(1) Starting from the company's strategic objectives, taking the target management method as the breakthrough point, through layer-by-layer decomposition, the assessment indicators are formulated according to the objectives. The goal decomposition must be accurate and meticulous, and the strategic goals of the enterprise, the goals of various departments and the personal goals of employees should be consistent. The objectives to be decomposed at each level should be clear, specific and focused.

(2) Four commonly used dimensions "time, cost, quantity and quality" are extracted by combining KPI indicators, and expressed in the form of numbers, such as "time, date, amount, quantity and percentage".

For example, Maruko Company is currently making a fine film, which is scheduled to be released in X month of X year.

First of all, clarify the responsibilities and objectives of each department and extract key elements.

For example, the pre-scriptwriter should complete the script creation, and the production center should complete scene modeling, character design, animation production, lighting synthesis, post-editing and so on. The market center is responsible for derivative product design, market operation and publicity, and the recruitment and training of personnel in charge of the human resources administration department.

Secondly, set quantitative performance goals. In terms of time, for example, the script of the screenwriter should be completed on X, X, X, the design of characters should be completed on X, and the recruitment of personnel should be in place before X, X, X, and so on. In terms of quantity, there are X characters in the play. How many employees need to be recruited to make X scenes?

. . . . . .

Finally, it is decomposed into the tasks of employees in what time range, and how many performance points will be deducted if a task is delayed; For example, Maruko is responsible for the recruitment of the company and submits a recruitment plan every week and month. When does a position need to be recruited? If you postpone it for one day, you will deduct the score of meatballs.

Therefore, after quantifying the assessment indicators, it is necessary to make these decomposed targets into an assessment form, which is convenient for statistics and is also conducive to following up the progress.

Quantification is only the first step for enterprises to do a good job in performance management, and we must adhere to the combination of quantification (quantitative) and non-quantification (qualitative) in order to achieve better results.

The evaluation method of performance quantitative indicators is as follows:

I. Management by objectives

The management by objectives method designed by Mr. Tang refers to a method in which supervisors and subordinates jointly participate in formulating agreed goals, so as to determine and realize organizational goals. These goals are detailed, measurable, time-controlled and integrated into an action plan. In the process of performance evaluation centered on the objective performance standards determined by both parties, every progress and goal can be measured and monitored.

Management by objectives principle

Tang Xinran's target management is a form of participating in management. The implementer of the goal is also the maker of the goal, that is, the superior and the subordinate determine the goal together. Determine the overall goal first, and then decompose it step by step. Through top-down negotiation, the goal of each department to each employee of the enterprise is formulated.

Tang attaches importance to results and emphasizes autonomy and consciousness, but this does not mean that leaders can let go, and the management of the target implementation process is indispensable.

In the process of management to achieve the goal, leaders should regularly check the work of their subordinates and make use of the opportunities and information feedback channels of frequent natural contact between the two sides; Leaders should inform their subordinates of the progress and facilitate mutual coordination; Leaders should also help their subordinates solve problems encountered in their work, and revise the original goals in time when sudden and unpredictable events seriously affect the realization of organizational goals.

First, the relative evaluation method

(1) sequence comparison method

Sequential comparison method is a method to rank and evaluate employee performance. Before the evaluation, we must first determine the evaluation module, but we are not sure about the working standards to be achieved. All employees in the same position are compared in the same evaluation module. According to their working conditions, those with good jobs rank first and those with poor jobs rank last. Finally, add up the ranking figures of several modules of each employee, which is the assessment result of the employee. The smaller the total, the better the performance appraisal results.

(2) Relative comparison method

The relative comparison method is to compare employees with each other, and any two employees make a comparison. After comparing the two employees, the relatively good employee scored "1" and the relatively poor employee scored "0". After all the employees compare with each other, add up everyone's scores. The higher the total score, the better the performance appraisal results.

(3) Forced proportional method

Compulsory proportion method refers to the method of classifying candidates into several categories (best, better, medium, poor and worst) according to their performance.

