working attitude
1 seldom late, leave early, be absent, and have a serious work attitude.
Never shirk or get tired of work.
3 be agile and efficient.
4 obey the instructions of the superior.
5 report to the superior in time and correctly.
Basic ability
6 proficient in job content, with the ability to handle affairs.
7 master the key points of personal work
Be good at planning the steps of work and actively make preparations.
9 Strictly abide by the principles of reporting, liaison and consultation.
10 finish the work within the set time.
professional skill
1 1 works without errors and with high speed.
12 excellent ability to handle things, correct
13 is diligent in sorting out, rectifying and examining his own work.
14 Do your job well.
15 can independently and correctly complete the new work.
sense of responsibility
16 has a strong sense of responsibility and has really completed the delivered work.
17 Even if it is a difficult job, I have the courage to face it as a member of the organization.
18 try to handle things carefully and avoid mistakes.
19 Predict the preventability of faults and come up with preventive countermeasures.
Do things calmly and never get emotional.
harmony
2 1 Cooperate with colleagues and work in harmony
Attach importance to coordination with colleagues in other departments
Willing to help colleagues at work
Actively participate in the activities organized by the company.
Self-inspiration
Review your own strength and learn new industry knowledge and vocational skills.
Look at the future of yourself and the company from a broad perspective.
Do you listen to others' suggestions and opinions with an open mind and can correct your own shortcomings?
Show enthusiasm and upward mental state, and don't pour out work dissatisfaction.
Even if it is extra work, I sometimes make thoughts and proposals.
30. Set job objectives with a long-term perspective and put them into practice.
The above text is extracted from the relevant text of the column "Assessment and Reward System" in Chinese Text Library. If you need more relevant texts, please go to this column to find them yourself.
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Question 2: What is the standard of performance appraisal? Hello! Performance appraisal standard is the benchmark to measure the scores of various appraisal indicators obtained by appraisers through measurement or agreement with the appraisers. According to the organization's strategy, the standards of individual or group's work behavior and work results can be formulated. Although there are many standards, each of which has very detailed requirements, there are only two general principles to measure performance: whether to maximize work results; Whether it helps to improve organizational efficiency. Performance appraisal standards should be based on the actual situation of enterprises. Here are six points for reference.
1, quantity and time are generally not used as separate assessment criteria.
In non-quantitative indicators, quantity and time are generally not used as separate assessment criteria. The so-called non-quantification refers to the quality of the work pursued, not the quantity. For example, a typist's working standard is 60 words per minute and the error rate is 1%. In this case, employees may increase the typing speed to 120 words per minute, but the error rate is 5%. Typing like this only pursues speed and ignores more important quality. When doing performance appraisal with many people, it is often said that "a certain project will be completed at the end of a month". In fact, this is the wrong way to fill in the performance appraisal form. This will lead employees to only seek the speed of completing the work, but tend to ignore the effect of completing the work, such as accuracy and rework rate, which are good measures.
2, the content of the assessment must be controllable.
Many quality inspection departments and quality monitoring departments will write in the performance appraisal table how much the qualified rate of quality is guaranteed. In fact, this is a wrong writing, because the quality of the department you supervise is beyond your control, and you can only check the accuracy of the qualified rate of products within what range. It should be remembered that quality is not controllable, but produced, and testing knowledge provides supervision and reference for production.
3, adjectives do not do quantitative assessment criteria
When employees fill in the performance appraisal form, the words "perfect the system" and "timely convey" often appear. The assessment criteria with these words are difficult to quantify. To what extent is it perfect? When is it timely? As an office director, the assessment should be as follows: ordinary documents should be delivered within 8 hours, and urgent documents should be delivered within 3 hours. Only after quantification can we judge whether the office director's work is timely or not.
4, assessment criteria should follow three quantitative principles.
The content of the assessment is decided, but how should the standard be determined? The assessment criteria should follow three quantitative principles: superior expectations, historical data and peer data. Superior expectation means that if your superior expects you to complete 100%, you should complete 100%. Historical data means that, under normal circumstances, the standards made this month can't be lower than last month, at least they should be flush with last month. Peer data is based on peer standards to develop their own standards.
