A collection of six practical performance appraisal plans

In order to ensure that things or work are carried out effectively, you are usually required to formulate a plan in advance. A good plan will definitely focus on the participation of the audience. and interactivity. So how should we write a plan? The following are 6 performance appraisal plans that I have carefully compiled. They are for reference only. You are welcome to read them.

Performance Appraisal Plan Part 1

1: Performance Appraisal Time

1. Monthly performance appraisal time of the Finance Department: Please submit a written report of your work for this month before the 1st of the following month The report and next month's work plan will be submitted to the department leader.

2. Annual performance appraisal time of the Finance Department: Personnel in this department should submit their individual annual work report and personal work plan for the next year to the department leader before December 25 of each year.

2: Finance Department Performance Appraisal Content

1. Performance Appraisal of Finance Department Job Responsibilities: Refers to the assessment of each employee’s own work and completion of tasks assigned by superiors .

2. Performance appraisal of the financial department’s work ability: refers to the assessment of the basic abilities and experience and judgment abilities required for specific positions. () Including the understanding, creativity, guidance and supervision abilities and other experience and judgment abilities required to perform the job, as well as the work efficiency and methods demonstrated in the work.

3. Moral performance appraisal of the Finance Department: refers to the sense of work responsibility, hard work, collaborative spirit and personal accomplishment displayed in the process of achieving work goals.

4. Organizational discipline performance appraisal of the Finance Department: refers to the evaluation of the discipline and other work requirements displayed in the process of achieving work goals. Basic elements include compliance with laws and regulations, appearance and appearance, environmental sanitation, and language standards when answering the phone.

Three: Finance Department Performance Appraisal Standards:

(1) Performance Appraisal Standards for Work Correctness (20 points)

1. The work results are correct and accurate Degree;

2. Degree of work process standardization;

(2) Performance appraisal standards for employee responsibility (15 points)

1. Hardworking and able to Carry forward the spirit of selfless dedication and devote yourself to work;

2. Have the courage to take responsibility for your own work and make improvements;

3. Be able to put the interests of the company first, regardless of personal considerations Gains and losses;

(3) Performance appraisal standards for the speed of work completion (13 points)

1. Whether it is completed on time;

2. In advance or Procrastination;

(4) Performance appraisal standards for work enthusiasm (12 points)

1. Work proactively without urging from superiors;

2 , Actively participate in other related tasks outside of your own job, and do your best in them;

3. Proactively propose improvement plans and rationalization suggestions at work;

4. In order to Proactively put forward reasonable suggestions for the development of the company;

(5) Knowledge and technology performance assessment standards (10 points)

1. Have the professional theoretical knowledge and skills required for the current position Practical business knowledge;

2. Ability to complete the job independently;

3. Ability to work independently and in practical operations;

4. Independent thinking and creativity Work ability;

5. Ability to use one’s rich experience and business proficiency to complete work in a timely and effective manner;

(6) Judgment ability performance appraisal standards (7 points) < /p>

1. Be able to carefully analyze on-site feedback or problems in actual work;

2. Accurately determine the cause of the problem and apply practical methods to solve it in a timely manner;

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(7) Planning ability performance appraisal standards (5 points)

1. Ability to correctly understand work tasks and formulate detailed and feasible plans;

2. During the execution of the plan, the work plan can be revised and improved in a timely manner;

3. Able to coordinate and arrange several tasks that occur at the same time or overlapping;

(8), Guidance and Supervision Ability Performance Appraisal Standards (5 points)

1. Able to provide timely and reasonable answers to relevant questions raised by relevant department personnel;

2. Able to explain in detail, seriously and patiently Answer various questions raised by colleagues;

(9) Disciplinary performance appraisal standards (8 points)

1. Strictly abide by the work system, be loyal to duties, and stick to your position;

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2. Strictly abide by the attendance system;

3. Obey superiors’ work arrangements and additional tasks;

4. Conscientiously implement work specifications;

5. Be polite and pay attention to etiquette towards colleagues, superiors and customers;

(10) Team performance appraisal standards (5 points)

