Performance appraisal: By setting key performance indicators, regularly measure the completion of important work of employees in various positions. This type of assessment is mainly carried out among management personnel, among which department managers have different indicators for quarterly assessment and annual assessment. Other managers below the manager only need to be assessed annually. Divided into hard indicators (ie quantitative indicators) and soft indicators (ie qualitative indicators);

Plan assessment: that is, the assessment of the completion of the plan, which dynamically measures the efforts and work effects of the employees in each month and quarter; in the assessment of the department manager, the assessment of the completion of the quarterly and annual plans is also called "department performance assessment". ;

Ability and attitude assessment: to measure the various abilities of employees in each position to complete their own work, their attitude towards work, ideology and work style, which is carried out once a year;

Departmental Satisfaction Assessment: It mainly assesses the cooperation and coordination of various departments of the company in their daily work and the effect, which is carried out quarterly.

The content of the above four parts, in different assessment cycles, for different assessment objects, respectively carry out different combinations and different assessment weights. [1]

3 forms of assessment

1. Classification by evaluation time: It can be divided into daily evaluation and regular evaluation.

(1) Daily evaluation. Refers to the regular evaluation of the attendance, actual output and quality performance, and usual work behavior of the examinee;

(2) Regular evaluation. Refers to the evaluation conducted according to a certain fixed cycle, such as annual evaluation, quarterly evaluation, etc.

2. Classification by evaluation subject: It can be divided into supervisor evaluation, self evaluation, colleagues evaluation and subordinate evaluation. That is "360-degree evaluation method".

(1) Supervisor evaluation. Refers to the evaluation of the subordinate employees by the superior supervisor. This kind of top-down evaluation, because the main body of the evaluation is the supervisor, so the performance evaluation system is composed of

It can more accurately reflect the actual situation of the examinee, and can also eliminate the unnecessary psychological pressure of the examinee. However, sometimes there will be evaluation biases due to the negligence, prejudice, feelings and other subjective factors of the supervisor.

(2) Self-assessment. Refers to the evaluation made by the examinee himself on his own work performance and behavior. This method is more transparent, which is conducive to the evaluators to consciously restrain themselves according to the evaluation standards in peacetime. But the biggest problem is that there is a phenomenon of "tilting high".

(3) Evaluation of colleagues. Refers to mutual evaluation among colleagues. This method reflects the democratic nature of the evaluation, but the evaluation results are often affected by the interpersonal relationships of the evaluators.

(4) Subordinate evaluation. Refers to subordinate employees' evaluation of their immediate supervisor. Generally, some representative employees are selected for evaluation by more direct methods, such as direct scoring method, and the evaluation results can be made public or not.

(5) Customer evaluation. Many companies include customers in their employee performance appraisal systems. Under certain circumstances, customers are often the only people who can observe employee performance on the job site, and at this point, they become the best source of performance information.

3. Classification according to the form of evaluation results: it can be divided into qualitative evaluation and quantitative evaluation.

(1) The results of the qualitative evaluation are expressed as a text description of a person's work evaluation, or the relative order of the evaluations among employees in the form of excellent, good, medium, moderate, and poor;

(2) The results of the quantitative assessment are expressed in the form of scores or coefficients.

4 Design Steps

The design steps of the performance system of the enterprise (the eight-step method of performance system design):

Step 1: Job Analysis

Job analysis is the basis of enterprise management and human resource management. Through job analysis, the job content of each position, the quantitative requirements of job content, and the importance of work can be obtained. These are important basis documents for performance appraisal.

The relationship between job analysis and compensation and performance can be shown in the following figure:

The relationship between job analysis and compensation and performance

Step 2: List the performance indicator library

Step 3: Set target value requirements

Step 4: Find the Character Metrics

Step 5: Design a Performance Appraisal Form

Step 6: Align compensation with performance

Step 7: Form a performance appraisal system

Step 8: Implement performance appraisals

Design of departmental KPI performance appraisal indicators

1. Design steps of departmental KPI assessment indicators

The performance appraisal indicators must be closely linked with the corporate vision and corporate strategy, and the corporate goals should be decomposed into departmental goals, and then decomposed into post goals.

2. Classification and determination of departmental KPI indicators

The departmental performance indicators are determined according to the company's key success factors and department responsibilities, combined with the analysis of the company's key business areas, and the department's key performance indicators are jointly determined by superior leaders and department heads.

There are two main categories of KPIs: performance indicators and behavioral indicators. Performance indicators are a comprehensive evaluation of the department's operating results or performance of duties, and are key indicators in key business areas. Performance indicators can be quantified and are quantitative indicators. According to the business focus and work nature of the department, the performance indicators use the balanced scorecard, fishbone diagram analysis method, etc. to determine the relevant element goals of the department.

Behavioral indicators are factors that affect the effectiveness and basic functions of departmental management. Behavior indicators focus on the process control of management behavior, and behavior indicators are qualitative indicators. The biggest advantage of the method of combining performance indicators and behavior indicators is that the indicator system can more completely reflect the whole picture of the evaluation object.

3. Contents of departmental KPI assessment indicators

According to the different ways of establishing KPI system of departmental responsibilities, it emphasizes the decomposition of enterprise goals from the perspective of departmental responsibility. The business department is the department that undertakes the company's production tasks, and the performance indicator system is mainly based on financial operation indicators; the management department is mainly based on behavior indicators, focusing on the performance of management functions. KPI indicators only select areas that have a key contribution to the company's value, and the assessment direction of indicators cannot be repeated. Different departments will determine their specific performance indicators and assessment standards according to specific functions, reflecting the differences between departments.

5 assessment conditions

The application of performance appraisal is the product of enterprise development to a certain stage.

1. The start-up stage of the enterprise

More input, less output, and the rule of man is the main factor, and the necessity of evaluating the business performance of enterprises has not been reflected.

2. Enterprise growth period

After the original accumulation, the expansion speed is fast, and the business strategic goal is determined. At this time, around the corporate strategic goal, how to ensure the realization of the goal by improving the work efficiency of each department of the company is very necessary and important. At this time, enterprise performance appraisal has been placed in an important position, has been applied and is in a state of continuous improvement, which can promote enterprise development.

3. Enterprise maturity period

The development speed has slowed down, the enterprise has entered the best development period, and the performance appraisal has entered a mature state after the improvement process, which has effectively promoted the development of the enterprise.

4. Corporate recession

Business development is stagnant, the organization needs to change, performance appraisal is in a secondary position, and its role in promoting the enterprise is weakened or even stopped.

5. Enterprise renewal period

Through the integration of product technology and human resources, the enterprise has entered a new round of growth period, and performance appraisal will also enter a new period of innovation and development with the change and growth of the enterprise.

