Performance appraisal is a key work of XX Group Company to ensure the realization of strategic objectives. Starting from XX 1 month, we began to draft the Management Measures for Performance Appraisal. During the drafting process, the main leaders of the company and the relevant personnel of various departments and units all put forward their heartfelt improvement opinions, and the plan was constantly revised and improved in two months. After voting at the workers' congress held in April of XX, it was officially implemented throughout the company.

I. Completion of performance appraisal in XX years

Before the implementation, in order to ensure the effect of this work, the group company did two jobs. First, formulate standardized assessment indicators for each position of the branch and the project department. The group company has eight branches. These eight branches are all construction-type branches, and their operating data are basically the same, and the job responsibilities of the same position among branches are also roughly the same. Therefore, it is beneficial to guide and compare the performance appraisal of each branch by formulating standardized assessment indicators for each position. In order to ensure that the assessment indicators can match the actual work of each position, Chen Qingjun, deputy general manager of the group company, Chen Junwei, manager of the enterprise development department of the group company, and human resources

Zou Yan, the manager of the department, and other relevant personnel have discussed many times together, and finally formed a set of evaluation index system for each position of the branch and the project department in XX. The system includes three types of indicators, a+, A and B, which are applicable to a+, A and B branches respectively. Each category of indicators includes the assessment indicators of all management and technical positions in such branches. Secondly, the managers at all levels of the headquarters of the group company, as well as the branch managers, deputy managers and project managers, were trained in performance management knowledge. In March of XX year, the manager of the human resources department trained the managers of the headquarters of the group company and the managers, deputy managers and project managers of the branch companies on performance management knowledge, which provided ideological guidance for the performance appraisal. Due to the heavy construction tasks of the group company all the year round, some managers put most of their energy into the construction, lack knowledge accumulation and reserve in management, know little about performance management, have necessary misunderstandings, and even know nothing about terms such as performance management and performance appraisal. Therefore, it is necessary and effective to train managers on performance management knowledge. Third, in April of XX, the first quarter of XX was modeled within the scope of the group company.

Proposed assessment score. In order to ensure the smooth implementation of the performance appraisal work and test the problems existing in the Performance Appraisal Management Measures and indicators, the group company decided to conduct a simulation assessment for the middle-level and below managers of the headquarters of the group company, all the managers of the branch company and the technical personnel of the project department. In the process of simulated assessment, the head office management personnel are assessed by the direct superior according to the quarterly work plan of the subordinate, and all the staff in the branch are assessed according to the assessment indicators formulated by the group. The assessment procedure shall be conducted in accordance with the Administrative Measures for Performance Appraisal. In the process of simulation assessment, it is found that the assessment indicators of the project department are left behind. In the process of establishing indicators, only the normal construction state of the project department is considered, but the state of the project department when it entered the construction site but did not officially start construction is ignored, and there is a lack of assessment indicators for this state. After discovering this problem, the project department independently worked out the assessment index according to the actual work to solve it.

Since April, the performance appraisal of the whole group company has officially started. The assessment period of the construction project department is one month, and the assessment period of the managers below the middle level of the headquarters and the managers of the branches is one quarter. At the end of each assessment cycle, all departments, offices, branches and project departments should make assessment scores and complete performance interviews according to the specified time, which constitute the Evaluation Form of Staff Quarterly (Monthly) Assessment Results and the Performance Interview Record Form, and submit these two forms to the Human Resources Department of the Group Company within 7 days from the start of the next assessment cycle, which will review the assessment results. The assessment materials that do not meet the requirements are given necessary time to correct, and if they still do not meet the requirements after correction, the deputy manager in charge of performance appraisal of their unit is punished.

In July, as a member of the joint inspection team of the group company, he inspected the performance appraisal of each construction project department. Through the inspection, we have not only mastered the degree of performance appraisal achieved by the project department and the branch company, but also found some problems that have not been found in the submitted materials. In August, the human resources department once again formed a three-person team to go deep into each project department to learn more about the promotion and guidance measures of the branch to the performance appraisal of the project department, the understanding of the performance appraisal by the project department and the difficulties existing in the implementation of the performance appraisal by the project department. Through these two inspections, some knowledge of performance management has been added to the project manager, and some misunderstandings about performance appraisal have been eliminated. I learned from the conversation with the project manager that the project department will hold a regular meeting every day, at which the work of the project department members on the previous day will be summarized and the work of the day will be arranged. At work, I will always correct the problems existing in the work of project department members. This is equivalent to a performance interview every day. Moreover, the construction task of the project department is heavy, so it is difficult to take time out to make a formal performance interview and form an interview record. Therefore, since September, the requirement for performance interview of the project department has been cancelled. Since then, all departments and offices, branches and project departments have been able to finish the sorting and reporting of performance appraisal data in time. The performance appraisal work is carried out in an orderly manner.

