Performance feedback is an important part of corporate performance management. How to improve employee performance appraisal? The following is a sample employee performance improvement work plan for 2021 that I compiled for you. I hope it will be useful to you. helped. Welcome everyone to read and study!
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Employee performance improvement work plan sample 1
Performance improvement plan is a part of performance management. It is a process for enterprise employees to improve their performance. A performance improvement plan is to take a series of specific actions to improve the performance of subordinates, mainly including basic questions such as what to improve, who will improve, and when to improve. Only by implementing the performance improvement plan without going through the motions or formality can employees' enthusiasm for work be fully stimulated. When employees make progress, the company will achieve greater development, and performance management work will be guaranteed to succeed.
1. Before formulating a performance improvement plan, you must first identify performance gaps
In specific work, department heads are required to have evidence and facts to compare with the set work goals. and the actual effect achieved. Employees must be convinced and truly want to improve.
2. Find out the reasons for poor performance
There are subjective reasons and objective reasons. The subjective reason is the lack of interest and motivation in work. Objective reasons include insufficient knowledge and ability of employees and the influence of the external environment. Specifically analyzed from the following aspects:
1. Employees’ attitudes:
Because employees’ attitudes affect performance output, it is necessary to fully communicate with employees to find out their attitudes. What are the reasons for poor performance and how to improve it?
2. Employee skills:
Employees’ working methods and communication skills affect performance output. What methods should be used to make up for it?
3. Employee knowledge:
Employee knowledge affects performance output. Is it a lack of knowledge? What methods should be used to make up for it?
4. External problems
Have external problems affected performance output? How to improve it?
5. Department leaders should conduct self-examination:
Is it because of insufficient communication or lack of proper authorization, trust, motivation, help, and support for employees.
3. Formulate a plan for performance improvement
1. Determine the goals for performance improvement. Department leaders should conduct feedback interviews with employees to let employees understand their own situations and those areas that need improvement and get feedback. Employee recognition. With goals set in this way, employees will be more motivated and implemented more smoothly.
2. Find ways to improve through brainstorming and fishbone diagrams, be more detailed and specific, and select the optimal solution.
3. Develop a performance improvement plan, add specific action plans, implementation means, deadlines, etc. to the performance plan. The department and employees sign a responsibility letter for the improvement plan. This is more useful than a verbal agreement and can enable employees to Take it seriously.
4. Follow up on employees’ improvement plans. After the employees’ plans are formulated, constant supervision, inspection, and help are essential. If they make progress, they must be encouraged. If they regress, they need to find out. The reason is that if the standards are not met within the deadline, they will be transferred and their salary will be reduced.
In short, performance improvement is an important process of performance management. Only by carefully implementing the performance improvement plan can we achieve the final process of performance management.
Employee Performance Improvement Work Plan Sample 2
Personal performance improvement plans are usually formulated by employees themselves with the help of supervisors, and are discussed with supervisors to reach consensus. implementation plan. Supervisors should be committed to providing the resources and assistance employees need to achieve their plans. Performance improvement plans usually include the following aspects.
1. Projects to be developed
Projects to be developed usually refer to areas that need to be improved in terms of work abilities, methods, habits, etc. These projects to be developed may be projects whose current level is insufficient, or they may be projects whose current level is acceptable but require a higher level of work. These projects should be improved and improved through hard work. Generally speaking, in the performance improvement plan, you should choose an item that most urgently needs improvement, because there may be many items that a person needs to improve, but it is impossible to completely improve them in just six months or one year, so there should be selected. Moreover, people's energy is limited, and they can only improve and enhance limited content.
2. Reasons for developing these projects
No company will just include certain projects in the performance improvement plan.
Often these selected items are weak points in the employee's capabilities and areas that urgently need improvement.
3. Current level and expected level
The performance improvement plan should have clear and clear goals. Therefore, when formulating the performance improvement plan, it is necessary to point out that the need is high The current level of performance of the project and the level expected to be achieved.
