Chapter I General Provisions
The of the first entry
1. Evaluate employees' work performance and contribution objectively and fairly, so as to motivate employees to continuously improve their work performance and their own abilities, and enhance the overall operating efficiency and economic benefits of the enterprise.
2. Provide decision-making basis for salary decision, training planning, job promotion, job rotation and other human resources management.
3. Give priority to with positive incentives, embody the principle of equal performance pay, widen the gap, reward the excellent and punish the poor.
4. Through performance management, we can find the advantages and disadvantages of employees, promote managers at all levels to guide, help, restrain and encourage their subordinates, effectively improve their knowledge, skills and quality, and develop their potential.
Article 2 Scope of application
Applicable to all regular employees of the company. Please refer to the Appraisal Regulations for Probation Period for employees during probation period.
The third principle
1, principle of openness and fairness: the appraisee should know the assessment process, methods, standards and results, and improve transparency. Assessment should objectively and fairly evaluate the assessed personnel, and use the same assessment criteria for employees in the same position.
2. Principle of objectivity and fairness: The assessment should be realistic, based on facts, avoid the influence of the supervisor's assumptions and personal subjective emotional factors, and try to "speak with data and facts".
3. Strict principle: If the assessment is not strict, it will become a mere formality. There should be clear assessment criteria, serious assessment attitude, strict assessment system and assessment procedures and methods.
4. Positive incentive principle: the purpose of assessment is to promote the development and growth of organizations and employees, and pay attention to the application of performance results, not just rewards and punishments.
5. Two-way communication principle: the formulation of performance indicators should be communicated from top to bottom, and the evaluation results must be fed back to the appraisee himself. At the same time, performance communication interviews should be conducted with the appraisee to affirm its achievements and progress, point out its shortcomings and propose future changes.
Chapter II Evaluation Institutions and Their Duties
Article 4 Evaluation institutions
1. The company's performance appraisal is jointly promoted by the Human Resources Department and various employing departments.
2. The Human Resources Department and various departments bear different responsibilities in performance appraisal, and supervisors at all levels have the right and obligation to evaluate, supervise and manage their subordinates.
3, all employees have the right and obligation to obey the supervision and assessment and put forward suggestions and complaints.
Article 5 Rights and responsibilities at work
(1) Human Resources Department:
The human resources department is the construction and promotion department of the company's performance appraisal. It works under the leadership of the company's top managers and is responsible for organizing, promoting, coordinating and supporting various departments to carry out performance appraisal. Its functions are:
1, responsible for the establishment, revision and implementation of the performance appraisal management system of the company.
2, responsible for supervising and guiding the performance appraisal of various departments;
3. Be responsible for reviewing the performance appraisal standards of various employing departments and proposing amendments; 4. Be responsible for publicizing the concept of performance management and training relevant professional knowledge and tools; 5, responsible for accepting, investigating, handling and feedback employee performance appraisal complaints and objections; 6. Be responsible for the summary and analysis of company performance appraisal results or performance appraisal. (2) The employing department
As the first responsible person and manager of each department's performance appraisal, the department head evaluates the department and its employees according to the company's performance appraisal policy. Responsibilities are:
1, responsible for formulating and proposing the performance appraisal indicators of this department according to the company's business objectives and performance appraisal policies, and decomposing and implementing them to employees in each position;
2. Pay attention to departmental performance communication, and do a good job in decomposing, extracting and formulating performance indicators of direct subordinates;
3. In the process of performance implementation, timely solve the problems encountered by employees in the process of achieving performance indicators, and provide corresponding help or resource support; 4. Responsible for the organization, implementation, supervision and improvement of employee performance appraisal in this department, and do a good job in collecting and sorting out relevant appraisal data in this department;
5, responsible for the department performance appraisal results or performance appraisal summary, review and summary analysis; 6. Responsible for the feedback and explanation of the performance appraisal results of employees in this department.
