Performance evaluation process
1, detailed job description and reasonable salary training for employees;
2. Quantify the work as much as possible;
3. Reasonably arrange personnel positions;
4. Classification of assessment contents
5, the establishment of corporate culture, how to make people become "talents" rather than "materials" is an important issue to consider before the assessment.
6, clear work objectives;
7, clear job responsibilities;
8, from the work attitude (initiative, cooperation, teamwork, dedication, etc. ), work results, work efficiency and other aspects of evaluation;
9. Divide each content into specific grades, each grade corresponds to a score, and each grade should be described by a unified standard (for example, excellent grades must be proved by specific examples);
10, giving employees the opportunity to complain.
Principle of performance evaluation
1, the principle of fairness
Fairness is the premise of establishing and implementing the personnel performance appraisal system. If it is unfair, it will not play its due role in performance appraisal.
2. Strict principles
If the performance appraisal is not strict, it will become a mere formality. Poor performance appraisal can not only fully reflect the real situation of employees, but also have negative consequences. The strictness of performance appraisal includes: there must be clear appraisal standards; Have a serious assessment attitude; There should be a strict assessment system and scientific and strict procedures and methods.
3, the principle of single evaluation
The evaluation of employees at all levels must be carried out by the "immediate superior" of the assessed. The direct supervisor knows the actual work performance (achievement, ability and adaptability) of the assessed person best, and is also most likely to reflect the real situation. The evaluation opinions made by the indirect superior (that is, the superior of the superior) to the direct superior shall not be modified without authorization. This does not rule out the adjustment and correction of the evaluation results by indirect superiors. Single-head evaluation clarifies the responsibility of evaluation, makes the evaluation system consistent with the organization and command system, and is more conducive to strengthening the command function of business organizations.
4, the principle of public results
The conclusion of performance appraisal should be made public to me, which is an important means to ensure the democracy of performance appraisal. In doing so, on the one hand, let candidates know their own advantages and disadvantages, and let those with good assessment results make persistent efforts to continue to advance; It can also convince people with poor assessment results and make progress. On the other hand, it is also helpful to prevent prejudice and various errors that may occur in performance appraisal and ensure the fairness and rationality of the appraisal.
5, the principle of combining rewards and punishments
According to the results of performance appraisal, there should be rewards and punishments, which rise and fall according to the size and quality of work performance, and this kind of rewards and punishments is not only related to spiritual encouragement. Moreover, the real purpose of performance appraisal can only be achieved by linking wages and bonuses with material benefits.
6, the principle of objective evaluation
Personnel evaluation should be based on clear evaluation criteria, with objective evaluation data as the goal, and try to avoid the infiltration of subjectivity and sense of * * *.
7, the principle of feedback
The evaluation results (comments) must be fed back to the appraisee, otherwise it will not play an educational role in the evaluation. While feeding back the evaluation results, we should explain the comments to the appraisee, affirm the achievements and progress, and explain the shortcomings, so as to provide reference for future efforts.
8. Difference principle
There should be a clear distinction between the grades of assessment, and there should be obvious differences in salary, promotion and use for different assessment comments, so as to assess and encourage employees to be self-motivated.
9, the principle of information symmetry
Any work with symmetrical information and easy supervision is suitable for performance appraisal. Any job with asymmetric information and difficult supervision is suitable for equity incentive. This is the conclusion drawn by Jing Bang Xue Zhongxing in the course of many years' actual combat.
Question 2: How should the performance appraisal cycle be done?
1, the performance appraisal cycle of middle-level cadres is semi-annual 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 25th of each month 1, 2, 4, 5, 7, 8, 10,1,and the assessment will be reported on 5th of next month;
The quarterly evaluation schedule is 25th of each month in March, June and September, and the evaluation report will be published on 5th of next month.
The half-year assessment is scheduled to start on June 25th, and the assessment will be reported before July 10.
The annual assessment time is from February 25th, 65438 to the following year1October 25th.
Fourth, the content of performance appraisal
1, assessment content of middle-level cadres above level 3
(1) Leadership (2) Subordinate training
(3) Morale (4) Achieving the goal
(5) Sense of responsibility (6) Self-motivation
2, employee performance appraisal content
(1) Morality: policy level, professionalism and professional ethics.