1. Able to actively communicate with superiors , colleagues, and customers;

2. Take the initiative to work according to the needs of the company;

3. Take the initiative to help others work and promote collective unity;

4 , actively participate in collective activities, and do their best in them. Performance Appraisal Plan Part 2

Chapter 1 Purpose and Purpose

In order to fully implement the "Performance Salary Management" of the Ministry of Human Resources and Social Security spirit, further mobilize the enthusiasm and initiative of all staff at all levels in the hospital, give full play to their enthusiasm and work ability, so that the social and economic benefits of the hospital can be continuously improved by all employees, and the county residents' " It is a situation where medical treatment is difficult and expensive.” In accordance with the provisions of a series of relevant documents such as the Ministry of Health's "Wei Guicai Fa [20xx] No. 410", a new performance salary assessment and distribution system was established.

Chapter 2 Distribution Principles

The performance salary referred to in this plan does not include the file salary issued in accordance with the regulations of the government personnel department. The hospital performance salary distribution system establishes a distribution mechanism of "payment based on position, payment based on workload, payment based on service quality, and payment based on work performance", which mainly embodies the principle of "three measurements":

< p> 1. Take “distribution according to work, giving priority to efficiency and taking into account fairness” as the basis for measuring performance pay.

2. Use "technical content, risk level, workload, and management responsibilities" as the guide for measuring performance pay.

3. Conduct an all-round assessment based on various important indicators in four aspects: "work efficiency, management effectiveness, service quality, and labor discipline", and the assessment results will be used as the basis for measuring performance wages.

Chapter 3 Performance Appraisal

1. Public Assessment Items

1. Medical Ethics and Practice;

2. Department management:

3. Labor discipline:

4. Nursing quality management:

5. Logistics management:

6. Hospital infection management:

7. Financial management:

8. Medical safety management:

2. Clinical department performance appraisal

< p>　1. Work efficiency indicators:

①93% of the hospital bed utilization rate meets the standard. For every increase or decrease of 1 percentage point, the efficiency salary will increase or decrease by 5%.

②The average length of stay is less than or equal to 16 days (less than or equal to 12 days in secondary hospitals). This indicator is a relevant assessment indicator, and corresponding standards for each subject are formulated. For every day that is extended or shortened, the performance wage will decrease or increase by 2% accordingly.

③The workload plan completion rate (including bed occupied days for discharged patients and medical income for discharged patients) is implemented according to the standards of each ward, and 100% meets the standards. For every 1 percentage point increase or decrease, the performance wage will increase or decrease by 2%.

2. Management efficiency indicators

① The bed-day cost control line for self-pay patients is implemented according to the standards of each ward. Internal medicine is 680 yuan, pediatrics is 450 yuan, and surgery is 750 yuan. For every 10% deviation, the performance wage will decrease by 2%.

②The ratio of department costs to medical income is based on the standards of each ward. The clinical department control line is 70%. For every 1 percentage point increase, the performance wage will increase or decrease by 1%.

③The drug cost ratio is based on the standards of each department. The medical control line is below %, and the surgical control line is below %. For every 1 percentage point exceeded, the performance wage will be reduced by 5%.

④The inspection and inspection cost is 25% up to standard. For every 1 percentage point increase or decrease, the performance wage will increase or decrease by 2.5%

⑤The drug ratio for social insurance patients shall be implemented according to the standards of each ward. For internal medicine <35% and surgery <30%, for every 1 percentage point increase, the performance salary will increase or decrease by 5%.

3. Service quality indicators

①Patient satisfaction is 95% up to standard (the top three standard is 90%). For every 1 percentage point increase or decrease, the performance wage will increase or decrease by 1%.

②The number of pertinent complaints from patients reaches the standard of 0. For every case that occurs, the performance wage will increase or decrease by 1%.

4. Labor discipline indicators

① If the number of working days meets the standard, those who are absent due to leave will be deducted according to the number of days. Those who are absent from work will be detained for violating labor discipline regulations.