6. Summary

Not all enterprises can implement performance appraisal management. Only enterprises in the growth and mature stages have established a complete strategic goal system, target responsibility system, and organizational structure system to implement various goals to responsible persons at all levels, and make performance appraisal a reality. possible. Therefore, enterprise performance appraisal is the product of the enterprise entering the growth and maturity period, and it is a process of continuous improvement and innovation with the transformation of the enterprise.

Benefits for business

1. Through the implementation of strategically oriented target management, establish a scientific target decomposition system, associate the assessment indicators with department responsibilities and job responsibilities, and ensure that employees' actual actions are consistent with the core value orientation and the company's overall strategic goals;

2. Manage and evaluate the performance results and key influencing factors of organizations and individuals through standardized evaluation standard setting, whole-process communication and feedback and a multi-level performance review system;

3. Through comprehensive and systematic performance feedback and application of evaluation results, strengthen the implementation and implementation of performance improvement and management improvement measures, help each employee to improve job performance and job competency, and thus improve the overall work efficiency of the organization;

4. Through the system trial operation and follow-up coaching, managers at all levels can truly realize the role of performance management, master the methods and methods of performance management, improve the leadership level of managers at all levels, and promote communication and exchanges between managers and employees , to improve the basic management capabilities of enterprises;

5. Relying on institutional norms and constraints, build a performance-oriented corporate culture, motivate employees at all levels to develop their potential, and help employees improve their ability to create performance.

6 assessment principles

1. The principle of fairness Fairness is the premise of establishing and implementing the personnel performance appraisal system. If it is not fair, it is impossible to play the due role of performance appraisal.

2. Strict principle

If the performance appraisal is not strict, it will be a mere formality and useless. The lax performance appraisal not only fails to fully reflect the true situation of the staff, but also has negative consequences. The rigor of performance appraisal includes: there must be clear assessment standards; there must be a serious assessment attitude; there must be a strict assessment system and scientific and strict procedures and methods.

3. The principle of single-head assessment

The evaluation of employees at all levels must be carried out by the "direct superior" of the person being evaluated. Relatively speaking, the direct superior knows the actual work performance (grade, ability, adaptability) of the examinee best, and is most likely to reflect the real situation. The evaluation comments made by the indirect superior (that is, the superior's superior) to the direct superior shall not be modified without authorization. This does not rule out the adjustment and correction effect of indirect superiors on the evaluation results. The single-head evaluation clarifies the responsibility of the evaluation, and makes the evaluation system consistent with the organizational command system, which is more conducive to strengthening the command function of the management organization.

4. The principle of disclosure of results

The conclusion of performance appraisal should be made public to the individual, which is an important means to ensure democracy in performance appraisal. Doing this, on the one hand, can make the examinees understand their own strengths and weaknesses, strengths and weaknesses, so that those with good results can make persistent efforts and continue to be advanced; it can also convince the people of those with poor results and make progress. On the other hand, it also helps to prevent possible prejudice and various errors in performance appraisal, so as to ensure the fairness and rationality of appraisal.

5. Combine the principle of reward and punishment

According to the results of performance appraisal, there should be rewards and punishments based on the size and quality of work performance, and there are promotions and declines, and this kind of reward and punishment is not only related to spiritual motivation. Moreover, it must be linked with material interests through wages, bonuses, etc., so that the real purpose of performance appraisal can be achieved.

6. The principle of objective evaluation

Personnel evaluation should be based on clearly stipulated evaluation standards, based on objective evaluation materials, and try to avoid infiltration of subjectivity and emotional color.

7. The principle of feedback

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

8. The principle of difference

There should be clear distinctions between the grades of the assessment, and there should be obvious differences in salary, promotion, use, etc. for different assessment comments, so that the assessment is stimulating and encourages employees to be motivated.

7 Assessment methods

1. Graphic Rating Scale (GRS): It is one of the simplest and most commonly used performance appraisal techniques.

2. Alternative Ranking Method (ARM): It is a more commonly used ranking assessment method. The rationale is that it is much simpler to pick out the best or worst performers in a group than to make absolute assessments of their performance. Therefore, the operation method of alternate sorting is to select and arrange the "best" and "worst" respectively, and then select the "second best" and "second worst", and so on, until all the The people being assessed are arranged until they are completely arranged, so that the ranking of merits and demerits is used as the result of the performance assessment. Alternate sorting can also use the performance sorting table when operating.

3. Paired Comparison Method (PCM): It is a more detailed method of evaluating performance level through sorting. Under each assessment element, everyone was compared with everyone else, and all the examinees were fully ranked under each element.

4. Forced Distribution Method (FDM): The distribution ratio of the performance level is set before the assessment, and then the assessment results of the employees are arranged into the distribution structure.

5. Critical Incident Method (CIM): It is a method for evaluating the performance level of employees through their key behaviors and behavior results. Excellent behavior events or very bad behavior events are recorded, and then an interview is conducted with the employee at the assessment time point (quarterly, or every six months), and their performance level is assessed based on the records and discussions.

6. Behaviorally Anchored Rating Scale (BARS): It is a method based on the observation and assessment of the work behavior of the assessee to assess the performance level.

7. Management by Objectives (MBO): Management by objectives is a more modern method. Managers usually emphasize profit, sales, and cost as outcome indicators that can bring results. Under the management by objectives method, each employee determines a number of specific indicators, these indicators are the key goals for the successful development of their work, and their completion can be used as a basis for evaluating employees.

8. Narrative method: During the assessment, the facts shall be explained in the form of written narrative, including the obvious achievements of the previous work, and the deficiencies and defects in the work.

9. 360° assessment method: In the assessment, the performance level is assessed through the evaluation of colleagues, superior evaluation, subordinate evaluation, customer evaluation and personal evaluation.

10. Balanced Score Card: The Balanced Score Card evaluates the enterprise from four perspectives: finance, customers, internal business process, learning and growth, and gives different weights to each indicator according to the requirements of the strategy, so as to realize the evaluation of the enterprise. Comprehensive evaluation, so that managers can grasp and control the enterprise as a whole, and finally achieve the strategic goals of the enterprise.

8 Frequently Asked Questions

Performance appraisal is the daily homework of every enterprise. A fair, open and impartial assessment can mobilize the enthusiasm and creativity of employees to the greatest extent, so that both enterprises and employees can develop. However, performance appraisal is always a means, and the problems existing in actual appraisal often hinder the exertion of its incentive function, and even generate negative incentives. So, how should enterprises prescribe the right medicine to make performance appraisal really play a good role? This paper mainly analyzes several common problems in enterprise performance appraisal, explores the reasons one by one, and proposes effective improvement measures, so as to put forward some reference opinions for enterprise human resource management, and try to make enterprise performance appraisal more effective. .