4. Ways to develop these projects
Usually, training, self-study, help from others, etc. can be used to improve these projects to be developed, so that they can be improved from the level of the eyes to the level of expectations. Of course, there's not just one way to develop a project. You can also use multiple methods at the same time.
5. Set a time limit for achieving the goals
When the company formulates a performance improvement plan, it should also set a time limit for achieving the expected goals, so as to promote the development of employees step by step.
3. Procedure for formulating a personal development plan
Generally speaking, formulating a personal development plan requires the following process.
1. Communicate performance appraisal between employees and supervisors. With the help of their supervisors, employees recognize where they are doing well, where they are not doing well enough, and where gaps currently exist.
2. Employees and supervisors *** jointly analyze the reasons for the gaps in employee performance and identify areas for improvement in employees' work abilities, methods or work habits.
3. Based on the requirements of future work goals, employees and supervisors select projects that need improvement among employees’ current work abilities, methods or work habits that need improvement.
4. Both parties *** jointly formulate specific action plans to improve these work abilities, methods and habits, determine the expected level and target realization period of the personal development project and the method of improvement, and determine the progress in the process if necessary Review the plan so you can achieve your goals step by step.
5. List the resources needed to improve individual performance and indicate which resources require help from a supervisor to obtain.
4. Examples of performance improvement plans
Wang __ is a sales representative of Shanghai Yuanhui Mechanical and Electrical Equipment Company. He has been working as a sales representative in this company for a year. According to regulations, its sales performance is 200,000 yuan. Wang __ has completed this performance indicator, and the actual sales volume was 219,000 yuan. However, for sales representatives like him, the company's average sales is 350,000 yuan, and there is still a certain gap between Wang __ and them. Wang __ has just started selling electrical equipment and is not familiar with relevant professional knowledge. However, 3 years of sales experience have equipped him with basic sales skills, a correct work attitude, and good cooperation and coordination skills. To this end, Wang __'s supervisor helped Wang __ formulate an improvement plan for his next performance period based on further understanding of the situation.
Employee Performance Improvement Work Plan Sample 3
An employee performance improvement plan refers to a systematic plan for improving work abilities and work performance that is formulated based on the areas that employees need to develop and improve. Employee performance improvement plans are usually formulated by the employees themselves with the help of their supervisors and discussed with their supervisors to discuss the employee's current level, work results and existing problems, work improvement plans, performance target requirements and specific implementation methods. Wait for the content to be agreed upon. The core of employee performance improvement plans is performance improvement, so employee performance improvement plans are generally not sustainable. That is, if an employee still has no work progress after two or three cycles of performance improvement plans or the work progress cannot meet work performance requirements, the company will generally Consider rotating or changing employees. This is also the difference between supervisors helping employees develop performance improvement plans and careers.
1. Performance improvement plans generally follow the following procedures:
1. Look for performance gaps
The manifestation of performance gaps is that employee performance levels cannot meet the requirements of the enterprise. The underlying reason is that there are certain factors that prevent employees from completing their performance as required.
Finding performance gaps can be determined by comparing job requirements with the employee's actual work results. For example: an employee's work requirement is to submit a report on the 6th of each month, but the actual performance is the earliest on the 8th of each month before the report can be submitted. The performance gap is: the report submission cannot be completed on time, and the delay is greater than 2 days.
2. Analyze the reasons
If employee performance cannot meet the requirements, the reasons should be found from three aspects: employees, supervisors and the environment. Employee perspective: There may be objective factors such as inability to meet job requirements, lack of employee communication skills, employee physical condition, and subjective factors such as employee unwillingness to complete on time; Supervisor perspective: There may be untimely supervision and failure to discover problems and provide help in time. Employee correction and other factors. Environmental perspective: There may be reasons such as data not being provided on time, the report summary cycle being too short, or poor accuracy of data provision leading to a long verification period.
Reasons that may cause gaps in employee performance generally include:
Employees: don’t know how to do it; don’t know how to do it well; don’t know what’s most important; don’t know what to do; don’t want to do it; There are other things to do; there is no point in doing them.