5, the assessment criteria should be applied to the inverse method.
Any assessment standard can be formulated according to five parts: quantity, quality, cost, time limit and customer (superior) evaluation. For example, you should make a performance appraisal implementation plan. In terms of quantity, it can be one copy, how many words can be specified, and how many volumes can be specified. From the quality point of view, it can be that it was passed at the office meeting, signed by the superior, or modified several times by the superior. In terms of cost, it can be said that it is controlled within how much money. In terms of time, it can be said that it was years ago and before the end of the month. From the evaluation of customers (superiors), it can be how high the employee's recognition rate of the scheme is, and how satisfied the superior is with the scheme. Then finally, select some important assessment indicators, and it is unnecessary to write down the indicators that are relatively light in time and cost.
6, the superior must reach an agreement with employees.
The superior must reach an agreement with the employee when communicating with the subordinate to fill in the performance appraisal form. First of all, we should outline the goals and expectations that we think we have achieved. Then encourage employees to participate and make suggestions. The superiors should try to listen to employees' opinions, encourage them to express their concerns, give positive guidance to employees' complaints, think from employees' perspective and understand each other's feelings.
Question 3: What is the employee appraisal standard? Reprint the following information for reference.
Employee performance appraisal
In order to evaluate the employee's performance objectively, justly, fairly and realistically, the following performance appraisal table is specially formulated:
Performance appraisal evaluation form
Position of employee's name
Year Month ∽ Year Month of the Department's Evaluation Interval
The evaluation scale and score are excellent (10), good (8), fair (6), poor (4), and poor (2).
Evaluate the scoring weights of project standards and requirements
Self-rating direct rating manager rating general manager rating average score in this column.
work performance
1.Attainment of work objectives (per capita capacity objectives, management objectives) 4
2. Effect of production safety management (safety status of people/things/machines/environment/methods)
3. Control or improvement of related technology/quality
4. The stability of the team, the smooth operation of the work, and the discipline of the subordinates.
5．6S management, ISO implementation and system implementation.
job skill
1.Business knowledge and skills, management decision-making ability 2
2. The ability of organization and leadership
3. Ability of communication and coordination
4. The ability to explore and innovate
5. Ability to implement and carry out
Work quality
1.Work hard and do your best to achieve task 2.
2. Hard work, perfect job.
3. Strong sense of responsibility, able to work spontaneously and set an example.
4. Professional ethics and integrity, pay attention to personal behavior, and maintain the company image.
5. The sense of responsibility and dedication to the company
working attitude
1.Obey the work arrangement, be diligent and sincere,
2. Unity and cooperation, team consciousness
3. Be punctual, pragmatic, proactive and positive.
4. Don't waste time, don't be afraid of hard work, and have no complaints.
5. Work spirit: Are you optimistic and enterprising?
Signature of Appraiser: Direct Report: Manager: General Manager:
Evaluation score: Average score of work performance ×4+ average score of work skills ×2+ work quality ×2+ work attitude ×2= score.
Attendance and rewards and punishments
(Information provided by personnel) I. Attendance: times of being late and leaving early ×0.5+absenteeism days ×4+personal leave days ×0.5+sick leave days ×0.2= points.
Ii. Punishment: fine/warning times × 1+minor times ×3+major times ×9 = points.
Ⅲ. Reward: praise times × 1+minor work times ×3+major work times ×9 = points.
Total score evaluation score-I-II+III = points
Grade a (exceeding the standard or reaching the standard/excellent or good): 90~ 100;
Grade B (basically meeting the standard requirements/average): 80~89 points;
Grade C (close to the standard requirements or similar/qualified): 70~79 points;
Grade D (far below the required standard/poor, requiring improvement): below 69 points.
Question 4: What are the three indicators of performance appraisal? The performance appraisal indicators refer to the process of judging the value creation of the work performance of managers at all levels who undertake the business process and results of the enterprise by clarifying the units or methods of performance appraisal objectives. For example, the enterprise staff refers to the implementation of enterprise staff assessment indicators, including the comprehensive inspection and evaluation of enterprise staff's morality, work performance, ability and attitude, so as to determine their work performance and potential management methods.
