In order to ensure the orderly and effective progress of things or work, it is often necessary to make detailed preparations in advance. A plan is a written plan, which is the detailed rules and steps of specific actions. How should we make a plan? The following is the performance appraisal scheme of chain supermarkets that I have compiled for you, which is for reference only and I hope it will help you.
Chain Supermarket Performance Appraisal Scheme 1 I. General Rules:
This system is formulated in order to embody the code of conduct of "dedication, trustworthiness, cooperation and hard work" pursued by XX Supermarket Company, encourage employees to work actively and independently, and create high efficiency in the development of XX Company.
Second, the purpose of the assessment
1. Provide information basis for salary adjustment, assessment, post adjustment, contract renewal, termination, dissolution and dismissal of the company;
2. Improve the quality of employees, optimize the personnel structure, and maintain the vitality and competitiveness of the company's human resources.
Three. Assessment principles: fairness, impartiality and results-oriented.
Iv. Classification and scope of application of assessment:
1, according to the nature and tasks of the departments, the assessment departments are divided into first-line departments and second-line departments:
Front-line departments: operation department, purchasing department and stores.
Second-line departments: functional departments of the company except the operation department and the purchasing department.
2. This performance appraisal scheme is mainly aimed at all employees at headquarters and store supervisors and above.
Verb (abbreviation for verb) Description of evaluation cycle:
1, and the assessment cycle is divided into annual cycle and monthly cycle.
2. The monthly periodic assessment takes sales and gross profit as indicators, and the proportion of weights is different according to the first-line and second-line departments.
3, the annual assessment to sales, gross profit and profit as indicators, comprehensive annual task completion, the implementation of year-end accounting, the corresponding proportion of bonus assessment.
Six, the assessment index weight ratio:
1. Secondary departments: Development Department, Information Department, Finance Department, Administration Department and Human Resources Department (see attached table 1).
2. Second-line department: distribution center (see attached table 2)
3. Front-line department: Operation Department (see Schedule 3)
4. Front-line department: Purchasing Department (see Schedule 4).
VII. Evaluation procedures:
1. After the company's overall operating indicators are determined in the new year, the general manager of the company signs a target responsibility letter with the directors of all departments, the directors sign a target responsibility letter with the directors, and the operation director signs a target responsibility letter with each store.
2. According to the company's annual operation indicators, the operation director decomposes the task indicators into stores as the basis for the assessment of each store.
3. The functional departments of the company, including the distribution center, will conduct assessment on the basis of the completion of the company's indicators in the current month. The specific assessment schemes of the Operation Department and the Distribution Center are as follows.
4. As a part of the salary, the assessment salary is reflected in the monthly salary.
5. The Finance Department will send the relevant assessment data of the current month to the Human Resources Department before 1 every month.
6. The Human Resources Department will calculate the assessment score and the corresponding salary according to the completion and weight ratio of each index.
7. Employees who are on vacation for more than 7 days (including 7 days) in the current month and enter the probation period will not participate in the assessment.
8. The original assessment data shall be filed and managed by the personnel department, and the filing period shall be 1 year;
VIII. Incentives
1, the company adopts the reward method of 13 salary, and the bonus base is the monthly salary of each person at the end of the year:
① If the weighted average completion rate of annual sales, gross profit and profit is below 100% and above 95%, each person will be rewarded with one month's salary.
(2) If the weighted average completion rate of annual sales, gross profit and profit is higher than 85% and lower than 95%, each person will be rewarded with one month's salary according to the actual completion percentage.
(3) If it is less than 85%, it will not be rewarded.
2. If the weighted average completion ratio of the company's annual sales, gross profit and profit is above 100%, the accelerated reward will be implemented, that is, in addition to rewarding each person with one month's salary, the reward will be doubled according to the percentage of the excess.
Nine. Implementation Measures for Performance Appraisal of Operation Department of the Company
1, implementation method of monthly assessment
1) Evaluation scope:
Operation department: director, director, store manager and operation supervisor.
Stores: store managers and department heads.
Evaluation method
The chief operating officer, the director of the operation department and the director of the operation department shall assess the completion of the company's comprehensive indicators.
The supervision of the operation department will be assessed by the average completion index of the managed stores.
