What should you care about your summer skin care? Here's a little compilation of the health care you're providing. More information is needed on the cnfla learning network. First, summer water recharge is the most critical, emsp; emsp; our skin, over the four seasons of the year, emphasizes water recharge, but it is more critical than the other three seasons. Because the water on the skin surface is easily evaporated as a result of higher temperatures in the summer, many mms feel oily in the summer because water shortages cause oil imbalances to fill the skin in a timely manner. During the summer, in addition to early and late-time water support, water filling vials are prepared for spray, which are often sprayed in the surrounding area during the work to keep ambient air humid and to mitigate the evaporation of skin water. In addition, you can also benefit from the frequent use of refilling membranes such as cucumbers, honey, milk, on-site extraction of materials and water. 2. Do not neglect the maintenance of the scalp emsp; emsp; travel in the summer must be accompanied by a hat to prevent sunburning of the scalp, while sunscreening can be used on the hair, in addition to frequent sunscreening of skin. Or take an umbrella and completely block the sunlight. Iii. Summer skin feeding is more effective emsp; emsp; when it comes to summer skin protection, everyone must have thought of what to use for skin protection and what to use. In fact, care for skin surfaces is important, and dietary regulation is not negligible! Emsp; emsp; everyone knows that eating fruit and vegetables is good for skin, in which veggies are c, ve, beta; and carrot-rich fruits can help you with white skin. Many mms love mangoes in the summer, and many know that mango is rich in betas; carrots, so they think they're good and they can eat more. Otherwise, mangoes can be white, but too much can make skin yellow. In the summer, in addition to fruits, you can have some sweet soup for the summer. There are soybeans and soybean soups, which are easy to use, respectively, soybean and soybean little fire, so that the food can be boiled down with ice sugar, and soybean soup, which, like it, can be replaced by soybean soups, which have a very good chilling effect, and soybeans, which are also good for skin beauty. Emsp; iv, hair protection is important during swimming; emsp; emsp, in summer, many people like to swim, but protection of hair is often overlooked by most people, both in the sea bath and in the swimming pool, except for skin protection. In fact, when swimming, do not swim in a dry-haired state, because both the disinfectant in the pool and the salt in the sea will have a corrosive effect on the hair, it is necessary to wet the hair with clean water before going into the water, thereby adding a protective film to the hair so as to prevent the erosion of the salt and the disinfection. Emsp; emsp; when swimming, in addition to the hair, care is taken to clean up the face before going into the water, as direct water can also cause skin damage. Title ii: the sectors and the sectors of the staff performance assessment system and the staff performance assessment management system develop the present system to regulate the performance of companies in their sectors and employees. 1. The purpose is to ensure the achievement of performance management objectives through the evaluation, evaluation and evaluation of the day-to-day work and behaviour of departments and employees, the establishment of a corporate performance appraisal management system, the promotion of continuous improvement in personal work standards and overall work efficiency, the prevention and redress of malfeasance, malfeasance, infractions and irregularities of departments and employees. 2. The scope of application applies to the management within the company of the various levels of evaluation of the sector and employees, and of the various types of conduct. 3. The general manager, or his or her delegate or head of the company, has the authority to evaluate and evaluate the office of the general manager and the department of human resources, and is responsible for the final determination of the results of the various types of evaluation and appraisal. 3. 2 the corporation has established assessment teams consisting of the general manager or his delegate, the chief executive officer, the office of the general manager and the department of human resources, among other functional units, which have the right to assess and evaluate the departments. 3. 3 the heads of departments and production units supervise the employees of their units and exercise the right of assessment and evaluation. 3. 3 the department of human resources is responsible for the results of the appraisals and appraisals conducted by the contributing companies, which are linked to performance pay. 3. 4 employees and departments have the right to recommend evaluations and appraisals at the same level and above. 4. The performance appraisal management process and the appraisal management approach, as well as the appraisal implementation of rule 4. 1 performance appraisal, the appraisal management process 4. 1. 1 employees report or submit a summary of their work to the head of department on 26 days per month as the basis for the monthly appraisal. 4. 1. 2 heads of department rate and evaluate the performance appraisal forms (employees, see appendix 1) based on the employee's job summary, performance and achievement of the work objectives, and submit the results of the appraisals to the department of human resources on a monthly basis and as a basis for calculating the performance pay. 4. 1. 3 heads of departments submit to the appraisal team, on 27 per month, a summary of their work and a summary of the work of the department (two summaries may be prepared jointly or separately) as the basis for the evaluation of the work of the department head and department. 4. 1. 4 based on the personal and departmental summaries of the head of the department, the current work schedule q/bw g0802-04 and the completion of the work objectives, the performance appraisal form (the department head and the department head, see appendix 2 and appendix 3 respectively) is completed, graded and evaluated, the results of which are submitted by the office of the general manager to the head of the company for approval, and the results of the examination are filed with the ministry of human resources by 30 per month and used as the basis for calculating the pay for performance. 4. 1. 5 the results of the various examinations to be received by the department of human resources calculate the performance pay of the department, the head of department and the employee in accordance with the regulations and are paid to the employee. 4. 1. 6 the head of the appraisal shall communicate the results of the appraisal in a timely manner with the head or staff member of the department to which the appraisal is made, and the head or staff member of the appraisal department may apply to the ministry of human resources for a decision in the event of any objection, which shall be investigated by the department of human resources, which may, if necessary, make the appropriate minor adjustments to the appraisal results. 