② Work discipline is achieved by commuting to and from get off work on time and sticking to the post. Those who are late, leave early, or leave work will be detained for violating labor discipline regulations.

5. Medical quality assessment indicators

① The implementation rate of diagnosis and treatment standards must meet the standard for every patient diagnosed and treated according to the "Provincial Standards for Diagnosis and Treatment of Common Diseases". Each ward randomly checks 20 in-hospital medical records every month. For every missing case, the efficiency salary will be reduced by 2%.

② The cure rate + improvement rate is 95%. For every 1 percentage point increase or decrease, the efficiency wage will increase or decrease by 2%.

③The infection rate of sterile surgical incisions is ≤0.5% and meets the standard. For every 0.1 percentage point increase, the efficiency wage will increase or decrease by 2%.

④The discussion rate of key cases, difficult cases, preoperative cases, and death cases, each case is considered to be up to standard. Each ward randomly checks 10 serious medical records in the hospital every month. For every missing case, the efficiency salary will be reduced by 2%.

⑤The medical record passing rate is 90% for Grade A, 10% for Grade B, and 0 for Grade C, meeting the standard. For every 1 percentage point increase or decrease in Grade A, the efficiency wage will increase or decrease by 2%. For every Grade C medical record, the efficiency salary will be reduced by 5%.

⑥The comprehensive score of medical quality reaches the standard of 95 points. The monthly comprehensive inspection and scoring results of the Quality Management Department shall prevail. For every increase or decrease of 1 point, the efficiency salary will increase or decrease by 2%.

6. Medical safety assessment indicators

①The incidence rate of medical disputes is 0 and meets the standard. Every time a medical dispute occurs, the efficiency salary will be reduced by 5% (economic losses are not included).

② The first-aid items intact rate is 100% up to standard. For every 1 percentage point decrease, the efficiency salary will decrease by 1%. Performance Appraisal Plan Part 3

Conditions for participating in the appraisal

Attendance for 26 days, no late arrival or early departure;

Be well behaved, have strong executive ability and affinity;

Report adverse incidents in a timely manner;

Give verbal criticism no more than 3 times;

Written No more than two public criticisms will be made during inspections and blackboard reports;

Assessment methods

Basic points: 50 points per person; (base 1 point is 5 yuan)

Administrative points: 10 points each for head nurse and training assistant; 15 points for a combination of the two;

Professional title points: 5 points for a nursing certificate, 30 points for undertaking work tasks;

Special points: day shift (A), middle shift (P) plus 1 point each, night shift (N) plus 4 points;

Individual work performance points: Nursing staff have a full score of 100 points, and a passing score of 90 points .

3 points will be deducted for every lower point, and the head nurse will rate the quality of the work of the nursing staff under his jurisdiction every month;

Bonus points: Each nursing group will select 1-2 star nursing staff every month; 35 points are added to each star; bonus points for ordinary caregivers: 5 points for written praise from family members, 5 points for verbal praise during functional department satisfaction surveys, 20 points for providing suggestions for nursing cases and being implemented, and 20 points for actively participating in various A reward of 5 points for each activity, a reward of 10 points for producing entertainment programs for the elderly, and a reward of 5 points for actively contributing articles to praise good people and good deeds. )

Penalty points will be deducted: those who fail to complete the training required by the hospital (1 point/time), () those who fail the operational assessment (less than 85 points) 5 points/time, those who fail the theoretical examination (60 points below) (2 points/time), violation of hospital rules and regulations (3 points/time), "Staff Code" (3 points/time), Nursing Department Core System (3 points/time), Nursing Standards (3 points/time) ), caregiver job responsibilities (3 points/time, receiving valid complaints (3 points/time), adverse accidents (1) 10 points/time will be deducted for minor bumps and injuries that do not require hospitalization, and 50 points/time will be deducted for those that require hospitalization .

Personal performance points = basic points + administrative points + professional title points + special points × personal work quality evaluation points + bonus points - penalty points

Personal performance appraisal content

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Notes:

Seven things to know: refers to the elderly person’s name, room number, medical history, occupation, family situation, special living habits, and care priorities.

