How to do performance appraisal

Performance appraisal cycle

1. The performance appraisal cycle for middle-level cadres is half-year 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 the 25th of each month in January, February, April, May, July, August, October and November, and the assessment results will be reported on the 5th of the next month;

The quarterly assessment time is scheduled to start on the 25th of each month in March, June and September, and the assessment results will be reported on the 5th of the next month;

The half-year assessment time is scheduled to start on June 25th and July Submit the assessment status before 10 days;

The annual assessment time is from December 25 to January 25 of the next year.

IV. Performance Appraisal Contents

1. Appraisal Contents for Middle-Level Cadres above Level 3 Full-time Officers

(1) Leadership (2) Subordinate Training

(3) Morale (4) Goal achievement

(5) Sense of responsibility (6) Self-inspiration

2. Employee performance appraisal content

( 1) Morality: policy level, professionalism, professional ethics

(2) Ability: professional level, business ability, organizational ability

(3) Diligence: sense of responsibility, work attitude, Attendance

(4) Performance: work quality and quantity, efficiency, innovative achievements, etc.

How to do a good job in performance appraisal

Reprint the following information for reference

Performance appraisal process

1. Detailed description of job responsibilities and Reasonable training on employee wages;

2. Try to quantify the work;

3. Reasonable arrangement of personnel positions;

4. Classification of assessment content< /p>

5. In the establishment of corporate culture, how to make people become "talents" rather than "talents" is an important issue that needs to be considered before the assessment.

6. Clarify work goals;

7. Clarify job responsibilities;

8. Work attitude (initiative, cooperation, teamwork, dedication, etc.) , work results, work efficiency and other aspects are evaluated;

9. Refine some specific grades for each content, each grade corresponds to a score, and each grade should be given a text description and Unified standards (for example, the grade of “excellent” must be that the employee’s performance is obviously outstanding among the same type of employees, and specific examples need to be used to prove it);

10. Give employees the opportunity to appeal.

Performance Appraisal Principles

1. Fairness Principle

Fairness is the prerequisite for establishing and implementing the personnel performance appraisal system. If it is unfair, it will be impossible for performance appraisal to play its due role.

2. Strict Principle

If performance appraisal is not strict, it will become a mere formality and have no effect. Lack of strict performance appraisal will not only fail to fully reflect the true situation of the staff, but will also have negative consequences. The rigor of performance appraisal includes: clear appraisal standards; a serious appraisal attitude; a strict appraisal system and scientific and strict procedures and methods, etc.

3. Principle of single-head evaluation

The evaluation of employees at all levels must be conducted by the "direct superior" of the person being evaluated. Relatively speaking, the direct superior knows the actual work performance (achievement, ability, adaptability) of the person being evaluated best, and is most likely to reflect the real situation. Indirect superiors (that is, superiors' superiors) should not modify the evaluation comments made by their direct superiors without authorization. This does not exclude indirect superiors from adjusting and correcting the evaluation results. Single-head evaluation clarifies where the evaluation responsibilities lie and aligns the evaluation system with the organizational command system, which is more conducive to strengthening the command function of the operating organization.

4. Principle of disclosure of results

The conclusion of the performance appraisal should be disclosed to the individual. This is an important means to ensure the democracy of performance appraisal. In doing so, on the one hand, the people being assessed can understand their own strengths and weaknesses, strengths and weaknesses, so that those who do well in the assessment can continue to work hard and continue to advance; it can also make those who do not do well in the assessment feel convinced and work hard to make progress. On the other hand, it also helps to prevent possible bias and various errors in performance appraisal to ensure fairness and reasonableness of the appraisal.

5. Combine the principles of rewards and punishments

According to the results of performance appraisal, there should be rewards and punishments, promotions and declines based on the size and quality of work performance, and this kind of rewards and punishments, promotions and declines should be Not only linked to spiritual motivation. Moreover, it must be linked to material interests through wages, bonuses, etc. Only in this way can the real purpose of performance appraisal be achieved.

6. Principles of objective evaluation

Personnel evaluation should be based on clearly defined evaluation standards and objective evaluation data, and try to avoid subjectivity and emotion.

7. Principle of feedback

The results of the evaluation (comments) must be fed back to the person being evaluated, otherwise the educational effect of the evaluation will not be achieved. While giving feedback on the assessment results, the reviewees should be given an explanation of the comments, affirm the achievements and progress, explain the shortcomings, provide reference opinions for future efforts, etc.

8. The Principle of Difference

There should be clear boundaries between assessment levels. Different assessment comments should reflect obvious differences in salary, promotion, use, etc., so that The evaluation is self-motivated and encourages employees to be self-motivated.