The core of human resource management is performance management, and the most important link in performance management is performance evaluation, which is reflected by evaluating performance indicators. Performance evaluation index is to divide moral character, work performance, ability and attitude into items and standards by combining organizational characteristics in a scientific way for performance evaluation and performance improvement.
Question 5: What are the criteria for an effective performance evaluation system? (1) Performance management has six basic characteristics. Although we support that performance management plans should be tailored according to organizational culture and business strategy, these six characteristics should be the cornerstones of all performance management systems.
(1) Establish and consolidate a continuous system of performance management consisting of planning, guidance, evaluation and reward.
The four pillars of all personnel management processes are still planning, training, review and compensation. Weaken any one of them and the whole system will be damaged. It is a continuous process, setting key objectives, supervising the implementation process, correcting the deviation of related processes and giving feedback, and rewarding and recognizing the results.
(2) Performance management needs to be linked with specific business objectives, and needs to be pushed down by top management.
In order to solve the dilemma of performance measurement, it is necessary to link goals with business strategies and communicate clearly with employees so that employees can understand the relationship between their work goals and organizational goals. Performance management has become the way to implement strategic change and the driving force of business. Such as customer service or quality improvement, has moved from words to actions and has become a part of everyone's work.
(3) Performance measurement indicators are based on quantifiable goals and behavioral abilities.
Until recently, most organizations could only rely on digital navigation such as market share, profit and operating income alone. Most of these indicators focus on short-term financial performance. In recent years, many non-digital indicators, such as customer satisfaction or new product development, have become more and more important. Although hierarchical goals can link personal goals with organizational performance indicators, they usually can't grasp the essentials of how to complete the work.
(4) Performance management is the obligation of managers at all levels, and managers at all levels must actively participate in performance management.
In performance management, managers' lack of sense of responsibility is a common major defect. People usually think that performance management is the business of human resources department, not the business of department manager. The department manager thinks this is an extra job and asks them to fill out forms to manage employees' salaries. Department managers often don't have the skills in this field, so they feel uncomfortable when giving feedback to employees.
Many companies have introduced manager training, the content of which is the behavioral skills needed for effective performance management. It is a necessary condition for the performance management system to develop the necessary skills of managers at all levels in performance management.
Therefore, many companies require that everyone who is responsible for supervision be trained in this field. Besides training, cultivating managers' leadership ability and employee development ability can improve managers' sense of responsibility in performance management. Managers at all levels should realize that they should not only be evaluated on the specific projects they are responsible for, but also the performance and development of the people they manage.
(5) Must be linked with other systems, must clearly communicate with employees, salary can speak.
When the company changes its salary system, it will send two messages to employees: What is important? What should employees value? The new business direction requires new priorities and new behaviors. If the quality assessment of customer service or team is added to the performance management plan, it will become a powerful expression of the company's strategy, values and mission.
(6) Information from multiple channels must be evaluated and used as the basic data for performance summary.
The change of manager's role has a direct impact on performance management. Flat organization requires individuals and teams to take on greater responsibilities. This requires clarifying the work that needs to be done and measuring the results of the work according to the self-determined goals. Managers are usually busy with their own project work and the work entrusted by the team, and have little time to understand and pay attention to the work required by their direct reports (for example, the human resources department may ask him to submit the performance of employees). With the change of work, if you want to continue to add value to the performance management process, you should add it to the list of people who provide information at all stages of the performance management process.
-------I hope I can help you not forget to adopt-
Question 6: What is the assessment standard? Reprint the following information for reference.
Employee performance appraisal
In order to evaluate the employee's performance objectively, justly, fairly and realistically, the following performance appraisal table is specially formulated:
Performance appraisal evaluation form
Position of employee's name
Year Month ∽ Year Month of the Department's Evaluation Interval
The evaluation scale and score are excellent (10), good (8), fair (6), poor (4) and extremely poor (2).
