In order to comprehensively improve the level, standardization and accuracy of the performance evaluation of central enterprises, ensure that the responsibility of maintaining and increasing the value of state-owned assets is implemented, widely mobilize and give play to the enthusiasm and creativity of the responsible persons and employees at all levels of central enterprises, and promote the steady and scientific development of central enterprises, SASAC has further strengthened central enterprises in accordance with the Law of People's Republic of China (PRC) on State-owned Assets of Enterprises, the Provisional Regulations on the Supervision and Administration of State-owned Assets of Enterprises and the Interim Measures for the Performance Evaluation of Responsible Persons of Central Enterprises.
First, fully understand the importance of further strengthening the performance appraisal of central enterprises.
The establishment of performance appraisal system is an important strategic plan to improve the management system of state-owned assets and deepen the reform of state-owned enterprises, and it is also an important means to implement the responsibility of state-owned assets management and improve the management level of enterprises. The implementation of "standardized work, full management coverage, no blind area in assessment, and well-founded rewards and punishments" is an important measure to thoroughly implement the Law of People's Republic of China (PRC) on State-owned Assets of Enterprises, the Provisional Regulations on Supervision and Management of State-owned Assets of Enterprises and the Interim Measures for Performance Appraisal of Persons in Charge of Central Enterprises, and to improve the performance appraisal system, so as to ensure that the responsibility of maintaining and increasing the value of state-owned assets is implemented to the persons in charge of enterprises at all levels and grass-roots units. The pressure is transmitted to all posts, and the incentive and restraint cover the system guarantee of the majority of employees, which is of great significance for implementing the responsibility of all employees, mobilizing, protecting and giving play to the enthusiasm of the majority of enterprise managers and employees, and developing and expanding the state-owned economy.
Since the establishment of the performance appraisal system for the heads of central enterprises, central enterprises have actively explored and practiced, made efforts to improve the performance appraisal system, given full play to the guiding role of performance appraisal, better implemented the responsibility of maintaining and increasing the value of state-owned assets, promoted the reform of the three systems, and achieved remarkable results. However, at present, the development of performance evaluation of central enterprises is still unbalanced, the responsibility system for maintaining and increasing the value of state-owned assets in some enterprises is still not perfect, and the responsibility chain has not been fully covered, especially the evaluation system for deputy and functional departments of enterprises is not perfect, and there is still a certain degree of equalization tendency in salary distribution. All central enterprises should conscientiously sum up and analyze the problems and shortcomings existing in their own performance appraisal work, attach great importance to strengthening and improving the performance appraisal of all employees, and constantly enhance the consciousness and firmness of implementing the performance appraisal of all employees.
Second, correctly grasp the principle of performance appraisal for all employees.
To strengthen the performance evaluation of all central enterprises, we should follow the following principles:
(A) adhere to the correct evaluation orientation. Guided by Scientific Outlook on Development, with the responsibility of maintaining and increasing the value of state-owned assets as the core, through improving the assessment system and mechanism, we will promote the decomposition, implementation and final completion of the strategic objectives and annual tasks of the group company, continuously improve the strategic management level of the group, and enhance the control and execution of the group.
(2) Adhere to the assessment according to job responsibilities. With management by objectives as the core, according to the respective positions and responsibilities of enterprise managers and employees, the key performance indicators and work objectives that investors are most concerned about and affect the sustainable development of enterprises are assessed.
(3) Adhere to openness, fairness and justice. In order to fully mobilize the enthusiasm of every employee, we should make the assessment method and process open to ensure the fairness and justice of the assessment results.
(4) Insist on continuous improvement. In order to achieve sustainable development, according to the requirements of standardization before perfection, the healthy development of performance appraisal of all employees in enterprises is gradually promoted.
Third, fully implement the requirements of performance appraisal for all employees.
All central enterprises should effectively intensify the efforts to promote the performance appraisal of all employees, attach great importance to it, strengthen leadership, improve methods, improve mechanisms, and strictly implement them to ensure effective results.
