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/

Nguyn Thanh Tun Tr L Kho Kho From 06 12 / 2009

Ho ten:

Date of Hired/

Ngay tuyen dung:

Current Position/ Department/

Bo phan:

Chc vu hien tai:

Years In Position/

Tham nien chc vu :

Superiors Name/

Ho ten cua vien chc cap tren:

L Minh Tn P.T.Kho

Performance Review Cycle/

Chu ky anh gia thanh tch:

Superiors Position/

Chc vu cua vien chc cap tren:

Performance management and development process consists of/Qui trnh quan ly thanh 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 the supervisor. The objectives must support departmental and organizational objectives. The objectives set must be discussed with and agreed by the supervisor/ Vao luc bat au nam chu ky thanh tch, nhan vien e ra nhng muc tieu thanh tch, an nh nhng muc ch phu hp vi cac muc ch cua ngi giam sat. Nhng muc tieu phai ho tr cua bo phan va cua cong ty. Nhng muc tieu nay phai c thao luan va c cap tren ong y. Managing/Quan ly: The supervisor reviews, coaches, and develops the employees performance on an on-going basis/Cap tren lien tuc ra soat, hng dan va phat trien 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 career interests/ Cap tren chnh thc tham nh thanh tch cua nhan vien so vi cac muc tieu a c an nh, thao luan va ra soat lai nhng lnh vc co the phat trien, gom ca nhng quan tam ve nghe nghiep. Development/Phat trien: The supervisor implements the developmental plan to enhance employee performance and personal development/ Cap tren trien khai ke hoach phat trien nham nang cao thanh tch va thuc ay phat trien ca nhan nhan vien. Performance appraisal discussion is a process where supervisor and employee can discuss 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 personal development. It is recommended that both employee and supervisor complete the performance appraisal before the discussion/anh gia thanh tch la mot qua trnh qua o ngi giam sat va nhan vien co the cung nhau thao luan ve nhng ket qua c mong i trong cong viec va ong gop cua chung vao cac muc tieu tong quat, mc o hoan thanh muc tieu, va nhng g can lam e nang cao thanh tch va phat trien ca nhan. Ca ngi giam sat va nhan vien nen 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 VE
THANH TCH

RESULTS/ KET QUA Indicate to what degree and the the

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 an nh cho nhan vien trong chu ky tham nh thanh tch hoac nh kem nhng muc tieu an nh cho thi ky c 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 hoch sn xut hang ngy , hang tun v thng . 3. m bo tn kho chnh xc ,v s lng , v tr , hy b nhng TR sau 3 ngy yu cu cu sn xut trn h thng SAP. 4. d liu v ba co hang aging hang tuu 5. H tr nhp hang v h thng SAP , khi c yu cu 6. 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.

performance

desired results have been achieved.

objectives

Neu ro mc o thc hien cac muc tieu ve thanh tch va nhng ket qua c mong muon.

Score of Part I/iem cua phan I:

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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 Effective/Competent/ Hieu qua/u nang lc Unsatisfactory/ Khong at yeu cau. 2 Exceeds requirements/ Vt yeu cau 4 Development needed/Can co gang 3 5

This assessment will help you fill in Part III on Development and Training Needs/ Viec anh gia nay se giup hoan thanh Phan III ve Nhu cau ao tao va Phat trien.

2. 1

Results oriented/Chu tam vao ket qua

Takes personal responsibility for setting challenging, measurable, time bound performance goals which are aligned with the departments or work units goals.
Co trach nhiem ca nhan trong viec an nh nhng muc tieu thanh tch co tnh cach thach thc, co the nh lng, gii han ve thi gian va nhat quan 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 pha trc 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

Articulates instructions, information and ideas, clearly message not confusing or ambiguous.
Noi ro rang cac ch th, thong tin va y tng, cac thong iep khong m ho 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 va ngi 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 chia se thong tin vi ngi khac e giup moi ngi lam viec tot hn.

2. 3

Taking initiative/Chu ong

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

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

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

Does not have a not my job attitude. Khong co thai o khong phai viec
cua 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 v ch 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

Strives to cooperate with all members of his or her work group
No 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 than
ong ong oi.

Supports, as well as works hard to implement a team decision even if it is different from his/her own opinion.
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Ung ho, cung nh lam viec tch cc e thc hien mot quyet nh cua nhom cho du quyet nh o khac vi y kien ban than.

Participates willingly in group discussions, shares opinions, experiences and knowledge with others, does not attempt to dominate the group.
San sang tham gia thao luan theo nhom, chia se y kien, kinh nghiem va kien 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 vao thanh tu cua nhom.

Works with others to resolve differences of opinion by seeking mutually acceptable solutions.
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
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 way of doing things. Tm kiem nhng phng phap nhng cach lam mi hieu qua
va tiet kiem chi ph hn.

