Employee Performance Appraisal Management System Employee Performance Appraisal Management System Assessment 1 Purpose The purpose of this system is to: Realize well-founded rewards and punishments, establish a relatively objective and fair reward evaluation system; Continuously improve employee performance through continuous communication , optimize the overall performance of the organization, and achieve the company's strategic goals; develop employees' core competencies, enhance employee satisfaction and work accomplishment, and create a corporate culture of "creating value first"; improve the organizational self-improvement through continuous feedback and continuous improvement internal mechanism. 2 Purpose This system will be used for: Work feedback Salary management Position adjustment Work improvement Employee development 3 Applicable personnel scope (1) Profit-generating department employees: Service station (except directors, tool managers, file managers, insurance back-office, service consultant assistants) ; Sales department (except director, manager, key user manager, information clerk, front desk receptionist); VIP club manager, boutique promoter, boutique supervisor, decorator. (2) Functional department employees: All regular employees of the company’s human resources department, administration department, customer service department, and marketing department; sales department directors, managers, large user managers, information staff, and front desk receptionists; service station directors, tool administrators, and file managers clerk, insurance back office, service consultant assistant; VIP club customer receptionist, customer reception supervisor, masseur, tea sommelier, car washer. Note: This system does not apply to employees who are in the probation period and whose salary is less than 800 yuan. 4 Principles (1) Consistency: the content and standards of evaluation are consistent over a continuous period of time; (2) Objectivity: reflect the actual work performance of employees; (3) Fairness: use the same evaluation criteria for employees in the same position ; (4) Openness: The evaluation results are communicated to employees and recognized. 5 Implementation Process (Performance Cycle Chart) 5.1 Process (such as Attachment 1: Performance Cycle Chart) 5.1.1 At the beginning of each evaluation cycle (before the 5th of each month), the employee’s direct superior will work with the employee based on the department’s work goals and job description requirements , set work objectives (MBO) and key assessment indicators (KPI), determine employee development plans, fill in the "Performance Evaluation Form" (Attachment 2), and then review it by the direct manager and the next-level manager, and then report it to the Human Resources Department after signature by the three parties Filing; performance goals should be between three and eight, and should follow the SMART principle (Specific, Measurable, Achievable, Realistic, Time Bounded) and be specific, measurable, attainable, realistic and time-bound. 5.1.2 The direct manager continuously coaches employees in the process, implements employee development plans, and gives feedback to employees to optimize employee performance; 5.1.3 The direct manager solicits opinions from relevant personnel/departments based on pre-set assessment goals and indicators, Evaluate employees; 5.1.4 The direct manager conducts separate performance interviews with employees, and feedbacks the results to the employees, and both parties sign and approve; 5.1.5 The employee, direct manager, and the direct manager’s superior manager sign and then send it to the human resources department for review. Signed and archived; 5.1.6 The Human Resources Department analyzes and summarizes the evaluation situation, proposes aspects that need improvement in the implementation of performance management and reports them to the management for approval, with a copy sent to each department as a reference for continuous improvement of the implementation of performance management. 5.2 Roles and division of labor In the performance management process, the respective roles and division of labor of employees, direct managers, higher-level managers, and human resources departments are as follows: (1) Employees must understand the performance management policies and procedures and be responsible for personal performance; (2) Direct managers As the main implementer of the performance management process, he continuously guides employees and provides timely feedback during the process; (3) Higher-level managers supervise the quality of evaluation and correct deviations in a timely manner; (4) The Human Resources Department provides training, coordination and supervision for evaluators The evaluation process ensures that the evaluation is relatively fair and objective. 5.3 Assessment content (1) Profit-generating department - Financial indicators: relevant indicators for the coming year (including targets and costs) set at the end of the year, broken down into months; - Customers/markets: external customer satisfaction; - Key assessment indicators (KPI) : The key work of this position is result-oriented; - Learning/Growth: Training assessment results, training assessment passing rate, training plan completion rate, etc.