4. 1. 7 the department of human resources conducts a comprehensive evaluation at the end of each quarter on the basis of the results of the various appraisals and the results of the work of the department and its head, as well as of the employees of the department, with the required rewards or penalties. 4. 2 organization of the evaluation, appraisal management method 4. 2. 1 evaluation, appraisal: the evaluation team organizes the evaluation and appraisal of the head of the company department and department, and the head of department organizes the evaluation and appraisal of the staff of the department. 4. 2. 2 principles of evaluation and appraisal: the principle of priority appraisal - based primarily on the objectives of the work and the results of the performance of the work; the criteria for the performance of the functions of the post; the principle of separate appraisals - based on the evaluation of the elements of the evaluation for the corresponding functions of the post; the principle of subject correspondence - being assessed by the respective direct superiors and communicating the results of the examination in a timely manner; the principle of departmental linkage - the final performance of the department manager and of the staff in general is affected by the results of the overall departmental appraisal; the principle of integration of objective appraisals and specific appraisals: the quality, safety, cost, etc. Of the work of the head of the department, the corresponding weightings, which are incorporated into the appraisal system, along with the achievement of the objectives during the examination period. 4. 2. 3 method of evaluation and appraisal: the appraisal is conducted on a monthly basis, the appraisal is conducted on a quarterly basis and a general appraisal is conducted at the end of the year. 4. 2. 3. 1 staff are evaluated using generic evaluation and job responsibility evaluation methods and departments are evaluated in conjunction with target management methods. 4. 2. 3. 2 the departmental appraisal is based on the monthly departmental business plans and the results of the performance of the departmental functional responsibilities, and is conducted in accordance with the evaluation, the rules of performance and the evaluation and appraisal procedures. 4. 2. 3. 3 staff appraisals are conducted on the basis of the main evaluation, evaluation of the job function and the results of the performance of the job, in accordance with the evaluation, the rules of performance and the evaluation and evaluation procedures. 4. 2. 4 the treatment of the results of the appraisal and appraisals 4. 2. 4. 1 determines the performance factors on a monthly basis: the sector performance factors and the individual staff performance factors are the percentages of the scores of the results of the appraisals and the individual performance factors of the department heads are the multipliers of the percentages of the performance results of the q/bw. G0802-04 specialized examinations。4. 2. 4. 2 pay by performance factor linked to wages: total wages of employees in the sector = total basic wage = total annual gross wage + total full service wage + total pay for full service = total job skills + total pay for performance = sector performance factor = salary of head of sector of employee wages in the sector = basic wage = annual wage + salary for service + full service + salary for performance + salary for individual performance = basic wage + annual wage + full service + pay = sector performance factor = unit performance factor x
(personal post, effective wage and x personal performance factor) sector (personal post, effective wage and x personal performance factor) ( "personal post, effective wage and" = post-skilled wage + performance wage) 4. 2. 4. 3 is adjusted to the scale by assessment, grade and grade. 4. 2. 4. 3. 1 the termination of employment or the termination of the employment contract of an employee or head of department who has passed less than 65 points for three consecutive months. 4. 2. 4. 3. 2 staff or heads of department with a comprehensive assessment of less than 75 points, 75 to 70 points, down 70 to 65 points, down 65 points, below 65 points. For the second consecutive year, the assessment was less than 75 points of phase-out. 4. 2. 4. 3. 3 staff members or department heads who have been assessed as having more than 90 points and who have no monthly check-up of the unsatisfactory records, 90 to 95 points, up to 1 and above 95 points, up to 2. 76-89 points without adjustment. 4. 2. 4. 4 salary levels are adjusted for appraisals and points. 4. 2. 2. 4. 1 increase by one salary level for two consecutive years over 95 points of the assessment. 4. 2. 4. 4. 2 an increase of 100 points or more in the assessment by one salary level. 4. 2. 4. 4. 3 2 consecutive years of assessment with a downgrade of one salary level less than 80 points. 4. 2. 5 if there is no exceptional reason why the results of the examination cannot be submitted within the prescribed time period, they are considered to be a failure of the examiner and are reduced by 10 per cent of the performance salary of the person holding the examination for each day of delay until it is completed. 4. 2. 6 the head of the examination shall conduct a fair, public and fair appraisal and accurate appraisal of the department and staff who have been tested. If during the examination or appraisal process he or she is found to have acted in a false manner or with intent to combat retaliation, he or she shall, upon examination, reduce by 20 per cent the monthly pay for the performance of the person who has been tested and shall issue a written warning once; if within one year, the judge of the ministry of human resources shall, depending on his or her failure to perform the same, consider demotion, demotion or reassignment until his or her employment is terminated or the employment contract is terminated. Q/bw g0802-044. 3 rules 4. 3. 1 on the conditions of staff incentives: if the head of department or the appraisal team reports to the department of human resources, as appropriate, and the head of the company is awarded an award upon approval by the general manager of the approval. 4. 3. 1. 1 special merit or contribution to the company's business, adoption of a programme for improvement, and observation of its effectiveness for more than six months; 4. 3. 1. 2 reduction or protection of the company's losses by prior detection or prevention of fraud or of harm to the company's interests; 4. 3. 1. 3 in the event of extraordinary events, preparedness to respond to events and measures are appropriate, protection of the company's property or physical safety is provided; 4. 3. 1. 4 research to improve equipment, processes, materials to improve the company's production capacity and reduce consumption has had a significant effect and has been effective for more than six months; 4. 3. 1. 5 excellence, meritorious performance and integrity can serve as a model for the company and its staff; 4. 3. 6 leadership, hard work and services are appreciated by the various sectors. 4. 3. 2 types and criteria of employee incentives