9. The principle of information symmetry

Any work with symmetric information and easy supervision is suitable for performance appraisal. Equity incentives are suitable for any work where information is asymmetric and cannot be easily supervised. This is the conclusion reached by Jingbang teacher Xue Zhongxing during many years of practical experience.

How to conduct personal performance appraisal evaluation

Reference for employee performance appraisal plan

1. Purpose

1. In order to better guide employees Behavior, strengthen employees' self-management, improve work performance, explore employees' potential, and at the same time achieve better communication between employees and superiors, create an excellent team with development potential and creativity, and promote the realization of the company's overall strategic goals.

2. In order to more accurately understand the work attitude, personality, ability status, work performance and other basic conditions of the employee team, provide information basis for the company's personnel selection, job transfer, rewards and punishments, training and career planning, etc. .

2. Scope of application

Performance appraisal is mainly a regular evaluation of all regular employees, and is suitable for all regular employees of the company who have become regular employees. The evaluation of new intern employees, trainee employees competing for positions, employees in special stages such as job transfer, promotion, demotion, etc. will be formulated separately and is not suitable for this evaluation, but the objective data information of the performance evaluation results can be cited as the basis for decision-making.

3. Assessment categories and assessment content (see Appendix 1 and Appendix 2 for the assessment structure diagram)

According to different assessment positions, they are divided into three categories: front-line employees, agency staff, and management Personnel, performance appraisals are conducted separately, and the scope and focus of the three appraisals are different.

1. Performance evaluation of front-line employees

(1) Front-line employees include: salespersons, receptionists, concierges, cashiers, gold collectors, customer relations officers, traders Ordinary employees waiting to work in the store;

(2) Front-line employees are evaluated once every six months and comprehensively evaluated once at the end of each year.

(3) Evaluation methods include: summary score of 100% evaluation, summary of customer opinion survey opinions, addition and subtraction of points for typical incidents, evaluation of work completion, democratic evaluation, sales completion rate, work plan completion and Assessment of achievement of work goals, etc.

(4) Conduct evaluation (accounting for 30% of the total performance evaluation score)

① Behavioral character (10%): 100% evaluation records to evaluate employee compliance Zhang Shouji

The implementation of star service standards and customer opinion survey results are summarized to evaluate employee service behavior. Customer praise will add points and customer complaints will deduct points. If you are satisfied, add 1 point, if you are not satisfied, subtract 1 point

(Note: Due to the different number of surveys, the probability of adding and subtracting points is not the same. For this reason, the number of surveys must be recorded and averaged to make it comparable)

② Work attitude (10%): Evaluate employees’ attendance and overtime status when arriving late, leaving early, taking personal leave, working overtime, etc.; one point will be deducted for each time or one point will be deducted for each day of personal leave. No points will be deducted for sick leave. If you take the initiative to work overtime to better complete the work, you will get 1 point. If you work hard and obey unplanned work arrangements, you will get 1 point. < /p>

③ Mental outlook and psychological quality (10%): Employees’ daily words and deeds, such as whether they take the initiative to promote the company’s reputation in a positive way, whether they correctly understand and publicize company policies, and whether employees love the company and whether they support all aspects of the company. policy guidelines. (Additional and subtracted points for key events)

The employee’s daily working status and attitude towards colleagues are used to evaluate the employee’s mental outlook and psychological quality. (Add and subtract points for typical incidents, or conduct regular democratic reviews to avoid only deducting points without adding points, and preventing being too sensitive to bad behaviors but not being aware of positive and good behaviors)

Note: Character evaluation The score record is only accumulated and is not directly reflected in the daily salary table. It is only used as the basis for the original evaluation data of the current period. Heads of each department must make clear distinctions when recording employees' daily performance and avoid duplicating rewards and punishments.

(5) Performance evaluation (accounting for 70% of the total performance evaluation score)

① Sales performance (40%): average sales task completion rate; converted to a 40-point system.

② Fulfillment of work responsibilities (10%): Points will be deducted for dereliction of duty, and points will be added for completing this duty or other temporary work with high efficiency and high quality as required. Continuous recording and monthly review. Summarize and conduct a complete assessment once every six months. (More rewards, more points, and more rewards should be given to employees to encourage them to continuously improve work quality and efficiency)

③Execution of temporary work tasks (10%): Execution of temporary work tasks assigned to employees The effectiveness will be evaluated by the person assigning the task, once at the end of each large-scale event or task, or once per month by the department head.