Chapter III Contents of Performance Appraisal
Article 6 Evaluation cycle
Company assessment is divided into monthly assessment and annual assessment. Managers and above are subject to annual assessment, team leaders are subject to monthly assessment and annual assessment, and other personnel are subject to monthly assessment. Unless otherwise specified, the assessment in this article refers to the monthly performance assessment. Article 7 Evaluation of relevant personnel
Appraisal related personnel are composed of appraisee, appraiser, auditor and auditor. 1, and the appraisee is the appraised employee.
2. The appraiser is the supervisor of the employee, generally referring to the supervisor above the department level.
3. Reviewers generally include the supervisor of the appraisee, the performance commissioner of the human resources department and the manager of the human resources department. 4. Approver refers to the deputy general manager and above leaders of the company. Article 8 Composition of performance indicators
Performance appraisal indicators are composed of key performance indicators, comprehensive indicators, minefields, plus points, etc. According to the different nature and importance of the post, set specific performance appraisal indicators and give them corresponding weights. See the performance appraisal standards for each post for details.
(1) Key performance indicators
That is, key performance indicators, also known as KPI, are the key driving factors that can most effectively affect the value creation of themselves or departments, which come from the commitment or decomposition of departmental performance indicators and the post responsibilities that individuals should undertake. KPI needs to be quantified or standardized to facilitate evaluation.
(2) Comprehensive indicators
That is, the basic performance index, also known as CPI, is the basic responsibility that individuals must do. CPI comes from the company's business processes, employees' job responsibilities and other rules and regulations. Like KPI, CPI needs to be quantified or standardized to facilitate assessment. (3) Minefield
That is, the performance indicators that employees can't violate will seriously affect the performance score and even veto the current performance. The content of minefield generally refers to major quality accidents and safety accidents, major dereliction of duty, serious violation of discipline, etc. (4) bonus points
That is, performance indicators that can be added. The bonus items mainly include rationalization suggestions and special contributions. Article 9 Principles for setting performance indicators
When setting performance targets, we should abide by the SMART principle, that is, performance indicators are specific, measurable, achievable through hard work, provable and observable, and have a time limit.
-s stands for Specific, which means that performance appraisal should focus on specific work indicators, not general ones;
-m stands for measurable, indicating that performance indicators are quantitative or behavioral, and data or information to verify these performance indicators can be obtained;
-A stands for achievable, which means that performance indicators can be achieved through hard work and avoid setting too high or too low goals; -R stands for realism, indicating that performance indicators are real and can be proved and observed; -t stands for time limit, focusing on the specific time limit for completing the performance indicators.
Chapter IV Implementation of Performance Appraisal
Article 10 Formulate employee performance plans.
1. The principle of top-down and layer-by-layer decomposition should be followed in formulating performance plans, that is, the superior supervisor formulates performance appraisal standards for subordinates, and decomposes the performance appraisal standards into individual employees with reference to company goals and departmental goals.
2. According to the company's business objectives and departmental objectives, combined with employees' job responsibilities and job requirements, the person in charge of each employing department formulates employees' performance plans and assessment standards after fully communicating with subordinate employees.
3. The Human Resources Department provides a unified performance appraisal form template, reviews the performance appraisal standards of various departments, and provides necessary assistance in the formulation process.
4. Performance standards for managers and above shall be formulated by the Human Resources Department; The performance standards of other personnel shall be formulated by the employing department. Eleventh performance appraisal score
1, 5-8 days a month, each department collects employee performance receipts and evaluates employees according to performance appraisal standards. 2. Before 10 every month, each department shall submit the employee's performance appraisal form to the Human Resources Department for review. Article 12 Revision of performance indicators
1, in the process of performance appraisal, if it is found that the indicators are too high or too low, or there are unreasonable settings, the employing department and human resources
Departments can put forward opinions on the revision of performance indicators.
2. Where the employing department proposes to modify the performance indicators, it shall submit written modification opinions, which shall take effect after being approved by the person in charge of the human resources department. 3. If the Human Resources Department proposes to modify the performance indicators of the employing department, it will take effect after effective communication and consensus are reached between the Human Resources Department and the employing department. Article 13 Performance analysis
1, each department should analyze and count its performance appraisal once every quarter, and make improvement plans. 2. The Human Resources Department analyzes and summarizes the overall performance appraisal operation and performance achievements of the company every six months.