1. Performance appraisal "big pot rice"

The "big pot meal" of performance appraisal refers to the fact that the results of the evaluation of employees who do well or do poorly, or do more and do less are not much different. The reason for this may be that the management system is not perfect, or some leaders are trying to balance and be a good person. In this way, a "one size fits all" approach is often adopted in the assessment, that is, whether the main responsible person or the unrelated personnel are jointly punished. In fact, it has formed a "big pot of rice" in the assessment of rewarding diligence and punishing laziness, and rewarding the good and punishing the poor. Regardless of the reason, the common consequence is that the enthusiasm of the employees cannot be mobilized, thus affecting the competitiveness and combat effectiveness of the entire enterprise, and the overall interests of the enterprise will also be damaged. Negative effects that cannot be easily eliminated.

To fundamentally solve the problem of "big pot rice" in performance appraisal, we can take the assessment according to the job responsibilities combined with the completion of the work, instead of "one size fits all". There are differences to be motivated. Each member of the company has his own job responsibilities and work that needs to be done well. If his work fails to meet the requirements of his job responsibilities, or he does not complete the work well, it is a matter of course that he should be assessed during the assessment. is reflected, and once he has completed his work, the member should not be implicated even if other people in the department or the company fail to complete the work.

At the same time, it is necessary to introduce a competition mechanism within the enterprise. Our enterprise is like a "team", and the team spirit appears and is constantly strengthened to meet the needs of competition to a large extent. When it comes to competition, it is often understood as external competition. In fact, competition is also needed within the team. Introducing a competition mechanism within the team is conducive to breaking the "big pot rice". If there is no competition within a team, at the beginning, the team members may work hard with enthusiasm, but over time, they find that no matter how much they work or how little they work, the result is the same. If he enjoys the same treatment, then his enthusiasm will diminish, and after disappointment and depression, he will eventually choose to "be a monk for a day and hit the clock for a day" to make a living. By introducing a competition mechanism, rewarding diligence and punishing laziness, rewarding the good and punishing the poor, and combining performance appraisal with talent training, on the one hand, it can break the pattern of "big pot rice" in appraisal, form a work atmosphere where you chase after others, and give full play to members On the other hand, through the screening of competition, we can find out who is more suitable for a certain job, keep the best and eliminate the weakest, so as to realize the optimal allocation of human resources structure and stimulate the whole enterprise the maximum potential and maintain the long-term vitality of the enterprise.

2. Performance appraisal and work are not equal

Enterprises often have such problems in performance appraisal: the greater the workload and the greater the difficulty of the work, the greater the possibility that the assessment cannot be completed; on the contrary, the less the workload and the less difficult the work, the easier it is to complete the assessment. , this is the unequal performance appraisal and work, in fact, forming a negative incentive effect of combating more work and encouraging less work. Therefore, how to grasp the relationship between assessment, workload and difficulty of work, and give full play to the motivational role of performance assessment is a difficult problem for enterprises. The author's company also considers trying the following measures: according to the amount of work, the degree of difficulty, and the severity of the impact of uncertain factors, the employee will be given a corresponding increase or decrease in the assessment. However, since the above factors are all qualitative factors, it is very difficult to grasp the "degree" in actual operation; moreover, the nature of each assessed team may be different, for example, some are R&D, some are production, some are management, the difficulty of their work levels cannot be compared effectively.

To fundamentally solve this problem, it is still necessary to settle on the organic combination of work, assessment, talent training and development space, and the close connection between talent career planning and enterprises. The short-term solution is to reward those who have done a good job in the job in a timely manner, which can be verbal praise and material rewards; the long-term solution is based on comprehensive assessment of work performance and work ability, so as to determine the year-end promotion and continuation of employees. Hire or Eliminate. Of course, this requires an all-round comprehensive evaluation and assessment of talents by the human resources of the enterprise, and the leaders of the enterprise must also know what to do.

3. Task assessment or target assessment

Task assessment refers to the assessment of this part of the performance indicators that are directly related to the work output and can directly evaluate the work results. It is closely related to the work content of the specific position, and is also closely related to the individual's ability, proficiency in completing the task and work knowledge. Task evaluation is the most basic part of performance evaluation. The evaluation of task performance can usually be evaluated by indicators such as quality, quantity, timeliness, cost, and other people's reactions. Because task assessment is simple and easy to operate and has obvious short-term effects, companies often like to implement simple task assessment. However, in the face of some complex work, the realization of long-term goals and unpredictable factors, task assessment is often powerless. For example, for scientific research projects, it is necessary to go through multiple stages such as project establishment, preparation, repeated experiments, and trial production, and no results can be seen in a short period of time; for work related to the outside, such as dealing with government agencies and other companies, because the other party Changes in circumstances may be postponed or cancelled. If the performance appraisal of the above work is only a simple task appraisal, it may cause the short-term appraisal tasks to be completed but the long-term goals are not achieved. In this way, the performance appraisal will lose its meaning.

Target assessment refers to measuring employees' achievement of set goals and implementation of work standards according to certain indicators or evaluation standards, and giving corresponding rewards according to the measurement results. It is an evaluation method for employees under the system of "target management" implemented in the entire organization. This method is the specific application of management by objectives principles in performance evaluation, which is related to the organization's management by objectives system and work responsibility system. Therefore, in order to achieve effective performance appraisal, enterprises should combine task appraisal with target appraisal, focus on task appraisal for routine and short-term work, and insist on both task appraisal and target appraisal for long-term work. Otherwise, it will not affect the overall progress, and at the same time promote the gradual progress of the overall work through the assessment of short-term tasks.

4. One-sided assessment of project management

An enterprise is a whole with inextricably linked internal connections. Often a job involves multiple departments. For example, marketing for a large customer involves not only the sales department, but also technology, production, and finance. It takes multiple departments to work together to complete the work. Therefore, the company will transfer personnel from these relevant departments to form a temporary team. After the work is completed, the team will be disbanded. This is matrix project management. Project management takes the project as the object, and through a temporary specialized flexible organization, efficiently plans, organizes, guides and controls the project, so as to realize the dynamic management of the whole process of the project and the comprehensive direct coordination and optimization of the project objectives. However, there is often such a problem in the assessment of project management. One-sided assessment of some members of the project team may cause the members who have not made mistakes to be hit, and the members who have not been assessed do not act, so that the work of the entire project team cannot be completed on time. The limitations of one-sided assessment of project management are obvious.

As an improvement measure, strict process control can be carried out from the perspective of project management, and a comprehensive assessment can be carried out with a clear understanding of the work process. In this way, if the work cannot be completed with quality and quantity, no matter which link the problem is, it can be traced back to the source, the responsible person and the responsible unit can be found smoothly, and corrections can be made in time. The incentive effect of project assessment to achieve the purpose of performance assessment.

