Performance evaluation cycle
1, the performance appraisal cycle of middle-level cadres is semi-annual appraisal and annual appraisal;
2. The employee performance appraisal cycle is monthly appraisal, quarterly appraisal and annual appraisal.
3. The monthly assessment time is scheduled to start on 25th of each month 1, 2, 4, 5, 7, 8, 10,1,and the assessment will be reported on 5th of next month;
The quarterly assessment is scheduled to start on 25th of each month in March, June and September, and be reported on 5th of next month.
The half-year assessment is scheduled to start on June 25th, and the assessment will be reported before July 10.
The annual assessment time is from February 25th, 65438 to the following year1October 25th.
Fourth, the content of performance appraisal
1, assessment content of middle-level cadres above level 3
(1) Leadership (2) Subordinate training
(3) Morale (4) Achieving the goal
(5) Sense of responsibility (6) Self-motivation
2, employee performance appraisal content
(1) Morality: policy level, professionalism and professional ethics.
(2) Ability: professional level, professional ability and organizational ability.
(3) Diligence: sense of responsibility, work attitude and attendance.
(4) Achievements: quality and quantity of work, efficiency, innovative achievements, etc.
How to do a good job in performance appraisal
Reprint the following information for your reference.
Performance evaluation process
1, detailed job description and reasonable salary training for employees;
2. Quantify the work as much as possible;
3. Reasonably arrange personnel positions;
4. Classification of assessment contents
5, the establishment of corporate culture, how to make people become "talents" rather than "materials" is an important issue to consider before the assessment.
6, clear work objectives;
7, clear job responsibilities;
8, from the work attitude (initiative, cooperation, teamwork, dedication, etc. ), work results, work efficiency and other aspects of evaluation;
9. Divide each content into specific grades, each grade corresponds to a score, and each grade should be described by a unified standard (for example, excellent grades must be proved by specific examples);
10, giving employees the opportunity to complain.
Principle of performance evaluation
1, the principle of fairness
Fairness is the premise of establishing and implementing the personnel performance appraisal system. If it is unfair, it will not play its due role in performance appraisal.
2. Strict principles
If the performance appraisal is not strict, it will become a mere formality. Poor performance appraisal can not only fully reflect the real situation of employees, but also have negative consequences. The strictness of performance appraisal includes: there must be clear appraisal standards; Have a serious assessment attitude; There should be a strict assessment system and scientific and strict procedures and methods.
3, the principle of single evaluation
The evaluation of employees at all levels must be carried out by the "immediate superior" of the assessed. The direct supervisor knows the actual work performance (achievement, ability and adaptability) of the assessed person best, and is also most likely to reflect the real situation. The evaluation opinions made by the indirect superior (that is, the superior of the superior) to the direct superior shall not be modified without authorization. This does not rule out the adjustment and correction of the evaluation results by indirect superiors. Single-head evaluation clarifies the responsibility of evaluation, makes the evaluation system consistent with the organization and command system, and is more conducive to strengthening the command function of business organizations.
4, the principle of public results
The conclusion of performance appraisal should be made public to me, which is an important means to ensure the democracy of performance appraisal. In doing so, on the one hand, let candidates know their own advantages and disadvantages, and let those with good assessment results make persistent efforts to continue to advance; It can also convince people with poor assessment results and make progress. On the other hand, it is also helpful to prevent prejudice and various errors that may occur in performance appraisal and ensure the fairness and rationality of the appraisal.
5, the principle of combining rewards and punishments
According to the results of performance appraisal, there should be rewards and punishments, which rise and fall according to the size and quality of work performance, and this kind of rewards and punishments is not only related to spiritual encouragement. Moreover, the real purpose of performance appraisal can only be achieved by linking wages and bonuses with material benefits.
6, the principle of objective evaluation
Personnel evaluation should be based on clear evaluation criteria, with objective evaluation data as the goal, and try to avoid the infiltration of subjectivity and sense of * * *.
7, the principle of feedback
The evaluation results (comments) must be fed back to the appraisee, otherwise it will not play an educational role in the evaluation. While feeding back the evaluation results, we should explain the comments to the appraisee, affirm the achievements and progress, and explain the shortcomings, so as to provide reference for future efforts.
8. Difference principle
There should be a clear distinction between the grades of assessment, and there should be obvious differences in salary, promotion and use for different assessment comments, so as to assess and encourage employees to be self-motivated.
