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Personal Work Plan and Target Model of New Employees
Five model articles on employee's personal work plan
Personal work plan of company employees
Employee work plan model
Five selected articles on employee's personal work plan
Model essay on employee performance improvement work plan 1
Performance improvement plan is a part of performance management and a process for employees to improve their performance. Performance improvement plan is to take a series of concrete actions to improve the performance of subordinates, mainly including what to improve, who to improve, when to improve and other basic issues. Only by putting the performance improvement plan into practice, not going through the motions and becoming a mere formality, can the enthusiasm of employees be fully stimulated, the company will have greater development and the performance management will be guaranteed.
First, before making a performance improvement plan, we must first find out the performance gap.
In the specific work, the department heads are required to have evidence and facts to compare the established work objectives with the actual effect gap. To convince employees, there is indeed a desire for improvement.
Second, find out the reasons for poor performance.
There are subjective reasons as well as objective reasons. The subjective reason is lack of interest and motivation in work. Objective reasons, the lack of knowledge and ability of employees and the influence of external environment. Specifically, it is analyzed from the following aspects:
1, employee attitude:
Because employees' attitude problems affect the output of performance, it is necessary to fully communicate with employees to find out the reasons for their bad attitude and how to improve it.
2. Staff skills:
The working methods and communication skills of employees affect the output of performance. What kind of methods can be used to make up for it?
3. Knowledge of employees:
The knowledge of employees affects the output of performance. Is it a lack of knowledge? What kind of methods can be used to make up for it?
4. External problems
Does external problems affect the output of performance? How to improve?
5 department heads should conduct self-inspection:
Is it due to insufficient communication or lack of proper authorization, trust, encouragement, help and support for employees?
Third, make a performance improvement plan.
1, to determine the goal of performance improvement, department leaders should feedback interviews with employees, so that employees can understand their own situation and those areas that need improvement, and get their approval. The goal set in this way will make employees more motivated and implement it smoothly.
2. Find out the methods that can be improved through brainstorming and fishbone diagram, which are more detailed and specific, and choose the best scheme from them.
3. Make a performance improvement plan, and add specific action plans, implementation means, deadlines, etc. In the performance plan, it is more useful to sign the responsibility letter of improvement plan with departments and employees than verbal agreement, which can make employees take it seriously.
4. Follow up the improvement plan of employees. After the employee's plan is made, continuous supervision, inspection and help are essential. If there is improvement, we should encourage employees. If you regress, you must find out the reason. Those who fail to meet the standards within the time limit will be transferred and their salaries will be reduced.
In a word, performance improvement is an important process of performance management. Only by seriously implementing the performance improvement plan can the final process of performance management be realized.
Model essay on employee performance improvement work plan II
Personal performance improvement plans are usually made by employees themselves with the help of supervisors, and an agreed implementation plan is discussed with supervisors. The supervisor should promise to provide all kinds of resources and help needed by employees to realize the plan. Performance improvement plans usually include the following aspects.
1, project to be developed
Projects to be developed usually refer to areas where work ability, methods and habits need to be improved. These projects to be developed may be projects with insufficient level at present, or projects with acceptable level but need higher level of work. These projects should be improved and improved through efforts. Generally speaking, in the performance improvement plan, we should choose the most urgent projects that need improvement, because there may be many projects that a person needs to improve, but it is impossible to completely improve them in a short period of six months or a year, so we should choose something. Moreover, people's energy is limited, and only limited contents can be improved and perfected.
2. Reasons for developing these projects.
No enterprise will casually include some projects in the performance improvement plan. Usually, these selected projects are the weak points of employees' ability, and they are also places that need to be improved urgently.
3. Current level and expected level.
The performance improvement plan should have clear and definite objectives. Therefore, when making the performance improvement plan, it should be pointed out that the current performance level and expected level of the project need to be high.
4. Methods of developing these projects
Training, self-study and other people's help can usually be taken to improve these projects to be developed, so that they can rise from the level of ambition to the expected level. Of course, there is not only one way to develop a project. Also, I can take many ways at the same time.
5, set a deadline to complete the goal.
When making a performance improvement plan, an enterprise should also set a deadline to achieve the expected goal, so as to promote the gradual development of employees.
Three. Procedures for making personal development plans
Generally speaking, making a personal development plan requires the following process.
1. Employees communicate with supervisors for performance appraisal. With the help of the supervisor, employees realize what they have done well and what they have not done well in their work, and realize the existing gaps.
2. Employees and supervisors * * * analyze the reasons for the performance gap between employees and find out the aspects that employees need to improve in their work ability, methods or work habits.
3. According to the requirements of future work goals, employees and supervisors choose projects that need to be improved in terms of work ability, methods or work habits, which is better than Penguin.