Second, the main problems in performance appraisal

After XX years of operation, the performance appraisal of the group company has achieved necessary results.

First of all, performance appraisal makes employees clear their own work tasks and goals, avoids disorder and blindness in their work, and makes their daily behavior more directional.

Secondly, the consistency between employee behavior and enterprise goals is enhanced. The indicators of performance appraisal are formulated according to personal work plans and job descriptions, and personal work plans are generated under the guidance of the annual plans of the group and departmental work plans. Therefore, employees' daily work behaviors are more oriented to the company's business objectives.

Thirdly, employees' understanding and recognition of performance appraisal have increased. From the initial incomprehension, employees can basically realize the role of performance appraisal at this moment, and take the initiative to follow the established plan seriously.

Finish the work successfully, and gradually change the original attitude of "asking me to do it" and "waiting for it".

Finally, due to the shortening of the performance appraisal cycle, the payment of performance pay is more timely than before. Previously, the performance pay of group companies was paid annually, which greatly reduced the incentive effect of performance pay. Now it is paid monthly or quarterly, which makes the incentive more timely.

Performance appraisal is a highly technical and complicated job. According to the strategic requirements, the performance appraisal for XX years has basically solved the problems that the original performance salary has no obvious relationship with personal work performance and the performance appraisal does not test the working process. This year, although the relevant personnel have invested a lot of energy and tried to explore and practice, there are still many problems in performance appraisal. Specific table at the moment:

(A) understanding the mentality.

Although the performance appraisal work has been understood by employees, this understanding is more manifested as a passive understanding. Many people treat it as a task that has to be completed, and think it is a means for the group company to deduct everyone's salary, so there will be resistance in the process of implementation.

And artificially adjust the results of the assessment.

(2) Indicators

　 1。 The assessment index setting of the project department is too idealistic.

Among the personnel who participate in the formulation of indicators, there are few people who have actual construction experience in the project department. Therefore, in the formulation process, they often think about the ideal state and ignore many actual conditions in construction. For example, the timeliness of completion acceptance, settlement? And other indicators, from an idealized point of view, it is true that the assessment should be carried out in time after the completion of the project, but the actual situation is that some projects have not been accepted several years after completion, and the lack of acceptance is not caused by the construction party, so this assessment can not be implemented. By the time the project can be completed and accepted, the project department undertaking the construction task may have already been "unrecognizable", and it is basically based on the assessment, and finally this indicator can only be a mere formality.

　2。 Some indicators are not easy to operate.

In performance appraisal, it is difficult to obtain the data needed by some indicators and calculate accurate results; Some indicators are difficult to quantify, and qualitative scoring is subjective and arbitrary, so it is difficult to ensure the fairness and fairness of the assessment.

　3。 Insufficient coverage of assessment index selection

The selection of some job evaluation indicators does not cover their key business. Generally, only technical indicators are selected for the assessment of department managers or middle managers of branches, and the assessment of some management functions is not enough. The development of group companies must enhance the management potential of group companies, and the purpose of performance appraisal is also to improve and enhance the performance of individuals and groups. Therefore, we should comprehensively enhance the soft power of individuals and groups through performance appraisal.

　4。 The indicator explanation is not clear enough.

Indicator interpretation is a further explanation of the name of the indicator and plays a role in explaining the assessment data. However, some indicators have not played such a role. For example, the unclear interpretation of the output value indicators assessed by branch managers leads to inconsistent understanding and data inconsistency, which affects the progress of performance appraisal.

　5。 The drafting of target values and evaluation criteria of indicators is confusing.

The target value of some appraisees' assessment indicators is always 100%, and the evaluation criteria of indicators are also vague, which makes the evaluation lose clear criteria, and it is impossible to determine the degree of completion of the indicators and give the appraisees a convincing score.

(3) Scoring.

