I hope my "How to Effectively Score Employee Performance Results" will be helpful to you.

The performance indicators for employees are set at the very beginning, including the previous weight settings and performance indicators. What kind of results are to be achieved? What are the requirements for the assessment? It was very clear at the beginning. Then we see that when it comes to scoring at the end, there is a problem. This is when employees evaluate their work, and the evaluation criteria are vague. For example, to complete the recruitment work plan, which is an indicator of performance appraisal, employees think that my plan is completed once it is compiled, or that my plan has been communicated and formulated, and even our internal communication has been achieved. This The plan is called completed, so he will write completed, or basically completed, or completed on the performance results. In the eyes of our superiors, we think this work has not yet reached the level of completion. Our goal.

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The reason is that we feel that there is insufficient communication in this process and the plan is not completed unless it is approved by the company's superiors. This is where we say that the results of scoring between superiors and employees are inconsistent. This is the reason. At the same time, inconsistencies in scoring also depend on some of our scoring standards and some specific ranges of scoring measures, such as how many points a situation should receive and how many points it should receive. This is not done clearly in advance here. kind of definition.

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So how to improve this situation? When we say whether an employee's performance indicators have been completed well or not, we must have a clear description. We cannot just write completed, unfinished, or basically completed, because if we write this way, there will be no objective data or description, and no instructions for doing this. What is the purpose of each job, and the two perspectives are different, so the scoring results are naturally different.

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For example, in the example just now, when we talk about completing the recruitment work plan, we must first describe when it will be completed and draw up such a plan, and then what time and what kind of plan. Which departments did you communicate with on such a plan? What was the effectiveness of the communication? . At the same time, after the communication, has such a plan been reported to a certain level meeting for reporting and communication? Regarding the results of the report, is there any feedback from superiors and have any corresponding improvements been made based on the feedback? Is there a sufficient discussion going on internally? Finally, such a plan is submitted to the supervisor for approval.

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So, we believe that the work described in this way is complete, and the final score is based on what we say is achieved. For performance appraisal purposes. For this reason, we hope that all performance appraisals must have a very clear description before scoring. Just like the example in the article, describe the performance results, that is, when the plan is finally approved and confirmed, the work will be considered completed, and the two parties (the person and the superior) can reach an agreement, and the final Conclusions and ratings are valid.

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Have a nice day!