(2) Ability: professional level, professional ability and organizational ability.
(3) Diligence: sense of responsibility, work attitude and attendance.
(4) Achievements: quality and quantity of work, efficiency, innovative achievements, etc.
Question 3: How can we do a good job in performance appraisal? 1. Overview of the group headquarters At present, the group headquarters has about 300 people and consists of ten departments, all of which are functional departments, including: human resources department, comprehensive office, finance department, strategic planning department, audit department, legal department, management information department, party affairs department, risk management department, trade union, etc. The group has more than 40 first-tier subsidiaries with employees/kloc-0. The management mode of group headquarters is management holding mode. There is no business department in the headquarters, and each department mainly undertakes the management of the corresponding modules of the subsidiaries. The staff is mainly composed of employees with many years of work experience, most of whom have bachelor's degrees or even master's degrees, with an average age of 43. Two. Introduction of the current performance appraisal mode In the performance appraisal of the personnel of the headquarters department, the company adopts the target management mode, which is organized and implemented by the human resources department and implemented by each department. Go in three steps: 1. Set goals at the beginning of the year and set work goals at the beginning of the year. For each employee, the set indicators are mainly based on the work content, and each person is about 5- 10 goals. The establishment of the target should be confirmed by the direct leader (director) of the department and the employee himself, and it can only take effect after the department agrees. 2. Review and evaluation of mid-term work At the end of each quarter, the Human Resources Department organizes all departments to review the mid-term work of employees, mainly in the form of employee self-evaluation, and evaluates the work progress and effect of the previous quarter, which is confirmed by the direct leader (director) and reported to the department for filing. However, the mid-term evaluation does not directly affect the individual's mid-year performance, but only as a means to improve the work and promote the completion of the annual target. 3. At the end of each year, the Human Resources Department organizes the year-end centralized evaluation, and employees fill in the "Personal Annual Goal Completion Form" on the Internet, and make a comprehensive self-evaluation of personal work completion, and submit it to the direct leader (director), who then issues evaluation opinions and suggestions, submits them to the department, and obtains the final annual performance evaluation results after being approved by the department leading group. In this link, the employee's self-evaluation accounts for about 30% of the weight, the direct leader (director) accounts 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 stipulated 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 those who meet other conditions can enjoy promotion and salary adjustment; Those who are "basically competent" have no right to promotion and salary adjustment. If you are "basically competent" for two consecutive years, adjust your post and salary; Those who are "incompetent" will receive retraining, and if they still do not meet the company's requirements after training, the company will consider terminating the labor contract. Third, the problems existing in the current performance appraisal model Although the frequency of assessment is not low (four times a year), there are still many problems in actual operation, which directly leads to the ineffectiveness of the performance appraisal system, mainly reflected in the following aspects: 1, the work is difficult to quantify, and it is impossible to quantify the assessment. As mentioned above, due to the functions of the headquarters department, the work of each department is basically based on daily management. There are no quantifiable indicators such as financial indicators and sales indicators. Therefore, qualitative description is the main method in evaluation, which directly leads to the fuzziness of evaluation and is difficult to score. After the implementation of the assessment, it is inevitable that there will be a phenomenon of wrangling with each other, and direct leaders will easily fall into chaos, so they have to score by personal intuition, which 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 lead to employees' slackness, work can be delayed, things can be pushed, and more things are not as good as less things, which will also lead to a bad situation of low work efficiency. 2. The average age is too large, and the execution pressure is great. The average age of the headquarters is 42, and the peak age is 45. Most employees have worked in the company for many years, and their ability to re-select jobs is weak. Therefore, it is difficult to truly institutionalize their assessment, and it is also easy for leaders to "put one yard aside" in the scoring process, resulting in the assessment results being objective or even invalid. Those who are eliminated cannot be eliminated, and the flow of talents is difficult to achieve. 3. The assessment is opaque, and employees are not convinced of the assessment results. In the assessment, both the direct leader (director) and the department leadership team are scored separately. Although there will be a process of employee confirmation, it is also a formality, which is similar ... >>
Question 4: How to do a good job in performance appraisal?