Registration of items for the elderly: The elderly's clothes, shoes, razors, etc. are registered in a register and signed by the family members. The registration start time and expiration date of consumable items are checked with the family members and signed by the family members.

Nursing records:

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Used to register the time period when the elderly goes home, sees a doctor, and visits by family members, and records of items and food brought by family members when visiting the elderly;

The time for the elderly to sleep, supplement fruit, and the time for the elderly to eat, Time and frequency of urination;

Time for the elderly to sunbathe outdoors;

Time for the elderly to bathe and wash their feet;

Requirements for star caregivers:

Those who meet the conditions for participating in the assessment;

Those who have passed the theoretical and practical examinations;

Those whose total score is 185 or above; Performance Appraisal Plan Part 4

1. Setting standards

If we want to manage our customer service team well, we can never manage it well by relying on people. We rely on the assessment standards that we spend our time and think carefully about. The company is a small society. , is a small "country", the legal society and the system management company are the same.

But please don't forget that the ultimate purpose of performance appraisal is to better make the team cohesive. , is to encourage customer service colleagues to be serious about their work. The key words are: growth and motivation. Of course, it is also easier to manage. If you set up a performance appraisal just to find faults and punish mistakes, then I dare you. Said, this kind of system is always the lowest and most wrong system!

Before making a performance appraisal system, please understand - what are we doing?

2. Develop ideas

Before formulating our performance appraisal system, we must have a clear idea and clear purpose. First, we must understand what we are assessing for and what purpose we are assessing. Only based on such considerations, the performance appraisal formulated can play the role that the performance appraisal system should have in a targeted manner.

1. What kind of system can improve the conversion rate?

2. What kind of system can create a good working atmosphere between customer service staff?

3. What kind of system can enable customer service to try to avoid work errors that cause losses to the company?

4. What kind of system can better encourage customer service to take their work seriously?

5. What kind of system can make the team have a sense of competition without destroying the harmony within the team because of this competition? (I personally dislike disharmonious competition and believe that only in a healthy competitive atmosphere can the team develop better. Maybe it is a problem with my personality, but even if it is a mistake, I will stick to it until the end.)

6. What kind of system can force customer service to increase their unit price? Will it not affect customer service's laziness towards low unit price products?

Wait, wait, etc... There are countless questions for us to think about. Of course, I dare not say that I can cover everything. There is no best, only better. I myself am just a little shrimp moving forward slowly on a long road. To provide you with an idea and to inspire others, if you are willing, you can leave a message. If you don't want to, you can also designate a performance appraisal system suitable for the development of your company based on your company's situation.

3. “Teach students in accordance with their aptitude”

As long as the idea is correct, there is actually no standard for performance appraisal. Different development situations, different team structures, and different category associations will all lead to Come up with a series of different assessment systems suitable for different environments. After having a clear idea, what we need to do next is to select a more practical and effective assessment system based on the environment based on the clear idea.

According to different factors, there are different focuses in performance appraisal. The keyword is: efficient. How to be efficient? Just like the through train, how to make the ROI higher?

1. We offer high unit prices and require less consultation. Or a category with low unit price and multiple consultations? Where do we focus when making it? How can we maximize the effectiveness of performance appraisals based on our focus?

2. Will our customer service staff log in to the same Want Want or take turns to log in to different Want Want? How should we formulate an assessment system to reconcile different situations and avoid colleagues competing with each other for orders?

3. Are our pre-sales customer service and after-sales customer service separate or integrated? If they are integrated, how do we encourage customer service to handle after-sales and resolve negative reviews? No one will be willing to take the initiative to perform after-sales service because of the difficulty and frustration of after-sales processing.

4. How many customer service personnel does the company have, such as sales volume? Should we do it in a group or individually? Which way is more suitable for us? What are the advantages and disadvantages of different methods?

5. When calculating based on sales, should we take profits into account? And how to conduct assessments to better incorporate profits into the assessment system. For example, in store C, almost everyone can bargain. If A sells for 500 yuan, the original price is 600 yuan, and the cost is 400, the profit is only 100. B sells It cost 400 yuan, the original price was 450 yuan, and the cost was only 300 yuan. The profit is 150 yuan. How do we try to be fair in a situation like this?