9, the principle of information symmetry
Any work with symmetrical information and easy supervision is suitable for performance appraisal. Any job with asymmetric information and difficult supervision is suitable for equity incentive. This is the conclusion drawn by Jing Bang Xue Zhongxing in the course of many years' actual combat.
How to evaluate personal performance
Reference of employee performance appraisal scheme
I. Purpose
1. In order to better guide employees' behavior, strengthen employees' self-management, improve work performance, tap employees' potential, realize better communication between employees and superiors, build an excellent team with development potential and creativity, and promote the realization of the company's overall strategic objectives.
2. In order to more accurately understand the basic situation of employees' work attitude, personality, ability and work performance, and provide information basis for the company's personnel selection, job transfer, rewards and punishments, training and career planning.
Second, the scope of application
Performance appraisal is mainly a regular assessment of all regular employees, which is applicable to all regular employees who become employees of the company. The evaluation of new interns, interns competing for posts, employees in special stages such as job transfer, promotion and demotion shall be formulated separately, which is not suitable for this evaluation, but the objective data information of performance evaluation results can be cited as the basis for decision-making.
Three. Classification and content of assessment (see attached table 1 and attached table 2 for the assessment structure).
According to the different evaluation positions, they are divided into three categories: front-line employees, government employees and managers, and their performance is evaluated respectively. The scope and emphasis of the three are different.
1, performance appraisal of front-line employees
(1) Front-line employees include: salespeople, front desk attendants, concierge, cashier, old gold recycler, customer relations staff, traders and other ordinary employees working in stores;
(2) frontline employees shall be assessed once every six months, and comprehensive assessment shall be conducted at the end of each year.
(3) Evaluation methods include: percentage evaluation summary results, customer opinion survey summary, typical events addition and subtraction, work completion evaluation, democratic evaluation, sales completion rate, work plan completion and work goal achievement evaluation.
(4) evaluation (accounting for 30% of the total performance evaluation)
① Behavior characteristics (10%): the percentage assessment record to evaluate employees' compliance with rules and regulations.
Summarize the implementation of star service standards and the survey results of customers' opinions, and evaluate the service behavior of employees, which will add customers' praise and deduct customers' complaints. Satisfaction plus 1 minute, dissatisfaction minus 1 minute.
(Note: Due to different survey times, the probability of adding and subtracting points is not equal, so it is necessary to record the average number of surveys to be comparable. )
② Work attitude (65,438+00%): check the attendance and overtime of employees who are late, leave early, take personal leave and work overtime; Deduct one point each time or one point for one day of personal leave. No points will be deducted for sick leave, and 1 point will be added for taking the initiative to work overtime in order to better complete the work, and 1 point will be added for working hard and obeying the unplanned work arrangement.
The spirit of cooperation is correct. For the cooperation of various tasks, especially temporary tasks, increase 1 point, and decrease 1 point without reason (add or subtract points for typical events, or conduct democratic appraisal regularly).
③ Mental outlook and psychological quality (65,438+00%): the daily words and deeds of employees, such as whether to actively publicize the company's reputation, correctly understand and publicize the company's policies, evaluate whether employees love the company and support the company's policies and guidelines. (Add and subtract points for key events)
Employees' daily work status and attitude towards colleagues, and evaluate employees' mental outlook and psychological quality. (Add and subtract points for typical events, or conduct democratic appraisal on a regular basis to prevent only deducting points without adding points, and to prevent being too sensitive to bad behaviors and unaware of positive good behaviors)
Note: The score record of conduct evaluation is only cumulative, not directly reflected in the daily payroll, but only used as the original data basis of this evaluation. When recording the daily performance of employees, the heads of all departments must distinguish clearly and do not repeat rewards and punishments.
(5) Performance appraisal (accounting for 70% of the total performance appraisal)
① Sales performance (40%): average sales task completion rate; Convert it into 40 points.
② Performance of work responsibilities (65,438+00%): points will be deducted for dereliction of duty, and points will be added for completing this work or other temporary work efficiently and with high quality as required. Keep uninterrupted records and evaluate them once a month. Summarize once every six months and conduct a complete evaluation. (More rewards, more points, more affirmation for employees, encouraging employees to continuously improve their work quality and efficiency)
③ Implementation of temporary work tasks (65,438+00%): The task scheduler is responsible for evaluating the implementation effect of temporary work tasks given to employees, once at the end of each large-scale activity or task, or once a month by the department head. (According to the Regulations and Requirements for Organizing Large-scale Activities promulgated in 2004, record the performance of all personnel involved in organizing activities)
④ Business skill test (65,438+00%): All important examinations and test scores organized by the department are converted into average score 100%. (Problems are set and organized by departments and human resources departments ... >>
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How to do a good job in performance appraisal
Enthusiastic netizens
First of all, the principles of cross-departmental assessment are clarified.