Chapter V Performance Feedback
Article 14 Evaluation feedback
After the performance appraisal is completed, the person in charge of each employing department shall review, summarize, evaluate and communicate the performance of subordinates during the appraisal period, and feed back the appraisal results to employees, who shall sign the appraisal form for confirmation. Article 15 Performance interview
1. According to the principle of "the person who evaluates will be interviewed", the superior supervisor must arrange the following two types of personnel for performance interview: ① those whose performance appraisal results are excellent or poor during the performance appraisal period.
(2) The personnel whose performance evaluation results in this period are far from those in the last performance evaluation cycle.
2. The human resources department provides corresponding support for the performance interview of the employing department, and solves and coordinates the problems encountered in the performance interview. Article 16 Performance complaints
1. In the process of performance appraisal, if employees think they have been treated unfairly or are not satisfied with the appraisal results, they should file a performance complaint with the real name of the Human Resources Department in written or oral form.
2. After receiving the employee's performance complaints, the Human Resources Department will investigate and collect evidence, and feedback the results to the complainant within 3 working days. 3. The Human Resources Department regularly checks the fairness, justice and data authenticity of each department in the assessment process, and will take corresponding punishment measures if the appraiser is found to have unfair behavior or fraud in the assessment process.
Chapter VI Application of Achievements
Article 17 Performance bonus
The assessment results serve as the direct basis for granting performance bonuses to employees. Employee performance bonus = performance bonus standard × performance coefficient.
Points 1.0 1, 82 points 1.02, 83 points 1.03,? 89 1.09, and so on. Article 18 post and salary adjustment
If the performance score is less than 60 points for three consecutive months, the post will be adjusted or the salary will be reduced, and the contract will not be renewed upon expiration; If the performance score is higher than 90 for three consecutive months, the salary will be increased by one salary step. Article 19 Promotion
In an assessment year, if the performance score reaches 90 points for six consecutive months, you will be promoted to a position. If there is no suitable position, you will be promoted to a rank, and your salary will be adjusted accordingly. Article 20 Training development
If the performance score is lower than 60 for two consecutive months, a performance improvement plan should be made and followed in the next assessment cycle; Those whose performance score is higher than 90 for three consecutive months can be selected into the talent echelon and given the opportunity to continue training. Article 21 Other applications
Employees whose assessment scores are in front of the department 10% will automatically obtain the qualification of "excellent employee of the year".
Chapter VII Supplementary Provisions
Article 22 This system is the guiding document for company performance appraisal, and the Human Resources Department is responsible for revision and interpretation. Article 23 This system shall be implemented as of 20xx 1+0.
Model essay on the management regulations of company performance appraisal II
Chapter I Evaluation Concept
First, the purpose of the assessment:
The first is to improve the salary management system, improve work performance, and provide post adjustment, salary and benefits, training and bonuses for employees.
On the basis of examination and approval, strengthen performance management and performance improvement. This system is specially formulated to ensure the effective operation and realization of the company's management and strategic objectives.
Second, formulate principles:
Article 2 The basic principles of this system are: seeking truth from facts, being objective and fair, being simple and standardized; The assessment of each department should be based on the assessment of each department.
Nuclear standards and evaluation procedures and methods are the guidelines.
Third, the assessment subjects:
Article 3 The managers of all departments are the responsible subjects of assessment. Managers of all departments have the responsibility to guide, help, restrain and motivate their subordinates through performance appraisal under the guidance of the company's strategic objectives.
Performance appraisal is a basic management work and the basic responsibility of managers in various departments.
Four. Appraisal object:
Article 4 Appraisal object: all employees of Derun Company; This assessment system is applicable to middle-level and middle-level employees in enterprises. (Those who have been employed for less than 3 months during the training period and probation period will not participate in the assessment of this system, but will participate in the assessment process of the training period and probation period within the department).