The store manager, store assistant and supervisor will evaluate the completion of store indicators.
2. Measures for the implementation of comprehensive ranking of quarterly stores
Performance evaluation scheme of chain supermarkets II. Purpose of performance evaluation
1. Continuously improve the management level of the company, so that the company can maintain the momentum of sustainable development and achieve a win-win situation for employees.
2. Deepen employees' understanding of their job responsibilities and work objectives.
3. Continuously improve the working ability of employees, improve their work performance, and improve their initiative and enthusiasm.
4. Establish a team with unity and cooperation, rigorous work, high efficiency and Excellence based on departments and team leaders.
5. Through the rational application of assessment results (rewards and punishments or treatment adjustment, spiritual rewards, etc. ), create a working atmosphere that encourages employees to make progress.
Two. Principles of performance evaluation
1. Principle of fairness and openness: All employees of the company are assessed by the company, and the application of assessment results in the same position of the company is subject to the same standards.
2. Regularization and institutionalization principle: the performance appraisal work is carried out under the direct leadership of the performance appraisal team. The performance appraisal department is the management department for the implementation of this system.
(1) The company evaluates its employees once every four months.
(2) As an important system of human resource management, performance appraisal should be strictly observed and implemented by all employees. The performance department is responsible for the continuous revision and improvement of the system.
3. Percent system principle: The company adopts the percentage system method to evaluate employees.
4. Flexibility principle: the company's assessment of employees is divided into quantitative assessment and qualitative assessment. Different positions, different levels and different periods have different assessment priorities, and the score ratio is 50% respectively.
Quantitative evaluation:
A. Management: the key work of the department, complete the work arranged by the company with good quality and quantity, and increase the work at any time due to business needs.
B. Employees: jobs specified in job responsibilities, jobs arranged by department heads, and job performance.
Qualitative assessment: labor discipline, unity and cooperation, service quality, inventory work, knowledge assessment,
Three. Evaluation content and applicable objects
1. The assessment content refers to the performance (quantitative) assessment, and the performance assessment cycle is monthly.
2. This evaluation is applicable to regular employees (excluding promoters and shopping guides).
3. New employees will participate in the performance appraisal from the following month, and those who leave (voluntarily leave or are dismissed) in the middle of the month will not participate in the appraisal.
4. Internal transferees shall be divided according to the working hours of their departments, and the performance of the work unit transferred for more than half a month shall prevail, otherwise the performance of the transfer-out unit shall prevail. Four. Performance Appraisal Indicator/Weight Proportion/Appraisal Scope/Calculation Formula
1. Performance appraisal salary ratio:
(1) Assess according to the post salary 10% of the employees participating in the assessment (if the monthly salary of the employee is 800 yuan, the floating salary is 80 yuan, that is, 800 yuan × 10%=80 yuan; For example, the monthly salary of the foreman is 1000 yuan, and its floating salary is 1000 yuan, that is, 1000 yuan × 10%= 100 yuan; If the supervisor's monthly salary is 1500 yuan, the floating salary is 150 yuan, that is, 1500 yuan×10% =150 yuan; If the manager's monthly salary is 20XX yuan, his floating salary is 200 yuan, that is, 20XX yuan × 10%=200 yuan).
2. The sales, gross profit, expenses, non-operating income and commodity loss rate of the performance appraisal part are quantitatively assessed based on the financial budget. According to the management characteristics and division of responsibilities of the department, the performance evaluation index, weight ratio and evaluation index are refined.
Fourth, performance appraisal reward and punishment standards
1. The comprehensive achievement rate is the sum of the actual achievement rates of the assessment indicators undertaken by the employees of the department * the corresponding weight ratio.
2. Rewards and punishments in performance appraisal are linked to employees' performance wage income. The principle is that employees are only rewarded and not punished, and rewards and punishments are implemented at or above the supervisor level according to the actual comprehensive achievement rate of performance appraisal.
3. The rewards and punishments for the completion of performance appraisal indicators in the current month are reflected in next month's salary. The human resources department will release the performance appraisal results of each department last month on the 20th of each month. If there is any objection to the evaluation results (due to uncontrollable factors, etc.). ), the opinions of all departments shall be summarized to the Human Resources Department before 25th, which shall report to the General Manager or the company for discussion, and then issue the final reward and punishment results and implement them.
