Performance appraisal cycle

1. The performance appraisal cycle of middle-level cadres is half-year assessment and annual assessment;

2. The employee performance appraisal cycle is monthly appraisal, quarterly appraisal and annual appraisal.

3. The monthly assessment schedule is from 25th of each month in January, February, April, May, July, August, October and November, and the assessment will be reported on 5th of next month;

the quarterly assessment schedule is from 25th of each month in March, June and September, and the assessment will be reported on 5th of next month;

The half-year assessment will be scheduled to start on June 25th, and the assessment will be reported before July 1th.

the annual assessment time is from December 25th to January 25th of the following year.

IV. Contents of performance appraisal

1. Contents of performance appraisal for middle-level cadres at or above the third level

(1) Leadership (2) Cultivation of subordinates

(3) Morale (4) Achievement of goals

(5) Responsibility (6) Self-inspiration

2. Contents of performance appraisal for employees

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How to do a good job in performance appraisal

Reprint the following information for reference

Performance appraisal process

1. Detailed job description and reasonable training for employees' salaries;

2. Quantify the work as much as possible;

3. Reasonable arrangement of personnel positions;

4. Classification of assessment contents

5. How to make people become "talents" rather than "materials" is an important issue to be considered before assessment.

6, clear work objectives;

7, clear job responsibilities;

8. Evaluate the work attitude (initiative, cooperation, teamwork, dedication, etc.), work achievement, work efficiency, etc.

9. Give each content some specific grades, each grade corresponds to a score, and each grade should be described in words with a unified standard (for example, the excellent grade must be the employee's outstanding performance among the same kind of employees, and it needs to be proved by specific examples);

1. Give employees the opportunity to complain.

principle of performance appraisal

1. principle of fairness

fairness is the premise of establishing and implementing the personnel performance appraisal system. If it is unfair, it is impossible to play the due role of performance appraisal.

2. Strict principle

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

3. The principle of single-headed evaluation

The evaluation of employees at all levels must be carried out by the "immediate superior" of the evaluated person. The direct supervisor knows the actual work performance (achievement, ability and adaptability) of the appraisee best, and is also most likely to reflect the real situation. The evaluation comments made by the indirect superior (that is, the superior of the superior) to the direct superior shall not be modified without authorization. This does not rule out the adjustment and correction of the evaluation results by indirect superiors. Single-head evaluation clarifies the responsibility of evaluation, and makes the evaluation system consistent with the organization and command system, which is more conducive to strengthening the command function of business organizations.

4. Principle of making results public

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

5, combined with the principle of rewards and punishments

According to the results of performance appraisal, there should be rewards and punishments, and there should be ups and downs according to the size and quality of work performance, and this kind of rewards and punishments is not only related to spiritual encouragement. Moreover, it must be linked with material benefits through wages and bonuses, so as to achieve the real purpose of performance appraisal.

6. Principles of objective evaluation

Personnel evaluation should be based on clearly defined evaluation criteria, aiming at objective evaluation data, and try to avoid the infiltration of subjectivity and feelings.

7. The principle of feedback

The evaluation results (comments) must be fed back to the person being evaluated, otherwise it will not play an educational role. While feeding back the evaluation results, we should explain the comments to the evaluated person, affirm the achievements and progress, explain the shortcomings, and provide reference opinions for future efforts.

8, the principle of difference

There should be a clear difference between the grades of assessment, and different evaluation comments should reflect obvious differences in salary, promotion, use, etc., so that the evaluation is * * * and encourages employees' self-motivation.

9. The principle of information symmetry

Performance appraisal is suitable for any work with symmetrical information and easy supervision. Any work with asymmetric information and not easy to be supervised is suitable for equity incentive. This is the conclusion drawn by Jing bang Xue zhongxing in the course of many years of actual combat.

How to conduct personal performance appraisal

Reference to employee performance appraisal scheme

1. Purpose

1. In order to better guide employees' behavior, strengthen employees' self-management, improve work performance, tap employees' potential, realize better communication between employees and superiors, create an excellent team with development potential and creativity, and promote the realization of the company's overall strategic objectives.

2. In order to more accurately understand the basic conditions of the staff, such as work attitude, personality, ability and work performance, and provide information basis for the company's personnel selection, post transfer, rewards and punishments, training and career planning.

ii. Scope of application

Performance appraisal is mainly a regular appraisal of all regular employees, which is suitable for all regular employees who have become regular employees in the company. The evaluation of new interns, trainees competing for posts, employees in special stages such as job transfer, promotion and demotion shall be formulated separately, which is not suitable for this evaluation, but the objective data information of performance evaluation results can be cited as the basis for decision-making.

III. Classification and content of appraisal (see Attached Tables 1 and 2 for the appraisal structure)

According to different appraisal positions, they are divided into three categories: front-line employees, government employees and management personnel, who conduct performance appraisal respectively, with different appraisal scopes and emphases.

1. Performance evaluation of front-line employees

(1) Front-line employees include: salespersons, desk attendants, concierge, cashiers, old gold recyclers, customer relations officers, traders and other ordinary employees working in stores;

(2) frontline employees are evaluated once every six months and comprehensively at the end of each year.

(3) evaluation methods include: percentage evaluation summary results, customer opinion survey summary, typical events addition and subtraction, evaluation of work completion, democratic evaluation, sales completion rate, work plan completion and work goal achievement evaluation, etc.

