First of all, scientifically set performance appraisal indicators and pay attention to the balance between quality and quantity. Performance appraisal requires all employees to participate in activities, and it is necessary to fully consider employees' interests and affordability, establish a scientific and effective evaluation index system, put an end to homogenization and formulation, and pursue individuality and effectiveness. It is necessary to effectively analyze employees' positions and work abilities, organically combine quantitative assessment indicators with qualitative assessment indicators, organically combine annual targets with monthly and quarterly targets, strengthen communication between departments and employees, and reasonably determine performance assessment indicators of various departments and positions. Adhere to "quantification and quality" at the same time, quantify the work performance that can be measured by numbers as much as possible, and reduce the proportion of scores in performance appraisal. For the basic work that cannot be quantified or difficult to quantify, such as enterprise basic management, quality service, teamwork, and customer relationship maintenance, we should make great efforts in qualitative analysis, flexibly adjust the assessment indicators on the basis of maintaining stability, increase the proportion of assessment scores for basic work, and focus the assessment work on the grassroots foundation, which is conducive to consolidation.

Secondly, improve the performance appraisal process and strengthen the two-way feedback mechanism. The establishment of "assessment+feedback" assessment mechanism plays an important role in enhancing mutual understanding, promoting work and ensuring the smooth realization of objectives and tasks. In the actual operation process, the first is to unblock the appeal channels. Listen to employees' voices, grasp employees' thoughts in time, remedy the assessment that is indeed biased, nip possible problems in the bud, and completely solve the problems that employees have strongly reflected. The second is to establish reasonable communication. All aspects of performance management, from the formulation of performance indicators and standards, the feedback of assessment results to the improvement of performance, need to be achieved through good communication. If employees are not given the opportunity to reflect their thoughts or opinions, it is likely to lead to employees' dissatisfaction when the assessment results are not ideal, so performance management will not achieve the expected results. Third, in the process of performance management, we should standardize the two-way communication of performance appraisal in an institutionalized form, check and evaluate the communication effect through irregular spot checks and performance improvement comparisons, ensure the implementation of performance feedback and performance improvement, and truly realize the role of performance management. Fourth, in view of the problems existing in the performance appraisal process, establish a rectification mechanism to ensure that the appraisal results are comprehensive, accurate, objective and fair.

Finally, improve the performance evaluation system and pay attention to fairness and justice. Linking the results of performance appraisal with personnel management, and incorporating the monthly, quarterly and annual performance appraisal results of each employee into personal personnel management files, not only serve as the objective basis for employees' rewards and punishments, competition for Excellence in evaluation, salary and benefits, but also serve as an important basis for job promotion, study and training, and job rotation, so as to truly exert the incentive and restraint function of performance management.