Lead: Through the assessment work, we fully realized the weak links in our work, put forward the direction of our efforts, inspired the fighting spirit, urged all the staff to improve their comprehensive quality, carried forward the tradition in future work, fulfilled their duties, and strived to contribute to the informatization construction in our region. Let's take a look at the summary of unit performance appraisal with me, I hope it will help!
The summary of unit performance appraisal is 1, which further improves the overall scheme of company performance appraisal.
Further refine the internal distribution assessment, establish a full staff assessment mechanism, and extend the quantitative distribution of assessment to teams and individuals.
Further revised the professional assessment rules, added new assessment content and increased punishment.
The annual performance appraisal index has been added, which makes the appraisal work more targeted and oriented.
2. The performance appraisal was carried out well in the first half of the year.
The internal distribution rules of each unit have made great progress than before, mainly reflected in:
First, all units of the company have formulated internal quantitative rules in accordance with the spirit of company performance appraisal.
Second, performance appraisal is gradually going deep into the grassroots, even to individuals.
Third, most unit leaders attach great importance to performance appraisal.
Fourth, the fitter, static equipment and engineering department have done better and made obvious progress.
3, the main problems existing in the performance appraisal work
First, the leaders of a few units pay insufficient attention to performance appraisal;
Second, the internal refinement and quantification work of some units stays on the surface and text, and it is not enough to go deep into the grassroots.
Third, most teams and groups lack a standardized distribution system, especially in reflecting the original records such as quantitative basic data, which is simple, rough and irregular.
Fourth, some units have not implemented equal pay for equal work.
4. Work arrangement for the next step
4. 1, the company's secondary teams continue to strengthen publicity, so that team leaders and employees are familiar with, understand and accept it. Quantitative assessment is a long-term accumulation and continuous improvement process, which requires patience and perseverance to continuously improve and improve.
4.2, leaders at all levels into the team, support the team to carry out quantitative assessment, and provide appropriate counseling. Teams and groups that do well in bonus assessment and distribution can sum up experience and promote learning. Teams and groups should strengthen the record of basic information such as attendance, work and work. We should let the class committee know clearly how the bonus is calculated and distributed, and let the class committee know how much work they have done and how much bonus they can get. Team bonus assessment and distribution records should be standardized, and the data should be properly kept for at least one year.
4.3. The company will continue to track the implementation and rectification of performance appraisal schemes of all units.
The performance appraisal of the unit has been summarized for 20xx years. According to the requirements of strengthening and improving performance appraisal issued by the head office, and with the great attention of the company leaders, actively promote the performance appraisal of all employees. In order to standardize management, strengthen control and improve efficiency, the performance appraisal management system has been revised and improved. It provides a strong guarantee for the smooth performance appraisal. The development of 20xx annual performance appraisal is reported as follows:
First, improve the performance appraisal system.
In order to smoothly promote the performance appraisal work, according to the specific situation of our company, we have revised, improved and supplemented our company's performance appraisal management system on the basis of the original system. The new system fully combines the characteristics of each department's job responsibilities, and defines the guiding ideology, scope, object, content, method, requirements and time span of performance appraisal. More comprehensive, more detailed, more operable and practical. Make our company's performance appraisal management more standardized.
Second, evaluate the progress
Our company's performance appraisal always adheres to the objective and fair appraisal principle, implements the hierarchical appraisal method and the scoring system, which mainly involves five aspects: morality, ability, diligence, performance and honesty. Every month, every quarter, the head of the department will score from the aspects of work efficiency, work ability, law-abiding, self-motivated and spiritual civilization. At the end of the year, the average score of the four quarterly assessments is taken as the annual assessment result.
At work, the heads of all departments strengthened the supervision and management of employees' work process, and recorded the key events in employees' work in the assessment standards. Through records, they can better find the problems in their work, and can guide the improvement in time, and at the same time, they can find the little progress of employees in time and give them recognition. In the process of assessment, the heads of all departments can treat the assessment dutifully, adhere to the principles and grade in strict accordance with the assessment rules, thus ensuring the accuracy and authenticity of the assessment results.
Through the assessment, it fully embodies the attention of leaders, full participation, real assessment, avoiding going through the motions, taking the performance assessment as an opportunity to further improve various systems, clarify post responsibilities, straighten out working relations, improve irregularities in work, further enhance employees' sense of responsibility and stimulate their enthusiasm for work.
Third, publish the evaluation results.
After the monthly assessment, the assessment results will be published through the company bulletin board, so that employees in all departments can realize their main achievements and shortcomings during the assessment period, improve the work enthusiasm and subjective initiative of cadres and workers, and pay attention to post labor and performance contribution. The income of employees is linked to job responsibilities and work performance, which completely breaks many disadvantages such as seniority, quality and egalitarianism. Performance appraisal can really motivate employees, thus improving and improving work efficiency.
Generally speaking, our company has achieved satisfactory results in the performance appraisal of 20xx years. In the future, our company will make persistent efforts to further revise the performance appraisal management system, collect employees' suggestions and opinions in time, communicate with each other and coordinate the work, so as to make the performance management of the unit more standardized and meticulous. Strive for the better development of the company.
Summary of unit performance appraisal Performance appraisal is the core work content of human resources department and one of the main work contents of the company in 20xx years. In order to better expand the implementation of the performance management system in the company, the human resources department conducted a performance appraisal trial run in three functional departments from May to July. The following is a summary of the trial:
I. Assessment results of functional departments
The performance appraisal system vigorously promoted in functional departments this time includes four aspects: departmental KPI index assessment, post work target assessment, employee work ability assessment and employee work attitude assessment. Through the final data collection and analysis, objectively speaking, the system is effective and feasible in functional departments, and the goal of quantitative performance management has been achieved initially. The collection of these four aspects is described as follows:
Departmental KPI assessment (TP): The difficulty coefficient of departmental performance assessment itself is relatively high, and the design of KPI indicators is not in place, so this time only part of the data is collected, which can only reflect part of the work of the department from the side, and can not fully reflect the performance of a department for the time being, so the collection of KPI in this department provides valuable practical experience for the next step. One of the key points of the next assessment work is to continue to improve and optimize the assessment of departmental KPI.
