Relative evaluation method is to determine a benchmark in a group, compare the individuals in the group with the benchmark, and then evaluate their relative position in the group. The following summarizes the commonly used performance appraisal methods and their advantages and disadvantages, hoping to help you.

First, the relative evaluation method

The evaluation with standard score actually shows the position of the inspected object in the whole, so this evaluation is a relative evaluation. For example, the evaluation of the school's unified examination results is usually based on the average level of the unified examination in the city (county) where the school is located, and the status of the school's achievements in a city (county) is judged.

Advantages:

Strong adaptability and wide application, no matter what the situation of this group is, it can be compared to judge the relative position of individuals in the group;

Use the evaluation standard based on the evaluation object group to find their individual differences, so as to make a more objective, fair and accurate judgment on the evaluated individuals;

It is beneficial to stimulate the competitive consciousness of the evaluation object.

Disadvantages:

The outstanding people who are selected are not necessarily high-level and high-quality, and those who are not selected are not necessarily low-level and low-quality, so it is easy to lower the objective standards;

The evaluation results only reflect the relative position of the evaluation object within a certain range, not necessarily their actual level;

It is easy to ignore the completion of educational goals;

It is easy to lead to fierce and endless competition and dampen the enthusiasm of some people.

Specific way:

(1) sequence comparison method

Sequential comparison method is a method to rank and evaluate employee performance. Before the evaluation, we must first determine the evaluation module, but we are not sure about the working standards to be achieved. All employees in the same position are compared in the same evaluation module. According to their working conditions, those with good jobs rank first and those with poor jobs rank last. Finally, add up the ranking figures of several modules of each employee, which is the assessment result of the employee. The smaller the total, the better the performance appraisal results.

(2) Relative comparison method

The relative comparison method is to compare employees with each other, and any two employees make a comparison. After comparing the two employees, the relatively good employee scored "1" and the relatively poor employee scored "0". After all the employees compare with each other, add up everyone's scores. The higher the total score, the better the performance appraisal results.

(3) Forced proportional method

Compulsory proportion method refers to the method of classifying candidates into several categories (best, better, medium, poor and worst) according to their performance.

Second, the absolute evaluation method

Absolute evaluation method is to determine a standard outside the evaluation object set, and compare the evaluation object with the objective standard to determine the absolute position of the evaluation object to reach the target benchmark. For example, the standard of teaching evaluation is generally teaching plan and syllabus, and the specific evaluation indicators established from it.

Advantages: Its criteria are objective. If the evaluation is accurate, then after the evaluation, each appraisee can be clear about the gap between himself and the objective standard, which is conducive to carrying forward the advantages and overcoming the disadvantages. At the same time, the use of absolute evaluation method can directly identify the completion of various educational goals and clarify the focus of future work.

Disadvantages: its objective criteria are difficult to be objective, and it is easy to be influenced by the evaluator's educational value orientation and experience when formulating and mastering evaluation criteria. Due to the lack of horizontal comparison, the evaluation object is easy to satisfy itself, which is not conducive to the formation of competitive atmosphere. In the implementation of absolute evaluation, specific standards are not easy to be recognized and grasped, or are influenced by human factors. In practical application, they are often used together with other evaluation methods.

Specific way:

(1) management by objectives

Management by objectives is a performance appraisal method that decomposes the overall objectives of an organization into individual objectives step by step, and finally evaluates the performance according to the completion of the work objectives by the assessed. Before the work begins, the appraiser and the appraisee should reach an agreement on the content, time limit and evaluation standard of the work to be completed. At the end of the period, the appraiser will make an appraisal according to the appraiser's work and the original appraisal standard.

(2) Key Performance Indicator Method

Based on the annual target of the enterprise, the key performance indicator method determines the key quantitative indicators reflecting the comprehensive performance of enterprises, departments and employees in a certain period by analyzing the performance characteristics of employees, and conducts performance appraisal on this basis.

(3) Grade evaluation method

According to the job analysis, the grading method divides the job content of the evaluated post into several independent modules, and in each module, the work standards required to complete the work of the module are described in clear language. At the same time, the standard is divided into "excellent, good, qualified, unqualified" and other grade options, and the evaluator evaluates the completion of each module according to the evaluator's actual work performance. The total score is the employee's assessment score.

(4) Balanced Scorecard

The balanced scorecard evaluates the enterprise from four angles: finance, customers, internal business processes, learning and growth, and gives different weights to each index according to the strategic requirements, so as to realize the comprehensive evaluation of the enterprise, enable managers to grasp and control the enterprise as a whole, and finally realize the strategic objectives of the enterprise.

Third, the description method

Descriptive methods can describe or assume the changes of related factors of enterprise organization in a certain period in the future. Predict and plan the future demand of human resources from description, hypothesis, analysis and synthesis. But this method is difficult to make long-term prediction, because the longer the time span, the more difficult it is to describe and assume various uncertain factors of environmental change.