4. If the whole store fails to achieve the budget GOP target, but exceeds the budget target of the department or group, the reward can be calculated separately (reported separately). For example, if the whole store completes the budget GOP target, but the department fails to achieve the budget target, it will not participate in the reward.
5. If the comprehensive achievement rate reaches the corresponding standard, there is no reward or punishment.
6. Reward:
Comprehensive achievement rate 100%. For every increase of 1%, 10% of the floating weight will be awarded.
Examples of awards: Suppose A is the actual comprehensive achievement rate.
A.A = 105% fresh department of a certain group,
Proportion of rewards and punishments for floating wages = 105%- 100% = 5%
If the salary standard of the supervisor is 1500 yuan, you can get a bonus (1500×10%) × 5% *10 = 75 yuan.
B the reward calculation method for other personnel is the same as above.
7. Punishment:
The comprehensive achievement rate is 100%. For every decrease and increase of 1%, the floating weight of 5% will be deducted. The maximum penalty deduction shall not exceed personal fluctuation.
Dynamic wage part
Example of punishment: Suppose A is the actual comprehensive achievement rate.
A.A = 90% in the fresh department of a certain group,
Proportion of rewards and punishments for floating wages = 100%-90%= 10%.
If the salary standard of a supervisor is 1500 yuan, the deduction is (1500×10% )×10% * 5 = 75 yuan.
B the calculation method of liquidated damages for other personnel is the same as above.
Chapter 1 of Performance Appraisal Scheme 3 for Chain Supermarket Purpose of Appraisal
Article 1: The purpose of performance appraisal is to improve the operation efficiency of the organization and the work efficiency of employees.
Chapter II Scope of Evaluation
Article 2 The Company and its subordinate branches.
Chapter III Definition
Article 3 Performance-Effective work behaviors and effective work results taken by employees to achieve predetermined work goals by using necessary resources under certain time and conditions, including work effect, efficiency and benefit.
Article 4 Performance management-a management process that dynamically guides and manages employees to promote their performance level and is consistent with the company's development goals.
Article 5 Work objective-the objective set to make the work result meet the specified requirements.
Article 6 Key performance indicators-key work levels and work elements that determine or closely affect employees' achievement of work objectives.
Article 7 Performance standards-defined standards and measurement standards that define whether the degree of realization of key performance indicators is effective for the realization of work objectives.
Chapter IV Responsibility
Article 8 General Manager
1. Formulate the company's strategic development pattern and determine the company's principles, policies, strategies and objectives for maintaining long-term development.
2. Examine and approve the company's annual or phased business objectives.
3. Examine and approve the annual or phased work objectives, key performance indicators and standards of the deputy general manager in charge.
4. Be responsible for the performance evaluation and improvement guidance of the deputy general manager.
Article 9 General Manager's Office
1. Draw up the company's annual or phased business objectives.
2. Formulate the work objectives, key performance indicators and standards of the deputy general manager in charge.
3. Examine and approve the overall work objectives of all departments and branches.
4. Examine and approve the work objectives, key performance indicators and standards of department heads.
5. Examine and approve the performance appraisal results of managers at all levels and personnel in important positions.
6. Be responsible for the performance evaluation and improvement guidance of the deputy general manager.
Article 10 Deputy General Manager in charge
1. Set the annual or phased overall work target of the competent department.
2. Draw up the work objectives, key performance indicators and standards of department heads.
3. Examine and approve the work objectives, key performance indicators and standards of management positions at all levels.
4. Review the performance appraisal results of managers at all levels and personnel in important positions.
5. Performance evaluation and performance improvement guidance of department heads.
1 1 heads of departments and branches
1. Formulate annual or phased work objectives, key performance indicators and management post standards.
2. Approve the work objectives, key performance indicators and standards of other work.
3. Staff performance evaluation and improvement guidance.
12 management personnel at all levels
1. Formulate the work objectives, key performance indicators and standards of each position within the management scope.
2. Employee's performance evaluation and improvement guidance.
13 employees
1. Work out the work objectives, key performance indicators and standards of this position together with the supervisor.
2. Complete the set goals, performance indicators and standards.
14 human resources department
1. Provide training and consultation on performance management system.
2. Assist in formulating and evaluating the work objectives, key performance indicators and standards of posts at all levels.