V. How to implement performance appraisal

The purpose of performance appraisal is to mobilize the enthusiasm of employees to a greater extent, and the principles of appraisal are fairness, impartiality and openness. However, companies often fail to effectively implement the actual assessment, such as the lack of openness and transparency in the assessment, which is mainly reflected in the failure to communicate with employees in a timely manner during the assessment, and the assessment results are not communicated to the employees in a timely manner. , work performance, etc. can not be known, performance appraisal can not play its due motivating role. It can be seen that to increase the transparency of assessment, assessment communication is very important. Through frequent communication between superiors and subordinates, appraisers and appraisers, all units timely feedback the appraisal results to employees, so that appraisers can understand and master their own work situation in a timely manner. The department proposes corrections, so that performance appraisal can really promote and improve future work.

At the same time, in order to strengthen the implementation of assessment, the following measures can be taken: quantitative work should be quantified to facilitate assessment; for work that cannot be quantified, cross-assessment or third-party assessment should be adopted; progress. Of course, the implementation of the assessment largely depends on the strength of supervision. Enterprises can also do a lot of work in this regard, such as adopting spot checks and discussions to master the implementation of performance assessment, and timely respond to abnormal phenomena that occur during the assessment. Disclosure, guide the correct direction of the assessment, so as to strengthen the supervision of the assessment, form a virtuous circle of assessment, and give full play to the incentive role of performance assessment.

9 Reliability and validity

(1) Reliability refers to the degree of consistency and stability of the assessment results, that is, the results of two assessments performed by an employee within a similar period of time using the same assessment method and procedure should be consistent.

The factors that affect the reliability of performance appraisal include the mood, fatigue, and health status of the assessor and the assessee, as well as factors related to the assessment standards, such as the number and procedures of assessment items, ignoring some important assessment dimensions, and different assessment criteria. Assessors have different understandings of the significance and weight of the dimensions being assessed, and these factors will reduce the reliability of the performance appraisal. In order to improve the reliability of the performance appraisal, the appraisers should be trained before the appraisal, and the time, methods and procedures of the appraisal should be standardized as much as possible.

(2) Validity refers to the degree of correlation between assessment results and real job performance, that is, whether what is measured by a certain assessment standard is what you really want to assess.

In order to improve the effectiveness of performance appraisal, the dimensions of assessment and the specific assessment items for each dimension should be set according to job responsibilities. The assessment of specific and quantifiable indicators should not be limited to general assessments.

There are inevitably some deviations in the performance appraisal process, which affect the fairness and objectivity of the performance appraisal to a certain extent. Therefore, it is necessary to overcome the interference of recency effect, halo effect, hint effect, etc., comprehensively, objectively and fairly evaluate the work of the examinee, and at the same time, carry out necessary training to reduce deviation and maximize the effectiveness of the assessment .

Workplace performance appraisal in three steps:

The first step, cultural identity assessment can be started first. It is mainly to formulate the elements of cultural assessment. The process is relatively simple. The senior management team and HR can easily extract the evaluation elements that are in line with corporate values. The executive team may not be able to articulate the elements of the competency model, but they know what kind of people they want when interviewing and hiring, and they should be familiar with describing the qualities of these people. In addition, analyze the employees who have always been rated as advanced by the enterprise, what characteristics these people have, and these characteristics are advocated by the enterprise. HR refines the characteristics of external recruitment and internal advanced employees as well as literacy, and can obtain the evaluation elements of corporate cultural identity.

In addition, the cultural identity assessment comes first, so that the concept of performance management can be implemented through performance assessment, so that managers and employees of all departments have a personal experience. Through the assessment method, department managers and employees know that the assessment has begun, and then the superiors and subordinates conduct one-on-one performance interviews to review the completion of the work during the assessment cycle, analyze the deficiencies of the work, clarify the reasons for the problems and the direction for improvement, and point out the following Each evaluation cycle requires efforts. Finally, both parties sign and confirm the results of this performance evaluation. The manager will distribute bonuses according to the performance level of employees in the department, and submit relevant documents to HR for archiving. After passing through such a cycle of performance appraisal process, a performance culture begins to slowly form, which is precisely the essence of performance management.

The second step is to import KPI indicators for business departments. When the cultural identity assessment begins to be implemented first, HR needs to consider the concept of introducing KPIs to business departments (sales, marketing, manufacturing, etc.), and decompose financial goals into corresponding business departments. At this time, HR needs to conduct business line departments. Propaganda, the completion of financial indicators is the key to the survival of the enterprise, so it is necessary to decompose the overall financial objectives of the enterprise layer by layer and implement it to the heads of departments and personnel.

The performance output assessment was first implemented in the business department because relatively speaking, KPIs and financial-related indicators are relatively easy to organize, and the level of attention to operating performance is also relatively high from top to bottom, and the decomposition of financial indicators is relatively easy to complete. In addition, department managers, after going through the complete performance appraisal process, have a clearer understanding of the performance management cycle, especially when interviewing with subordinates, they know how to focus on work goals, so that when introducing KPI indicators for performance output appraisal, When specific KPI indicators are set with subordinates, a consensus will be reached more smoothly. For those employees in assistant and statistical positions in the business department, because of the nature of the work, the performance output of these positions is not related to financial and economic indicators, so KPI index assessment is not applicable, and when non-business departments start KPA assessment , can be included together.

The third step is to import KPA for non-business departments. When the KPI assessment of the performance output of the business department is implemented, and after a complete assessment cycle has passed, HR needs to consider introducing KPA assessment for non-business departments and positions engaged in non-business work in business departments. Business objectives, customer evaluations, superior evaluations, department responsibilities and work tasks are all sources of KPA events. Key factors are analyzed in these aspects, and their respective unacceptable events, challenging events and daily affairs are extracted.

Through these three steps, the assessment of the two dimensions of cultural identity and performance output has been fully carried out, the enterprise performance management has also been established from scratch, and the performance structure has been completed. If the performance appraisal cycle is based on quarters, then a two-dimensional performance appraisal structure can be established to fully cover the performance system of all employees of the enterprise, and it only takes three quarters to complete it. In this one, a separate assessment based on cultural identity can be repeated three times, and the performance concept will be more integrated into the work of employees.

The three steps of performance appraisal are a process of gradual upgrading. As long as the first step of performance appraisal is implemented, the performance management of the enterprise has already begun in an all-round way. Through the cycle of performance management, a performance culture is gradually formed in the enterprise, which is performance management. the essence of it. When to go to the next step depends on the performance evaluation of the company's executive team and the feedback from middle managers. HR must pay attention to the entire process of operation, only answering questions and not participating in the actual application of various departments. At the end of the performance appraisal cycle, when it is necessary to evaluate the performance effect, HR will put forward corresponding rectification opinions on the problems existing in the actual operation, and receive the support of the senior management team.