The score of performance appraisal should be in strict accordance with the predetermined calculation formula, and the direct superior or designated department should score according to the work performance of the assessed. However, in the course of one year's implementation, there are always some direct leaders who are subjective in scoring their subordinates. In the process of scoring, the calculation formula and index evaluation standard are completely ignored, and the score is only given according to the subjective decision of the individual or the relationship with the examinee. This practice completely deviates from the original intention of performance appraisal, the assessment scores deviate from the actual work performance, and the assessment results lose fairness and accuracy.

(D) Performance interview

Performance interview is an essential part of performance management and an important link of performance improvement. However, in the process of performance appraisal of group companies, all departments, branches and project departments have not paid enough attention to this work. Some are perfunctory, and some are not interviewed at all. The interview records are completely fabricated by watchmakers, and the interview materials of the two performance evaluations are basically the same except for the time, and the traces of copying are very obvious. This practice greatly reduces the role of performance appraisal.

(E) Promotion of performance appraisal

Some departments and branches lack plans in promoting performance appraisal. Performance appraisal is not the work of a department of human resources department, and it is not a job that only focuses on results, let alone a job that only needs to fill out forms. This work needs the participation of every appraiser and the examinee, and it is completed with cooperation. However, the current situation is that all departments and branches lack planning for performance appraisal, but only follow the requirements of the plan.

Make a form after the assessment period. As for whether the assessed person has really carried out the work according to the index item, and whether he has understood the meaning of the index, he doesn't think about it. I don't make an in-depth analysis of the problems in the assessment, let alone think about the measures to solve the problems. I only regard the performance assessment as a task that I need to complete, and I don't realize that it is a management method and means.

Third, the focus of performance appraisal in XX years

The performance appraisal of the new year is about to begin. On the premise of solving the above problems, the performance appraisal work in XX years should continue to explore and innovate to ensure that the performance appraisal work can thrive within the group company and become an important support to realize the strategic objectives of the group company.

(A) continuous training, so that performance appraisal internalized into the staff's ideology.

Employees' passive understanding of performance appraisal will weaken the performance appraisal work in the implementation process. Therefore, in XX, we should work hard to understand the change of mentality. Change passive understanding into active understanding. circannual

Performance appraisal allows employees to personally feel the changes brought about by the implementation of performance appraisal. Good work performance directly reflects the increase in performance pay at the moment, and there are many indirect benefits that are constantly reflected. Performance appraisal is one of the important items in the excellent selection of the company at the end of XX. Therefore, we should fully apply these practical cases to the training of performance appraisal, so that all employees can deepen their understanding of performance appraisal through these cases, accept performance appraisal in the depths of their own thoughts, internalize performance appraisal into their own ideology and externalize it into their daily work.

(B) Adjust indicators to make indicators more in line with actual work.

After a year's performance appraisal work, through continuous adjustment, the existing indicators have been getting closer and closer to the actual work, but there are still remaining indicators and lost indicators. In XX years, the proportion of managerial indicators should be increased in the performance appraisal indicators of managers, especially those above the middle level. And refine the index interpretation and calculation formula, try to reduce the fuzzy interpretation of qualitative scoring, so that the appraiser's scoring can be based on evidence, and the scoring is easier and more scientific. Improve the requirements for appraisers, urge and help them to improve the potential of formulating indicators, indicator evaluation standards and target values.

(C) strict inspection, so that performance interviews play a role.

Performance interviews must not be handled. Spot check and verify the reported performance interview records. If false performance interview records are found, the appraiser shall be punished to a certain extent, and participate in the performance interview of the department or the branch in the next assessment cycle to ensure that the performance interview is conducted around the work performance of the appraiser. Through the inspection, the performance interviews of all departments and branches can be carried out in a solid manner and truly become a powerful means to promote the continuous improvement of performance.

(D) Establish a system to urge all departments and branches to effectively promote performance appraisal.

The promotion of performance appraisal should be included in the annual appraisal of department heads and branch managers as a reference for their position promotion, and these requirements should be determined in the form of system. All departments and branches can't just write the performance appraisal promotion on paper, thinking that everything will be fine with the promotion plan. It is necessary to keep abreast of the performance appraisal work of all departments and branches according to the regulations of the system, and check whether they have taken corresponding measures according to the predetermined plan during the appraisal period; Whether the predetermined measures are adjusted in time when they are found to be invalid; Whether the adjustment has been summarized in time. If all departments and branches fail to carry out performance promotion in accordance with the system provisions, they should be corrected and punished in time.

(five) flexible arrangements, the implementation of the same position is not the same as the index of the assessment method.