Evaluate the scoring weights of project standards and requirements
Self-rating direct rating manager rating general manager rating average score in this column.
work performance
1.Attainment of work objectives (per capita capacity objectives, management objectives) 4
2. Effect of production safety management (safety status of people/things/machines/environment/methods)
3. Control or improvement of related technology/quality
4. The stability of the team, the smooth operation of the work, and the discipline of the subordinates.
5．6S management, ISO implementation and system implementation.
job skill
1.Business knowledge and skills, management decision-making ability 2
2. The ability of organization and leadership
3. Ability of communication and coordination
4. The ability to explore and innovate
5. Ability to implement and carry out
Work quality
1.Work hard and do your best to achieve task 2.
2. Hard work, perfect job.
3. Strong sense of responsibility, able to work spontaneously and set an example.
4. Professional ethics and integrity, pay attention to personal behavior, and maintain the company image.
5. The sense of responsibility and dedication to the company
working attitude
1.Obey the work arrangement, be diligent and sincere,
2. Unity and cooperation, team consciousness
3. Be punctual, pragmatic, proactive and positive.
4. Don't waste time, don't be afraid of hard work, and have no complaints.
5. Work spirit: Are you optimistic and enterprising?
Signature of Appraiser: Direct Report: Manager: General Manager:
Evaluation score: Average score of work performance ×4+ average score of work skills ×2+ work quality ×2+ work attitude ×2= score.
Attendance and rewards and punishments
(Information provided by personnel) I. Attendance: times of being late and leaving early ×0.5+absenteeism days ×4+personal leave days ×0.5+sick leave days ×0.2= points.
Ii. Punishment: fine/warning times × 1+minor times ×3+major times ×9 = points.
Ⅲ. Reward: praise times × 1+minor work times ×3+major work times ×9 = points.
Total score evaluation score-I-II+III = points
Grade a (exceeding the standard or reaching the standard/excellent or good): 90~ 100;
Grade B (basically meeting the standard requirements/average): 80~89 points;
Grade C (close to the standard requirements or similar/qualified): 70~79 points;
Grade D (far below the required standard/poor, requiring improvement): below 69 points.
Question 7: What are the performance appraisal indicators (1)? Performance appraisal indicators should follow the principles of homogeneity, key characteristics and independence. (2) The assessment indicators are concrete and can be measured and measured. (3) Appraisal index is the result of consultation and communication between appraiser and appraisee. (4) The assessment index is basic work rather than workers. (5) The assessment indicators are not immutable. It changes according to the situation inside and outside the enterprise, and it is often "what is missing, what to test" and "what to test". (6) Assessment indicators are well known and must be understood by most people. The principle of formulating performance appraisal indicators-performance appraisal indicators should be consistent with the strategic objectives of enterprises. In the process of drawing up performance appraisal indicators, the strategic objectives of the enterprise should be transmitted and decomposed at different levels, so that each position in the enterprise is endowed with strategic responsibility and each employee bears his own post responsibilities. Performance management is an effective tool for the implementation of strategic objectives, and performance management indicators should be decomposed layer by layer around strategic objectives and should not be divorced from the implementation of strategic objectives. Only when the direction of employees' efforts is consistent with the strategic objectives of the enterprise can the overall performance of the enterprise be improved. Second, performance appraisal indicators should highlight key points. Don't be vague about the key, but grasp the key performance indicators. Indicators are related, and sometimes they don't have to be comprehensive. By grasping key performance indicators, employees' behavior will be guided to the goal direction of the organization. Generally, there are about five indicators, and too few indicators may not reflect the key performance level of the position; But too many complicated indicators can only increase the difficulty of management and reduce employee satisfaction, and can't guide employees' behavior. Third, performance appraisal indicators should pay equal attention to quality and performance. Emphasis on quality and performance, both of which cannot be neglected. Too much emphasis on "quality" will tie people's hands, pay too much attention to personal behavior and interpersonal relationships, and will not be effective, and will hinder the development of people's personality and creativity, which will ultimately be detrimental to the overall development of the organization and society. Too much emphasis on "performance" is easy to encourage people's luck, which makes people opportunistic, take shortcuts, get quick success, and do whatever it takes. A good set of assessment indicators must arrange an appropriate proportion between "performance" and "quality". Under the premise of outstanding performance, we should take into account the requirements for quality. Fourth, the performance appraisal index focuses on the word "fitness". Performance appraisal indicators are rooted in the "soil" of the enterprise itself and are very personalized. Enterprises in different industries, different development stages and different strategic backgrounds have different purposes, means and results of performance appraisal. The key for performance appraisal indicators to receive performance lies not in how profound and accurate the appraisal scheme is, but in the word "fitness". The present "suitability" does not mean that it will always be "suitability" in the future. It must be adjusted according to the development of the enterprise and the strategic planning requirements of the enterprise in time to be applicable forever.
