The design of performance plan starts from the top of the company, decomposes performance objectives into subsidiaries and departments at all levels, and finally implements them to individuals. For each subsidiary, this step is the business performance planning process, while for employees, it is the performance planning process.
Principles for making performance plans:
Value-driven principle: it should be consistent with the purpose of enhancing the company's value and pursuing the maximum return of shareholders, and highlight the corporate culture with value creation as the core.
Principle of process systematization: It is closely linked with management processes such as strategic planning, capital planning, operating budget planning and human resource management, and used together.
Consistency principle: the ultimate goal of making performance plan is to ensure the realization of the company's overall development strategy and annual production and operation objectives. Therefore, in the selection of assessment content and the determination of index value, we must closely focus on the company's development goals and decompose, design and select from top to bottom.
The principle of highlighting key points: the more job responsibilities employees undertake, the more corresponding work results will be. However, when setting key performance indicators and work objectives, we should not cover all aspects, but highlight the key points and choose those performance indicators and work objectives that are more relevant to the company's value and more closely integrated with job responsibilities, rather than the concretization of the whole work process.
Feasibility principle: key performance indicators and work objectives must be under the control of employees and defined within the control range of employees' responsibilities and rights, that is, they must be consistent with employees' responsibilities and rights, otherwise it will be difficult to achieve the goals and tasks required by the performance plan.
Principle of full participation: In the design process of performance plan, we must actively strive for and adhere to the participation of employees, managers at all levels and management. This kind of participation can expose the potential conflicts of interests of all parties, and it is also convenient to solve these conflicts through some policy procedures, thus ensuring that the performance plan is made more scientific and reasonable.
The principle of full incentive: make the assessment results closely linked with the incentive mechanism such as non-material rewards and punishments, increase the salary ratio of outstanding performers to others, break the egalitarianism of distribution, reward the excellent and punish the poor, reward the diligent and punish the lazy, encourage the advanced and spur the backward, and create a corporate culture with outstanding performance.
Principle of objectivity and fairness: keep the transparency of performance, conduct frank, fair and cross-organizational performance evaluation and communication, and evaluate performance systematically and objectively. For employees with basically the same nature and difficulty of work, the setting of performance standards should be kept roughly the same, so as to ensure fair assessment process, accurate assessment conclusion and fair and reasonable rewards and punishments.
Principle of comprehensive balance: Performance plan is the only means to assess the overall job responsibilities of the post, so it is necessary to reasonably distribute the evaluation content and weight of key performance indicators and work objectives to achieve a reasonable measure of all important duties of the post.
Principle of post characteristics: Different from the salary system, each post has a performance plan, and one of the primary design ideas of the salary system is to divide different posts into a limited rank system. This requires that the content, form and target setting of performance plan should fully consider the respective characteristics and * * * situation of similar positions in different businesses and departments.
Performance planning case:
Huitong's sales performance in the past year was good, and the company leaders decided to give employees a salary increase, so they asked the human resources department to design a performance appraisal scheme, and decided to give those employees a salary increase according to the results of the performance appraisal, and to what extent. Huitong company's performance evaluation results are divided into the following categories:
A(5 points) is excellent, and the work performance always exceeds the requirements of normal standards. Usually there are the following performances: the task is completed before the specified time, and the quantity and quality of the completed task obviously exceed the specified standard, which is highly praised by customers. The corresponding salary increase ratio is 40%.
B(4-4.5 points) is excellent, and his work performance often exceeds the requirements of the regular standard of this position. Usually there are the following performances: strictly follow the prescribed time and often finish the task ahead of schedule, often exceed the prescribed standards in quantity and quality, and obtain customer satisfaction. The corresponding salary increase ratio is 15%-20%.
C(3-3.5 points) is acceptable, and the work performance is always maintained, occasionally exceeding the requirements of the regular standards of this position. Usually, there are the following performances: basically meeting the specified work standards such as time, quantity and quality, and there is no customer dissatisfaction. The corresponding salary increase ratio is 5%- 10%.
D(2.5 points) needs to be improved, and the work performance is basically maintained or occasionally fails to meet the requirements of the regular standards of this position. Usually, there are the following performances: occasional small omissions, sometimes failing to meet the specified work standards in time, quantity and quality, and occasional customer complaints. No salary increase.
E(2 points) is poor, and the work performance is obviously lower than the requirements of the normal work standard of this position. There are usually the following manifestations: major mistakes in work, or failure to complete the prescribed work standards on time, in quantity and quality, frequent sudden completion of tasks, and frequent complaints. Decide to demote or dismiss according to the situation.