There are many...many...Customer service performance appraisals cannot be just "borrowed" from the Internet. It may be barely usable, but the effect is of course needless to say. After reading the questions and thoughts above, I believe you can understand that the effectiveness of a performance appraisal is directly proportional to our level of attentiveness.

IV. "Vision"

I remember about a year ago, when I was a customer service manager, I made my first customer service performance appraisal. At that time, I racked my brains and did my best. The most I could think of was to make one. As my horizons broadened and my work experience accumulated, looking back at the performance appraisal at that time, I found that many things were still only treating the symptoms and not the root cause.

Vision is a very important component if you want to be close to perfection.

The same goes for work, and so goes for life.

Perhaps no matter how hard we try, the degree of system perfection will not be very high. At this time, we need to search more, see more, and absorb more experiences of others. Three people go together there must be my teacher. This sentence is more than just a metaphor. Just like the questions mentioned before, everyone's answer will be different and their considerations will be different. However, what we need is to learn from and absorb other people's thinking, rather than plagiarizing and copy-pasting content. Performance Appraisal Plan Part 5

1. Scope of personnel to be evaluated

1. Department manager-level and deputy manager-level personnel of each branch;

2. Affiliations Branch manager-level and deputy manager-level personnel in branches; 3. Department-level personnel with important positions.

2. Assessment Procedures

1. The department manager-level and deputy manager-level personnel of each branch; the general manager shall be the assessor of the branch manager-level and deputy manager-level personnel affiliated to the branch. Manager; 2. The first evaluator of department-level personnel with important positions is the department manager, and the general manager is the adjuster of evaluation results.

3. Assessment methods

1. All persons being assessed shall adopt the method of self-debriefing and comprehensive evaluation by the assessor, which shall be conducted once every quarter and at the end of the year; 2. Debriefing report: required Submit a written work report to the subordinate assessment leader according to the specified time; 3. Superior evaluation: adopt the level evaluation method, that is, the method of initial evaluation and scoring by the direct leader and re-evaluation and scoring by the assessment leader.

IV. Assessment time

1. Quarterly assessment: Submit your personal work report for the current quarter and work plan for the next quarter to your direct superior before the fourth to last day of each quarter. The direct superior shall complete the superior evaluation before 3 days of the next quarter and submit the final evaluation to the general manager of the appraiser for review, and then report it to the management team and submit it to the Human Resources Department of the institution for record; 2. Annual assessment: All personal evaluations shall be completed before December 25 of each year. The annual work report and the personal work plan for the next year are submitted to the immediate superior. The direct superior shall complete the superior's evaluation before December 30 and submit it to the general manager of the relevant evaluator for review. After the final evaluation, it shall be reported to the management team and submitted to the Human Resources Department of the institution for record.

Note: The human resources personnel of the branch will organize the assessment data into employee personal files. Year-end bonuses will be issued based on annual assessment results. Employees during the probation period will not participate in the year-end appraisal.

5. Assessment content

1. Job responsibility assessment refers to the evaluation of the performance of the assessed managers in performing their duties and completing the tasks assigned by their superiors. The basic elements consist of work objectives, work quality, work delivery and work follow-up.

2. Ability assessment refers to the assessment of the basic abilities and experiential abilities required for specific positions. Basic elements include experiential abilities such as understanding, creativity, guidance and supervision abilities required to perform the job, as well as work efficiency and methods demonstrated in the work.

3. Moral assessment refers to the sense of work responsibility, hard work, collaborative spirit and personal accomplishment displayed in the process of achieving work goals.

4. Knowledge assessment refers to the assessment of relevant knowledge demonstrated in the process of achieving work goals. Basic elements include management knowledge, professional knowledge and other general knowledge required to perform the position.

5. Organizational discipline assessment refers to the evaluation of discipline and other work requirements displayed in the process of achieving work goals. Basic elements include compliance with laws, appearance, appearance, environmental hygiene, etc.