Question 8: What are the possible problems in performance appraisal? Hello, Wisdom 365, I will answer for you:
In the performance appraisal management of enterprises, there are the following problems:
1, performance appraisal is subjective.
Enterprises generally lack detailed assessment indicators and standards for employee assessment, and at the same time, they also lack corresponding performance records. Assessors only grade the assessed by memory at the end of the month or at the end of the year, which is arbitrary and subjective. This is a problem in the performance evaluation of most enterprises in China at present, and it is also a legacy of personnel system management in China. With the further deepening of the reform of state-owned enterprises, employees play a more and more important role in enterprises, and the traditional performance appraisal method can no longer adapt to the development of modern enterprises. However, due to the influence of the management system, performance appraisal is still influenced by the old personnel appraisal system, and leaders have great rights, and the appraisal indicators are not perfect, which is subjective and subjective.
2. The index system lacks dynamics.
At present, the enterprise employee appraisal index system is greatly influenced by the previous personnel appraisal system, and it has obviously failed to meet the needs of today's enterprise development.
Enterprises are developing and changing, especially in the increasingly fierce market competition environment, enterprises should improve their management level and competitiveness to cope with market changes. As an important part of enterprise human resource management, performance management's index system should also be constantly changing to meet the needs of the development and change of enterprise production and operation.
3. The determination of performance indicators is not scientific.
Choosing and determining what kind of performance appraisal indicators is an important and difficult problem in performance appraisal. It is very good that most enterprise managers' performance appraisal can be combined with the enterprise general appraisal form and employees' morality, ability, diligence and skills, but how to scientifically determine the performance appraisal index system and how to make the appraisal index operable is not fully considered. Many enterprise managers' performance indicators hardly reflect task performance; In the peripheral performance, the assessment indicators used are mostly evaluative descriptions, not behavioral descriptions, and the assessment relies on the subjective feelings of the appraisers and lacks objectivity.
4. Ambiguity and deviation of assessment orientation.
The orientation of assessment is the core issue of performance appraisal. The essence of the so-called assessment is what problems are solved through performance assessment and what is the management goal of performance assessment. The orientation of assessment directly affects the implementation of assessment, and different orientations will inevitably lead to differences in implementation methods.
The orientation of performance appraisal in most enterprises is vague, which is mainly manifested in the lack of clear purpose of appraisal, which is only for the sake of appraisal. The result of this is usually that the appraisal is a mere formality, which consumes a lot of time, manpower and material resources, and the result is nothing; There is a deviation in the orientation of assessment, which is mainly reflected in the one-sided view of the management objectives of assessment and the narrow orientation of the purpose of assessment.
Question 9: What are the contents of employee performance appraisal indicators? Employee performance includes two aspects: 1 and skills. 2. Discipline. The middle level is dominated by management. The key to performance appraisal is quantification, and at the same time, it is necessary to lead the top-down decomposition according to the goals set by the company. The clearer the quantification, the less rebellious employees will be. Different industry standards are different, but leaders must take the lead in formulating assessment indicators and quantitative indicators, and they will be assessed after reaching a * * * understanding.
Question 10: What are the first-level indicators of performance appraisal? When the performance appraisal effect is not ideal, it is often necessary to re-examine the whole index system. The problem lies in two aspects, one is "what indicators to set" and the other is "how to set indicators".
