s due to the employees great performances (both individually and as a team).
英国石油公司确实认识到，其高组织增长和市场份额是由于员工的出色表现（无论是个人还是团队）。
It strives for a performance -driven culture, with a clear alignment between team performance, individual performance and bonuses that are received.
它力求建立一种以绩效为导向的文化，在团队绩效、个人绩效和获得的奖金之间保持明确的一致性。
BP’s performance approach entails that each BP business plan is designed to accomplish elements of the group’s overall strategies. Objectives and milestones for each individual are set in accordance with the team plan.
英国石油公司的绩效方法要求BP的每个业务计划都旨在实现集团整体战略的要素。根据团队计划设定每个人的目标和里程碑。
There is a direct link between the goals set by BP board and that or other BP key businesses, and the performance contracts of their executive leadership. Standard approach is that, the executives’ performance is evaluated against their performance contract.
英国石油公司董事会制定的目标与该公司或其他英国石油公司关键业务的目标及其执行领导层的绩效合同之间存在直接联系。标准方法是，根据绩效合同评估高管的绩效。
BP carries out an internal and external evaluation processes in developing plans for these group leaders – Managers, peers and team members review leader’s performance, using a 360° feedback tool, to identify their top three relative strengths and weaknesses.
英国石油公司在为这些团队领导制定计划时进行内部和外部评估流程——经理、同事和团队成员使用360°反馈工具审查领导的绩效，以确定他们的三大相对优势和劣势。
It runs Career Acceleration programme which supports rapid development of employees who have the highest potential and are expected to achieve
它运行职业加速计划，支持具有最高潜力并有望实现的员工的快速发展
For Managers, it runs a series of development programmes called Managing Essentials. This is aimed to assists line managers in attaining leadership skills. They encourage leaders to develop, as they expect the leaders or managers to not only exhibit valuable expertise, but also to influence and motivate employees and be able to act decisively and deliver high quality results.
对于管理者，它运行一系列名为管理基础的开发计划。这旨在帮助直线经理掌握领导技能。他们鼓励领导者发展，因为他们期望领导者或管理者不仅展现出宝贵的专业知识，而且能够影响和激励员工，能够果断行动并交付高质量的结果。
RECOMMENDATION OF THE EFFECTIVENESS OF HUMAN RESOURCE MANAGEMENT IN BP 英国石油公司人力资源管理有效性建议
Having researched and discussed the Human Resource Management in BP, I hereby recommend the effectiveness of the Human Resource Management. Their current systems in comparison to most local jobs (companies) are indeed second to none. Some of the highlighting points I base my recommendation on, includes the following working conditions:
在研究和讨论了英国石油公司的人力资源管理之后，我在此推荐人力资源管理的有效性。与大多数本地工作（公司）相比，他们目前的制度确实是首屈一指的。我建议的一些重点包括以下工作条件：
BP recognises the needs of individuals and has set out innovative working practices that encourage employees to enjoy a happy and productive work and life balance at every stage of their career.
英国石油公司认识到个人的需求，并制定了创新的工作实践，鼓励员工在职业生涯的每个阶段都享受快乐、高效的工作和生活平衡。
Flexible working – BP’s Information Technology infrastructure helps support flexible working and there are a variety of flexible working arrangements e.g. part time, and depending on employees’ role, they have home-based working or teleconferencing in some circumstances replaces the need to travel.
灵活工作——英国石油公司的信息技术基础设施有助于支持灵活工作，有多种灵活的工作安排，例如兼职，根据员工的角色，他们在某些情况下可以在家工作或电话会议，以取代旅行的需要。
Time to live – As a global business, there are occasions when people have to work very hard an unsociable hours. If this is the case, BP may consider whether to provide extra time off and or additional benefits.
寿命周期——作为一家全球性企业，有时人们不得不在不合群的时间里非常努力地工作。如果是这种情况，英国石油公司可能会考虑是否提供额外的休息时间和/或额外的福利。
Family time – BP supports family friendly policies, such as career breaks and adoption leave, aimed at allowing people to contribute to their families without compromising their professional development aspirations
家庭时间——英国石油公司支持家庭友好政策，如职业休假和收养假，旨在让人们在不损害其职业发展愿望的情况下为家庭做出贡献
Global Diversity and inclusion Council – in the lead, is the Group Chief Executive. He ensures that the managers have the support they need to promote diversity and inclusion at every level of BP. It includes other senior managers and together they share their focus on making diversity and inclusion priority.
全球多样性和包容性理事会——由集团首席执行官领导。他确保管理者获得他们所需的支持，以促进BP各个级别的多样性和包容性。它包括其他高