Job objective assessment (IP): On the basis of the overall objectives of the company, each department breaks down the departmental objectives into individual work objectives of employees. At the beginning of each month, the department manager helps employees set personal work goals, and at the end of each month, evaluates the realization of employees' work goals. From the trial of IP assessment for three months, all functional departments have effectively promoted the achievement of employees' personal work goals, effectively transmitted the work pressure of departments and improved work efficiency through this assessment.
Assessment of employees' working ability (CP): CP assessment of functional department managers is conducted from multiple perspectives (boss, subordinates, internal customers) and through multiple dimensions (such as objectives, guidance, communication, support for superiors, support for straight-line departments, etc.). ); The assessment of employees in functional departments is multidimensional (working ability, cooperation and communication ability, support and cooperation with superiors, personal learning and self-development ability), and the direct assessment of superiors is adopted. From the final data collection results, the CP assessment of functional departments objectively reflects the ability level of employees, and this part of the assessment is effective.
Employee's work attitude evaluation (AT): Employee's work attitude is employee's daily work performance and behavior. This behavior is mainly reflected in the degree of employees' commitment to our company's work. This part of the assessment data mainly comes from the overtime hours of employees, so the source of this part of the assessment data can accurately reflect an employee's work attitude, that is, the degree of investment in work. AT evaluation is also effective.
Second, the problems and solutions in the trial evaluation
The main problems in the trial:
1, the design of the exam itself
As the evaluation itself, its operation needs a perfect human resources system, such as a scientific and relatively stable organizational structure; Scientific job description and job evaluation system, fair and scientific quantitative means, etc. These are exactly what we lack, which also shows that our human resources background for assessment is relatively weak.
Compared with the company, the performance appraisal system is a new thing. New things must be practiced in the company, and the most suitable solution must be found in running-in and improvement. Subjectively, when we design some indicators, we don't fully consider them, and some processes and indicators are not in place. Therefore, objectively and subjectively, some aspects of the design of this assessment system are still not in place. For example, the design of departmental TP cannot collect complete data for the time being. At present, the human resources department is assisting all departments to set their work targets for the next quarter according to the new operation form of departmental TP.
2. Communication problems
Through the three-month trial evaluation, we believe that the key issue in the implementation of the evaluation is the communication and interaction between the assessed and the employees. If a department manager doesn't fully communicate with employees when helping them to set personal work goals, there is no guidance and help in the process, and the final assessment results don't put forward work improvement points on the basis of full communication with employees, then the final assessment results are definitely invalid. It will not improve the performance. Judging from the trial of this assessment, the failure of some assessment data is caused by this problem, and the communication and interaction between the assessed and the employees is the key to the effectiveness of the specific assessment results.
3. Understand the problem
According to the experience of previous assessment, some employees are not fully aware of it. They think that this assessment will be just a formality as in the past, so they don't pay enough attention to it ideologically. In addition, in the process of assessment implementation, it is considered that assessment is nothing more than beating employees, creating troubles for employees, or going through the motions, adding a lot of unnecessary troubles to employees' work and so on. These negative misunderstandings will make employees have obvious resistance and rejection in their operations.
4. Promote this issue
Before the habit of assessment is formed, the promotion of assessment is still a very important issue. In addition to the strong promotion of human resources departments, the strong promotion of middle and senior leaders is the key issue. There are few pilot departments in this functional department, and the promotion problem is not obvious. However, if it is fully promoted in the whole company, the promotion problem is the key to the success or failure of the full implementation of the entire assessment system.
In view of the above problems, the next major solutions of the Ministry of Human Resources are as follows:
1, explore and improve, and constantly optimize the assessment system in practice;
2. Through guiding training, gradually introduce the evaluation concept and gradually form the evaluation habit;
For example: nearby training, secondary guidance training for logistics system managers and employees.
3. Strengthen communication:
The human resources department strengthens communication and guidance with the pilot departments, and guides the assessment, communication and interaction between department managers and employees through forms or other means.
4. Strong execution:
Led by the human resources department, it is strongly implemented from top to bottom, and the key is the promotion of middle and senior leaders. Therefore, the focus of the human resources department is to strengthen the promotion of the performance appraisal system for middle and senior managers.
5, linked to performance
Only by linking with performance can we fully attract the attention of employees, fully expose some problems that could not be exposed before, and then achieve the result of continuously optimizing the assessment system through adjustment. Finally, the assessment system can really motivate employees to continuously improve their performance.
Third, the next assessment objectives and work ideas
Work objective: Establish and fully implement an effective and practical performance management system. Working ideas:
The test results of functional departments prove that the system is effective and can realize the development of the company to target management (May-July).
In September, the Human Resources Department will conduct a comprehensive and objective evaluation of the performance appraisal system, and put forward specific measures to implement in the logistics system. At the same time, we started the early training and guidance work.
10- 12 (three months is an assessment cycle). The performance appraisal results of employees in the administrative, human resources and financial departments will be linked to their salaries, and the specific operations will be implemented by the Human Resources Department. The logistics department will gradually link performance with salary (to ensure that it will be realized early next year).
In the following year, the mature appraisal system that has been running in the company will be promoted throughout the company, and finally an effective performance management system will be realized in the company to support the company's overall strategy.
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