Issues that should be noted:

(1) The purpose of the assessment

To carry out the performance appraisal work, the first question to answer is why to carry out the performance appraisal work.

Enterprises should carry out performance appraisal work, the core problem is to make the enterprise's strategic goals to be successfully achieved. To achieve strategic goals, people are the most critical factor. How to maximize the effectiveness of human resources, mobilize people's enthusiasm, make managers at all levels have a sense of mission, and then exert creativity, make the company have the vitality of operation, and then integrate human resources, so that the best are in their place, and the poor are in their place. It is the most essential problem to be solved by performance appraisal, such as the pressure on the people and the formation of upward motivation, so that the enterprise goals can be successfully realized under the action of optimized human resources.

(2) Target Responsibility System

1. From target to responsible person

Performance appraisal is not an isolated event. It is related to enterprise human resource management, operation management, organizational structure and development strategy. Enterprise strategic goals are decomposed into various business units through the target responsibility system and organizational structure system, and are linked to the corresponding responsible persons.

2. From the starting point to the ending point

Since the goal is not achievable by an independent department, from the starting point of the task to the end point, through the excellent performance of each link of the enterprise, the overall performance is guaranteed to be optimal. Therefore, according to the business flow chart, the cooperation relationship between departments should be clarified, and specific requirements should be put forward for the cooperation between the cooperation departments.

3. Unanimous recognition of target responsibility

For the decomposition of the work objectives, it is necessary to organize the relevant responsible persons to conduct several discussions, analyze the possibility, and avoid implementation resistance until the objectives are agreed by the assessor and the assessee. , which is determined by the way that the issuer of the letter of responsibility and the bearer of the letter of responsibility sign the letter of responsibility.

(3) Evaluation Criteria

1. Key success factors

The business performance of an enterprise is not a simple comparison between investment and remuneration, cost and benefit, because both cost and benefit are affected by many factors. Whether the index setting is scientific, comprehensive and effective is directly related to the objectivity and fairness of performance appraisal. Therefore, the setting of indicators must be a key factor for the success of fulfilling the target responsibility. Through the process of monitoring, controlling and evaluating these factors, the realization of the target can indeed be promoted.

2. Indicator determination

(1) It is achievable within a moderate period of time through effort and has time requirements.

(2) Indicators are specific, quantitative, behavioral, and available.

(3) Measurable, whether it is compared with the past, compared with expectations, compared with a specific reference, compared with the cost, it is feasible, realistic, provable and observable.

(4) For those that cannot be quantified, the description should be refined, specific, and operable.

(5) It is formulated after consent and has strong persuasive power.

(4) Assessment methods

1. Appraisal method for straight line management

Under the balanced scorecard assessment system, when assessing the specific responsible person, the responsible person's employer, task issuer and the responsible person's service management object are the main assessors, and the work performance of the responsible person is assessed. At the same time, the personal performance evaluation of the person in charge and the evaluation of the cooperative department of the person in charge can be used as auxiliary evaluation opinions. The above opinions are integrated and used as the performance appraisal result of the responsible person.

The chairman of the company is assessed by members of the board of directors, members of the board of supervisors, and senior management; the chairman of the board of directors, members of the board of supervisors, the person in charge of the unit in charge of the general manager, their employee representatives, and customers will assess the general manager's work performance, and absorb the party committee and trade union. Members participate in the evaluation; the chairman of the board, the general manager, members of the supervisory committee and the heads of the work departments in charge of the deputy general manager, their employee representatives, and customers will evaluate the work performance of the deputy general manager, and members of the party committee and trade union can be invited to participate.

The secretary of the party committee is evaluated by the superior competent department, party committee members and branch leaders, and party member representatives, and employee representatives can be invited to participate in the evaluation; the chairman of the labor union is evaluated by the superior competent department, party secretary, party committee members, and employee representatives. And so on for other people.

The reason for this assessment is that the work of the responsible person is arranged and implemented by the superior leader. The superior leader is most concerned about the completion of the subordinate's work and understands the situation best. At the same time, the superior leader is also responsible for management. The subordinates of the responsible person know best about the execution of the responsible person, and they also have the best understanding of whether the responsible person has made a difference. By absorbing collaborative departments and individual evaluations, we can strive to make the evaluation results more objective and fair.

2. The manager's responsibility for assessment

The leaders in charge have the obligation and responsibility to evaluate and evaluate the responsible persons within their management rights. Some managers know the work of their subordinates well, but they are unwilling to directly point out the deficiencies of their subordinates. They are not satisfied with the work of their subordinates and do not want to directly touch the contradictions. It is even more difficult to adjust their jobs. want to say. The result of this is that the person being assessed is often dissatisfied, and it breeds dissatisfaction with the manager, which not only does not promote the assessment work, but also tends to hinder the development of the work. The opportunity for managers to establish authority in the minds of the managed will also be lost. Because subordinates cannot directly understand the manager's intentions and their own image in their minds, they cannot feel the trust of their superiors, and leaders cannot Subordinates have a more comprehensive and clear grasp, and it is easy to form crux of the work.

3. Evaluation of assessment methods

The assessment method is neither advanced nor backward, as long as it is suitable for the actual situation of the enterprise, can objectively and targetedly evaluate the work performance of management personnel, and effectively promote the work, the assessment method is worth adopting.

(5) Assessment information feedback and achievement of results

1. Feedback of assessment information

(1) Make a comprehensive analysis of the evaluation results, analyze the work parts that do not meet the standards, find out the reasons and make corrections, adjust the strategic goals, refine the work responsibilities standards, and adjust the content of the balanced scorecard to establish new balance.

(2) The assessment results should be fully utilized, and the management personnel should communicate with the responsible persons in a timely manner, and give full and specific affirmation to the merits of the responsible persons pointed out by the assessment results. The responsible person feels that the leader is not talking in general, but sincere recognition. For the deficiencies of the assessors, it is necessary to clearly put forward, and ask the responsible person for the reasons, listen to his opinions and suggestions on improving the work, and adopt them as much as possible if they are justified. If the appointment is continued, specific recommendations and ways to improve the work should be put forward to ensure that the quality of the work is improved. Even if the appointment is no longer, it must be clearly stated, so that the responsible person can fully understand and be convinced.

(3) Don't put aside the assessment results and let the assessee guess to cause a negative impact.

2. The achievement of the assessment results

For the assessment results, rewards and punishments should be honored in a timely manner in accordance with the reward and punishment agreement in the target responsibility letter.

