How to evaluate the designer's works, in the final analysis, the designer's evaluation still comes down to the consideration of performance, and everything else can be weakened. No matter how good the quality is, it is not a good designer.
How to evaluate the speech 1? Instruments, including: hairstyle, face, clothes color/style, leather shoes, mouth, etc. , should be neat, coordinated, generous and capable. Before attending the speech, you'd better check it carefully yourself and ask your friend to check it for you.
2. Expression, your expression should be consistent with the content of your speech, so that it will have the effect of "acting" and leave a deep impression on the audience.
It is absolutely impossible not to write a speech, and it is absolutely impossible to read notes.
4. The action should be timely, not too big, but a small-scale action such as appropriate waving.
Speak loudly so that everyone present can hear you. But to be emotional, cadence, or mountains and rivers.
6. Eyes should always communicate with the audience/judges.
7. Other details are, don't be late for the speech, and be polite to the judges and the audience.
How to evaluate customer service is multifaceted for customer service evaluation:
1. service, including service language, pronunciation and intonation, customer perception, service attitude and communication skills.
2. Business, including: business skills, own quality, etc.
3, system, succession system, site system, etc.
4. Traffic assessment
5. Typing speed
There are too many tests for customer service representatives.
How to assess workshop workers? Production quotas assessment, standard assessment and personal quality assessment can be conducted for workshop workers. Production quotas assessment, according to the workshop production and working environment to develop production quotas, directly linked to wages. Abide by the rules and regulations, and quantitatively assess the daily compliance of workers with the company and workshop system, such as illegal operation, safety accidents, poor production quality, poor working environment, and non-compliance with commuting time. , and evaluate the finished quality according to points. Personal qualities can be assessed by leaders and employee representatives, such as work attitude, team spirit and work ability. The last two assessment results can be assessed at a fixed salary ratio.
How to evaluate the performance of the e-commerce team? After the classification of team performance appraisal indicators is determined, it is necessary to establish a team performance appraisal index system. Team performance evaluation index system is the baton of the company. Where it points, the team will work hard in that direction. Teams at all levels are also the cornerstone of the company's annual strategic objectives, so team performance management has become the top priority of company management, and the establishment of team performance evaluation index system is the first step and starting point of team performance management. If this step is wrong, all the efforts will be in vain. As the saying goes, a misstep will make a lasting regret. It will get twice the result with half the effort to extract team performance evaluation indicators by following a relatively scientific process.
The extraction of team KPI indicators can follow the workflow of Nissin, which has the following six steps:
The first step: the team performance management expert group of the company initially puts forward the KPI of each team at the same level according to the determined team work responsibilities. Among them, the most important thing is to determine the KPI evaluation standard. Performance appraisal standard is the benchmark to measure the scores of various appraisal indicators obtained by appraisers through measurement or agreement with the assessed team. The following five principles should be followed in formulating performance appraisal standards:
1, principle of objectivity: performance appraisal standards should be based on the characteristics of team responsibilities;
2. Clarity principle: the performance appraisal standard should be clear and specific, that is, there should be clear provisions and specific requirements for the quantity and quality requirements of work, the weight of responsibility and the level of performance;
3. Comparability principle: the team performance appraisal of the same level and the same work nature must be consistent in the horizontal direction;
4. Operability principle: the evaluation standard should not be set too high, but should meet the actual requirements to the greatest extent;
5. Principle of relative stability: After the performance appraisal standards are formulated, they should remain relatively stable and cannot be changed at will.
When putting forward team KPI, we must first determine the number of KPI. Generally, it is more appropriate to choose 3-6 items as the main indicators, and we cannot pursue comprehensiveness. We should cover all aspects of team work. The more the quantity, the better. There are many KPIs, which seem detailed, but can fully reflect the real performance of a team. In fact, it is just grasping the beard and eyebrows, losing the focus of work and not conforming to the Pareto principle. Then we need to determine the name and sub-indicators of each indicator, then determine the evaluation criteria of each indicator, then determine the source and supply cycle of information needed for evaluation, and finally allocate the weight of indicators.