In XX years, the project department was mainly assessed as a whole, which assessed the overall performance of the project department, and paid insufficient attention to individuals, failing to truly reflect the performance differences of people in the same position. In fact, in the same position in the project department, the differences in personnel quality and work potential exist objectively. Although the positions are the same, the specific work materials undertaken are not completely consistent, the technical complexity is different, and the responsibilities undertaken are also different. In the performance appraisal of XX years, it should be considered that the project department should also conduct the appraisal according to everyone's actual work data, so as to realize the unity of responsibilities and rights.

(six) put in place, make good use of performance appraisal results.

The results of performance appraisal are not single, but only linked to performance pay. In the performance appraisal management method, it has been clearly pointed out that the performance appraisal results are linked to the year-end award, various rewards and punishments, reserve talents adjustment, post adjustment, open competition, post promotion and personnel elimination. In the series of activities celebrating the 60th anniversary of the founding of XX Group Company, the results of performance appraisal became one aspect of the selection. In XX years, we should do a good job in all the work related to the results of performance appraisal. Through the application of the results of performance appraisal, we should give play to the incentive role of performance appraisal and stimulate the work intention, initiative and creativity of each employee. So as to improve the strategic execution of the whole group company.

The performance appraisal in XX years will be closely combined with the development strategy of the group company, and the strategic objectives will be decomposed and implemented, so as to track, record and evaluate the target status of each employee in a timely and accurate manner, ensure the consistency between personal work objectives and the strategic objectives of the group company, and bring strong support to the strategic implementation of the group company.

Pianji

Time flies, 20XX years will pass in an orderly busy, looking back on the past year, my heart is filled with emotion. Summary is a mirror. Through summary, we can objectively judge our achievements and lessons, strengths and weaknesses, difficulties and opportunities, clarify our thinking, define our goals, formulate measures, and bring reference and protection to our next work. Therefore, I make the following summary.

First, a review of the work in the past year, the completion of all the work. In the past year, with the full cooperation of employees in various departments, the performance appraisal has made great progress, which is inseparable from the instillation of performance concepts by company leaders in the early stage.

1, the word performance has become a topic of concern to employees, and performance appraisal is deeply rooted in the hearts of the people to some extent and has been understood and supported by the majority of employees. Employees in all departments have benefited from the performance appraisal, which makes everyone participate attentively and make progress together.

2. Employee performance appraisal has been carried out in an all-round way from the quality assessment, output assessment, execution assessment and cost assessment of front-line employees to the work data assessment of management (timing) employees and achieved necessary results, which mobilized employees' work intentions and enthusiasm. The assessment data of workshop employees are extracted by the day, such as the inspection records of finished products in final assembly.

3. With the cooperation of the factory director and the quality supervisor, the assessment data was timely and accurate, which contributed to the accuracy and effectiveness of the employee assessment results.

Second, the mistakes and problems that the work objectives have not been achieved. Looking at the whole XX year, there are still some deficiencies and shortcomings in the assessment work.

1, some assessment rules were not revised in time, which was divorced from the objective reality, resulting in the unreasonable situation of individual departments' assessment that contradicted the real situation. (For example, in the output assessment of the slab workshop, the production tasks of the employees in the slab workshop are assigned by the squad leader, which makes it difficult to determine the output index in the assessment process, resulting in individual unreasonable situations. )

2. The quality of individual employees is low, and they can't bring the assessment data accurately on time. Some employees can't understand the negative performance reflected by the assessment. We should increase the explanation of the assessment concept so that employees can truly understand and understand our assessment concept.

3. Some employees in this department are repelled by the assessment, and they don't give careful cooperation to bring the assessment data, which makes the work unable to be carried out effectively.

Iii. Work plan and arrangement for the next year. The purpose of the summary is to better plan and arrange the work plan for next year.

1, clarify the working ideas, and continue to move forward along the established working target direction and track in the next year to avoid bumping into it like a headless fly, which will deviate from the assessment purpose and go further and further.

2. Find solutions to the problems encountered in this year's assessment work, such as the uneven average performance of various departments. In view of this, we should gradually introduce departmental performance in the next year and further correct the performance results of different departments; In addition, the workshop batch and output assessment are still unreasonable, so specific corrective measures should be taken in view of the abnormal situation, such as the situation that the number of overdue batches is too large, and the reasons should be analyzed and reasonable additional provisions should be made. Other problems should also work out corresponding solutions.

