment standards, and guide the implementation of performance appraisal. \x0d\2。 Appraisal Process \x0d\( 1) According to the work plan, the Human Resources Department issues an employee appraisal notice (implementation plan), explaining the appraisal purpose, object, method and schedule; \x0d\(2) The assessed prepares a self-summary and fills in a self-evaluation form; \x0d\(3) The direct superior fills in the performance evaluation form; \x0d\(4) Performance interview, including reviewing job functions, evaluating soft and hard skills, making improvement plans or new work goals; \x0d\(5) Confirmation by superiors at all levels; \x0d\(6) Each department summarizes its own evaluation form, and submits it to the Human Resources Department after it is signed and approved by the first person in charge of the department; \x0d\(7) The Human Resources Department summarizes the evaluation forms of all departments, applies the results and files the evaluation data. \x0d\3。 Application principle and effectiveness of evaluation results \x0d\( 1) Application principle \x0d\ 1). The evaluation results should be made public to me and stored in employee files; \x0d\2) Commend outstanding employees in various forms within a certain scope; \x0d\3) Employees in functional offices and distribution centers are involved in post and salary adjustment after evaluation, which is reflected in the evaluation month; \x0d\4)。 If the store employees are promoted/demoted after the performance appraisal and the level salary is adjusted, the performance salary will be paid at the next appraisal (except those exceeding the store manager level); In the next assessment, the employee has no salary adjustment for post and level, and then the performance appraisal results are applied to pay performance pay. \x0d\(2) Validity \x0d\ 1) as the basis for employees to get performance pay and bonuses; \x0d\2), as the basis of employee salary adjustment; \x0d\3)。 Decide on the promotion and post deployment of employees; \x0d\4)。 Deciding on personnel rewards and punishments and dismissing employees: \x0d\ Employees who have been rated as Grade A three times in one year and have no other disciplinary actions will be trained or promoted to manager; The company has the right to terminate the labor contract with the employees who have been rated as Grade C (store manager level and supervisor level) or Grade C (team leader level and employee level) twice within one year. \x0d\4。 Composition of store performance appraisal salary \x0d\ Employee salary consists of basic salary and performance salary. \x0d\ Employee salary = basic salary+basic salary * performance salary ratio. (See Annex for the performance pay ratio) \x0d\5. Monitoring complaints \x0d\ 1. In the evaluation process, the human resources department has the right to comprehensively supervise the performance evaluation of various departments. \x0d\2。 The appraised person has the right to appeal. If the appraisee disagrees with the appraisal result, he can appeal to the Human Resources Department. \x0d\ (5) Supplementary Provisions \x0d\ 1. These Provisions shall come into force as of the date of promulgation, and other relevant performance management regulations shall be abolished at the same time. \x0d\2。 The right to interpret these regulations belongs to the Human Resources Department of North China. \x0d\ 1。 Objective \x0d\ To clarify the recruitment process of human resources department in North China \x0d\ 2. Recruitment principle \x0d\ 1, principle of fairness, justice and openness \x0d\2. The principle of saving recruitment expenses according to the personnel requirements and post requirements put forward by various departments \x0d\3. 2. Recruitment of functional departments and offices. Existing store recruitment \x0d\ 4. Person in charge of recruitment \x0d\ 1. Instructor and supervisor: Director of Human Resources Department of North China \x0d\2. Executor: manager of human resources department of North China, person in charge of recruitment and deployment, human resources specialist of comprehensive supermarket, Bid. (1) employees of newly opened stores. The process is as follows: \x0d\① The Division formulates staffing according to the store opening plan provided by the Enterprise Development Department of the Company; \x0d\② The Human Resources Department and the corresponding core business departments are staffed; \x0d\③ Staffing approved by the General Manager of North China. \x0d\(2) Functional departments and existing store personnel, the process is as follows: \x0d\① The employing department fills in the vacancy application form according to the department establishment and personnel turnover, and puts forward the recruitment requirements; \x0d\② The Human Resources Department reviews the recruitment requirements. \x0d\2。 Making a recruitment plan \x0d\ mainly includes the following items: \x0d\( 1) Recruitment position and number of people: \x0d\ Determine the recruitment position and number of people with reference to the actual demand within the establishment scope of the store. \x0d\(2) Schedule: \x0d\ Determine the planned recruitment time and personnel arrival time according to the requirements of the store personnel arrival time, in which factors such as interview time and approval time should be considered. \x0d\(3) Recruitment channels: \x0d\A, employees at or below the store manager level can be recruited through employment centers, employee recommendation, self-recommendation of candidates, large-scale job fairs for grass-roots employees, media, labor market, internal competition, etc. \x0d\B, personnel above the store supervisor level, functional departments and offices can make use of large-scale talent recruitment fairs, talent networks, employee recommendation, self-recommendation of candidates, media, internal deployment of the company, campus recruitment and other channels. \x0d\3。 