Verb (abbreviation of verb) evaluation method:
Article 5 The company takes KPI (key performance indicator) as the main assessment method, and adds 360-degree assessment method and personal behavior assessment method according to the situation. KPI indicators of each department are determined according to the company's strategic objectives and the nature of each department's work, and the weight ratio is adjusted monthly, quarterly or annually after being discussed by the performance management team according to the company's strategic objectives. Personal behavior evaluation method is based on the first article of Derun Company's employee handbook. If any employee violates Article of the Employee Handbook, he shall be sorted by department in the office and handed over to the heads of all departments (time:), and the heads of all departments will deduct points from the assessment score. The assessment of middle-level leaders of the company adopts the 360-degree assessment method.
Explanation of terms related to performance appraisal of intransitive verbs;
1 Performance appraisal: In order to achieve the purpose specified in Article 1, conduct organized observation, analysis and evaluation on the staff's character, performance, ability and effort based on objective facts.
2 KPI (key performance index): namely, key performance indicator, which is an objective and quantitative management indicator to measure the process performance by setting, sampling, calculating and analyzing the key parameters at the input and output of a process in an organization.
3 360-degree assessment: It is a method to collect assessment information from people at different levels, conduct comprehensive performance assessment on employees from multiple angles and provide feedback. The evaluation includes not only the superior supervisor, but also other people who are in close contact with the assessed.
Personnel.
Personal behavior assessment: refers to the result of being punished for violating the company's rules and regulations on attendance, hygiene, training and work flow. In daily work, or be rewarded for making suggestions and outstanding performance.
Sixth, the objective basis:
Article 6. When evaluating the positions of different departments or professionals in different majors and key positions in the company, we should overcome subjective randomness and strive to be objective and true. The objective authenticity foundation is the objective requirement of enterprise's survival and development, the objective requirement of work effectiveness and the objective requirement of work result.
Seven. The foundation of justice:
Article 7. We must strive for fairness in work that is difficult to quantify and accurately measure. The basis of fairness is employees' recognition of their career and commitment to their tasks and goals. Managers at all levels maintain fairness and assume the responsibility of their assessment subjects.
Chapter II Management System
First, the performance management team:
Article 8 The performance management team is the highest authority of the company's performance management, and consists of the general manager, the business department, the editorial department, the printing department, the editorial department, the storage and transportation department and the heads of the human resources department. Have the right to discuss and decide the results of performance appraisal and the corresponding salary adjustment.
According to the company's development strategy, the performance management team determines the KPI indicators and index values of all departments of the company, and decomposes them into middle-level departments to assess the main middle-level managers.
When necessary, the general manager of the company entrusts the corresponding department (human resources department or other departments) to evaluate the team members.
Second, the subsystem evaluation:
Article 9 As a relatively independent performance appraisal subsystem, each middle-level department conducts "management by objectives" performance appraisal within the basic system of the company. Through the examination of superiors and internal customers, the objectives and tasks of each subsystem are effectively completed, and the overall strategic policy and objectives are realized.
Third, hierarchical assessment:
Article 10 The assessment of performance indicators is divided into three levels: the target assessment of middle-level leaders of the company, the target assessment of grass-roots employees and the assessment of full-time (part-time) employees of the company.
Among them: the assessment results of the overall objectives of the enterprise are linked to the reward fund for all employees according to the prescribed proportion.
The year-end assessment results of department heads are linked to the assessment results of all employees in the department.
The performance goal of department staff is the decomposition goal of supervisor's performance goal.
Four, feedback and complaint system:
Article 11 If an employee is dissatisfied with the performance appraisal, he can complain and appeal to the relevant department (Human Resources Department) of the company. Complaints and appeals will be accepted, resolved and rejected by the performance management team through discussion (reply within three days). The performance management team is the highest authority for middle-level and grass-roots employees to complain and appeal.