Supervisors: I don’t know what the use is; I don’t know how to help employees; whether they have helped employees; whether they have not recognized employees’ achievements; whether they have not reminded employees of their mistakes, etc.
3. Decide whether to improve
Not all performance gaps need to be included in employee performance improvement plans. Generally speaking, only the work that can achieve performance improvement through employees' efforts will be included in the performance improvement plan, that is, only the work content that can be improved by employees changing their working methods is caused by employee factors or is not caused by employees. Incorporate performance improvements.
4. Find possible methods
Performance improvement methods should be completed by supervisors and employees together. Brainstorming or reorganizing processes can be used to propose several possible methods. .
5. Develop an improvement plan
First, determine the improvement goals. The selection of goals should be completed jointly by supervisors and employees, with employees as the center, and supervisors should put forward clear requirements; secondly, possible methods should be screened and methods approved by both parties should be selected. Once the methods are determined, supervisors should ensure that employees are given Sufficient resource support; third, the improvement plan should be broken down into several steps, and the time and work effect requirements of each step should be clearly defined; finally, a written performance improvement plan should be formed.
6. Implementation, inspection and new plans for performance improvement
Once the performance improvement plan is formulated, supervisors and employees should work together to ensure the implementation of the plan, and employees should plan according to the plan. If each task is truly completed and recorded, the supervisor should provide appropriate support to employees, regularly check the execution of the plan, identify problems, and adjust the plan with employees in a timely manner.
2. Several points should be paid attention to when formulating and implementing a performance improvement plan:
1. The performance improvement plan must be targeted and cannot deviate from the topic.
2. The performance improvement plan should focus on key aspects and cannot cover everything.
3. The performance improvement plan should indicate the specific time.
4. Performance improvement plan standards should be as quantitative and specific as possible.
5. The performance improvement plan needs to be recognized by both parties. It is a communication process, not an arrangement of work.
6. The performance improvement plan is not an employee benefit. If the plan fails, both employees and supervisors will face the problem of adjusting their positions.
7. The performance improvement plan is the daily work of the supervisor and should be paid enough attention to.
Employee Performance Improvement Work Plan Sample 4
Performance management is through a series of tasks such as goal setting, plan formulation, performance communication, tracking and control, evaluation and assessment, employee motivation, etc. On the one hand, performance indicators are implemented to people. Everyone has a goal and is related to the company's goals, so that the goals and efforts of the company, departments, and individuals are consistent. At the same time, through performance planning, performance tracking and coaching, employees' work directions are guided and controlled in the direction and track of the goals to ensure the realization of corporate goals. Performance management (appraisal) work can be divided into the following six main steps:
(1) Clarify strategies and policies;
(2) Convert strategies and policies into performance goals; < /p>
(3) Formulate work plans and plans for performance realization;
(4) Formulate assessment measurement standards and establish statistical channels and methods for collecting performance information;
( 5) Performance tracking and evaluation, communication and coaching, regular performance interviews, and process control;
(6) Implement incentive policies based on assessment results.
In other words, in the performance appraisal process, we must first clarify what to do (translate the strategic policy into goals and plans); then find the standards to measure whether the work is well done or poorly done to track and monitor (construct indicators system and information collection statistical methods); discover what has been done well, summarize the experience, continue to maintain and promote it, discover what is not good, find the problem through analysis, and make improvements; finally, provide incentives, rewards and punishments according to the degree of performance realization.
To put it simply, assess what is needed! Assessment of what you want employees to do! Fulfill incentive policies based on performance, and reward based on merit!
1. Clear strategy, Policy: Annual work policy and key work instructions
The company's annual work policy and key work instructions are the embodiment of the company's medium and long-term strategic plan, a decomposition of the medium- and long-term strategic plan, and a summary of the medium- and long-term strategic plan. The phased implementation and implementation therefore need to be consistent with the company's medium and long-term strategic planning.