(a) establish and improve the performance appraisal organization system. All central enterprises should earnestly strengthen the leadership over the implementation of performance appraisal for all employees, and the principal responsible persons of enterprises should personally take the lead, seriously study the major issues in performance appraisal, establish and improve the leading institutions and corresponding working institutions, formulate and improve relevant work systems, clarify the division of responsibilities, and strengthen the organizational guarantee and mechanism guarantee of performance appraisal. Responsible persons of enterprises in charge of performance appraisal and relevant functional departments should fulfill their duties, solve outstanding contradictions and problems in performance appraisal in a timely manner, continuously improve working methods and methods, and improve the performance appraisal work level of enterprises at all levels.
(2) Achieve comprehensive coverage of assessment. All central enterprises should effectively increase the intensity, breadth and depth of performance appraisal. The scope of assessment should cover from the principal person in charge of the enterprise to the deputy and functional department managers, from the group company to all its subsidiaries or units, and all employees, so as to ensure that the responsibility and pressure of maintaining and increasing the value of enterprise assets are passed from top to bottom, truly establish a perfect performance appraisal mechanism, and completely eliminate the blind angle of assessment.
(3) Strive to improve the performance appraisal methods of all employees. According to the characteristics of different industries and development stages, different responsibilities of management and departments, and different positions of employees, all central enterprises should strengthen research and improvement of performance appraisal methods around the overall goal and development strategy of the group company, scientifically and reasonably establish performance appraisal indicators, highlight classified guidance, and continuously enhance the orientation, pertinence and effectiveness of performance appraisal. Assessment indicators should highlight key performance indicators and main short-board indicators, and strive to be few and precise. For the assessment of the deputy and functional management departments of enterprises, we should listen carefully to the opinions of the grassroots and their subordinate units, make the assessment methods, assessment processes and assessment results public within a certain range, and earnestly accept the supervision of the masses of workers and staff.
(4) Improve the incentive and restraint mechanism. All central enterprises should closely link performance appraisal with salary incentives and the appointment and dismissal of cadres, strictly honor rewards and punishments, and achieve goals, records and assessments. Performance pay should be determined after examination and rewards and punishments should be clear. It is necessary to reasonably determine the scoring ratio of performance appraisal results and avoid the tendency of average assessment grades. We should attach great importance to the feedback of performance appraisal results, put forward improvement directions, guide advanced enterprises, excellent managers and employees to continuously create excellent performance, and encourage backward enterprises, managers and employees to strive to catch up with advanced goals. Through the performance appraisal of all employees, it is necessary to promote the enterprise to deepen the internal system reform, and truly establish an effective incentive and restraint mechanism in which managers can go up and down, employees can enter and leave, and salaries are high and low. It is necessary to organically combine the enterprise development strategy with the improvement of employees' personal ability and career development planning, and provide the examinees with relevant business training conditions and necessary guidance to complete the assessment objectives.
(5) Strengthen guidance and supervision. All central enterprises should strengthen the self-examination of the implementation of the performance appraisal of all employees, strengthen the supervision and inspection of the deputy directors, functional departments and subordinate units of the group company, and constantly improve and improve the quality and level of the performance appraisal of all employees. It is necessary to pay attention to the high unity of result assessment and process assessment, implement closed-loop management of implementation, evaluation, feedback and application of assessment results in the assessment process, and regularly check and analyze the implementation of assessment objectives to ensure the completion of assessment objectives. The pilot enterprises of the board of directors should refer to this guidance, establish and improve the performance appraisal system for all employees, and strengthen the guidance and supervision of the performance appraisal for all employees of their subordinate units.
(VI) Constantly innovate the performance appraisal methods for all employees. All central enterprises should actively learn from advanced assessment methods and concepts at home and abroad, encourage the use of advanced assessment methods such as economic added value (EVA), balanced scorecard (BSC), 360-degree feedback evaluation and key performance indicators (KPI), emancipate their minds, blaze new trails, actively respond to new problems and challenges in enterprise reform, development and management, and constantly explore ways and means of enterprise overall performance assessment.