(4) conduct evaluation (accounting for 3% of the total performance evaluation results)

① behavior character (1%): percentage evaluation record. If you are satisfied, you will get 1 point, and if you are dissatisfied, you will get 1 point

(Note: the probability of adding and subtracting points is not equal due to the different number of surveys, so it is only after the average number of surveys is converted that it can be compared)

② Work attitude (1%): evaluate the attendance and overtime of employees, such as being late, leaving early, taking personal leave and working overtime; Deduct one point for each time or one point for each day of personal leave. No points will be deducted for sick leave. One point will be added for taking the initiative to work overtime in order to better complete the work, and one point will be added for working hard and obeying unplanned work arrangements.

the spirit of cooperation is not right. The cooperation and cooperation of all tasks, especially temporary tasks, will be increased by 1 point, and will be reduced by 1 point without reason (typical events will be added or subtracted, or democratic appraisal will be conducted regularly).

③ Mental outlook and psychological quality (1%): the daily words and deeds of employees, such as whether they actively promote the company's reputation, correctly understand and publicize the company's policies, evaluate whether employees love the company and support the company's policies and guidelines. (Add and subtract points for key events)

Employees' daily work status and attitude towards colleagues evaluate employees' mental outlook and psychological quality. (add or subtract points for typical events, or conduct democratic appraisal on a regular basis, so as to prevent only deducting points without adding points, and to prevent being too sensitive to bad behaviors but not aware of positive and good behaviors)

Note: the score record of conduct appraisal is only cumulative, not directly reflected in the daily payroll, and only serves as the basis for evaluating the original data of this period. When recording the daily performance of employees, the heads of all departments must distinguish clearly and do not repeat rewards and punishments.

(5) Performance appraisal (accounting for 7% of the total performance appraisal)

① Sales performance (4%): average sales task completion rate; Convert to 4 points.

② performance of job responsibilities (1%): if there is dereliction of duty, points will be deducted, and points will be added for completing this job or other temporary work efficiently and with high quality as required. Keep an uninterrupted record and evaluate it once a month. Summarize once every six months and conduct a complete evaluation. (More rewards, extra points, and more affirmation for employees to encourage employees to continuously improve their work quality and efficiency)

③ Implementation of temporary work tasks (1%): The task arranger is responsible for evaluating the implementation effect of temporary work tasks given to employees, once every large-scale activity or task ends, or once a month by the department head. (According to the Regulations and Requirements on the Organization of Large-scale Events issued in 24, the performance of all personnel involved in the organization of events was recorded)

④ Business skill test (1%): the scores of various important examinations and tests organized by the department were converted into the average score of 1%. (The questions are set and organized by the department, and the Human Resources Department ...... > >

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How to do a good job in performance appraisal

Enthusiastic users

First, clarify the principles of cross-departmental appraisal

There are many general principles in performance management, such as fairness, justice, openness, objectivity, quantification, etc. However, for a research and development model like IPD, these appraisal principles are not enough, and some higher-level principles are needed, such as:

Responsibility results-oriented principle: research and development. The key to cross-departmental assessment is not to distinguish the responsibility contribution of marketing department, purchasing department and manufacturing department in detail, but the * * * same result of cooperation between marketing, sales, purchasing, manufacturing and R&D departments. Many enterprises carrying out IPD do not give enough guidance in this respect, and emphasize the contributions of various departments one-sidedly, which is still a purely functional assessment idea.

team principle: the cross-departmental assessment in R&D management is not based on departments, but on the whole development team. The marketing, sales, purchasing, manufacturing and R&D departments, as the resource departments of the product development team, provide suitable team members for the product development team, and * * * work together to achieve the goals of the team. Each team member represents his own department in the team, and the concept of role is emphasized here. What needs to be emphasized here is * * * success, not just departmental success!

2. Clarify the responsibilities of different departments

Many enterprises realize that the new development model requires cross-departmental cooperation, but the roles and responsibilities of specific departments in the development process are often not clearly defined, so that the specific contributions of different departments cannot be clearly defined in the assessment process.

in IPD, PDT is mainly used for product development. PDT is a cross-functional product development team, which is responsible for managing the whole process of product development, from project establishment to product development, to product marketing, and then to mass production. The main goal of PDT is to ensure the financial and market success of the product package according to the requirements in the product line IPMT project task book.

the basic feature of PDT is that its members come from different departments, including finance, manufacturing, marketing, procurement, research and development, quality and technical support. On behalf of their functional departments, each member promises to work together under the leadership of PDT manager to achieve business goals.

the responsibilities and activities of PDT are determined by detailed role definitions and activity templates, which are the basis for scientific and effective cross-departmental assessment.

how to do a good job in performance appraisal?

from here, your company's internal management is not perfect. However, if you just want to solve this problem, you can try target responsibility management, which is to set goals for them. For people in the field, you only look at the results and evaluate the quality of the results ~ In this way, you just need to let them set goals for you (whether the goals are reasonable or not, you can ask them to give them to you, and then you can measure them ~), and then you can assess them afterwards and give bonuses according to their completion and quality (but Westbank > This situation needs to be accompanied by a performance appraisal system, so ~ first of all, you should do a good job in your performance appraisal system and the standard of bonus distribution ...), and the basic bonus standard must be reasonable, fair and open to everyone, so that everyone will actively do it and complete it ~ <