There are many general principles of performance management, such as fairness, justice, openness, objectivity and quantification. However, for the research and development model like IPD, these evaluation principles are not enough, and some higher-level principles are needed, such as:
Responsibility-result-oriented principle: the cross-departmental assessment in R&D management is not based on departmental work, but on the final result of the whole development process, that is, the market success of new products. The key to cross-departmental assessment is not to distinguish the responsibility contributions of marketing department, purchasing department and manufacturing department in detail, but the same result of the cooperation of marketing department, sales department, purchasing department, manufacturing department and R&D department. Many enterprises that carry out IPD have not given enough guidance in this respect, and unilaterally emphasize the contributions of various departments, which is still a purely functional assessment idea.
Team principle: Cross-departmental assessment in R&D management is not based on departments, but on the whole development team. The marketing, sales, purchasing, manufacturing and R&D departments, as the resource departments of the product development team, provide suitable team members for the product development team and work together to achieve the team's goals. Each team member represents his own department in the team, and the concept of role is emphasized here. What needs to be emphasized here is * * * success, not just departmental success!
Second, clarify cross-departmental responsibilities.
Many enterprises realize that the new development model needs cross-departmental cooperation, but the roles and responsibilities of various departments in the development process are often not clearly defined, so that the specific contributions of different departments can not be clearly defined in the assessment process.
In IPD, photodynamic force is mainly used for product development. PDT is a cross-functional product development team, responsible for managing the whole process of product development, from project establishment to product development, to product marketing, to mass production. The main goal of PDT is to ensure the financial and market success of the product package according to the requirements of the product line IPMT project task book.
The basic feature of PDT is that its members come from different departments, including finance, manufacturing, marketing, procurement, research and development, quality and technical support. Each member represents their functional department and promises to work together to achieve business goals under the leadership of PDT manager.
The responsibilities and activities of PDT are determined by detailed role definition and activity template, which is the basis of scientific and effective cross-departmental evaluation.
How to do a good job in performance appraisal?
It can be seen from here that the internal management of your company is not perfect. However, if you just want to solve this problem, you can try target responsibility management, which means setting goals for them. For people in the field, you only look at the results and evaluate the quality of the results ~ In this case, you only need to ask them to set goals for you (whether the goals are reasonable or not, you can ask them to give them to you, and then you can measure them ~), and then you can assess them afterwards and give them bonuses according to their completion and quality (but this situation requires a performance appraisal system, so ~ first of all, you should do a good job in your performance appraisal system and bonus distribution standards ...
As for how to do the assessment system, you can search related resources or documents on the Internet to see how others do it, and then combine your own ideas, talk to employees more, listen to their ideas, and then discuss with relevant personnel involved in the assessment system to know the general direction of the assessment.
How can we do a good job in performance appraisal?
I. Overview of the Group Headquarters At present, there are about 300 people in the Group Headquarters, and there are ten departments, all of which are functional departments, including: Human Resources Department, General Office, Finance Department, Strategic Planning Department, Audit Department, Legal Department, Management Information Department, Party Affairs Department, Risk Management Department and Trade Union. The group has more than 40 first-level subsidiaries and 1000 second-level subsidiaries. The management mode of the whole group * group headquarters is management holding mode. There is no business department in the headquarters, and each department mainly undertakes the management of the corresponding modules of the subsidiaries. The staff are mainly composed of employees with many years of work experience, most of whom have bachelor's degrees or even master's degrees, with an average age of 43. Two. Introduction of the current performance appraisal mode In the performance appraisal of the personnel of the headquarters department, the company adopts the target management mode, which is organized and implemented by the human resources department and implemented by each department. Go in three steps: 1. Set goals at the beginning of the year and set work goals at the beginning of the year. For each employee, the set indicators are mainly based on the work content, and each person is about 5- 10 goals. The establishment of the target should be confirmed by the direct leader (director) of the department and the employee himself, and it can only take effect after the department agrees. 2. Review and evaluation of mid-term work At the end of each quarter, the Human Resources Department organizes all departments to review the mid-term work of employees, mainly in the form of employee self-evaluation, and evaluates the work progress and effect of the previous quarter, which is confirmed by the direct leader (director) and reported to the department for filing. However, the mid-term evaluation does not directly affect the individual's mid-year performance, but only as a means to improve the work and promote the completion of the annual target. 