V. Monthly and quarterly work plans:
Article 12 The managers of each department shall work out the monthly (quarterly) and annual work plans and schedules according to the strategic objectives of the company, and carry out the work as planned (corresponding schedules, meeting content tables, debriefing reports and various statements in duplicate.
Level directly under the leadership department and the company's human resources department for the record). The person in charge of each department should guide, supervise, encourage and restrain the whole process of employees' work in this company, so as to ensure the completion of departmental tasks with good quality and quantity.
Chapter III Assessment Standards and Methods of Various Departments
1. Assessment criteria and methods for middle-level leaders: (by department)
2. Assessment criteria and methods for grass-roots employees of the company: (by department)
Chapter IV Evaluation Time
1. Monthly appraisal: the performance appraisal of last month ends within 7 working days on 1 week of the following month.
2. Quarterly evaluation: Quarterly evaluation shall be completed within 1 week and 7 working days after each quarter.
3. Annual evaluation: The evaluation will be conducted in the second week of June 65438+ 10 of the following year and completed within 14 working days.
Chapter III Application of Evaluation Results
I. Serving the distribution of wages and bonuses:
(1) Appraisal Grade/Proportion:
Proportion of personal performance allowance:
According to individual post, grade and grade classification, F 1-8 is not assessed, and other personnel refer to the assessment wage standard in the salary management method.
(2) Payment ratio of personal performance allowance:
Excellent: monthly basic performance allowance ×120%; Grade A: basic performance allowance for the current month ×100%; Grade B: basic performance allowance of the month × 90%; Grade C: basic performance allowance of the month × 80%; D and so on : Basic performance allowance for the current month × 70%.
(3) personal performance appraisal grade standard:
Excellent: the performance appraisal of the month was above 9 1. Grade A: 80-90 performance appraisal in the current month. Grade B: Performance appraisal of the month 70-79. Grade c: performance appraisal for the month 60-69. Grade D: The performance appraisal of the current month is below 59.
(4) Annual assessment regulations and salary increase standards:
1. The annual assessment is the basis for adjusting the salary level of employees and issuing year-end bonuses in the next year.
2. Those who have been in the company for less than 3 months will not participate in the year-end assessment.
According to the assessment results, the salary of each department will be adjusted upwards or downwards: excellent: salary will be adjusted upwards by two grades; a: salary will be adjusted upwards by one grade; b: salary will remain unchanged by three grades; salary will be adjusted downwards by one grade; d: dismissal.
Article 13 The application of performance appraisal results is as follows:
(1) How to write the rectification report of enterprise performance appraisal (2). Model essay on improvement scheme of company performance appraisal (3). Demonstration Scheme of School Year-end Performance Pay Assessment (II). (4) Demonstration scheme of employee performance appraisal (5). Demonstration Scheme of Performance Appraisal in Construction Industry (6). Demonstration Scheme for Performance Appraisal of Business Department (7). Performance appraisal of company's sales salary. Scheme template (2) and (8). Company employee performance appraisal and bonus distribution scheme (4) (9). Template of performance evaluation form for ordinary employees (2) and (10). Self-evaluation model of enterprise employees' performance appraisal (3)
The assessment results are used to determine the monthly performance pay;
The assessment results are used to determine the year-end award;
The assessment results are used for fine-tuning job grades and salary scales and general adjustment of salary scales. (See Salary Management System of Derun Company)
The assessment results are the main basis for the development of employees' human resources. According to the assessment results, the employees in the department were eliminated last, and those with the lowest assessment results for three consecutive months were dismissed after discussion and decision by the company's performance management team.
Article 14 Examination and filing
Collect the assessment results of employees and middle-level leaders in various departments, as well as various reports, work plans, meeting minutes, debriefing reports and original assessment records, and submit them to the General Manager's office for review, and then submit them to the Administration Department for filing.
Chapter IV Supplementary Provisions
Fifteenth this system is valid for two performance years.
Article 16 The performance management team shall be responsible for the interpretation of this system.
Article 17 This system has been formally implemented since 20xx 1+0. ;