Call the recruitment at least one day in advance, and the notification process is as follows: \x0d\ (1) Publish recruitment information \x0d\ Choose a reasonable recruitment information publishing method according to recruitment channels \x0d\(2) Collect/screen information \x0d\① Company rules and regulations. X0d\(3) Testing \ x0d \ (1) Testing of store employees, cabinet directors and loss prevention personnel. The test process is as follows: \x0d\ a. Notification test: \ x0d \ After the data primary election, it is necessary to sort out and count the detailed list of the scheduled testers and notify the candidates. The contents of the notice include: all kinds of materials to be brought (one-inch color photo, original and photocopy of ID card, original and photocopy of graduation certificate, special skill certificate (electrician certificate, chef grade certificate, etc.). ), test time, place, way of arrival, route, etc. ; \ x0d \ b. Verification: verifying the accuracy and authenticity of data; \ x0d \ c. Fill in the form: fill in the job application form; \x0d\ d. Interview: \x0d\ Store employees are interviewed by HR specialists of relevant business units, store managers \ loss prevention personnel: HR specialists of relevant business units, relevant personnel of loss prevention departments \x0d\ Interviewers of special types are HR specialists of relevant business units, professional technicians of relevant business units \x0d\ Store leaders: Human resources department. X0d\ e. Written test: \x0d\ Written test is mainly applicable to store managers and professionals (such as financial personnel), and the examination contents include comprehensive quality test and professional knowledge test. \x0d\② For personnel above the store manager level and functional departments, the process is as follows: \ x0d \ a. Notification test: the specific requirements are the same as above; \ x0d \ b. Verification: the specific requirements are the same as above; \ x0d \ C. Form filling: the specific requirements are the same as above; \x0d\ d. Interview: \x0d\l Store Management Interviewer: \ x0d \ Supervisor: Manager of Human Resources Department, Store Manager of Division and Community Manager; \x0d\ Manager level or above: Director of Human Resources, Regional Manager (Regional Manager) of Format Division, General Manager of Format Division \x0d\l Interviewer of functional offices: \x0d\ Employee level: Recruitment Director of Human Resources Department, Head of Employing Department \x0d\ Supervisor level: Manager of Human Resources Department, Head of Employing Department \x0d. X0d \ e. Written test: \x0d\ The content of the test is Comprehensive Quality Test, and financial candidates also need to take the financial test of Wanjia Department Store \x0d\③ Special type of work test. The process is \x0d\ notification test: the specific requirements are the same as above; \x0d\ Verification: The specific requirements are the same as above; \x0d\ Job Skills Test: \x0d\ In order to test their professional skills, the Human Resources Department issues a test notice, informing the candidates to take the job skills test, and the supervisor (or manager) and the test host will sign their opinions if they pass the test; \ x0d \ a. Form filling: the specific requirements are the same as above; \ x0d \ b. Written test: the specific requirements are the same as above; \ x0d \ C. Re-examination: This session is only for some positions (such as fresh-keeping personnel and bakers). ) and by the relevant management personnel (such as fresh-keeping supervisor); \x0d\4。 Background investigation \x0d\( 1) Employees and grass-roots managers (especially cashiers and loss prevention posts) should check their basic situation with their neighborhood committees/police stations to prevent poor performance; \x0d\(2) Personnel at or above the store manager level and functional departments and offices are required to issue resignation certificates; \x0d\(3) The contents of the background investigation include: the contents of the letter of guarantee (foreign household registration), work experience, etc. \x0d\(4) When investigating candidates, the information must be kept confidential; \x0d\(5) This step can be carried out in the previous program according to the actual situation. \x0d\5。 Approval of employment registration \x0d\( 1): The approval process should be completed within five working days. \x0d\① Store employees, loss prevention personnel and special types of work, the process is as follows: \ x0d \ a. The Human Resources Department counts the detailed list of employees recruited \ x0d \ b, and informs the Training Department for training \ x0d \ c. After passing the training examination, it informs me to go through the entry formalities \x0d\② Store leaders, and the process is as follows: \ x0d. \ x0d \ b. Report to the Municipal Human Resources Manager for approval. \x0d\③ The process of store managers above supervisor level is as follows: \ x0d \ a. The Human Resources Department submits the candidate materials and interview assessment forms to the general manager of the corresponding division for approval; \ x0d \ b. Report to the Human Resources Director of North China for approval. \x0d\④ For the staff in functional departments, the process is as follows: \x0d\l Below the manager level: \ x0d \ a. The Human Resources Department submits the candidate information and interview assessment form to the person in charge of the employing department for approval; \ x0d \ b. Report to the Municipal Human Resources Manager for approval. \x0d\l Manager level or above: \ x0d \ a. The Human Resources Department submits the candidate information and interview assessment form to the person in charge of the employing department for approval; \ x0d \ b. Report to the Human Resources Director of North China for approval. \x0d\(2) Employment notice: completed within 3 working days after the approval process is completed, and the process is as follows: \x0d\① Registration notice: the registration notice is completed on the day when the approval process is completed (the registration time is subject to the time required by the employing department), and the employing unit is informed to bring six one-inch blue color photos and health certificates when reporting; \x0d\② Data flow and filing: the file manager of the human resources department enters the new employee data in Langxin system and files it; \x0d\③ Establish an electronic document in the employee list; \x0d\④ The company publishes the introduction of new employees on the intranet; \ x0d \ x0d \ VI。 