The first stage of descriptive method is to carefully select standard work. The first step is to divide the work into 5~6 basic factors by scoring method, and then decompose these factors into sub-factors one by one, as shown in the following table:

In order to evaluate each position conveniently, the method divides these factors into four grades (average, good, excellent and excellent). The evaluation team scored all the standard jobs according to these four grades, which is equivalent to describing each job. This provides a preliminary level of standard work. Through this process, the definitions of factors and grades are gradually determined. Then, give weight to the evaluation factors. For the first time, the paired comparison method was used to arrange posts to complete this kind of work. In a sense, this method is a simplification of the scoring method of determining quantity by ratio comparison.

Features: The main feature of the description method is to score with simple factors, emphasizing the importance of full participation of employee representatives at each stage, which greatly mobilized the enthusiasm and participation consciousness of employees.

Specific way:

(1) all-angle evaluation method

All-angle assessment method (360 assessment method) is an assessment method for superiors, colleagues, subordinates, themselves and customers to assess the assessed. Through this multi-dimensional evaluation, combined with the opinions of different evaluators, a comprehensive and fair evaluation can be obtained.

(2) Important event method

Important events refer to "important events" collected by appraisers at ordinary times. The "important events" here refer to those events that will have a positive or negative impact on the overall performance of the department. These performances should be recorded in writing. According to these written records, the appraisal results will be formed finally.

Quantitative performance management method is to scientifically process data, timely and accurately assess and coordinate the implementation of income, ability and distribution relations in different periods and under different working conditions.

Fourth, the target performance appraisal method

Target performance appraisal is a process of decomposing the overall goal and implementing the responsibility from top to bottom. Accordingly, performance appraisal should also be subject to the completion of the overall goal and sub-goals. Therefore, as the KPI assessment of departments and positions, we should also start from the standpoint that departments support the whole company and employees support departments. At the same time, the leaders of companies and departments should also be responsible for the performance appraisal of their subordinates, and they should not shirk their responsibilities to their subordinates. Performance appraisal distinguishes between departmental assessment indicators and individual assessment indicators, and can also ensure that superiors can actively care for and guide subordinates to complete tasks from the mechanism.

SMART principle of evaluation index

S: (concrete)-clear and concrete, with clear and definite indicators, so that the evaluator and the evaluated can accurately understand the objectives;

M: (measurable)-quantifiable. An enterprise should quantify the boss, enterprise and organizational structure. Goals and assessment indicators should be quantified, and the words "relatively good" and "not bad" cannot be quantified, which will lead to the ambiguity of standards and must be digitized. Without numerical indicators, it is impossible to assess at will, and it is easy to make mistakes when assessing;

A: (Achievable)-Achievable. Goals and assessment indicators must be achieved through hard work, neither too high nor too low. For example, the sales manager's assessment showed that the sales revenue last year was 20 million, and the demand this year was 65.438+0.5 billion, and no support was given. This is an indicator that is completely out of reach. The target value of indicators should be set according to personal situation, post situation and past history;

R: (correlation)-seeking truth from facts, not assuming. The definition of reality is having existing resources, which is objective and true;

T: (limited time)-limited time. Goals and indicators must have a time limit and be completed within the specified time. We'll see the result then. If you ask for 20 million sales, it is meaningless to ask for it. It is meaningful to know how long it will take to complete the sales of 20 million yuan.

General index

Sales (sales revenue) production cost (defective rate, product cost, production personnel output value, production cost reduction rate)

Procurement cost (raw material cost, equipment cost, procurement cost)

Management cost (operating cost saving rate)

Marketing cost (cost-to-sales ratio)

Personnel compensation cost (talent achievement rate, talent training rate, job saturation, wage-benefit ratio)

Tax cost (tax saving rate, tax sales rate)

Construction of business model (quantification, standardization and materialization of business model)

Production system construction (formulation, promulgation, training, implementation and revision of production technology and standards)

Organization system construction (formulation, promulgation, training, implementation, revision and evaluation of organization system scheme)

Business system construction (formulation, promulgation, training, implementation and revision of business processes)

Financial system construction (formulation, promulgation, training, implementation and revision of financial processes and rules and regulations) Process system construction (formulation, promulgation, training, implementation and revision of operational processes)

Characteristics of performance evaluation methods

Throughout the enterprise's various performance appraisal methods (or performance salary distribution scheme, etc.). ), can be summarized as the following eight characteristics:

(1) Tight-fitting type: performance appraisal and bonus distribution are highly integrated in one scheme, and it is difficult to separate them;

(2) Relationship specificity: one indicator has one share of money, and multiple indicators have multiple shares of money;

(3) light plan karyotype re-examination: when the index is issued, the estimated composition is too large or even "slapping the head", and the assessment is imposing and stressful;

(4) Strong business and weak functions: the assessment scheme is mainly aimed at sales, production and other business departments, and the functional departments are often formalized;

(5) Business-oriented indicators: indicators focus on sales, cost, output value and other business categories, while management indicators are less difficult to quantify;

(6) Paradox of index quantification: to quantify the index as much as possible for scientific fairness, but it tends to be simple and feasible due to the complexity of quantification;

(7) Recalculation over analysis: Many performance appraisal schemes are aimed at calculating bonuses, but there is no analysis of the problems;

(8) Lack of diversification of incentives: the application of assessment results is single, and various incentives such as training, promotion and welfare have little to do with assessment;

Among them, the karyotype of light plan reexamination, strong business and weak function, index business and index quantification paradox are reflected in the technical level of performance management; The diversity of close embrace, single-minded relationship, over-calculation and analysis, and lack of motivation reflects the problem of management orientation.