(According to the "Regulations and Requirements on the Organization of Large-Scale Events" issued in 2004, the performance of all personnel involved in event organization shall be recorded)

④Business skills test (10%): Various tasks organized by the department The more important exam and test scores are converted into a 100-point average. (Questions are set and organized by the department, the human resources department...>>

As a manager, how should you conduct performance appraisal

As a manager of an enterprise, how should you To comprehensively grasp the operating status of the enterprise from a strategic perspective?

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How to do a good job in performance appraisal?

Enthusiastic Netizen

1. Clarify the principles of cross-departmental assessment

Performance management has many general principles, such as fairness, impartiality, openness, objectivity, quantification, etc., but for R&D such as IPD model, these assessment principles are not enough, and some higher-level principles are also needed, such as:

Responsibility and result-oriented principle: The cross-department assessment in R&D management does not take department work as the core content of the assessment, but The final result of the entire development process is the key content, that is, the market success of the new product. The key to cross-department assessment is not to distinguish in detail the responsibility contribution of the sub-market department, the responsibility contribution of the purchasing department, and the responsibility contribution of the manufacturing department, but rather the market, Sales, purchasing, manufacturing, and R&D departments all achieve the same results through collaboration. Many companies that implement IPD do not provide enough guidance in this regard. They one-sidedly emphasize the contribution of each department and adopt a purely functional assessment approach.

Team principle: The cross-department assessment in R&D management does not take the department as the assessment subject, but the entire development team. The marketing, sales, purchasing, manufacturing, and R&D departments serve as the resource departments of the product development team, providing the product development team with appropriate team members and jointly achieving the team's goals. Each team member represents his or her own department in the team, and the emphasis here is on the concept of roles. What needs to be emphasized here is collective success, not simply departmental success!

2. Clarify cross-department responsibilities

Many companies realize that new development models require cross-department cooperation, but there is often no specific role and responsibilities of each department in the development process. Clearly defined, so that the specific contributions of different departments cannot be clearly defined during the assessment process.

In IPD, product development is mainly carried out by PDT. PDT is a cross-functional product development team responsible for managing the entire product development process, from project establishment, to product development, to product introduction to the market, and 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 brief.

The basic characteristic of PDT is that its members come from different departments, including finance, manufacturing, marketing, procurement, R&D, quality and technical support. Each member represents their own functional department and commits to working together under the leadership of the PDT manager to achieve business goals.

The responsibilities and activities of PDT are determined by detailed role definitions and activity templates. These detailed role definitions and activity templates are the basis for scientific and effective cross-department assessment.

How to do a good job in performance appraisal?

It can be seen from this that your company's internal management is not very perfect.

However, if you just want to solve this problem alone, 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 way, you only need to let them They set goals for you (if the goals are reasonable, you can ask them to give them to you, and then you can measure them~), and then you evaluate them afterwards and give them bonuses based on their completion and quality (but, in this case, there must be a matching The performance appraisal system will do the trick, so first of all you still have to set up your performance appraisal system and the standards for bonus distribution...). The basic bonus standards must be reasonable, fair, and made public to everyone, so that everyone will actively do it. , go and complete it~

As for how to implement the assessment system, you can search for relevant resources or documents on the Internet, see how others do it, and then combine your own ideas and talk to employees more , listen to their thoughts, and then discuss it with the relevant personnel involved in the appraisal system~ you can know the general direction of the appraisal