First of all, the principles of cross-departmental assessment are clarified.
There are many general principles of performance management, such as fairness, justice, openness, objectivity and quantification. However, for the research and development model like IPD, these evaluation principles are not enough, and some higher-level principles are needed, such as:
Responsibility-result-oriented principle: the cross-departmental assessment in R&D management is not based on departmental work, but on the final result of the whole development process, that is, the market success of new products. The key to cross-departmental assessment is not to distinguish the responsibility contributions of marketing department, purchasing department and manufacturing department in detail, but the same result of the cooperation of marketing department, sales department, purchasing department, manufacturing department and R&D department. Many enterprises that carry out IPD have not given enough guidance in this respect, and unilaterally emphasize the contributions of various departments, which is still a purely functional assessment idea.
Team principle: Cross-departmental assessment in R&D management is not based on departments, but on the whole development team. The marketing, sales, purchasing, manufacturing and R&D departments, as the resource departments of the product development team, provide suitable team members for the product development team and work together to achieve the team's goals. Each team member represents his own department in the team, and the concept of role is emphasized here. What needs to be emphasized here is * * * success, not just departmental success!
Second, clarify cross-departmental responsibilities.
Many enterprises realize that the new development model needs cross-departmental cooperation, but the roles and responsibilities of various departments in the development process are often not clearly defined, so that the specific contributions of different departments can not be clearly defined in the assessment process.
In IPD, photodynamic force is mainly used for product development. PDT is a cross-functional product development team, responsible for managing the whole process of product development, from project establishment to product development, to product marketing, 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 task book.
The basic feature of PDT is that its members come from different departments, including finance, manufacturing, marketing, procurement, research and development, quality and technical support. Each member represents their functional department and promises to work together to achieve business goals under the leadership of PDT manager.
The responsibilities and activities of PDT are determined by detailed role definition and activity template, which is the basis of scientific and effective cross-departmental evaluation.
Question 5: How to do a good job in performance appraisal is too big to answer here. I suggest buying some books or consulting materials to study.
Question 6: How to do a good job in performance appraisal? It can be seen from here that the internal management of your company is not perfect. However, if you just want to solve this problem, 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 case, you only need to ask them to set goals for you (whether the goals are reasonable or not, you can ask them to give them to you, and then you can measure them ~), and then you can assess them afterwards and give them bonuses according to their completion and quality (but this situation requires a performance appraisal system, so ~ first of all, you should do a good job in your performance appraisal system and bonus distribution standards ...
As for how to do the assessment system, you can search related resources or documents on the Internet to see how others do it, and then combine your own ideas, talk to employees more, listen to their ideas, and then discuss with relevant personnel involved in the assessment system to know the general direction of the assessment.
Question 7: How to manage the performance appraisal;
1, arrange performance appraisal management in strict accordance with the company's business strategy;
2. Set performance targets according to the actual situation of the company;
3. The performance of teams and individuals should be different;
4, rewards and punishments are clear, without favoritism.