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Nestle Vietnam Ltd. 2.6 Flexibility/Linh ong

Responds promptly, thoughtfully, and calmly to changes or new situations.
Phan ng mau chong, chn chan va bnh tnh trc nhng thay oi hay tnh huong mi.

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

Adapts and shift priorities in doing work in response to customer/organizational needs.

Thch ng va thay oi u tien cong viec e ap ng nhu cau cua khach hang / cong ty

2.7

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

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

Understands what customers/clients want before taking action.
Hieu ro y muon cua khach hang/ngi mua hang trc khi tien hanh x 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 customers needs.
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 hang la u tien hang au.

2.8

Supervisory Skills (for employee who has subordinates ) Ky nang giam sat (danh cho nhan vien co cap di)
Able to supervise, direct, guide and coach subordinates to perform their tasks and deliver results.
Co kha nang giam sat, ch ao,hng dan, va huan luyen cap di thc hien nhiem vu va at ket qua.

Able to effectively plan and organize. Co kha nang lap ke hoach va to chc
co 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 TUC
Employee participation and involvement are strongly encouraged by the company. As such, please list the employees 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 ong khac 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 2 Project / d an 3 Project and more / d an : 4 Points/ iem : 8 Points/ iem : 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 4% less than target/ 4% thap hn so vi muc tieu nha may 2% less than target/ 2% thap hn so vi muc tieu nha may Meet the target/ Hoan thanh muc tieu cua nha may e ra
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: 1 point/ iem : 2 point/ iem : 3 point/ iem : 4 point/ iem

Nestle Vietnam Ltd.

Above the target/ Vt ch tieu nha may e ra Low contribution/ The hien cha tot : 5 points/ iem : 0 point/ iem : 3 points/ iem : 5 points/ iem

Evaluation in personal (5 points maximum): (anh gia ve the hien cua ca nhan -toi a 5 iem)

Follow 5S Standard/ Tuan theo cac yeu cau cua 5S High contribution/ The hien rat tot

*Suggestion (10 points - maximum) No. of Suggestions compared with Factory objectives

1-49% achievement/ at t 1-49% so vi muc tieu Nha may 50-99% achievement/ at t 1-49% so vi muc tieu Nha may Meet Factory objective/ at 100% so vi ch tieu Nha may 101-149% achievement/ at t 101-149% so vi muc tieu Nha may

: 2 Points/ iem : 4 Points/ iem : 6 Points/ iem : 8 Points/ iem : 10 Points/ : 10 Points/ iem

iem

150 % achievement/ at t 150% tr len so vi muc tieu Nha may Or Receive Best suggestion award/ Nhan c giai Sang kien cua thang

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 Rating Mc anh gia tng ng vi so iem at trong chng trnh cai tien lien tuc Score/ iem Equivalent Rating/ Tng ng 0-8 5 9 - 16 4 17 - 24 3 25 - 32 2 33 - 40 1

OVERALL ASSESSMENT OF PERFORMANCE/ ANH GIA THANH TCH

TONG QUAT
To assign the overall performance rating please consider both the achievement of the performance objectives as well 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, xin vui long xet en ca cac muc tieu thanh tch at c lan kha nang ca nhan / kha nang lanh ao. Muc tieu ve thanh tch chiem ty trong 50% va kha nang ca nhan / kha nang lanh ao chiem ty trong 50%. Please use the below formula to arrive at the overall performance rating/ Xin s dung cong thc di ay e thc hien phan loai ve thanh tch tong quat. Overall performance rating/Phan loai thanh tch tong quat = (rating of performance assessment X 0.5) + (rating of personal/ leadership assessment X 0.5)/ (phan loai 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 ngha Well Above Expectations/ Xuat sac (1) The employee has significantly exceeded both the primary objectives of the job and all of the secondary goals Nhan vien hoan thanh vt mc ang ke ca cac muc tieu chnh cua cong 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 the requirements of the position. Thanh tch tong quat cua nhan vien c ac biet ang chu y va vt xa nhng yeu cau cua chc vu Relatively few employees will qualify for this rating/ Tng oi t nhan vien se u tieu chuan e c xep vao hang loai nay.
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(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 of remaining goals. Nhan vien a thc hien vt mc mot cach ang ke cac muc tieu chnh 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 makes valuable contributions to the organization. Nhan vien thng xuyen hoan thanh toan bo cac yeu cau cua chc vu va co nhng ong gop co gia tr cho cong ty. The employee has accomplished or approached the primary objectives and has largely achieved the remaining goals. Nhan vien a hoan thanh hoac gan hoan thanh cac muc tieu chnh va a hoan thanh ay u nhng muc tieu con lai. The employee requires little supervision and normal problems are adequately considered and assignments are completed and well prepared. Nhan vien ch can s giam sat toi thieu va nhng van e thong thng c giai quyet mot cach thch hp va cong viec phan cong c hoan thanh va chuan b chu ao The employee has failed to meet their primary objectives but has accomplished most other performance targets. Nhan vien a khong hoan thanh cac muc tieu chu 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 the position, there are noted deficiencies which require improvement. Trong khi, noi chung, thanh tch tong quat cua nhan vien ap ng yeu cau cua chc vu, co mot so mat yeu kem a c ghi nhan va can c cai thien. An employee who is rated (4) may continue in his / her position provided there is a clear indication of their performance improving, the manager must outline a specific performance improvement program and discuss with the employee during the appraisal time. Mot nhan vien c xep loai (4) co the tiep tuc lu lai tai chc vu cua mnh vi ieu kien co dau hieu ro net rang thanh tch cua nhan vien o ang c cai thien, ngi trng bo phan phai phac thao mot chng trnh cai thien thanh tch cu the va a ra thao luan vi ngi nhan vien trong thi gian anh gia Employee performance must be reviewed every quarter/Thanh tch cua nhan vien phai c tham nh moi quy. 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 thanh cac muc tieu cua ho mot cach nghiem trong. At the time of the rating, he/she should be on probation and should be scheduled for review in another 30 days. Vao thi iem phan loai, nhan vien c at di che o th thach va phai c len ke hoach tham nh lai sau 30 ngay. Employees rated (5) must be interviewed by the next level of management and the case reviewed by the Human Resources Department. Nhng nhan vien c xep loai (5) phai c phong van bi bo phan quan ly cap tren trc tiep va trng hp nay phai c Phong Nhan S xem xet.