6. Assessment levels

1. Level A (excellent level) 95-100 points, excellent work performance and innovative results; 2. Level B (good level) 85-94 All work results meet the target and task requirements, and the results are outstanding; 3. Level C (qualified level) 75-84 points of work results all meet the target and task requirements; 4. Level D (poor level) The work results with a score of 60-74 do not fully meet the target task requirements, but can be achieved with hard work; 5. E-level (extremely poor) work results with a score of 64 points or less do not meet the target task requirements and have not been improved after supervision.

7. Application of assessment results (salary refers to basic salary)

The quarterly assessment results will be used as an important basis for the year-end evaluation of the assessed managers, as well as for the promotion and reduction of positions, wages and bonuses. When there are vacancies at all levels in the branch's establishment or when the number of employees is expanded or the number of employees is increased, those who have outstanding performance in the assessment will be filled first.

1.1 Those whose assessment scores are A-level will receive an increase of 5% of their original salary for the current month; 1.2 Those whose assessment results are B-level will receive an increase of 2% of their original salary for the current month; 1.3 Those whose assessment results are C Those with grade 1.4 will enjoy full salary; those with D grade in 1.4 assessment will have 50% of their salary deducted for that month and will be retained for three months. Those who fail the following quarterly assessment will be dismissed; those whose 1.5 assessment results are E-level will have 100% of their salary deducted for that month and will be retained for one month. If you are still unqualified, you will be dismissed;

1.6 Those who have received A for three consecutive quarters, or a total of 3 A's throughout the year, will have their salary increased by 5% for the next year; 1.7 The annual performance appraisal will reach For those with 4 A’s, their salary will increase by 10% in the next year.

2 Annual Performance Appraisal The annual appraisal results are mainly used for promotion and promotion of the managerial personnel being evaluated. In principle, the company conducts promotion assessment once a year. 2.1 Those whose annual assessment results are A-level will enjoy the Class A year-end bonus; 2.2 those whose annual assessment results are B-level, will enjoy the Class B year-end bonus; 2.3 those whose annual assessment results are C-level, their original positions and salaries will remain unchanged, and they will enjoy the Class C year-end bonus. Year-end bonus; 2.4 Those whose assessment scores are D grade will be kept on probation for two months and will not enjoy the year-end bonus; those whose 2.5 annual assessment scores are E grade will be dismissed and will not enjoy the year-end bonus.

8. Appraisal Discipline

1. The appraiser must be impartial, fair, conscientious and responsible during the assessment, and must not overevaluate relevant subordinates; the appraiser must be irresponsible or take advantage of his position Those who are unfairly evaluated will be demoted once found; 2. The heads of each department must organize carefully and grade carefully. Anyone who responds passively or perfunctorily during the assessment will be exempted from the full-month bonus once verified; 3. The assessment work must be completed on time within the specified time. If the assessed manager fails to submit the summary and plan on time, 10% of the total assessment score will be deducted; if the appraiser fails to submit the assessment form on time, 15% of the total assessment score will be deducted; 4. The deduction must be based on evidence and must be serious and Be objective and fair; 5. Anyone who commits fraud will be deducted 50% of the total score. Performance Appraisal Plan Part 6

In order to further strengthen the team building of community workers, effectively change the work style, improve the restraint, incentive, and competition mechanisms for community workers, and mobilize the enthusiasm and initiative of community workers. This plan was specially formulated on the basis of full research and soliciting opinions from community staff and in combination with the actual situation in our jurisdiction. Hope it can help you!

1. Establish an assessment and evaluation leading group

In order to strengthen the leadership of assessment work, a community assessment leading group was established.

2. Assessment Principles

Adhere to the principles of seeking truth from facts, objectivity and fairness; adhere to the principle of focusing on work performance; the assessment shall be based on the combination of leaders and cadres, the combination of residents and the masses, and qualitative and quantitative assessment. principles of combination.

3. Assessment objects

Members of the community branch party organization and the "two committees" of the community neighborhood committee.