Step 2: The expert group members communicate with the team leaders (or all team members) about the preliminary KPI, solicit team opinions, and sort out and summarize the communication results. Communicating with the team in the process of establishing evaluation system and determining indicators is conducive to enhancing the team's sense of responsibility and the satisfaction of team members. In the process of communication, the focus is on the feasibility and necessity of determining evaluation indicators with the team. For some KPIs that need to be evaluated, but the information source is difficult or difficult to measure, other indicators need to be used instead. For example, the customer satisfaction index conforms to the concept of customer first, which is the focus of company evaluation, but in fact, it is difficult for the company to conduct customer satisfaction surveys on a regular basis or the data obtained is untrue. At this time, we can consider giving up this indicator and replacing it with other indicators that are easy to measure, such as customer complaint rate and contract dispute rate. This communication process is the key link to gain team recognition and whether KPI assessment can be implemented.
Step 3: Have a meeting with relevant teams to discuss the team KPI compiled and summarized by the expert group. This process of discussion and communication is a process of balance and mutual restriction. Related teams with frequent work contact discuss the KPI of each team. Only the upstream and downstream teams know the key links that should be evaluated most, and they will evaluate and balance the KPIs of each team as referees to ensure the relative fairness of KPIs. Through this open, multi-angle and multi-thinking discussion of KPI of each team, the smooth realization of the company's strategic development goals can be guaranteed.
Step 4: The expert group sorts out the benchmark KPIs of different professional teams. According to the results of team discussion, the expert group selected one or two relatively reasonable and perfect teams as benchmarks. For different grades, you need to choose a benchmark, such as the functional management team, and choose a team with the best KPI as the benchmark; For the business team, a relatively optimal team KPI is also selected as the benchmark.
Step 5: refer to the benchmarking team KPI, and the team leader and the team leader negotiate to determine the team KPI. Benchmarking team KPI is actually the company's guidance for team performance appraisal. The team KPI is negotiated by the competent leader and the team leader with reference to benchmarking, which is a game process between the appraiser and the assessed. This process is conducive to enhancing the company's guidance on the behavior and results of team work. At the same time, in the process of communication and consultation, improve the understanding of superiors and subordinates, reach a * * * understanding of team performance appraisal, and lay a good foundation for the next team performance management.
Step 6: KPI of each team is determined by the senior leadership team members, that is, the performance appraisal committee of the company. On the basis of the KPI determined by each team and the competent leader, it is a comprehensive and balanced audit process for each team KPI at the company level to convene senior team members to discuss the KPI of each team. From the perspective of the overall interests of the company, it is necessary to determine whether all the strategic development objectives of the company have been completely decomposed, whether the KPIs among teams are balanced, whether the severity of evaluation is appropriate, and whether the performance evaluation of each team follows the same value orientation ... After confirming that all the above requirements are met, the team KPI evaluation will be formally implemented after the approval of senior team members at the company level.
The team performance KPI extracted through the above six steps not only considers the overall performance requirements of the company, but also pays attention to the characteristics of each department, which has been recognized by each team and laid a good foundation for the next team performance management.
How to assess the workload of icu nurses Objective To take the "quality nursing service demonstration project" as an opportunity to break the traditional pot of rice, realize the quantification of work, get more for more work, get the best for the best work [1], improve the initiative and enthusiasm of I C U nurses, and improve nursing quality and patient satisfaction. Methods ICU patients were graded and scored, and the deduction standard was established according to the operating standards and norms, and the monthly workload of nurses was quantified and linked to the bonus. At the same time, from 20 1 1 to 20 10 August 1 1 nurses' doctor-patient satisfaction, qualified rate of basic nursing and qualified rate of special first-class nursing were statistically analyzed with the same period of last year. Results There were significant differences between the two groups in doctor-patient satisfaction, qualified rate of basic nursing, qualified rate of first-class nursing and nurses' work enthusiasm. Conclusion Quantitative performance appraisal management can significantly improve the satisfaction of doctors and patients, which is beneficial to fully mobilize the enthusiasm of ICU nurses and is a long-term mechanism to improve the nursing quality in ICU.