3. Supervise the performance management process to meet the standard operating requirements.
4. Keep smooth communication with the top management of the company on the effectiveness and efficiency of the performance management process.
5. Collect, save and manage documents, materials and other information formed in the process of performance management.
6. Accept performance complaints.
Chapter V Evaluation Procedures
15 performance management principles
1. Management principles of work objectives and key performance indicators. The work objectives at all levels are regarded as performance orientation, and the realization degree of key performance indicators supporting the realization of work objectives is regarded as an important parameter of performance evaluation.
2. The principle of effectiveness. Through the implementation of performance management process, promote the improvement of actual work results and performance.
3. Principles for setting key performance indicators. The setting of key performance indicators comes from four aspects: finance, customers, internal operation and learning and growth.
4. Career planning principles. Closely combine the performance evaluation, improvement and promotion of employees with their career planning.
5. The principle of material incentives. Link employees' performance level with their work income.
16 Performance Management Manual
1. The departments that formulate the Performance Management Manual include:
(1) All departments of this department;
(2) local branches;
(3) Branches and branches in different places.
2. The performance management manual is in the form of a binder, which is uniformly produced and distributed by the Human Resources Department, and the heads of various organizational departments designate special personnel to receive, record and manage it.
3. The contents of the performance management manual include but are not limited to:
(1) job descriptions of all positions in subordinate departments;
(two) annual or phased target management responsibility;
(3) List of key performance indicators;
(4) Performance Management Log;
(5) Performance Interview (Guidance) Record Form;
(6) Performance information (data) collection form;
(7) Performance evaluation report.
4. Ensure that any relevant information added to the performance management manual is confirmed by the direct supervisor and recognized by supervisors at different levels.
5. Every month from 25th to 30th, each department submits the Performance Management Manual to the Human Resources Department for review and inspection; The manual of the local branch shall be submitted to the Human Resources Department for review; Manuals of branches in different places are sent to the administrative personnel department.
17 performance management intervals
1. A complete performance management interval should include the following contents and stages.
(1) Set work objectives.
(2) Set key performance indicators, standards and statistical methods.
(3) Work plan and performance interview.
(4) Mid-term improvement guidance.
(5) Performance evaluation and interview.
(6) Output of performance evaluation results.
2. The interval between setting up staged performance management is generally not more than half a year; Set the annual performance management interval, and conduct mid-term improvement guidance and correction at the end of each quarter.
Article 18 Setting Work Objectives
1. According to the company's business development strategy, relevant managers set annual or phased work targets at all management levels. The work objectives of the department are formulated by the direct superior of the department head; The work goal of each position is set by the immediate superior of the position.
2. According to different work contents and nature, formulate reasonable and appropriate work objectives. When the business situation needs to form phased results, phased work objectives should be set; When the business situation is summarized in the annual interval, the annual work target should be formulated.
3. When making the annual work target or quarterly phased work target, we should evaluate, check and revise the realization of the work target every quarter to ensure the realization of the target.
4. The set work objectives should be signed with the responsible person, and then added into the performance management manual after being confirmed by the immediate superior and approved by the superior.
Article 19 sets key performance indicators, standards and statistical methods.
1. Principles for setting key performance indicators and standards
(1) The determination of key performance indicators, performance standards, measurement, statistical methods and evaluation information collection channels should be carried out by employees and their immediate superiors, and employees should obey the reasonable setting and arrangement of their immediate superiors.
(2) The set key performance indicators and standards must be able to directly support the realization of work objectives, otherwise they will be regarded as invalid indicators and standards.
(3) Setting key performance indicators and standards must conform to the SMART principle.
2. Set the dimensions of key performance indicators
(1) financial indicators. Refers to the indicators that affect the goal realization and performance level from the perspective of financial management, which can be divided into but not limited to financial key performance indicators, including cash flow, return on investment, sales, expenses, etc.
(2) Customer (including internal customers) indicators. Refers to the indicators that affect the goal realization and performance level from the perspective of customers and interested parties, which can be listed as but not limited to customer key performance indicators, including service satisfaction, work efficiency, service humanization, market share and so on.