Second, the absolute evaluation method

(1) management by objectives

Management by objectives is a performance appraisal method that decomposes the overall objectives of an organization into individual objectives step by step, and finally evaluates the performance according to the completion of the work objectives by the assessed. Before the work begins, the appraiser and the appraisee should reach an agreement on the content, time limit and evaluation standard of the work to be completed. At the end of the period, the appraiser will make an appraisal according to the appraiser's work and the original appraisal standard.

(2) Key Performance Indicator Method

Based on the annual target of the enterprise, the key performance indicator method determines the key quantitative indicators reflecting the comprehensive performance of enterprises, departments and employees in a certain period by analyzing the performance characteristics of employees, and conducts performance appraisal on this basis.

(3) Grade evaluation method

According to the job analysis, the grading method divides the job content of the evaluated post into several independent modules, and in each module, the work standards required to complete the work of the module are described in clear language. At the same time, the standard is divided into "excellent, good, qualified, unqualified" and other grade options, and the evaluator evaluates the completion of each module according to the evaluator's actual work performance. The total score is the employee's assessment score.

(4) Balanced Scorecard

The balanced scorecard evaluates the enterprise from four angles: finance, customers, internal business processes, learning and growth, and gives different weights to each index according to the strategic requirements, so as to realize the comprehensive evaluation of the enterprise, enable managers to grasp and control the enterprise as a whole, and finally realize the strategic objectives of the enterprise.

Third, the description method

(1) all-angle evaluation method

All-angle assessment method (360 assessment method) is an assessment method for superiors, colleagues, subordinates, themselves and customers to assess the assessed. Through this multi-dimensional evaluation, combined with the opinions of different evaluators, a comprehensive and fair evaluation can be obtained.

(2) Important event method

Important events refer to "important events" collected by appraisers at ordinary times. The "important events" here refer to those events that will have a positive or negative impact on the overall performance of the department. These performances should be recorded in writing. According to these written records, the appraisal results will be formed finally.

Quantitative performance management method is to scientifically process data, timely and accurately assess and coordinate the implementation of income, ability and distribution relations in different periods and under different working conditions.

Fourth, the "532" performance appraisal model

Performance appraisal is an important content of modern human resource management. Almost all enterprises have their own performance appraisal schemes, but many once applicable schemes have gradually lost their former effectiveness with the passage of time, which not only failed to motivate employees, but even hindered the development of enterprises to some extent. It is found that the performance appraisal scheme is still limited to the performance appraisal of brokers, and the interests and team spirit of brokers are rarely reflected in the performance appraisal scheme.

We know:1+1>; The cooperation of 2 comes from the tacit cooperation of team members. In today's new economic era, it is hard to imagine that a cooperative team without tacit understanding can make rapid development. Therefore, it is very important to establish a performance appraisal model that can not only fully mobilize the enthusiasm of brokers, but also enhance the centripetal force of teams (including department stores and company regional teams).

The application of 532 performance evaluation model is more suitable for the profit distribution of brokers, stores and regional teams under the ratio of "5", "3" and "2". This model has been brewed, supplemented and improved for a long time before its implementation. In the process of implementation, the model needs to be recognized and supported by all employees, including the general manager of the company; 532 performance evaluation model needs the active cooperation of the whole company to achieve the expected results. The following is a brief introduction to some materials related to the realization of this model.

1. Company Profile. This model was initially implemented by 1 brokerage institution, which has the modern enterprise system of independent operation and self-financing. The company has more than 80 branches and more than 500 full-time employees. The whole team looks stable on the surface, and there is no big conflict between superiors and subordinates and colleagues. Words like "team spirit" and "people-oriented" can always be heard at large and small meetings. After talking to the employees alone, we found that the team was not as harmonious as it seemed. 75% stores think that there is a great turnover of staff, but they can't think of a better way to retain brokers. 60% of brokers feel that they lack a sense of security and belonging in the company, and the policy formulation is too arbitrary and lacks continuity.