On this basis, supervisors at all levels need to formulate "department annual work policies and key work instructions" for subordinates, so that all levels and departments of the enterprise can form a coordinated work direction, which serves as the basis for the company's general policy and overall Do your part to achieve your goals. What needs to be focused on in this work is:
(1) Correctly understand the policies and goals of the enterprise and departments at the same level, and decompose and convey them to subordinates step by step;
(2) Clarify the work responsibilities of subordinates during this performance period.
2. Setting of performance goals
Setting performance goals is a key link in performance management. It organically combines personal goals, department goals and corporate goals. Individual and department work Be an integral part of achieving performance goals across the business.
The main basis for setting performance goals is the annual work policy, key tasks, and job responsibilities. In addition, the work in consecutive performance periods is largely continuous or related. Therefore, when formulating performance goals for this period, it is necessary to review the work goals and results of the previous performance period. Existing problems and areas for further improvement need to be reflected in this performance work.
There are two main lines of department assessment: key indicators based on the company's strategy, and performance indicators based on the company's responsibilities, systems, and processes.
Performance goals include: project indicators, completion time, and weight. 1. Classification of project indicators
(1) Quantitative indicators: quantitative indicators based on statistical data. The advantages are that it is objective, highly reliable and easy to measure. The disadvantage is that the requirements for basic management work are high. If the data cannot be obtained in a timely, true and accurate manner, the assessment will be impossible or the objectivity and fairness will be lost.
(2) Qualitative indicators: Not every project can have quantitative indicators. For projects that are difficult to quantify, you can choose qualitative indicators and use the evaluator’s knowledge and experience to evaluate performance through analysis and verification. Assessment. The advantage is that when the data required for evaluation are insufficient, unreliable or difficult to quantify, qualitative evaluation can play a role in assessment and evaluation. The disadvantage is that it is easily affected by various subjective factors, especially arbitrary subjective judgments that can easily lead to unfairness.
In practice, qualitative indicators can be quantified by formulating assessment procedures, assessment methods and other measures.
Under normal circumstances, direct superiors know best the work results and performance of subordinates, and customers who are mutual customers within the enterprise have the best grasp of the "upstream" work results and degree of completion. Therefore, the evaluation of qualitative indicators, Typically done by a superior or "client".
(3) Sustainability indicators: No direct contribution (only indirect value) to financial data, market customers, internal process operations, employee growth and improvement, etc.
(4) Growth indicators: Direct value contributions to financial data, market customers, internal process operations, employee growth and improvement, etc.
(5) Long indicators: indicators that are assessed multiple times and continuously. (6) Short indicators: indicators for one-time or stage assessment. 2. Source and selection of indicators
Indicators generally come from the following four aspects:
Theoretical calculation: calculated based on scientific theory. Because of its scientific nature and universality, it can generally be used as the main reference when determining indicators (when adopting, the difference between practical conditions and theoretical foundations must be fully considered).
Actual measurement: obtained through on-site measurement, sampling survey, and prediction. Because it is derived from reality, it is objective (something to note is that the actual measurement organization and measurement method have a great impact on the results. Actual measurement data are often conservative).
Historical data: indicators actually achieved in previous years. Since it is an indicator that has actually been achieved, it has "reachability". You can select "average of the best 3 months; average of the whole year; average of the worst 3 months" as a reference as needed (due to high accessibility, it can generally be used as the basic indicator for the new performance period).
Industry indicators: leading indicators in the same industry. It is an excellent indicator that other companies in the industry have actually achieved, so it is both "accessible" and challenging.
When selecting indicators, you must follow the principle of jumping up and picking peaches. 3. SMART principle of goals:
Specific. That is, performance goals and indicators are specific, not intentional or abstract. It should be the unity of focus and specificity - main, outstanding work results that can reflect progress and focus, not trivial daily work, nor a simple list of tasks in the job description, but various tasks Major actions or specific progress of the mission during this phase.