How to do a good job in performance appraisal

1. Group Headquarters Overview Currently, there are about 300 people at the group headquarters. There are ten departments, all of which are functional departments, including: Human Resources Department, General Office, Finance Department, Strategic Planning Department, Audit and Audit Department, Legal Department, and Management Information Department. , Party Affairs Department, Risk Management Department, Labor Union, and the group has more than 40 first-level subsidiaries, more than a thousand second-level subsidiaries, and the entire group has nearly 200,000 employees. The management model of the group headquarters is a management holding model. There are no business departments in the headquarters. Each department is mainly responsible for the management of the corresponding modules of the subsidiaries. The personnel are mainly composed of employees with many years of work experience. Most of them have undergraduate or even master's degrees. The average Age 43 years old. 2. Introduction to the current performance appraisal model. In the performance appraisal of headquarters department personnel, the company adopts a goal management model. The human resources department is responsible for organizing and implementing it, and each department implements it specifically. It is divided into three steps: 1. Establish goals at the beginning of the year and formulate them uniformly at the beginning of the year. The job goals are specific to each employee. The indicators set are mainly based on the work content. Each person has about 5-10 goals. The formulation of goals must be confirmed by the department's direct leader (division director) and the employee himself, and will take effect after the department agrees. 2. Conduct mid-term work review and evaluation. At the end of each quarter, the Human Resources Department organizes various departments to conduct mid-term work reviews of employees, mainly in the form of employee self-evaluation, to evaluate the work progress and effects of the past quarter, and through the direct reports Confirmation from the leader (director) and submitted to the department for filing. However, mid-term evaluation does not directly affect individual mid-year performance, but is only used as a means to improve work and promote the completion of annual goals. 3. The year-end centralized evaluation is organized by the Human Resources Department at the end of each year. Employees fill in the "Personal Annual Goal Completion Status Form" online to comprehensively self-evaluate their personal work completion status and submit it to their direct leaders (director), who will then issue it. The assessment opinions and suggestions are submitted to the department, and upon review and approval by the department leadership team, they are the final annual performance assessment results for the individual. In this link, employee self-evaluation accounts for about 30% of the weight, direct leaders (division directors) account 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 stated 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 other conditions are met, namely Can enjoy job promotion, salary adjustment and other benefits; those who are "basically competent" will not enjoy job promotion, salary adjustment and other benefits. If they are "basically competent" for two consecutive years, their position and salary will be adjusted; those who are "incompetent" will receive another salary adjustment. If the employee still does not meet the company's requirements after training, the company will consider terminating the labor contract. 3. Problems with the current performance appraisal model Although the frequency of appraisals is not low (4 times a year), there are still many problems in actual operation, which directly results in the performance appraisal system being in name only and making it difficult to truly play its role. This is mainly reflected in the following: The following aspects: 1. Work is difficult to quantify and cannot be assessed quantitatively. As mentioned above, due to the limited functions of the headquarters department, the work of each department is basically based on daily management content, and there are no quantifiable indicators such as financial indicators and sales indicators. Therefore, The assessment is mainly based on qualitative descriptions, which directly leads to the vagueness of the assessment and difficulty in scoring. After the assessment is implemented, there will inevitably be mutual disputes, and the direct leaders are also prone to confusion, so they have to score based on their personal intuition. , it 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 cause employees to be passive and slow at work. Work can be delayed or postponed, and things can be postponed. More things are worse than less things, which also leads to the undesirable situation of low work efficiency. 2. The average age is too old and the implementation pressure is high. The average age of the headquarters is 42 years old, with the peak reaching 45 years old. Most of the employees have been working in the company for many years and their ability to choose careers is weak. Therefore, when assessing them, it is difficult to It is difficult to truly institutionalize it, and at the same time, it is easy for leaders to "let one pass" during the scoring process, which leads to unobjective or even invalid assessment results. People who should be eliminated cannot be eliminated, and talent mobility is also difficult to achieve.

3. The assessment is not transparent, and employees are not convinced by the assessment results. In the assessment, the two steps of the assessment, the direct leader (director) and the department leadership team, are conducted separately. Although there is a process of employee confirmation, it is just a formality. , more like... >>

How to conduct performance appraisal to be truly effective

Performance management is a complete closed-loop system, consisting of performance plan formulation, performance coaching implementation, It consists of several links including performance appraisal, evaluation and application of performance results.

Performance appraisal is only one link in the performance management cycle. Many companies have simplified performance management into performance appraisal. In the end, performance management not only failed to improve organizational performance, but instead became a burden for managers at all levels. .

How to make performance appraisal truly effective, so as to avoid the situation of talking on paper and becoming a mere formality, the following key issues need to be solved:

1. Establish a scientific concept of performance appraisal.

2. Increase training and publicity work. Through publicity, employees will have a good understanding of the components of the performance appraisal system and the organic connections between the various parts, and will also have a clear understanding of the internal connections in the implementation of the employee performance appraisal plan.

3. The assessment plan should match the industry and development stage of the enterprise, and avoid perfectionism and the idea of ????"getting all the results in one battle".

4. Do a good job analysis and lay a solid foundation for performance appraisal.

5. Strengthen the construction of performance appraisal system. Formulating a performance appraisal system is an important step in stabilizing the results of the performance appraisal system design with institutional measures. It is a means to consolidate the design results of the performance appraisal system, standardize it, and urge company employees to implement it seriously.

6. Understand the true purpose of performance appraisal and use appraisal tools correctly.

7. Conduct effective performance communication. Leaders and managers of many companies have inconsistent words and deeds about performance communication. They understand but do not pay attention to it and neglect communication. This will strengthen employees' misunderstanding that "appraisal has become a means of monitoring our work."

How to do a good performance appraisal

The question is too big to answer here. I suggest you buy some books or look up information to study.

How to do a good job in performance appraisal management

To do a good job in performance appraisal management you need:

1. Arrange performance appraisal management work strictly in accordance with the company's business strategy ;

2. Set performance goals based on the actual situation of the company;

3. The performance of the team and the individual should be different;

4. Do Rewards and punishments are clearly defined and no favoritism is allowed.