Question 8: How to give feedback in performance appraisal: Many human resource managers understand the importance of feedback, but they rarely implement it effectively in practical work. When asked why, they all poured out their difficulties: "There are too many thorny problems, and it is difficult to know what to do." Therefore, the work is often "poor performance". Many times, they don't know how to effectively feedback the assessment results to employees, because employees are prone to defensive resistance and even disputes with their superiors in the feedback process, which not only affects their relationship, but also affects their relationship, leading to the performance appraisal work can only play the role of "controlling the degree of performance realization", and "cultivating the feedback function of personal growth and development" is often ignored intentionally or unintentionally. Analysis: The reasons why performance evaluation is idle without feedback include unscientific and imperfect feedback management methods, and the problem that the response of the assessed can not be effectively controlled in the process of receiving feedback information. The feedback of evaluation results is the last link of performance evaluation and the key link to achieve the expected effect. Due to the different personality characteristics, cultural background, growth experience, intelligence level, self-defense mechanism, cognitive needs and styles, and growth background of the assessed, the same evaluation results fed back in the same way will lead to different reactions. Therefore, in order to achieve positive results, before feedback, it is necessary to study employees and determine different feedback methods for different employees. The research and analysis of employees includes the following aspects: observing employees. The human resources department or competent department should strengthen the observation of employees and determine their personality characteristics through their behavior, speaking habits, performance at work and communication with other employees. Communication with employees Because in daily work, the human resources department or its competent department often contacts employees, which gives them a chance to get to know employees better. Through this kind of direct communication, we can get to know our employees better and know them better. Indirect understanding of employees Because some details of employees' personality are not easy to be mastered by human resources departments or competent departments, we can learn more about them through employees who are familiar with the feedback objects. There are many scientific and standardized test methods and scales for personality type testing, which can help enterprises to grasp the personality characteristics of employees more scientifically. Data Collection and Summary With these materials, combined with employees' cultural background, growth experience and growth environment, we can get a deeper understanding of employees and know what they like, hate and taboo, what is acceptable and what feedback methods are unacceptable. Choosing a feedback method to get to know employees is a question of choosing and using feedback methods. The process of feedback is actually a process of communication. Therefore, we can use formal feedback or informal feedback, whether through formal communication or informal communication. Formal feedback Formal feedback includes face-to-face feedback, collective discussion feedback and online email feedback. Among them, face-to-face feedback is the main form, supplemented by the other two forms. Interview feedback The core of formal feedback method is interview feedback. In order to make the interview effective, both the evaluator and the assessed must be fully prepared. In this preparation process, we must first make clear 5 WIH: 1, why interview (why)? 2. What is the interview? 3. What kind of place do you choose? 4. When? 5. Who is the interviewee? 6. How to conduct an interview? All these preparatory activities should be carried out according to the research results of the assessed personnel. According to the characteristics of employees, personality characteristics and other factors, we can choose several ways: 1, seeking truth from facts and having a clear aim; 2. Affirm the achievements and point out the shortcomings; 3. Actively participate in and * * * discuss. Someone compared three forms of feedback interviews. The first is simple persuasion, telling employees the evaluation results and explaining how to improve them. The second is to tell the assessed his own strengths and weaknesses, and then ask him to tell how to improve himself; The third is to let the assessed actively participate in the discussion and set new work goals. These three methods can be used alone or in combination. Discussion feedback Putting the results of performance evaluation into a group for discussion can correct some subjective errors or errors caused by evaluator factors, and can also clarify the importance of some evaluation indicators to employees so as to correct them in future work. In group discussion, we should pay attention to the following points: a. We should choose suitable groups for discussion, such as workers in the workshop, employees in the same department, employees in different departments at the same level ... >>
Question 9: How to do a good job in employee performance appraisal? First of all, it is necessary to introduce the assessment rules for employees in various departments;
Secondly, there should be enough manpower to review, fill in and summarize the employee assessment rules;
Finally, there should be a perfect reward and punishment system and supervision mechanism.
Question 10: How to manage the process of performance appraisal 1? Clear development strategy: analyze the advantages and disadvantages of one's own resources, formulate a feasible development strategy according to the internal and external environment, at least have a general development goal, and make performance appraisal play a guiding role.
2. Clear organizational division of labor: analyze the work, clarify the business process of the enterprise, and build an organizational structure system suitable for the characteristics of the enterprise. Clarify the responsibilities of each division of labor and the cooperative relationship between each post.
3. Determine the performance indicators: on the basis of clear division of labor and responsibilities, according to the development goals of the enterprise, reasonably formulate the performance indicators of each position, and ensure that the indicators are clear, quantitative and reasonable, with full levels and responsibilities in place.
4. Performance-linked salary: linking the performance appraisal results with salary will really play the role of rewarding diligence and punishing laziness.
5. Linked with performance promotion: The results of performance appraisal and employee promotion are the main reference for motivating employees to forge ahead.
6. Linked to performance training: take the results of performance appraisal as the basis of training, so as to master the key to the education, training, development and improvement of employees' ability.
7. Correct assessment thinking: abandon the management thinking of assessment for assessment and assessment for punishment. Strengthen the process management of performance appraisal, establish a perfect performance appraisal system, put people first, strengthen feedback and promote continuous improvement of performance.