(Score/iem 1.9 2.6)

Meets Expectations/ at yeu cau (3)

(Score/iem 2.7 3.4) Below Expectations/ Cha at yeu cau (4 )

(Score/(iem 3.5 4.2)

Well Below Expectations/ Rat kem (5)

(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 lam viec cua nhan vien do cac cap quan ly cung cap. No phan anh.
Nhan xet ve ong gop chung cua nhan vien trai qua mot thi gian nhat nh.

A judgment of your overall contribution on a rolling basis over a period of time .

A judgment of your future potential of the employee / Nhan xet ve tiem nang ong gop cua nhan vien 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: BOTH in terms of results and developing people/ displaying personal competence /Cao:Nhan vien co thanh
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High: Employee who has consistently over a long period of time demonstrated outstanding performance

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tch xuat sac on nh qua suot mot thi gian dai TREN CA hai phng dien ket qua lam viec va 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 co thanh tch on nh qua suot mot thi gian dai the hien trong ket qua lam viec va ong gop on nh vao viec phat trien con ngi/pham chat ca nhan. Medium: Employee who has met expectations of the job in people development/ personal competence / On nh:Nhan vien co thanh tch t yu cu ca cng vic trong phat trien con ngi/pham chat ca nhan. Low: Employee who has performed below expectations on BOTH delivering business results and developing

people/displaying personal competence/Thap: Nhan vien khong at yeu cau TREN CA ket qua 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 qua lam viec cua anh/ch trong 4 nam va qua mc ong gop on nh cua anh/ ch c xac nh nh sau: Yearly Performance Review Rating/Mc o hoan thanh cong viec hang nam Sustained Contribution/ Mc ong gop 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 NGHIEP
Summarize the employees strengths and identify key competence development needs for greater effectiveness in the current job and continuous improvement for the future. Discuss career interests, realistic potential within the next few years, taking into account important factors such as mobility, language ability, and development options Tom tat cac the manh cua nhan vien va nhan dien nhng yeu cau phat trien ve kha nang mau 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 can nhac nhng yeu to quan trong nh tnh lu ong, kha nang ve ngon ng, va cac la chon phat trien. 3. 1 AREAS TO BE DEVELOPED OR IMPROVED IN THE CURRENT JOB/ CAC LNH VC CAN PHAT TRIEN HOAC CAI THIEN
TRONG 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 VC CAN PHA

3. 2

T TRIEN HOAC CAI THIEN TRONG CONG VIEC HIEN TAI 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 language proficiency when overseas assignment is discussed. (Xin neu ro kha nang lu ong cua nhan vien va giai thch mc thong thao ve ngon ng trong trng hp thao 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 Vien chc cap tren: Date/Ngay:

Signature of the Employee/ Ch ky cua Nhan Vien: Date/Ngay:

PART VI: COMMENTS AND SIGNATURE OF SUPERIORS SUPERVISOR/

TREN

NHAN XET VA CH KY CUA NGI GIAM SAT VIEN CHC CAP

Signature/Ch ky:

Date/Ngay:

Revised Dec 2008

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