How to assess the purchasing department? Because assessment is not an end, management is the end, and assessment is only a means of management. The same is true for procurement evaluation. We have seen too many quantitative assessment indicators, which makes both the assessed and the assessed very helpless. It is also seen that under the strict assessment system, the performance cannot be improved and the management cost can also rise sharply. Why are you smart and stupid? In the past, the assessment was mainly based on "morality, ability, diligence, performance and honesty", but I feel that the assessment content is difficult to quantify, which makes the assessment difficult. Later, the SMART principle was put forward for the assessment indicators: what can be measured and achieved can be achieved through hard work; Result-oriented timing is time-sensitive; In practice, testability often becomes the focus, and result-oriented becomes the result. Therefore, in enterprises, professionals headed by consulting companies and human resources departments always talk about quantitative indicators, as if whether they can be quantified has become the main problem of assessment design. Specific to the purchasing department, price assessment has become the best quantitative financial indicator. In fact, as the result itself, evaluation index has always been the favorite of some evaluation index makers. One reason is that it is easy to quantify, and the other is that our boss wants results. Without grades, of course, there is no bonus. In order to monitor the purchasing department, the enterprise has set up a special control department to directly reduce the price of suppliers. Anyone who can be lower than the purchase inquiry will be fined for the operator of the purchasing department. Made a lot of complaints. During the interview, the company organized a visit to Zhang Jian Memorial Hall. After I came back, I told Zhang Jian that Zhang Jian had been a champion for 23 years, and he was impersonated twice by others, but he didn't win the championship. Once, the examiner mistakenly thought it was his paper, and as a result, someone else became the champion. For the last time, relying on his unforgettable friend Weng Tong, he recommended his thesis to the top scholar among the examiners. When everyone visited, no one objected to his winning the first prize, because the level really reached. But does everyone think: "The program is wrong, everything is wrong." This truth. This includes Zhang Jian later running dozens of industries and more than 300 schools. Everyone only saw the results and achievements, and few people would say how much the official background behind it played. Why is this happening? This is China's thought of "success or failure". On the other hand, corporate culture is a subculture of society. When this kind of thinking comes to the enterprise, it becomes only focusing on the results and ignoring the process. It seems reasonable, but it ignores the existence of non-subjective factors in any result. This way of assessment, regardless of subjective and objective factors, will lead to 100% complaints even if you get 90% right. SMART principle provides a framework for this kind of behavior. As a result, cleverness turned into stupidity. Why did the process become a form? When an enterprise was interviewing a purchasing manager, a secretary of the engineering manager came over and asked the purchasing manager to sign a price confirmation form, which must be signed before 3 pm. The manager of the purchasing department complained to me: this procedure of urgent procurement should be sent directly to the vice president for signature, and I will be fined if I don't know the price clearly. After half an hour, the secretary came to urge again, and then the phone call from the engineering manager came. Why are the existing processes ignored by some people? If I'm not here, will the purchasing manager sign it right away? If the purchasing manager refused from beginning to end, why did the other party keep urging him? If the purchasing manager signs the defective acceptance price, will the engineering manager give the purchasing manager a benefit fee, or will the engineering manager leave it alone next time the purchasing manager has a problem? People who do internal control often focus on creating a mechanism of mutual containment, but fail to consider that any containment force may eventually become a tool for rent-seeking. The more containment links, the greater the rent-seeking space and the lower the operating efficiency. Test is the process. When violating the process has become a common phenomenon, rent-seeking is no longer strange. The system of favoritism has become a hotbed of inefficiency. At the same time, the evaluation of the results makes the enterprise lose the foundation of trust. In the culture of fear of procurement corruption, trust has collapsed: it is difficult to trust procurement, and what we need is to ensure that there is no problem. An American philosopher gave a speech on trust to the top management of one of the largest companies in America. In his speech, he emphasized the necessity of trusting employees. However, after the speech, the first question asked by the audience was: "But in that case, how should we manage the employees?" The manager who asked this question didn't think that as a manager, the most important job is to control the process, not the result, because there are uncontrollable objective factors in the result. When we think that the assessment results will bring problems, it is our inevitable choice to pay attention to the process. The design process of evaluation must establish the idea that a good process will inevitably bring good results. At the same time, we should also understand the difficulty of changing habits. It's hard to change your habits without performing shocking actions. The impact itself may also occur in process management. For example, the manager of the engineering department comes to the purchasing manager for approval with an exception. Once found, the monthly salary can be stopped immediately and punished. Because this kind of mistake is purely subjective and intentional. This impressive management method is one of the abilities that change managers must possess.