4. Both parties shall formulate specific action plans to improve these working abilities, methods and habits, determine the expected level of personal development projects, the target realization period and improvement methods, and if necessary, determine the audit plan in the process, so as to gradually realize the goals.
5. List the resources needed to improve personal performance and point out which resources need the help of the supervisor to obtain.
Fourth, the performance improvement plan example
Wang _ _ is the sales representative of Shanghai Mechanical and Electrical Equipment Company. He has been a sales representative in this company for one year. According to the regulations, its sales performance was 200,000 yuan, and Wang _ _ achieved this performance index, and the actual sales amount was 2 1.9 million yuan. But as a sales representative like him, the average sales of the company is 350,000, and there is still a certain gap between Wang _ _ and them. Sales of electrical equipment, Wang _ _ is just starting, and he is not familiar with relevant professional knowledge. However, three years of sales experience has enabled him to have basic sales skills, a correct working attitude and good cooperation and coordination skills. Therefore, Wang _ _' s supervisor, on the basis of further understanding of the situation, helped Wang _ _ to make his improvement plan for the next performance period.
Model essay on employee performance improvement work plan 3
Employee performance improvement plan refers to a systematic plan to improve work ability and performance according to the aspects that employees need to develop and improve. Employee performance improvement plans are usually made by employees themselves with the help of supervisors, and discussed with supervisors * * * to reach an agreement on employees' current level, work achievements and existing problems, work improvement plans, performance target requirements and specific implementation methods. The core of employee performance improvement plan is performance improvement, so employee performance improvement plan is generally not sustainable, that is, after two or three cycles of performance improvement plan, an employee still has no work progress or the work progress can not meet the performance requirements, then enterprises will generally consider job rotation or employee replacement. This is also the difference between the supervisor helping employees to make performance improvement plans and their careers.
Performance improvement plans usually follow the following procedures:
1. Find the performance gap.
The emergence of performance gap is that the performance level of employees can't meet the requirements of enterprises, and its deep-seated reason is that there are some factors that make employees unable to complete performance as required.
Finding the performance gap can be determined according to the job requirements and the actual work results of employees. For example, an employee's job requirement is to submit a report on the 6th of each month, but the actual performance is that the report can only be submitted on the 8th of each month at the earliest. The performance gap is that the report cannot be completed on time, and the delay time is more than 2 days.
Analyze the reasons
Employees' performance can't meet the requirements, so we should find the reasons from three aspects: employees, supervisors and environment. Employee's perspective: there may be objective factors such as the inability to meet the job requirements, the lack of communication skills of employees, the physical condition of employees, and subjective factors such as the unwillingness of employees to finish on time; Supervisor's opinion: there may be factors such as untimely supervision, failure to find problems in time and help employees correct them. Environmental perspective: There may be reasons such as failure to provide data on time, short report summary period, and poor accuracy of data provision leading to long verification period.
The reasons that may cause the employee performance gap generally include:
Employee: I don't know how to do it; Don't know how to do it well; I don't know what is the most important; Do not know what to do; Don't want to do it; There are other things to do; It's no use doing it.
Supervisor: I don't know what's the use of doing it; Don't know how to help employees; Have you ever helped employees? Whether the employees' achievements have not been affirmed; Whether employees are not reminded of their faults, etc.
3. Decide whether to improve.
Not all performance gaps should be included in the employee performance improvement plan. Generally speaking, the work that can achieve performance improvement through employees' efforts will be included in the performance improvement plan, that is, the work that can be improved by changing employees' working methods will also be included in the performance improvement plan because of employees' factors or although they are not caused by employees.
Find out possible ways.
The methods of performance improvement should be completed by supervisors and employees, and some possible methods can be put forward through brainstorming or process reengineering.
5. Make an improvement plan
First of all, we must determine the improvement goal. The selection of goals should be completed by supervisors and employees, with employees as the center, and supervisors should put forward clear requirements; Secondly, the possible methods are screened and the methods recognized by both parties are selected. Once the method is determined, the supervisor should ensure that employees are given enough resources to support them. Third, the improvement plan should be broken down into several steps, and the time and work effect requirements of each step should be clearly defined; Finally, form a written performance improvement plan.
6. Implementation, inspection and new plan of performance improvement
Once the performance improvement plan is made, supervisors and employees should ensure its implementation. Employees should complete all work as planned and keep records. The supervisor should give appropriate support to employees, regularly check the implementation of the plan, and adjust the plan with employees in time when problems are found.
Two, formulate and implement the performance improvement plan should pay attention to the following points:
1. The performance improvement plan should be targeted and not deviate from the theme.
2. The performance improvement plan should focus on key links, and it is impossible to cover everything.
3. The performance improvement plan should indicate the specific time.
4. Performance improvement plan standards should be quantified and concrete as much as possible.
5. The performance improvement plan needs the approval of both parties. It is a communication process, not a work arrangement.