2. Supporting scheme. In view of the above situation, after fully communicating with the head office, the human resources department made some adjustments and clarifications to the original salary system.

The new salary system includes six sub-schemes, which are interrelated and independent, but do not overlap. It is a progressive addition relationship: basic salary system +532 performance appraisal system+welfare system+salary increase opportunity system+promotion system+special award system. Both employees who have just joined the company and employees who have worked for many years are applicable to this salary system, but employees who are on probation are only applicable to the first two sub-schemes, and employees who are formally employed can be applicable to all six sub-schemes. The 532 performance appraisal system is not only applicable to stores or employees who have completed the planned goals, but also to stores or employees who have not completed the planned goals, thus eliminating the worries of individual stores or employees that they will not get hard-earned money because they have failed to complete the goals, and improving the fairness of competition.

"532" in 532 performance evaluation model means that the sales of brokers are assumed to be "10", in which the profit of brokers is "5", the store (the store or group where brokers are located) is "3" and the regional team (the whole company or division) is "2"; 532 performance evaluation model is a benefit bundling scheme to assess brokers, stores and regional teams according to the ratio of "5", "3" and "2". There is the shadow of the traditional piece-by-piece assessment scheme, but the new model reflects the team's cooperation spirit on the basis of the interests of both parties. According to customer sources, the overall content of the model is introduced as follows:

1. Active customers. Refers to the clients that brokers win through personal subjective efforts and sign contracts with them.

First, the general sales 532 model. Refers to sales according to the bottom line set by the company; General sales 532 refers to the sales of 1 suite source, and the pre-specified commission amount is allocated according to the ratio of "5" for the broker, "3" for the store and "2" for the regional team.

For example, it is stipulated that the commission for selling 1 house should be increased to 10 yuan, so the income of employee A (assuming that A sells a house) after selling 10 house is:

Direct interests of brokers: 10 yuan× [5/(5+3+2) ]×10 (set) =50 yuan;

Distribution benefit of selling one set: 10 (yuan) ×[3/(5+3+2)]× 10 (sets) /3 (persons) = 10 yuan;

Benefit of regional team distribution: 10 (yuan) ×[3/(5+3+2)]× 10 (sets) /20 (people) = 1 yuan.

In this way, the total income of A from selling 10 house should be 50+10+1= 61yuan, which does not include the income transferred to A because others sell houses, nor does it include possible completion plan awards and other sub-plans applicable to the whole salary system.

Second, plan the reward 532 model. This is a monthly cycle and an assessment by store. Stores that complete the plan will reward brokers, stores and regional teams according to the proportion of "5", "3" and "2"; Shops that fail to complete the plan, no matter how outstanding the broker's performance is, will not enjoy the plan reward (but it will not affect other assessment terms applicable to brokers). The source of incentive funds for the plan has nothing to do with voluntary entrusted funds.

For example, suppose that after the completion of the plan, the unit commission reward amount is 1 yuan, and plan fixed, which sold one in May, is 300 yuan; At present, the actual total sales volume of a department is 360 yuan, in which A has completed 150 yuan, and A can get a reward of 75+36+3.6 = 1 14.6 yuan (excluding bonuses transferred by other departments due to the completion of tasks). The specific calculation method is as follows:

Direct reward of broker: 1 (yuan) ×[5/(5+3+2)]× 150 (Zhang) =75 (yuan);

Indirect reward of the store: 1 (yuan) ×[3/(5+3+2)]×360 (pieces) /3 (person) =36 yuan;

Indirect award of regional team: 1 (yuan) ×[2/(5+3+2)]×360 (pieces) /20 (people) =3.6 yuan.

If the actual sales volume of a sales department in the current month is 290 yuan, A has completed 150 yuan, but because the sales department failed to complete the plan of the current month, it can't get the direct plan reward, and only get the reward transferred from other departments for completing the task. Whether or not to win the plan award is not linked to the broker's performance.