3, strengthen the implementation of performance appraisal personnel, do everything from reality, speak according to the facts according to the data, and come up with performance results that accurately reflect the working conditions of employees.

4. Carefully formulate the assessment work plan for XX years, eliminate the blind spots in previous assessments, and ensure that every employee is included in the assessment work and conduct reasonable performance management.

The new year means new opportunities and new challenges. We have decided to make persistent efforts on the existing basis, by going up one flight of stairs, and strive to open up a new situation in our work.

Tizo

According to the spirit of the document "Opinions on Arrangement of Joint Performance Appraisal and Cadres' Performance Appraisal", in order to correctly evaluate the performance of cadres and workers in our bureau, strictly stipulate rewards and punishments, and encourage cadres to do their duty on the job and start their own businesses, combined with the actual situation, the implementation plan of performance appraisal of cadres and workers in our bureau has been formulated by the leading group of the bureau. The annual assessment status of our bureau is summarized as follows:

First, strengthen leadership and fully mobilize. In order to carry out the performance appraisal work of our bureau, the party group of the bureau attached great importance to it, held several party group meetings, carefully studied the Arrangement Opinions on Joint Performance Appraisal and Performance Appraisal of Cadres, and combined with the spirit of the document Notice on the Construction of Annual Responsibility System for Cadres of Party and Government Organs, formulated the Implementation Plan for the Performance Appraisal of Cadres and Workers of Bureau Organs, which was personally grasped and managed by the top leaders of the bureau. Through the convening of the general meeting, three requirements were clearly put forward: first, the democratic achievements of the bureau organs accounted for 30%, the grassroots democratic appraisal accounted for 30%, and the leadership appraisal accounted for 40%; The second is to evaluate the performance of departments and select two excellent departments; Third, after the selection, outstanding civil servants and advanced departments should be commended, and the comrades who rank lower should be admonished.

Second, set standards and highlight performance. In order to further encourage cadres to do their duty on the job and start their own businesses, the evaluation scores of morality, ability and performance were revised on the basis of the quantitative evaluation standards, reaching 24 points, 24 points and 28 points respectively, paying more attention to performance evaluation, and putting forward five aspects, ten materials and 27 specific standards.

Third, standardize procedures and score scientifically. Strict assessment procedures, taking summary debriefing, democratic appraisal (divided into two materials, appraisal of government cadres and workers and appraisal of grass-roots units), research on the masses of leading bodies, etc., and putting forward clear requirements for all links: First, summary debriefing: the person in charge of the department should summarize debriefing on behalf of the department according to the responsibilities of the department and the work objectives and tasks at the beginning of the year. Each cadre should make a personal summary according to the job responsibilities and the work objectives set at the beginning of the year. Department heads and every cadre report on their work in the overall situation and the scope of grassroots service objects; Second, democratic appraisal: democratic appraisal is scored according to the Bureau Performance Appraisal Standard. The appraisal of cadres and workers accounts for 30% of the performance appraisal; The evaluation of grass-roots units accounts for 30% of performance appraisal. And make specific provisions: if the appraiser fails to score according to the standard, the score will not be included in the democratic appraisal score; Third, the assessment of leading bodies: comprehensive quarterly, semi-annual and year-end evaluation opinions, democratic appraisal status of organs and grass-roots units, and the masses of leading bodies of the bureau study and decide the assessment results. In the department performance appraisal, the department performance is finally determined by combining the comprehensive performance of department members with the comprehensive evaluation of competent leaders.

Fourth, evaluate the combination, reward the excellent and promote the poor. A democratic appraisal meeting on the performance appraisal of cadres in Beichen District Safety Supervision Bureau was held, with the participation of global cadres, three workers and representatives of towns and streets. Each cadre of the Bureau made a personal summary one by one according to his post responsibilities and the work objectives set at the beginning of the year, and reported on his work in the overall situation. On the spot, 28 copies of the Democratic Appraisal Form on the Performance Appraisal of Bureau Cadres were issued, and the global cadres, workers and grass-roots representatives conducted democratic appraisal and scoring on the spot. After the democratic appraisal, 28 copies were recovered. Combined with the democratic appraisal, the leading group of the bureau held a meeting. According to the democratic situation and daily performance, two comrades were finally determined as outstanding civil servants of the bureau, other cadres were competent and three workers were qualified. For the comrades who rank lower, the members of the bureau's leading group have separately admonished and talked, and put forward the shortcomings and rectification opinions.