(2) Functional departments - Work goals: Develop quarterly and monthly work goals for each position based on the department's annual goals; - Customer satisfaction: Internal customer satisfaction; - Key assessment indicators (KPI): The key work of the position, based on results Oriented; - Work discipline: work attitude, attendance, appearance standards, etc. Note: The main assessment content is the above four items. In addition, the assessment content can be increased or reduced according to the characteristics of different positions. 5.4 Evaluation method: Management by objectives (MBO) and key assessment indicators (KPI) are combined. 5.5 Outstanding score and formation distribution (A): 5% of the total number of people evaluated Excellent (B): 20% of the total number of people evaluated Good (C): 60% of the total number of people evaluated Need to be improved (D): Being evaluated 10% of the total number of people evaluated Incompetent (E): 5% of the total number of people evaluated 120-130 points: 105-120 points: 90-105 points: 70-90 points: ≤70: Outstanding, excellent, good, needing improvement, incompetent 5.6 Evaluation base (1) The performance appraisal salary base for employees in profit-making departments is the total commission salary; (2) The performance appraisal salary base for functional department employees is 30% of the full salary; (3) The performance appraisal salary base for department managers is the full salary 50% of the salary, of which the performance appraisal salary base for the administrative manager, human resources manager, and customer service manager is 30% of the full salary. 5.7 5.7 Evaluation cycle The evaluation cycle is once a month. The evaluation of the previous month will be conducted on the 1st to 7th of each month (extension in case of Saturday and Sunday). Submit the assessment form to the Human Resources Department before 17:30 on 7 (extension in case of Saturday and Sunday). The person responsible for the delay will be fined 500 yuan per day. The person in charge of the performance appraisal is the data source provider, including the human resources department specialist, the administrative department manager, the customer service department manager, the financial department manager, and the managers (or supervisors) of each department. The specific time schedule is as follows. 1. The administrative manager shall complete the scoring and submit it to the Human Resources Department before 17:30 on the 2nd of each month. 2. The Human Resources Specialist shall complete the scoring and submit it to the Human Resources Department before 17:30 on the 3rd of each month. 3. Before 17:30 on the 4th of each month. All department managers will complete the scoring and submit it to the Human Resources Department. 4. The customer service manager will complete the scoring and submit it to the Human Resources Department before 17:30 on the 5th of each month. 5. The Finance Department Manager will complete the scoring and submit it to the Human Resources Department before 17:30 on the 7th of each month. , The annual evaluation score is the average score of each monthly evaluation score. 5.8 5.8 Application of performance evaluation results - Employees with annual evaluation scores of B grade or above will receive a year-end salary increase. Those who have won three consecutive monthly A grades will receive the outstanding employee award or incentive travel for that year; - - Those with annual evaluation scores of C will be eligible for year-end salary increases. Year-end salary increase, priority for promotion; For those whose evaluation scores are D for two consecutive months, their line managers should help them immediately formulate an improvement plan, and the improvement period is two months. If the evaluation score during the improvement period is still D, a serious warning letter will be issued by the Human Resources Department. If the evaluation score in the fifth month is still D, the employee will be automatically dismissed; - For those who have obtained an E grade for two consecutive months, their line manager should issue a serious warning letter. Warning letter. If the employee's performance within the one-month improvement period is still an E-level winner, he or she will automatically be dismissed. 5.9 Performance Pay 5.9 Performance Pay Performance pay will be paid together with the basic salary of the month based on performance scores every month. 6 Employee Complaint System If employees have any objections to the performance evaluation process and results, they can negotiate with their immediate superiors to resolve the issue. If the problem remains unresolved, you can report it in writing to a higher-level manager or seek advice from the Human Resources Department. 7 Implementation date This system will be implemented from the date of promulgation. 8 The right to interpret and adjust this system. The right to interpret this system belongs to the Human Resources Department. System adjustments must be approved by the general manager of the company before they can take effect.

Attachment 1. Performance cycle diagram Performance planning 1. Set work goals and results application 7. Salary incentives 8. Learning and development performance execution 2. Plan follow-up and adjustment 3. Process coaching and incentives Performance evaluation (appraisal) 4. Performance evaluation includes 360-degree evaluation 5. Performance feedback includes performance interviews and step-by-step interviews 6. Attachment 2 of the Personal Competency Development Plan: Performance Evaluation Form (attached separately) Serious warning to ____________________ (employee name) This is a formal written warning following the verbal warning. We hope that you will pay attention to your work performance that seriously does not meet the requirements of the position. , the reasons are as follows: 1. 2. … We hope that you can make obvious corrections in the above aspects within one month (before the date we will try our best to help you solve it. Warning! Before), otherwise according to the relevant regulations of the company, we will terminate the employment contract with you. If you have any questions or require any assistance from us, please address it to your line supervisor, _______________ Signature of Department Director (or higher level manager) _______________ Human Resources Department I hereby confirm that I have read and understood the above. Employee Signature _______________ Date ______________ Serious Warning To ___________________ (employee name) This letter is a formal written warning issued by the company. We hope that you will pay attention to your work performance that seriously does not meet the job requirements for the following reasons: 1. 2． … We hope that you can make obvious corrections in the above aspects within one month (before the date), otherwise we will terminate the labor contract with you according to the company’s relevant regulations. If you have any questions or need any help from us, please ask your line supervisor and we will try our best to help you solve it. Warning! _______________ Signature of Department Director (or higher level manager) _______________ Human Resources Department I hereby confirm that I have read and understood the above. Employee Signature _______________ Date ______________