Precautions \x0d\ 1. Interview examiners and written examiners should be objective and fair, and treat candidates with courtesy and respect; \x0d\2。 The recruiter shall clearly and accurately inform the applicant of relevant matters; \x0d\3。 If the applicant refuses the interview, the recruiter should thank him and politely ask the reason, and make records at the same time, and input the information of the applicant who refused the interview into the talent database of the store; \x0d\4。 Answering candidates' questions should not violate company principles; \x0d\ VII。 Other matters \x0d\ 1. This regulation is only implemented by the Human Resources Department of CR Vanguard Co., Ltd. North China. These Provisions shall be implemented as of June 20, 2005. \x0d\3。 The right to interpret this regulation belongs to the purpose and scope of application of Human Resources Department of North China of CR Vanguard Co., Ltd. (I) \x0d\ 1. Objective: This regulation is formulated in order to establish corporate image, enforce office discipline and standardize employees' gfd. \x0d\2。 Scope of application: This system is applicable to all employees in North China of CR Vanguard. \x0d\ (II) Management regulations \x0d\ 1, dress \x0d\( 1) Employees should wear neat, decent and generous clothes at work, and strive for stable colors. Keep the buttons of clothes intact, without buttons and holes. \x0d\(2) Dress should be standardized, and sleeves and trouser legs should not be rolled up (except for construction, maintenance and handling). \x0d\(3) Male employees should wear: shirts, trousers, ties and dark leather shoes, with the hem of shirts tucked into trousers. Female employees should wear: professional clothes, encourage light makeup, and don't wear exaggerated jewelry. The company stipulates that people who need uniforms should dress according to the regulations. \x0d\(4) Employees in stores and functional departments must wear work clothes. No other clothes shall be worn outside the tooling, and the hem of clothes inside the tooling shall not be exposed (1April sweater excepted, 165438). Don't wear work clothes outside shops and offices unless it is necessary for work. \x0d\(5) It is forbidden to wear jeans, casual clothes, shorts, sports shoes and other informal clothes during working hours, and it is forbidden to wear shorts (above the knee 10cm), ultra-thin, bare chest, navel, waist, back, skirts with suspenders, vests and other clothes. \x0d\(6) Employees in fast food restaurants, bakeries and fresh and cooked food areas of shops must wear hats and have their hair tied in during working hours. Other personnel are not allowed to wear hats during working hours, unless the work requires it. \x0d\(7) Employees should wear leather shoes during working hours and keep them clean and tidy. It is forbidden to wear slippers and rain boots to work at home. Personnel in special positions, such as seafood stall employees in the store and loss prevention personnel on off-site duty in rainy days, can wear rain boots because of work needs. \x0d\(8) Employees of functional departments and offices in the headquarters may wear light-colored clothes or casual clothes suitable for the workplace on the last working day before holidays or on the day of business trip. \x0d\(9) When the company has major activities such as public relations and celebrations, it should dress appropriately according to the company's requirements and different occasions. \x0d\2。 Hairstyle \x0d\( 1) Employees should keep their hair neatly combed, clean and free of peculiar smell during working hours. \x0d\(2) Male employees are not allowed to have long hair or shave their heads. \x0d\(3) Female employees' specific hairstyles are not limited, which are suitable for their personal image and temperament, but they are not allowed to be scattered on their heads and do not wear exaggerated headdresses. \x0d\(4) Employees are allowed to dye dark colors such as black and brown, but not exaggerated colors such as big red, blue and white. \x0d\3. Badge \x0d\( 1) Employees are required to wear their badges when entering the office area. The badges of functional departments and office employees at the headquarters should be hung vertically on their chests, with the front facing outwards, and there should be no shelter. Store employees' badges should be properly worn on the left chest, and they are not allowed to be worn outside stores and offices unless it is necessary for work. \x0d\(2) If the badge is lost or damaged, it should be reissued or repaired at the Human Resources Department immediately. \x0d\(3) Do not scribble on the badge and keep it clean \x0d\(4) Do not lend it to others for any purpose. \x0d\ (III) Supplementary Provisions \x0d\( 1) Employees shall dress in strict accordance with the regulations, and the Human Resources Department will conduct spot checks. Offenders will be punished according to relevant regulations. \x0d\(2) This Regulation shall be implemented as of the date of promulgation, and the right to modify and interpret it belongs to the Human Resources Department of North China.