Third, overpriced sales of 532 models. Refers to sales that exceed the specified price bottom line. Because everyone's negotiating ability and skills are different, the selling price is often different; In line with the principle of strong ability and more benefits, the income above the price bottom line shall be implemented at the rate of 30% with reference to the "General Sales 532 Model". The proportion of 30% here is related to the strategy of the whole company. If the company aims at expanding market share, it might as well set the ratio lower. If it takes profit as its main goal and the price elasticity of second-hand houses is small, it may as well increase the proportion.

2. look for customers who come to the door. Door-to-door customers include customers who come to the door actively and customers who come to consult. The performance appraisal method of this kind of business shall be implemented according to the proportion of "actively winning customers" of 50%. Of course, this ratio should also be weighed against the commission and the market itself.

Four, 532 performance evaluation model has the following characteristics.

1. Avoid the influence of excessive competition among brokers on teamwork. Under the performance pay system, the broker's own labor results are closely related to his labor remuneration. This kind of reward for self-centered personal efforts can easily lead to excessive competition among employees when teamwork is needed, thus affecting the realization of the overall goals of the organization. 532 performance evaluation model overcomes the above shortcomings, and takes into account the interests of the team on the premise of respecting the value of brokers.

2. It is more operational to link efforts with performance. Due to the increasingly complex external environment, some goals and tasks set for the store in advance may not be achieved by all the staff of the store. When the store expects that its task cannot be completed, and a large proportion of rewards are related to whether the task is completed, it is easy to cause employees to be passive; In the 532 performance evaluation model, no matter whether employees complete tasks or not, they can be rewarded for their own efforts, so that efforts and performance are more closely linked, rather than tasks and performance are more closely linked.

3. Fairness is better reflected. Closed commission system is a kind of salary method adopted by many brokerage companies at present, but the biggest drawback of this salary system is that it increases the suspicion among employees and reduces the loyalty to shops and companies because of the fairness of technology. It is also one of the design intentions of the 532 performance evaluation model to convince all employees of the paid salary.

532 Performance evaluation model embodies more 1 ideas and 1 methods. When designing the assessment scheme, we must comprehensively consider the nature of the work done by brokers, including the independence and structure of the work. If the work is highly independent and low-structured, then more consideration should be given to the value of brokers, and the ratio of 72 1 may be adopted for distribution; If the independence of the work is low and the structure is high, then more consideration should be given to the value embodied by teamwork, such as 442 or 433, and so on.

Characteristics of performance evaluation methods

Throughout the enterprise's various performance appraisal methods (or performance salary distribution scheme, etc.). ), can be summarized as the following eight characteristics:

(1) Tight-fitting type: performance appraisal and bonus distribution are highly integrated in one scheme, and it is difficult to separate them;

(2) Relationship specificity: one indicator has one share of money, and multiple indicators have multiple shares of money;

(3) light plan karyotype re-examination: when the index is issued, the estimated composition is too large or even "slapping the head", and the assessment is imposing and stressful;

(4) Strong business and weak functions: the assessment scheme is mainly aimed at sales, production and other business departments, and the functional departments are often formalized;

(5) Business-oriented indicators: indicators focus on sales, cost, output value and other business categories, while management indicators are less difficult to quantify;

(6) Paradox of index quantification: to quantify the index as much as possible for scientific fairness, but it tends to be simple and feasible due to the complexity of quantification;

(7) Recalculation over analysis: Many performance appraisal schemes are aimed at calculating bonuses, but there is no analysis of the problems;

(8) Lack of diversification of incentives: the application of assessment results is single, and various incentives such as training, promotion and welfare have little to do with assessment;

Among them, the karyotype of light plan reexamination, strong business and weak function, index business and index quantification paradox are reflected in the technical level of performance management; The diversity of close embrace, single-minded relationship, over-calculation and analysis, and lack of motivation reflects the problem of management orientation.