(6) Continuous assessment

Performance appraisal is a complex systematic project. The dynamic management of planning, monitoring, appraisal process, and achievement application constitutes the main work content of performance appraisal. Therefore, it is necessary to continuously improve the assessment work according to the problems existing in the assessment work, and at the same time, the work must be institutionalized and carried out continuously. In this way, the assessment work will be highly valued by managers at all levels, and its role in creating a value center will become more and more important.

Performance appraisal should not fall into the "five misunderstandings":

Misunderstanding 1: Equating performance appraisal with performance management

Judging from the author's consulting experience for many years, in enterprises, especially state-owned enterprises, there is more discussion about assessment than management, and more about results than about process. When talking about performance, it must be called assessment, and when talking about assessment, it must be called quantification. It seems that apart from the quantification of assessment and indicators, there is nothing else in performance management. It seems that when indicators are quantified, assessment is done, and assessment is done. performance management. But in fact, by carefully studying the theory of performance management, we can find how wrong our understanding of performance management is. Performance management and performance appraisal are really two very different concepts, and the two should neither be confused nor equal. .

Performance management is the management of employees' behavior and output. It is based on the framework of existing human resources theory, on the basis of strengthening human-centered thinking and operability, and based on the strategic development goals of the enterprise. Assessment is an objective, fair and comprehensive evaluation of the behavior and output of employees. Performance appraisal is only a part of performance management. It is a summary and evaluation of the preliminary work of performance management. It is far from the whole of performance management. Just staring at performance appraisal and ignoring performance management is tantamount to "blinding one eye and not seeing Mount Tai". Rigidly pinning employees on performance appraisals, and using only a few tables to draw conclusions about employees' personal contributions is inevitably biased, and it also deviates from the original intention of implementing performance management, and still cannot change the situation of low efficiency and chaotic management. Scientific performance management takes the corporate philosophy of "people-oriented" as the premise of implementing performance appraisal, and determines the content and objectives of the appraisal in combination with the company's overall development goals and employees' personal development wishes. In the process of implementing the performance evaluation plan; look at the evaluation results objectively, dilute the salary increase and promotion orientation of performance evaluation, and use it more as a means of motivating employees and guiding employees' self-development basis.

Misunderstanding 2: Pay more attention to assessment than communication

Performance management is a dynamic process of two-way communication between employees and managers. A complete performance management system includes setting performance goals, recording employees' performance during the period, and providing reasonable resource support and business guidance for the completion of employees' performance goals in a timely manner, final performance appraisal and feedback communication, and rational use of performance appraisal results. content. It is simply expressed as four parts: performance planning, performance implementation and management, performance appraisal, and performance feedback interviews. Communication runs through the entire performance management process. The specific performance of communication in the four aspects of performance management is as follows:

When formulating performance goals and plans, supervisors need to communicate with employees and reach a consensus on goal setting, so that goals become the performance link between supervisors and employees, and at the same time bear the performance expectations of supervisors for employees and performance commitments from employees to supervisors. .

In the process of performance management and implementation, communication is even more important, it directly affects whether the performance can be successfully completed. , timely discover the resource support and business coaching needed by employees, and provide them in a timely manner; and at this stage, employees also need to give timely feedback to their supervisors on the performance completion and required resources and business support to obtain necessary support. In the performance evaluation process, the role of communication is embodied in reaching a consensus between the supervisor and the employee on the completion of the current performance of the employee;

Communication is also very important in performance feedback, which is mainly reflected in: the understanding and views of both the supervisor and the employee on the completion of the performance of the current period need to reach an agreement, and more importantly, how to improve the deficiencies, form a plan for improving performance, and discuss the next performance. A preliminary consensus was reached on the goals during the period.

All in all, the continuous two-way communication between the assessor and the assessee is the guarantee for the smooth progress of an enterprise performance assessment, and it is also the soul of the enterprise's scientific performance management. No matter how perfect the design of the assessment system is, it cannot be successfully implemented in a team that lacks communication. What's more, there is no "one-size-fits-all" performance management system in the practice of enterprise management. Appropriate communication can remove obstacles in the management process in a timely manner and maximize the overall performance of the enterprise; at the same time, it can also improve the enthusiasm of the candidates to participate, reduce the resistance in the assessment process, and ensure that the assessment is carried out objectively and fairly. Maintain communication and feedback at any time during the execution process, so that the assessee can understand the assessment objectives, implementation status, assessment results, etc. The assessee is also willing to provide resource support, which can not only stimulate the confidence and fighting spirit of the employees, but also make the assessment The individual performance of the operator is consistent with the performance of the department, and the long-term and short-term goals of each department in the enterprise are coordinated and balanced. In this way, the performance appraisal process becomes a win-win process that strengthens consensus, unites people's hearts, promotes communication and improves capabilities.

Misunderstanding 3: Implementing the role of the main body is dislocated

Most people in the enterprise, including some senior managers, think that performance management is the job of the human resources department, and it is only natural that the human resources department should do it. Senior managers only give principled instructions to performance management, and the rest of the work is handed over to the human resources department. It is up to the human resources department to do well or not. This is actually a misunderstanding of role assignment in performance management. It is true that the human resources department has irreplaceable responsibility for the implementation of performance management, but not everything is done by the human resources department. Let's take a look at what roles should employees at all levels play in the performance management process?

General Manager: Sponsor, support, and promote the in-depth development of performance management. What needs to be reminded here is that performance management is the "top-ranking project" of the enterprise, without the support of the general manager, performance management cannot be successful;

Manager of Human Resources Department: Design performance management implementation plan, provide consulting on performance management, and organize the implementation of performance management. As a performance management expert in the enterprise, the human resources department plays more of a role of a consultant or consultant in the process of implementing performance management in the enterprise, and is a coach rather than a player;

Line Department Manager: Execute performance management programs and provide guidance on employee performance improvement, as well as provide feedback on employee performance levels. Those line managers who think that performance management is a matter of the human resources department need to pay attention. In fact, the greater responsibility of performance management is carried on you. You are the main body of the implementation of the performance management plan, and you are the most direct and intimate employees. performance partner, because if the performance of subordinate employees is not completed, your performance will not be fully realized. Therefore, from now on, you should immediately change your thinking and strive to be the closest performance partner with your employees.

Employee: The master of performance management, owns and produces performance. It should be said that the participation of all employees in the enterprise also plays a crucial role in the success or failure of performance management. Without the full participation of employees, performance appraisal is likely to become a "game between police and thieves", and scientific performance management is impossible to talk about.

Therefore, it is the most basic foundation for us to implement performance management for employees at all levels to understand and agree with their role in performance management. ".