(3) Internal operation indicators (business processes). Refers to the indicators that affect the goal realization and performance level from the perspective of main business processes, which can be listed as but not limited to the key performance indicators of internal business processes, including project cycle and project development.
(4) Learning and growth indicators. Refers to the indicators that affect the goal achievement and performance level from the perspective of learning and growth, which can be divided into but not limited to key performance indicators of learning and growth, including training, rewards and punishments, etc.
3. Setting key performance indicators should be able to directly confirm the realization of work objectives, that is, when all indicators meet the standards, the realization of work objectives can be confirmed. Key performance indicators of management positions are set to1~ 3 per dimension; The key performance indicators for other tasks are set to 1 for each dimension.
4. After setting the key performance indicators, combined with the completion of the work objectives, the performance standards, measurement and statistical methods of each indicator and the collectors of evaluation information are formulated.
5. After the collectors of key performance indicators, standards, measurement, statistical methods and evaluation information are determined, fill in the "List of Key Performance Indicators", and add it to the performance management manual after it is confirmed by the employees' immediate superiors and approved by superiors at all levels.
6. The company formulates a performance appraisal plan (see attached table) to assess the quantifiable part of employee performance, and formulates a performance appraisal plan (see attached table) to assess the unmeasurable part of employee performance. All departments and personnel can use the indicators that meet their needs to formulate corresponding assessment forms for assessment.
Article 20 Work Plan and Performance Interview
1. At the beginning of each performance management interval, the direct supervisor of the department or position shall conduct a performance interview with the department supervisor or on-the-job employee to ensure that the employee understands:
(1) performance management interval and process;
(2) Work objectives, key performance indicators and standards;
(3) Current preparations and available resources;
(4) Work plans that must be made to achieve work objectives and key performance indicators.
2. The performance interview should make the immediate superiors and employees recognize and accept the realization of work objectives and key performance indicators within the performance management interval. If there are differences, they can negotiate around the possibility of achieving the work objectives at the next higher level. If negotiation fails, it shall be submitted to the next higher level for ruling, and the ruling result shall be abided by.
3. When employees face difficulties in achieving their work objectives and key performance indicators, their immediate superiors should assist them in making work plans to achieve their work objectives and provide necessary help and guidance.
4. The interview results of performance management should be filled in the Performance Interview (Guidance) Record Form, and added to the Performance Management Manual after being confirmed by the immediate superior and approved by the next higher level.
Article 2 1 Interim Improvement Guidance
1. The immediate superior should pay close attention to the performance level and working conditions of subordinate departments or employees, grasp relevant information in time, and record it in the performance management log.
2. In the performance management interval, when employees show signs or work appearances that they cannot achieve their goals and key performance indicators, their immediate superiors should provide them with mid-term improvement guidance. Non-conforming factors include but are not limited to:
(1) Lack of ability and skills;
(2) the objective situation has changed, making it more difficult to complete the work of the department;
(3) personal changes.
3. The time for mid-term improvement guidance is generally at the end of each quarter, and improvement guidance can be carried out at any time in case of emergency.
4. The methods of mid-term improvement guidance include but are not limited to:
(1) direct superior interview;
(2) Interview with superiors at different levels;
(3) on-site work guidance;
(4) Revising the work plan;
(5) participate in training.
5. The information and results of mid-term improvement guidance should be recorded in the Performance Interview (Guidance) Record Form, and added to the Performance Management Manual after being confirmed by the immediate superior of the department or post and approved by the superior at the next higher level.
6. If the work objectives and key performance indicators cannot be achieved through improved guidance, with the approval of leaders at all levels, the immediate superior can discuss and modify the work objectives and key performance indicators with employees, but it should be ensured that the modification will not affect the realization of the work objectives at all levels.
7. If the standards of work objectives and key performance indicators need to be revised, the Work Objectives Management Responsibility Book and the List of Key Performance Indicators should be re-filled, and reported to the immediate superior for confirmation and approval at the next higher level.