6. Performance improvement plan is not employee welfare. If the plan fails, both employees and supervisors will face the problem of post adjustment.
7. The performance improvement plan is the daily work of the supervisor and should be paid enough attention.
Model essay on employee performance improvement work plan 4
Performance management refers to a series of work such as goal setting, planning, performance communication, tracking control, evaluation and employee motivation. On the one hand, performance indicators are implemented to everyone, and everyone has goals, which are all related to corporate goals, so that the goals and efforts of enterprises, departments and individuals are consistent. At the same time, through performance planning, performance tracking and counseling, the work direction of employees is guided and controlled in the direction and track of guiding goals, ensuring the realization of enterprise goals. Performance management (evaluation) can be divided into the following six main steps:
(1) Clarify the strategy and guidelines;
(2) translating strategies and policies into performance targets;
(3) Work plans and schemes for performance realization;
(4) Formulate assessment standards and establish statistical channels and methods for collecting performance information;
(5) Performance tracking and evaluation, communication and counseling, regular performance interviews and process control;
(6) According to the assessment results, implement incentive policies.
That is to say, in the process of performance appraisal, we must first make clear what to do (turn strategic policies into goals and plans); Then find the standard to measure whether the work is done well or not, and track and monitor it (construct the index system and statistical method of information collection); Find out what is done well, sum up experience, make it continue to be maintained and popularized, find out what is not done well, find out the problems through analysis and make improvements; Finally, rewards and punishments are given according to the degree of performance realization.
In short, we will evaluate what we need! Evaluate what employees want to do! Reward policy is fulfilled according to the results, and meritorious service is rewarded!
First, clear strategy and policy: annual work policy and key work description
The annual work policy and key work description of the enterprise are the concretization, decomposition and phased implementation of the medium-and long-term strategic planning of the enterprise, so it needs to be consistent with the medium-and long-term strategic planning of the enterprise.
On this basis, supervisors at all levels need to formulate "departmental annual work policy and key work instructions" in their subordinates, so that all departments at all levels of the enterprise can form a coordinated work direction and fulfill their duties for the realization of the overall policy and objectives of the enterprise. This work needs to focus on:
(1) Correctly understand the policies and objectives of enterprises at the same level and their departments, and decompose them step by step and pass them on to subordinates;
(2) Clarify the responsibilities of subordinates in this performance period.
Second, the formulation of performance goals.
Performance goal setting is the key link of performance management, which organically combines individual goals, departmental goals and enterprise goals, and the work of individuals and departments becomes an inseparable part of the whole enterprise to achieve performance goals.
The main basis for setting performance goals is the annual work policy, key work and post responsibilities. In addition, a lot of work in the continuous performance period is continuous or related to a great extent. Therefore, when setting the performance targets for the current period, we should review the objectives and achievements of the previous performance period, and the problems and areas that need further improvement in the previous performance period need to be reflected in the current performance work.
There are two main lines in departmental assessment: key indicators based on company strategy and performance indicators based on company responsibilities, systems and processes.
Performance objectives include: project indicators, completion time and weight. 1, project indicator classification
(1) quantitative indicators: quantitative indicators based on statistical data. Its advantages are objectivity, reliability and easy measurement. The disadvantage is that it requires high basic management. If the data cannot be obtained in time, truly and accurately, there will be no evaluation, and objectivity and impartiality will be lost.
(2) Qualitative indicators: not every project can set quantitative indicators. For projects that are difficult to quantify, we can choose qualitative indicators, and use the knowledge and experience of evaluators to evaluate the performance through analysis and textual research. The advantage is that when the data needed for evaluation is insufficient, unreliable or difficult to quantify, qualitative evaluation is used to play the role of evaluation and evaluation. The disadvantage is that it is easily influenced by various subjective factors, especially subjective judgment, which is easy to form injustice.
In practice, qualitative indicators can be quantified by formulating evaluation rules and methods.
In general, the direct superior knows the work achievements and performance of subordinates best, and the customer, as the customer in the enterprise, knows the work effect and completion degree of the "upstream" best, so the evaluation of qualitative indicators is generally carried out by the superior or the "customer".
(3) Maintainability index: It has no direct contribution (only indirect value) to financial data, market customers, internal process operation and employee growth and promotion.
(4) Growth index: It has a direct value contribution to financial data, market customers, internal process operation and employee growth and promotion.
(5) Long indicators: indicators that have been repeatedly and continuously assessed. (6) Short indicators: indicators for one-time or phased assessment. 2. Source and selection of indicators
Indicators generally come from the following four aspects:
Theoretical calculation: calculation according to scientific theory. Because it is scientific and universal, it can generally be used as the main reference when determining indicators (the difference between realistic conditions and theoretical basis should be fully considered when adopting it).
