职位评价和绩效评估是奖金管理中的重要内容。
Position evaluation and performance appraisal has importance in reward management.
第五部分对此次职位分析和职位评价工作及效果进行评价和总结。
The fifth part Appraise and summarize to this position analysis to position appraisal and result.
第二，实务部分，利用前人的理论和研究成果分析基于职位评价的薪酬体系。
The second, actual situation part, Making use of the past's theories and the research result analysis the salary system that based position value.
通过因素评价法进行职位评价，为薪酬设计提供了薪点数，使职位对企业的价值得以数量化。
Through the factor evaluation method, offer firewood for the fact that the compensation is designed count, make position value in enterprise must use the quantity.
为处理腐败问题，已成立一个专门的内阁工作组，并在总统办公室新设履职部长一职。CollinsChabane担任这一职位，并领衔该内阁工作组，负责监督和评价。
An interministerial task team has been set up to tackle corruption, chaired by Collins Chabane, minister for performance, monitoring and evaluation, a new post in the president’s office.
同时，女性的自我评价和自我定位也构成女性职位晋升的主观障碍。
At the same time, women's self assessment and motivation are also barriers to women's promotion.
然而我认识到（在他们的职业生涯中），获得最高评价、最高收入或最高声望誉的职位都不是最重要的。
Yet what's become clear to me is that reaching even the highest-profile, highest-paid, or highest-prestige positions isn't what's most important.
根据你的绩效评价考核，由公司决定你的职位晋升。
Based on your Performance Appraisals, accordingly you might be promoted to a senior position as decided by the Company.
与近年来您所了解的与申请人处于同一职位或相近年龄的人相比，您如何评价申请人？
Comparing with people you know at same age or similar level as the applicant, how would you rate the applicant?
与近年来您所了解的与申请人处于同一职位或相近年龄的人相比，您如何评价申请人？
Compared with this people you know of the same age or level as the applicant, how would you rate this applicant?
与在同样职位上的优秀者相比，你如何评价申请者的表现、潜能、背景或个人特点？请提供详实的例子。(300字左右)？
How do the candidate's performance, potential, background, or personal qualities compare to those of other well-qualified individuals in similar roles? Please provide specific examples. (300 words)?
发芽拜访小组向那些员工少于10名的“超小型公司”的老板们询问后发现，良多公司都急需新人来填补职位空白，但他们对于求职者素质的评价却很峻厉。
The group questioned the owners of 'micro-businesses', those with fewer than ten employees. Many have vacancies which they are desperate to fill but were scathing about the quality of candidates.
发芽拜访小组向那些员工少于10名的“超小型公司”的老板们询问后发现，良多公司都急需新人来填补职位空白，但他们对于求职者素质的评价却很峻厉。
The group questioned the owners of 'micro-businesses', those with fewer than ten employees. Many have vacancies which they are desperate to fill but were scathing about the quality of candidates.
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