Measurable. It usually means that the indicator can be quantified, and the proposed indicator should have measurement standards in terms of time, quantity, quality, cost, etc. If similar standards cannot be set, it may become an invalid indicator. But some need to be measured through non-quantitative indicators. At this time, measurable means that whether the goal has been achieved can be determined through the judgment of the supervisor.
Aligned consistency. It means that employees and department goals are consistent with corporate goals. Performance management has a strong guiding role, and each employee's goals should be consistent with the company's development strategy and the work goals of his department. For example, the reform measures that enterprises focus on can be included in the evaluation as one of the goals to promote change.
Realistic. Goals should be challenging and required to maintain an advantage over competitors. They must also be achievable and reasonable through hard work, rather than unattainable.
Time.bound is time limited. The goal is required to be completed within a certain time period.
4. Determine the target weight
(1) The basic principle of determining the target weight is to be oriented towards the strategic goals and core and key tasks. The target weights should be obviously different, the focus should be highlighted, and the average should be avoided.
(2) Things to note when allocating weights
The importance of assessment objectives is different for enterprises in different periods and stages, and changes gradually, so assessment The weight of the project must be adjusted and changed accordingly according to the adjustments and changes in strategic policies and goals in different periods.
As an important tool in performance management, weighting should play a role in guiding the appraisee to pay attention to their own shortcomings and shortcomings and continuously improve their performance.
Market seasonality, variability of competitive factors, variability of resource supply, etc. will all affect the operating conditions of the company, and the performance of employees and departments will inevitably be affected. For situations where the assessment cycle is short, such as monthly assessment, the weight of assessment items should change according to changes in the actual situation.
3. Work plan
Focusing on the general direction, overall goal, and overall task of performance goals, it is broken down into progress (phased) based on the nature and characteristics of the target project and the time schedule. Goals, formulating work plans and implementing them are important links in successfully achieving performance goals.
Taking the monthly work plan as an example, the work plan includes the following contents: completion status and differences of project indicators, monthly goals for the current month, specific work measures to complete the goals, measurement standards for the implementation of work measures, and responsible persons. Completion time etc.
When formulating monthly work plans and goals, we must also follow the SMART principle. In addition, in terms of specific work measures to achieve goals, seven elements must be considered, which is 5W2H.
1. Completion status and differences of project indicators
This content plays a role in tracking and control. By understanding the completion status and differences of the project, you can guide the formulation of goals for the month based on the size of the differences; you can use this to find the reasons for the differences, analyze and study improvement countermeasures, and then formulate work measures for the month.
2. Monthly goals for the current month
Monthly goals are formulated around how to ensure the completion of the overall performance goal. The main factors that need to be considered are: the decomposition plan of the goal in the current month; the size of the previous differences; the current month Internal and external environmental characteristics and resource conditions.
3. Specific work measures to achieve the goals
This is the central link of the monthly work plan. It determines the specific things to be done this month and hopes to do these things well. , to ensure the achievement of goals. Therefore, work measures must be practical, relevant to the goals, and promote the achievement of the goals.
For a result (or difference) that has been formed, it is necessary to conduct an in-depth cause analysis from the five aspects of people, machines, materials, methods, and environment, find out the fundamental (basic) reasons, and then formulate targeted measures. measures as specific work measures for this month. Similarly, for a desired result (goal), the things done and the measures taken to achieve the goal also come from the discussion and planning of the five aspects of people, machines, materials, methods and environment.
4. Metrics for the implementation of work measures
To achieve goals, you need to do work. The so-called work here is the "implementation of work measures". If work measures are not implemented, or are not implemented seriously and effectively, it will be difficult to achieve the goals. To this end, establishing measurement standards for the implementation of work measures is a process management and supervision method that plays a role in tracking and controlling the achievement of goals.
5. Responsible person
Work measures need to be undertaken and held accountable by specific people. ?
6. Completion time
The completion time of work measures (plan) is an important symbol and standard for measuring the serious and effective implementation of work measures.
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