3. At the end of each year, the Human Resources Department organizes the year-end centralized evaluation, and employees fill in the "Personal Annual Goal Completion Form" on the Internet, and make a comprehensive self-evaluation of personal work completion, and submit it to the direct leader (director), who then issues evaluation opinions and suggestions, submits them to the department, and obtains the final annual performance evaluation results after being approved by the department leading group. In this link, the employee's self-evaluation accounts for about 30% of the weight, the direct leader (director) accounts for 50% of the weight, and finally the opinions of the department leadership team account for 20% of the weight, but this is not clearly stipulated in the system. 4. Application of assessment results The annual performance assessment results of employees are divided into four grades: excellent, competent, basically competent and incompetent. Among them, "excellent" and "competent" are qualified, and those who meet other conditions can enjoy promotion and salary adjustment; Those who are "basically competent" have no right to promotion and salary adjustment. If you are "basically competent" for two consecutive years, adjust your post and salary; Those who are "incompetent" will receive retraining, and if they still do not meet the company's requirements after training, the company will consider terminating the labor contract. Third, the problems existing in the current performance appraisal model Although the frequency of assessment is not low (four times a year), there are still many problems in actual operation, which directly leads to the ineffectiveness of the performance appraisal system, mainly reflected in the following aspects: 1, the work is difficult to quantify, and it is impossible to quantify the assessment. As mentioned above, due to the functions of the headquarters department, the work of each department is basically based on daily management. There are no quantifiable indicators such as financial indicators and sales indicators. Therefore, qualitative description is the main method in evaluation, which directly leads to the fuzziness of evaluation and is difficult to score. After the implementation of the assessment, it is inevitable that there will be a phenomenon of wrangling with each other, and direct leaders will easily fall into chaos, so they have to score by personal intuition, which is difficult to ensure the objectivity of the assessment results and the effect will be greatly reduced. On the other hand, because the assessment indicators are difficult to quantify, it will also lead to employees' slackness, work can be delayed, things can be pushed, and more things are not as good as less things, which will also lead to a bad situation of low work efficiency. 2. The average age is too large, and the execution pressure is great. The average age of the headquarters is 42, and the peak age is 45. Most employees have worked in the company for many years, and their ability to re-select jobs is weak. Therefore, it is difficult to truly institutionalize their assessment, and it is also easy for leaders to "put one yard aside" in the scoring process, resulting in the assessment results being objective or even invalid. Those who are eliminated cannot be eliminated, and the flow of talents is difficult to achieve. 3. The assessment is opaque, and employees are not convinced of the assessment results. In the assessment, both the direct leader (director) and the department leadership team are scored separately. Although there will be a process of employee confirmation, it is also a formality, which is similar ... >>
How can performance appraisal be really effective?
Performance management is a complete closed-loop system, which consists of performance planning, performance coaching implementation, performance evaluation and performance result application.
Performance appraisal is only a link in the performance management cycle. Many enterprises simplify performance management to performance appraisal. In the end, performance management has not only failed to improve organizational performance, but has become a burden for managers at all levels.
How to make performance appraisal really effective, so as to avoid empty talk and a mere formality, we need to solve the following key problems:
1, establish a scientific concept of performance appraisal.
2. Increase training and publicity. Through publicity, employees are very familiar with the composition of the performance appraisal system and the organic connection between each part, and also clearly realize the internal connection of implementing the employee performance appraisal scheme.
3. The assessment plan should match the industry and development stage of the enterprise, and avoid perfectionism and the idea of "one step at a time".
4. Do a good job analysis and lay a solid foundation for performance appraisal.
5. Strengthen the construction of performance appraisal system. The formulation of performance appraisal system is an important link to stabilize the design results of performance appraisal system with institutionalized measures, and it is also a means to consolidate the design results of performance appraisal system, standardize and urge the employees of the company to implement it seriously.
6. Recognize the real purpose of performance appraisal and use appraisal tools correctly.
7. Effective performance communication. The leaders and managers of many enterprises have different words and deeds about performance communication, and they understand but don't pay attention to it, which will strengthen the misunderstanding that "assessment has become a means to supervise our work".
How to do a good job in performance appraisal
This question is too big to answer here. I suggest buying some books or consulting materials to study.
How to do a good job in performance appraisal management
Do a good job in performance appraisal management needs:
1, arrange performance appraisal management in strict accordance with the company's business strategy;
2. Set performance targets according to the actual situation of the company;
3. The performance of teams and individuals should be different;
4, rewards and punishments are clear, without favoritism.