IV. Personnel participating in the evaluation conference

Participants in the evaluation conference are composed of party representatives, residents (members) representatives, representatives of units stationed in the district, and other representatives of party members and the masses. The total number of people should be no less than 20. At the same time, attention should be paid to expanding the participation of party members and the masses. The list of participants should be submitted to the community assessment leading group for review in advance and announced in advance.

V. Time Arrangement

The first phase: December 20, XX to December 26, 2020 is the performance announcement period

The second phase: XX December 27th to December 30th is the community assessment period

The third stage: January 4th, XX to January 10th, XX, the assessment results will be announced and reported to the superior authority.

6. Evaluation Work Process

(1) Performance Announcement

The "two committees" of the community should compare the annual goals and tasks and social management work requirements, and evaluate the overall performance of the community. A comprehensive summary of all work in the past year; community staff carefully summarized their personal work and performance of duties based on work division, job responsibilities, and annual goals and tasks. The summary of the "two committees" of the community and the summary of the individual work of the community staff shall be published in written form through the community party affairs (residential affairs) public column before the evaluation meeting. The publicity period is 3 days.

(2) Convene an evaluation meeting

1. The person in charge of the community party organization and the person in charge of the neighborhood committee will make separate statements on the work and operation of the community party branch and neighborhood committee; the key points of the party organization and secretary’s work report In order to implement the annual target responsibilities, account of people's livelihood issues, and community team building; the focus of the neighborhood committee and director's work report is on how to strengthen residents' autonomy, promote community management, and the role of the discussion group.

2. The person in charge of the community council and the supervisory committee shall report the work status and performance of the convener’s duties to the community resident representative meeting on behalf of the community resident council and the democratic supervisory committee respectively, and accept the results of the resident representative meeting. Supervision;

3. Community workers report on their individual performance of duties throughout the year;

4. Representatives of party members and the masses conduct democratic evaluation and satisfaction assessment.

7. Specific assessment methods:

Adopt a hundred-point system for assessment. The assessment will be conducted on an anonymous scoring basis, with a full score of 100 points. The scoring standards are: 90 points and above are excellent; 80 points and above are competent; 60 points and above are basically competent; 59 points and below are incompetent.

8. Application of assessment results

(1) Notification of results. After comprehensively evaluating the assessment results, the street assessment leading group will report the assessment results and assessment work summary to the superior authorities, and feedback the assessment results in written form to the community and the individuals being assessed. The community will promptly publicize the results of the "Two Statements and Two Comments" through the community party affairs (residential affairs) public column, and the publicity time will be no less than 7 days.

(2) Commendation and rewards. The evaluation results of "Two Statements and Two Evaluations" serve as an important basis for the assessment and evaluation of community work this year. The street party working committee and office will commend advanced individuals based on the comprehensive assessment results. If the comprehensive evaluation results of community workers are "excellent" or "competent", they will enjoy annual performance remuneration in accordance with regulations; if the results are rated as "basically competent", the annual performance remuneration will be deducted as appropriate; if the results are rated as "incompetent" Or those who have been "Basically Competent" for two consecutive years will not be entitled to annual performance pay; those whose evaluation results are "Excellent" for two consecutive years will be rewarded according to the relevant rewards of the District Civil Affairs Bureau.

(3) Rectification and improvement. For communities with low satisfaction and strong complaints from party members, the street party working committee and office will conduct special studies to help the community analyze the specific situation and specific problems, and clearly require the community to make rectifications within a certain period of time and implement them within a certain period of time. Check the rectification results after the time limit and publicize the rectification situation in the community. If the "unsatisfactory" rate in the satisfaction assessment of community party organizations and neighborhood committee members exceeds 30%, they should be ordered to resign or initiate recall procedures in accordance with the requirements of the municipal public recommendation and direct election supporting system. If the staff of the community public security office are evaluated as "basically competent", members of the street party working committee will give them an admonishment talk and put forward correction requirements within a time limit; if the evaluation results are incompetent or "basically competent" for two consecutive years, etc. times, the appointment will not be renewed in principle.

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