Myth 4: Performance appraisal is just a means of reward and punishment

In many people's minds, they equate performance appraisal with rewards and punishments, thinking that performance appraisal is to eliminate and punish unqualified employees, and to promote and reward outstanding employees. It is not unreasonable to think this way. After all, the evaluation results of excellent, good, medium and poor employees should be reflected in material form, but the performance appraisal system should not be established and exist solely for the purpose of rewarding and punishing employees. Boosters of performance and individual employee performance. Arbitrarily equating performance appraisal with a means of reward and punishment is also a common misunderstanding in the understanding of performance management. In practice, performance appraisal should shift from emphasizing the comparison between people to individual self-development diagnosis of each person, changing the opposing relationship between the appraiser and the appraised to a partnership of mutual assistance, and the purpose of the appraisal should be more focused on the enterprise Benefit and develop together with employees. For enterprises, performance management is a part of corporate culture. Fair and scientific performance appraisal can optimize its own organizational structure and improve overall performance. For employees, performance management creates a positive working environment. , so that employees can correctly understand their own strengths and weaknesses, and timely revise their own development direction, so as to obtain more development opportunities and greater development performance.

Misunderstanding 5: As long as the assessment system is reasonable, the assessment results are fair

Most of the appraisers in the company believe that as long as the appraisal system in performance management is properly designed and the implementation process does not favor personal gains, the rationality and fairness of performance appraisal can be ensured. A misunderstanding in .

In the performance appraisal practice of most enterprises, the process and results of performance appraisal are more or less subjective to the appraiser. In performance assessment, the assessor is an important determinant of the reliability of the assessment results, and the assessor cannot treat each assessee with a completely objective and fair attitude from beginning to end, and their assessment behavior is often affected by a number of subjective psychological factors. interference of factors. The more common psychological interference factors include halo effect, emotional error, recency effect, center effect, contrast effect, bias error, and error in subjectively determining the weight of evaluation factors, etc. These psychological interference factors make the assessment results inevitable. biased. In response to these situations, the company's human resources department should regularly track and revise the performance appraisal standards and guidelines, and try to adopt some relatively objective or quantifiable indicators in the appraisal system. At the same time, it is also necessary to teach performance appraisal skills to managers at all levels of the company in a timely manner, and strengthen communication with those being assessed, so as to reduce the negative effects of assessment errors.

Error in performance appraisal:

1. Misunderstanding of evaluation indicators

Errors caused by differences in the assessors' understanding of the assessment indicators. The same standards are "excellent, good, qualified, unqualified", but different assessors will have deviations in their understanding of these standards. For the same employee, for the same job, assessor A may choose "good", Evaluator B may choose "passed". To avoid this error, you can take the following three measures:

1) Modify the evaluation content to make the evaluation content more clear and quantify as much as possible. This allows the assessors to conduct assessments more accurately;

2) Avoid letting different appraisers evaluate employees of the same position, and try to let the same appraiser do the evaluation, so that the evaluation results between employees are comparable;

3) Avoid comparing the evaluation results of employees with different positions, because the appraisers of different positions are different, so the comparison between different positions is less reliable.

2. Halo effect error

When a person has a distinct advantage, people will mistakenly think that he has the same advantage in other areas. This is the halo effect. The same is true in evaluation. For example, if the person being evaluated is very proactive in his work, the examiner may mistakenly think that his work performance is also very good, thus giving the person being evaluated a higher evaluation. During the evaluation, the person being evaluated should evaluate the same evaluation content of all the evaluators at the same time, instead of evaluating in person, which can effectively prevent the halo effect.

3. Centering error

The assessor tends to place the assessment result of the assessee in the middle position, which will result in a convergence error. This is mainly caused by the evaluator's fear of taking responsibility or being unfamiliar with the evaluator. Before the evaluation, provide the necessary performance evaluation training to the evaluators to eliminate the worries of the evaluators, and at the same time avoid letting the evaluators who are unfamiliar to the evaluators conduct the evaluation, which can effectively prevent the errors. The "forced distribution method" can also be used, that is, arrange all the examinees in order from good to bad, and then give the corresponding scores according to the theoretical frequency distribution of each score segment.

4. Recent errors

Recency errors are prone to occur because people have a strong memory of what happened recently, and a shallow impression of what happened in the past. Evaluators often use the performance of the evaluator in the past month to judge the performance of a quarter, resulting in errors. The best way to eliminate recent errors is for the assessors to record the current month's assessment once a month, and refer to the monthly assessment records to obtain the correct assessment results when conducting formal assessments quarterly.

5. Personal bias error

Whether the assessor likes or dislikes (familiar or unfamiliar with) the assessee, it will affect the assessment result of the assessee. Evaluators tend to give higher ratings to those they like (or familiar with) and lower ratings to those they dislike (or unfamiliar with), which is the personal bias error. The method of group evaluation or mutual evaluation of employees can effectively prevent personal bias errors.

6. Pressure error

When the evaluator learns that the result of this evaluation will be directly related to the remuneration or job change of the evaluator, or is afraid of being reprimanded by the evaluator during the evaluation communication, in view of the above pressure, the evaluator may make a higher 's assessment. To solve the pressure error, on the one hand, it is necessary to keep the use of the evaluation results confidential, and on the other hand, during the evaluation training, let the evaluators master the skills of evaluation and communication. If the evaluator is not suitable for evaluation and communication, the human resources department can do it on its behalf.

7. The perfectionist error

The reviewer may be a perfectionist, who often magnifies the shortcomings of the reviewee, thus giving a lower evaluation to the reviewee, resulting in perfectionism errors. To solve this error, we must first explain the principles and methods of evaluation to the evaluators. In addition, we can increase the self-evaluation of employees and compare them with the evaluation of the evaluators. If the discrepancy is too great, the assessment should be carefully analysed for perfectionism errors.

8. Self-comparison error

The evaluator unconsciously compares the evaluator with himself and uses himself as the standard to measure the evaluator, which will cause self-comparison errors. The solution is to refine and clarify the assessment content and assessment standards, and require the assessors to conduct assessments in strict accordance with the assessment requirements.

9. Blind spot error

Because the assessor has certain shortcomings, he cannot see that the assessee also has the same shortcomings, which leads to blind spot errors. The blind spot error is resolved in the same way as the self-comparison error.

10. Follow-up effects

The follow-up effect is also known as the record effect, that is, the record of the assessment results of the assessee in the previous assessment period, and the effect and impact on the assessor's assessment in the current period. The reason is that the evaluators cannot seriously follow the evaluation standards and are not affected by the previous evaluation records, and conduct each evaluation independently for each evaluator. The solution is to train appraisers to evaluate only one aspect of the performance of all appraisers at a time, then to evaluate another, and finally to aggregate all the evaluation results for each appraiseee.