Performance technology is an educational technology in universities, which focuses on improving the quality of teaching and learning. Therefore, performance appraisal must be linked to the economic benefits at work.

Performance evaluation method of employees in foreign-funded enterprises

1. Personality assessment method

The assessment method of personality traits focuses on the extent to which employees have some personality traits that are considered to be very beneficial to the success of enterprises, such as morality, work enthusiasm, team awareness, innovative spirit, leadership and so on. If employees perform well in these aspects, then the score of employee performance level is higher. Graphical Rating Scale (GRS) and its variants are the most commonly used methods to evaluate personality traits.

2. Behavior evaluation methods

The behavior evaluation method compares the behavior of employees with the expected behavior of the organization by checking the behavior of employees at work, so as to determine the performance level. Commonly used methods include Critical Incident Method (CIA), Behavior Anchoring Rating Scale (BARS) and Behavior Observation Scale (BOS).

3. Results-based evaluation method

Bernardine and others define performance as "the output record produced by a specific job function or activity in a specific time, and the sum of job performance is equivalent to the sum (or average) of performance in key and necessary job functions", which is a typical view that "performance is the result". Based on this understanding, researchers believe that paying attention to the difference between goals and results is a good method of performance management.

It is not difficult to see that these three types of assessment methods are based on organizational goals and are used to test whether employees' personality traits, work behaviors or work results meet organizational requirements. Finding out the gap and narrowing it is the fundamental purpose of performance management and the most fundamental starting point for the company to train employees.

Other performance evaluation methods

Direct sorting method, comparison method, forced distribution method (forced normal distribution), written description method, work plan assessment method, benchmarking method, scenario simulation method, etc.

Steps of performance evaluation

The first step is job analysis and development of enterprise KPI index library.

The second step is to set up a performance appraisal form.

The third step is to train employees.

For enterprises that have just started to conduct performance appraisal, the training contents include:

Corporate vision, one step at a time, all the assessments are to achieve corporate goals, challenge performance limits and achieve corporate vision;

Corporate culture and the necessity of reform. The selection of performance indicators is combined with the formulation of corporate culture. The purpose of implementing performance appraisal is not to reduce the salary of employees, but to hope that employees can get higher benefits while improving their performance.

The policy of linking performance with salary, how the results of performance appraisal correspond to salary, and how to calculate individual performance salary. The salary must be decided by the employee, so that the employee has a visible interest motive;

The main relationship of assessment is who is assessed, of course, it is generally the direct superior assessment;

The form of performance appraisal is what to assess and what requirements are there;

Performance appraisal system is the process, methods and so on.

The fourth step is to try to evaluate.

The fifth step is to announce the performance appraisal policy. Policies can be announced through signature law and publicity law;

The sixth step is to import external experts.

Compared with internal staff, external experts are more authoritative and instructive. Enterprises can consider hiring external experts to help import, adjust employees' mentality before formal assessment, take corresponding risk prevention and control measures, establish competition mechanism and culture, and let employees agree with the requirements of assessment and enterprises.

Step 7: Evaluate

Step 7: Performance interview, application and promotion.

Performance appraisal is a cycle of continuous improvement. After the completion of the monthly performance appraisal, the direct superior should conduct performance interviews with subordinates, affirm the parts that employees did well in the month, point out the shortcomings, make performance improvement plans, and improve the performance in the next stage.

Problems needing attention in using performance appraisal method

As theoretical research, each method has its own strict theoretical boundary and system framework, but as consultants, Jiahe Zhibo pays more attention to the relationship between them, the value of each tool, and their enlightenment to enterprise managers and consultants. Taken together, it can be summarized as follows:

First of all, the goal of the enterprise is the core. Either way, the content of management is the goal, and the purpose of management is to ensure the realization of the goal.

Secondly, the internal logic of the system. Companies, departments, specific positions, high-level, middle-level and grass-roots are all a nervous system, and no one can do without anyone, such as pressure transmission, responsibility tracking and performance partners.