The common "morbid" index system often embodies the following characteristics:
Pathological one: too few indicators, leading to one thing and one thing.
Simply put, it is "the enterprise has not fully expressed its wishes".
For example, ignoring profit indicators.
Marketers are only responsible for sales, not profits. Many enterprises think that there is no problem. Because the formation of profit is influenced by too many factors, the production cost, management cost and financial cost of an enterprise are beyond the control of the marketing department.
In fact, although marketers can't determine the net profit of enterprises, they are directly responsible for the gross profit brought by sales. When there is a lack of profit assessment indicators, marketers will increase expenses, increase the number of gifts, and even directly ask enterprises to reduce prices in exchange for the achievement of sales indicators. These practices can often put out an ostentatious reason, and unconsciously induce enterprises to get "unprofitable sales."
This obviously goes against the true will of the enterprise.
Therefore, it is not necessary to assess net profit, but it is necessary to assess gross profit. From this point of view, performance appraisal is indispensable, and profit contribution represents "sales quality" and is as indispensable as "sales volume".
Another example is the lack of market share index-although the sales volume has increased, the market share has declined. For this kind of "performance" mixed with water, enterprises can't help but be vigilant.
Pathological 2: Too many indicators lead to haste makes waste.
Simply put, it is "the enterprise wants to eat a fat man".
Corresponding to the lack of core indicators, many enterprises have too many non-core indicators, which also makes performance appraisal lose its due effect.
In general, the core indicators focus on short-term performance evaluation, which can often be obtained from financial data, such as sales, profits, expenses, market share and so on.
Non-core indicators focus on the evaluation of medium and long-term development potential, which often need managers to record and sort out, such as terminal construction, promotion activities, after-sales service, brand expansion and so on.
The former is the result assessment, while the latter is the process assessment.
In reality, many enterprises have confused the difference between them. The result assessment and process assessment are mixed together, regardless of weight and without discrimination, so that the core indicators can not be highlighted and valued as they should be.
Too many process assessment indicators often lead to haste makes waste. For example, some enterprises only have 10 indicators for terminal construction, and the number of franchise stores, sales volume, turnover rate, satisfaction, etc. must be assessed, and marketers are as busy as a bee every moonlight.
This complicated index system binds the hands and feet of front-line marketers, making them entangled in details and often neglecting more important work.
In addition, sometimes process indicators and result indicators are negatively correlated. Doing this well will hinder doing that well. The more indicators there are, the greater the possibility of contradictions, which makes marketers at a loss.
Pathological three: the index is too shallow, leading to specious.
Simply put, it is "what the enterprise wants is inconsistent with what it says".
The most typical example is the misreading of sales indicators.
The sales required by enterprises are actually "actual sales" sold to consumers, not "virtual sales" taken away by dealers but accumulated in channel warehouses. The former completed a complete production and sales cycle, while the latter just squeezed the cash flow of the channel and did not form actual sales.
When the expression of enterprise assessment indicators is too shallow, they are often equated. As long as the channel picks up the goods and pays, even if everything is fine, the marketers will achieve "performance". Under the guidance of this assessment index, the focus of marketing personnel has shifted from "selling goods to consumers" to "selling goods to dealers", resulting in directional deviation.
Therefore, marketers think about not how to make the market bigger every day, but how to press the goods to the channel. This short-term behavior is often more obvious at the end of each year.
The debt owed will be paid back sooner or later. The products have not been sold, but the channels have bought more goods this year and will buy less next year. This repeated "virtual sales game" between manufacturers has no substantial help to sales growth.
Another example is to assess the investment promotion work of marketers. If the indicators are set according to the number of merchants, it is not as effective as setting indicators according to the new sales of merchants. Because the former may make the enterprise happy, recruit a group of nominal agents who can't get much goods, and spend the investment expenses in vain, while the latter will bring the real money that the enterprise needs.
Pathological four: the index is too deep, which leads to putting the cart before the horse.
Simply put, it is "the enterprise is demanding perfection of indicators".
Management has dual characteristics. On the one hand, it pursues effectiveness ... > >