Article 22 Performance evaluation and interview
1. At the end of the performance management stage, the direct supervisor evaluates the employee's performance, including but not limited to the following:
(1) The progress and effect of the work completed as planned;
(2) Achieve the set key performance indicators;
(3) the realization of the established work objectives;
(4) other information that can reflect the performance level.
2. Collection, collation and analysis of performance evaluation information
(1) The performance evaluation information shall be collected from the information provider specified in the list of key performance indicators, and the performance evaluation information shall be signed by the department head of the information provider to confirm its validity.
(2) The direct superior collates and analyzes the collected information, and seeks the assistance of the human resources department when necessary, so as to determine the achievement of the employees' work objectives and indicators within the performance management interval.
3. Performance evaluation level
(1) Excellent-refers to achieving the set work objectives and reaching and exceeding the set key performance indicators.
(2) Qualified-refers to the achievement of the set work objectives and key performance indicators.
(3) Need for improvement-refers to the failure to achieve the set work objectives and the failure of individuals to achieve the set key performance indicators, which can be achieved through hard work and guidance.
(4) Unqualified-refers to the failure to achieve the set work objectives, all or most of them fail to meet the set key performance index standards, and it is judged that it cannot be achieved.
4. After analyzing the performance information, the direct superior forms a performance evaluation report, which is submitted to the employees' superiors at all levels and the Human Resources Department (the administrative personnel department of the branch) for review and filing.
5. Performance interview
(1) After the performance evaluation results are formed and reviewed by supervisors at all levels and the Human Resources Department (Administration and Human Resources Department), the direct supervisor shall arrange performance interviews with employees as soon as possible, including but not limited to:
(1) Evaluation results of work objectives and key performance indicators;
(2) the advantages of work performance within the performance management interval;
③ The performance of performance management interval is insufficient;
④ Methods, approaches and plans for work improvement.
(2) If employees have any objection to the performance appraisal results, they can appeal to the superior or the Human Resources Department (Administration and Personnel Department) and get the final reply.
(3) The information and results of the performance interview should be recorded in the Performance Interview (Guidance) Record Form, and added to the Performance Management Manual after being confirmed by the immediate superior and approved by the superior.
Article 23 Output of performance evaluation results
1. Reward and punishment output
(1) If the performance appraisal rating is excellent, an incentive coefficient of 0. 1~0.3 will be given according to the basic salary standard of employees, that is, bonus = total monthly basic salary of employees in the performance management interval × incentive coefficient.
(2) If the performance appraisal rating is qualified, the total salary will be paid in full.
(3) If the performance appraisal rating is to be improved, 0. 1 coefficient salary will be deducted according to the basic salary standard of employees. That is, bonus reduction = total monthly basic salary of employees in performance management interval × bonus reduction coefficient.
(4) If the performance appraisal rating is unqualified and it is expected to be improved in the next performance management interval, the coefficient of 0.2~0.3 shall be deducted according to the basic salary standard of employees; If it is not expected to improve or the performance level is too low, it will be adjusted or dismissed.
2. Planned outputs
It can be used as a reference when formulating the work objectives, key performance indicators, standards and work plans for the next performance management interval.
Article 24 Other rules
1. The interval of performance management shall not exceed two weeks at most. If it fails to be formed within the time limit, the superior supervisor of the employee shall give a detailed explanation to the human resources department of the company. If there is no reasonable reason, the superior at the next higher level shall be fined at the second level and ordered to form it.
2. In the performance management interval, in any of the following circumstances, the direct superior of the responsible party shall be fined 20% of the total salary of the current month, and if it cannot be improved or the circumstances are serious, it shall be adjusted or dismissed:
(1) If the setting of key performance indicators can't help to achieve the work objectives, the employee's direct supervisor can't make a reasonable and detailed explanation to the company's human resources department;
(2) If the performance evaluation information collector can't provide accurate information, the direct superior can't make a reasonable and detailed explanation to the human resources department of the company;
(3) Employees make serious work mistakes in the performance management interval, resulting in major work accidents.
Article 25 Records
1. The Work Target Management Responsibility, Key Performance Indicators List, Performance Management Log, Performance Interview (Guidance) Record Form and Performance Information (Data) Collection Form shall be kept by each department and branch for three years.
2. The performance evaluation report shall be made in duplicate and kept by all departments, branches and human resources department for three years.
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