Third, the same clever principle. Clear, measurable, quantitative, pragmatic and time-bound, these principles and requirements are the basis of strong operability of performance management.

Fourth, the 80/20 rule of management. The key 20% created 80% of the performance. Therefore, performance management focuses on key performance indicators.

Fifth, pay attention to the future and development. The goal itself focuses on the future development and embodies the pursuit of the enterprise; Evaluation is the means, motivation is the purpose, and improvement is the foundation. Performance management pursues the sustainable development of enterprises.

Sixth, two-way communication and continuous improvement.

We should communicate when setting goals, evaluating results and how to improve them. Performance management is very simple, that is, goal+communication.

Indeed, the balanced scorecard is a scientific tool for setting enterprise goals; The decomposition method of key performance indicators is so fine when setting personal goals; Benchmarking is actually the best indicator and standard source for each assessment indicator.

Enterprise performance management cannot exhaust all methods, but the best method must be the collection of its essence.

Choose the right performance evaluation method

According to different evaluation contents, evaluation methods can also take various forms. Using various methods to evaluate can effectively reduce the evaluation error and improve the accuracy of evaluation.

For example, we can arrange the direct supervisor to evaluate the "important work" and "daily work" of the direct subordinates, and colleagues can evaluate the "work attitude" part of each other. In addition, employees can also be allowed to self-evaluate the "daily work" and "work attitude" parts, and the self-evaluation results are not included in the total score. It is mainly to let the appraiser know the self-evaluation of the appraiser, so as to find out the gap between self-evaluation and enterprise evaluation, which may be the place that the appraiser needs to improve. These data can provide useful help for future evaluation and communication.

In order to evaluate recent mistakes, the human resources department can suggest that appraisers often make informal evaluations of appraisers' "important work" and "daily work" and record key events, which can be used as original materials in formal evaluation. In addition, in the evaluation, the appraiser makes a centralized evaluation of the same project of all appraisers, rather than evaluating it by people.

1, target evaluation

The evaluation of "important tasks" adopts the target evaluation method. Before an evaluation cycle, the evaluator and the evaluated should discuss and formulate an "important task description" acceptable to both parties, in which the task name, task description and task workload should be clearly defined.

2. Self-assessment

Self-evaluation is the self-evaluation of the appraisee, and the evaluation results are generally not included in the evaluation results, but its role is very important. Self-evaluation is the subjective understanding of the appraisee, which is often different from the objective evaluation result. Through the results of self-assessment, let the appraisers know the appraisers' real thoughts and prepare for the appraisal communication. In addition, in the results of self-evaluation, the evaluator may find something that he neglected, which is conducive to making a more objective evaluation.

3. Mutual evaluation

Mutual evaluation is a way for employees to evaluate each other. Mutual evaluation is suitable for subjective evaluation, such as the evaluation of "work attitude". The advantages of mutual evaluation are: firstly, employees can truly understand each other's work attitude, and multiple people can evaluate each other at the same time, which can often reflect the objective situation more accurately and prevent subjective mistakes. Mutual evaluation is more suitable for large numbers of people, such as more than 5 people. In addition, mutual suspicion among employees can be reduced by not signing names during mutual evaluation and not publishing the details of mutual evaluation when the results are announced.

4, superior evaluation

In the superior appraisal, the appraiser is the manager of the appraisee, and in most cases he is the immediate superior of the appraisee. Superior evaluation is applicable to the evaluation of "important work" and "daily work".

5. Written evaluation

Because every employee has different characteristics, standardized evaluation methods ignore this factor, which is not conducive to the personal growth of employees. Written evaluation makes up for this defect. Generally speaking, written evaluation should include three aspects: affirming employees' achievements; Point out the shortcomings of employees; Enterprise's expectation of employees. The written evaluation can be written by the superior or by the human resources department of the enterprise.