Actual measurement: obtained through field measurement or sampling survey and prediction. Because it comes from reality, it is objective (it should be noted that the actual measurement organization and measurement methods have great influence on the results. The measured data is usually conservative).
Historical data: indicators actually achieved in previous years. Because it is an actually achieved index, it has "accessibility". You can choose the "best 3-month average" as needed; Annual average; The worst 3-month average "as a reference (because of its high accessibility, it can generally be used as the basic indicator of the new performance period).
Industry indicators: leading indicators in the same industry. It is an excellent index actually achieved by other enterprises in the industry, so it is both "accessible" and challenging.
When selecting indicators, we should follow the principle of jumping up and picking peaches. 3, the intelligent principle of the target:
Specific, specific. In other words, performance targets and indicators are concrete, not intentional and abstract. It should be the unity of emphasis and concreteness-significant and outstanding achievements that can reflect progress and emphasis, not trivial daily work, nor a simple task list in the job description, but major actions or concrete progress in all work at this stage.
Measurable, measurable. Generally speaking, indicators can be quantified, and the proposed indicators should be measured in terms of time, quantity, quality and cost. If similar standards cannot be formulated, they may become invalid indicators. However, some of them need to be measured by non-quantitative indicators. At this time, what can be measured is whether the goal has been achieved, which can be determined by the judgment of the supervisor.
Consistent consistency. Refers to employees, departmental goals and corporate goals. Performance management has a strong guiding role, and the goal of each employee should be consistent with the development strategy of the enterprise and the work objectives of the department. For example, the reform measures that enterprises focus on can be included in the evaluation as one of the goals to promote change.
Reality. Reality. Goals should be challenging, need to stay ahead of competitors, and must be achievable and reasonable through hard work, not unattainable.
Time-limited requirements require that the goal be completed within a certain time. 4. Determine the target weight
(1) The basic principle for determining the target weight is to take the strategic target and the core and key work as the guidance, with obvious differences in the target weight, outstanding emphasis and avoidance of average.
(2) Matters needing attention when assigning weights
In different periods and stages, the importance of assessment objectives is different and gradually changes, so the weight of assessment items must be adjusted and changed according to the adjustment and change of strategic policies and objectives in different periods.
As an important tool of performance management, weight should play a role in guiding the assessed to pay attention to their own shortcomings and deficiencies and continuously improve their performance.
The seasonality of the market, the variability of competitive factors and the variability of resource supply will all affect the operating conditions of enterprises, and the performance of employees and departments will inevitably be affected. In the case of short assessment cycle, such as monthly assessment, the weight of assessment items changes according to the actual situation.
Three. working face
Focusing on the general direction, objectives and tasks of performance goals, it is an important link to make a work plan and implement it according to the nature and time schedule of the target project.
Taking the monthly work plan as an example, the work plan includes the following contents: the completion and difference of project indicators, the monthly target of the current month, the specific work measures to complete the target, the measurement standard for the implementation of work measures, the responsible person, the completion time, etc.
Making monthly work plans and goals should also follow the SMART principle. In addition, as far as the specific work measures to achieve the goal are concerned, seven factors must be considered, namely 5W2H.
1, project completion indicators and differences
These contents have played the role of tracking and control. Grasp the completion and differences of the project, and guide the formulation of the objectives of the month according to the differences; It can be used to find out the causes of differences, analyze and study the improvement countermeasures, and then become the work measures of the month.
2, the monthly target of the month
The monthly target is formulated around how to ensure the completion of the overall performance target. The main factors to be considered are: the decomposition plan of the current month's goals; The size of the previous difference; Internal and external environmental characteristics and resource conditions of the month.
3. Specific measures to achieve the goal.
This is the central link of the monthly work plan, which determines the specific things to be done this month. I hope to ensure the realization of the goal by doing these things well. Therefore, the work measures must be practical, relevant to the goal and can promote the realization of the goal.
For a result (or difference) that has been formed, it is necessary to conduct in-depth cause analysis from five aspects: human, machine, material, law and environment, find out the fundamental (basic) reasons, and then formulate targeted measures as specific work measures this month. Similarly, for a desired result (goal), the things and measures to achieve the goal also come from the discussion and planning of people, machines, things, law and environment.
4. Measures to implement work measures
Achieving the goal requires work, and the so-called work here is "the implementation of work measures." If the work measures are not implemented, or if they are not implemented seriously and effectively, it will be difficult to achieve the goal. Therefore, establishing the measurement standard of the implementation of work measures is a process management and supervision method, which plays a role in tracking and controlling the realization of goals.
5. Person in charge
Work measures need to be undertaken and responsible by specific people. ?
6. Completion time
The completion time of work measures (plans) is an important symbol and standard to measure the serious and effective implementation of work measures.
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