Typical assessment mode:

compared to your goals

Set independent work goals or plans for each position, and at the end of the performance period, conduct assessments based on the achievement of their respective goals, and calculate and issue bonuses. The assessment mode of "comparing with one's own goals" can better refine responsibilities and goals, distinguish different positions and levels, set different goals, and conduct assessments separately, reflecting the differences in the responsibilities of different positions, which is more suitable for For enterprises that take positions as the management basis and advocate a work culture with fine division of labor. In such enterprises, job responsibilities are stable and clear, personnel and positions are well matched (that is, the incumbents are usually qualified for the job requirements), and the job objectives are relatively independent and clear. At the same time, the business environment of the enterprise is relatively stable, and the goal is relatively easy to set. Usually, large enterprises with relatively good internal basic management and relatively mature use this assessment mode.

compare performance with others

According to the common evaluation factors, different positions or personnel are assessed and evaluated, compared with each other, the assessment level is determined, and the bonus is calculated. The evaluation model of "comparing performance with others" is more suitable for situations where the job responsibilities and personnel capabilities are similar or the matching of personnel and positions is poor. In this case, even high-level people are not necessarily more capable than low-level people, so more emphasis is placed on producing results as heroes. Such enterprises do not want to invest too much energy in assessment. They can motivate employees as long as they can evaluate those who perform well and those who perform poorly. There is no need to refine the target plan for each position. From the perspective of cost, etc., set the output evaluation factors of different types of positions. For example, functional personnel, business personnel, production personnel, and managers, respectively, set 5 to 8 different assessment elements, set the scoring standard for each assessment element, and then evaluate the work of each personnel. This assessment mode is similar to the high jump competition. No matter who jumps, the standard is the same. It only looks at the performance of the jump, regardless of the level, and does not consider the different conditions of the athletes. Through this kind of assessment, the excellent ones are gradually distinguished and the unqualified ones are eliminated.

Contribute to others

First set the overall goal of the team, and then summarize the achievement of the overall goal. Team members summarize the work around the key goals and achievements of the team, and the supervisor evaluates the contribution of each member to the overall team achievement. Bonuses are calculated based on the proportion of each member's contribution. The model of "comparing with others to contribute" is more suitable for team work and staged goals. The overall goal of the team is relatively clear, and each member works around the overall goal, emphasizing the close cooperation between members. Although there may be differences in ability among team members, it does not mean that in actual work, people with strong ability must contribute more than those with relatively poor ability. For example, in R&D project teams, engineering project teams, and consultants' project teams, knowledge workers are usually the main ones, and the management is based on the ability of the incumbent, not the position. In actual operation, small departments or small teams are usually used as work units, and the number of each work group is usually less than 10 people. It is very important for members to complement each other. Departments with fewer people and more temporary tasks are also suitable for this assessment mode. For example, the functional departments of medium-sized enterprises. This assessment mode only stipulates the general scope of work of each member, and is mainly assessed on the basis of actual work contribution, which can fully mobilize the cooperation and cooperation among team members. Therefore, entrepreneurial enterprises are also suitable for this assessment model. This model is similar to a football game, where the team's overall goal - winning is the most critical, and team members' performance can be graded based on their contribution to the team's results.

Different assessment modes have different technical points in actual use. The key to the assessment mode of "comparing with one's own goals" is to set good goals, which requires companies and managers to have strong goal setting and management capabilities. The key to the evaluation model of "comparing performance with others" is to design general evaluation elements, requiring managers to have the awareness and ability to evaluate and compare fairly. In the model of "comparing with others to contribute", the key is the setting and assessment of the team's overall goals, and the manager's ability to mobilize is the key. The same organization can also use different assessment modes for different categories of personnel. For example, functional departments implement "comparison with others' contribution", while business personnel implement "comparison with others' performance" assessment.

In short, when conducting performance appraisal, enterprises need to carefully analyze the characteristics of the organization and personnel, and on this basis, select and even create an effective appraisal model in a targeted manner, so as to achieve the management purpose of improving performance and effectively distinguishing.

10 Examination Examples

A performance appraisal plan for the administrative department of an enterprise

1. The purpose of the examination

Through the assessment, analyze the ability, work effort and work performance of the staff of the administrative department in the duties performed in a certain period of time, and comprehensively evaluate the work performance of the staff. and other personnel decision-making to provide the basis, on the other hand, to promote the work performance of each post to achieve the expected goals, improve the work efficiency of the enterprise, and ensure the realization of the business goals of the enterprise.

Second, the implementation details of the assessment

(1) Examination frequency

The assessment of the Administration Department is divided into quarterly assessment and annual comprehensive assessment. The quarterly assessment is implemented and implemented by the manager of the Administration Department, and the Human Resources Department provides guidance and cooperation. The annual comprehensive assessment is organized and implemented by the Human Resources Department.

(2) Scope of use

The staff of the administrative department of the enterprise, except the manager of the administrative department.

(3) Examination content

1. Work attitude, that is, take a proactive approach to work, report problems within the scope of responsibility in a timely manner, and propose relevant solutions. It mainly includes the following five aspects:

(1) Attendance

(2) Work initiative

(3) Work enthusiasm

(4) Cooperation

(5) Sense of work responsibility

2. Tasks

(1) The completion rate of the work plan.

(2) Business collaboration, mainly assessing their attitude and results in cooperating with others to complete the work, such as service response time, service quality, etc.

(3) Timely rate of official document processing.

(4) Timely rate of manuscript drafting.

(5) Error rate of official document processing.

(6) Completion rate, timeliness rate and accuracy rate of internal information reporting of the enterprise.

(7) Normative document management.

(8) Participate in relevant meetings of enterprises and departments on time, and must not be late or absent without reason.

(9) Actively accept the work assigned by the leader and complete it on time and with high quality and quantity.

3. Ability to work

(1) Professional skills

(2) Organization and coordination ability

(3) Communication skills

3. Performance appraisal feedback and complaints

(1) Feedback of assessment results

The examiner should give feedback to the examinee on the results of the examination. If the person being assessed does not agree with the assessment results, they should communicate with each other first, and may also appeal level by level according to the following regulations.

(2) Performance Appraisal Appeal

1. If the examinee has any objection to the assessment result, it should be resolved through communication first. If it cannot be resolved, the person being assessed has the right to appeal to the immediate supervisor; if the person being assessed still has any objection to the handling result of the immediate supervisor, he can appeal to the Human Resources Department.

2. After receiving the appeal from the person being assessed, the Human Resources Department will notify the result of the appeal within XX days through investigation and coordination.

3. If employees are still dissatisfied with the processing results, they can appeal to the general manager.

Fourth, the examination results archive

The performance appraisal results of the administrative department shall be summarized and archived by the Human Resources Department before XX of the next month of the assessment, and the results of the annual debriefing assessment shall be summarized and archived by the Human Resources Department before January XX of the following year.