1. Principles that need to be established for the performance appraisal of R&D personnel
1. The performance appraisal of R&D personnel should be based on results assessment, supplemented by ability assessment and behavioral assessment
< p>The first principle in the design of performance appraisal indicators is that performance appraisal indicators must be closely integrated with the strategic goals of the enterprise, decompose the strategic goals layer by layer, formulate organizational and position performance goals, and extract key performance indicators. The design of performance appraisal indicators for R&D personnel is no exception. In the process of designing performance appraisal indicators for R&D personnel, if too much emphasis is placed on results, R&D personnel will often ignore the company's organizational discipline and order; if too much emphasis is placed on behavior, R&D personnel will Such personnel focus on abilities, which will lead employees to only focus on the way of doing things and ignore the results of research and development. For example, in daily work, we often encounter such R&D personnel. A R&D personnel who does not abide by the company's system and has a relatively good personality can often propose better ideas to the company's R&D department, design new processes for the company, and obtain several invention patents. ; And other R&D personnel who behave according to the rules are unable to provide new inventions for the company and have no actual contribution value to the company. From the behaviors and results of the above two types of R&D personnel, it can be seen that in the actual assessment of R&D personnel, the results assessment should be the main one and the behavioral assessment should be supplemented.2. The establishment of a performance appraisal system for R&D personnel must be timely, practical, and easy to implement
When many companies establish a performance management system for R&D personnel, they often hope to All work is assessed, and more than 10 performance appraisal indicators are designed, and even more are set to assess from different dimensions. However, in actual application, too many performance appraisal targets have the same effect as no targets, resulting in goal orientation. Sexual goals are not strong. Therefore, when designing the performance appraisal system for R&D personnel, it should be simple, there should not be too many tables, the number of performance indicators should be reasonable, practical, and easy to implement. At the same time, the performance appraisal objectives should be clear about the work orientation of R&D personnel. When designing performance When assessing objectives, the most important 2 to 3 are enough.
3. The design of the performance appraisal system should be as objective as possible
When designing performance appraisal indicators, the source of performance indicators should be based on the enterprise's strategy and annual plan. Performance indicators can be based on quantity, Extract dimensions such as quality, time and cost, try to avoid supervisor evaluation (mainly including behavior, attitude, etc.), avoid "hello, me, everyone" and "take turns to be the boss" situations caused by human evaluation, which will cause damage. The work enthusiasm of outstanding R&D personnel contributes to the phenomenon of internal unfair competition among R&D personnel due to performance appraisal. Facts should be used to speak and data should be used to evaluate.
4. The purpose of performance improvement and promotion of employees is not to reward and punish them.
The purpose of performance appraisal is to guide the organization to complete the company's strategic goals and plans. When making performance plans, we should start from the perspective of motivation to make it clear to employees that the main purpose of implementing performance management is to complete work goals. The goals set for employees are challenging to ensure that employees can work actively under challenges. Therefore, when implementing performance management, the purpose should be to promote the improvement of employees' work performance and efficiency, rather than to use rewards and punishments as the purpose of assessment, which will make employees resist performance appraisal.