Performance technology is an educational technology in universities, which focuses on improving the quality of teaching and learning. Therefore, performance appraisal must be linked to the economic benefits at work.

Performance appraisal scoring method

There are five scoring methods of commonly used assessment indicators: grade difference method, subtraction method, ratio method, either-or method and explanation method.

1, layer difference method

The grading method is to divide the assessment results into several grades, and the score corresponding to the actual implementation results is the assessment score.

For example, the recruitment cycle = the time from the employer's application for confirmation to the employee's arrival.

If the set minimum completion time is 30 days, the estimated completion time is 25 days. The weight of recruitment cycle indicator in appraisal is 15%, that is, 15 points. Hypothetical scoring methods can be divided into three types:

A, completed within 25 days, 15 points;

B, 25 ~ 30 days to complete, 10;

C, 30 days after completion, 0 point;

Step 2 subtract

Deduction method is a method of deducting standard points without adding points. In the process of index implementation, if there is any abnormality, points will be deducted according to certain standards, and if there is no abnormality, the score will be full.

3. Ratio method

The ratio method is to divide the actual completion value of the indicator by the planned value (or standard value), calculate the percentage, and then multiply it by the weight score of the indicator to get the actual assessment score of the indicator.

Calculation formula: A/B* 100%* corresponding score. (A is the actual completion value, and B is the planned value or standard value)

For example, HR department recruitment plan completion rate = actual number of recruits/planned number of recruits.

If the recruitment plan completion rate accounts for 20% of this quarter's weight, that is, 20 points, the score is: recruitment plan completion rate *20.

4. Either this or that.

An either-or approach means that there are only a few possibilities for the result, and there is no intermediate state.

For example, the information department is responsible for the achievement rate of the company-level process release plan.

If the weight of the quarterly indicator is 10%, that is, 10 points, because there are not many processes in each department, there may be only eight processes in the human resources department and only seven in the finance department, so the number of processes completed by the information department in each quarter is not very high, so the minimum requirement of this indicator is 100%. There are only two results in the calculation, 65433.

If it is 100% completed, score 10;

100% unfinished, 0 point;

Step 5 explain

Interpretation method: the above method cannot be used in assessment. The explanation method mainly needs to explain several possible situations of performance appraisal results and set the corresponding scoring method for each situation.

For example, employee satisfaction survey and analysis indicators can be scored by explanation. If the index is 20% of a position, the four scores are: 2, 8, 4, 6; Six bosses rated the four items respectively, and the final score was the sum of the four items scored by six bosses.

Expanding Relevance: A Common Method of Performance Evaluation

Performance appraisal is one of the common means of modern human resource management, but many enterprises often have many problems in the process of performance appraisal, such as unclear responsibilities, mutual shirking, unfair appraisal results not being recognized, too much water in the appraisal and so on. There are many reasons for the problems in performance appraisal, such as: adopting the wrong appraisal method, not subdividing the work in advance, and not setting posts and responsibilities; The performance appraisal method adopts negative incentives, which makes employees complain about their performance; Lack of strategic human resource management makes performance appraisal unable to be linked with the actual situation of the company ... The following analyzes several performance appraisal methods and their influences from the perspective of human resources. Each has its own advantages and disadvantages, and each has its own emphasis. I want to share it with you, hoping to help the performance appraisal of enterprises.

1, "PDCA closed loop" assessment method

The so-called PDCA, that is, planning, implementation, inspection and action, was first put forward by American quality management expert Deming. No matter what kind of work is inseparable from PDCA cycle, every work needs to go through four stages: planning, implementation, inspection, adjustment and continuous improvement. For human resource managers, this is an effective tool to control the management process and evaluate the quality and performance of work. At present, it has been successfully applied to some enterprise management software.

The most effective application of PDCA is Besson tita. For example, in the upcoming Norte Centrita. Com, based on tita. Com platform, business leaders or department heads initiate performance appraisal activities under the department, and employees create appraisal objects after receiving performance notices. At the same time, you can get through tita. Com all work plans and project tasks, import all planned and unplanned daily project tasks with one click, synchronize all work status and evaluation results, and feed them back to the employee appraisal form most intuitively. Through flexible assessment process configuration, employees can easily complete the self-assessment link, and superior leaders can intuitively give comprehensive scores according to the daily execution process and task results, and finally summarize and generate an employee assessment result.

Titaberson puts more emphasis on the performance process through PDCA closed loop and com, and the reporting relationship between superiors and subordinates can be communicated in real time, and a planned task can be fed back in time, so as to really improve the performance in every specific work. The advantages of this performance management are: first, the formation of incentive mechanism; Second, effective management; The third is to clarify the task; The fourth is to achieve self-management.

2.360-degree performance feedback method

360-degree assessment method, also known as all-round assessment method, was first put forward and put into practice by Intel Corporation. This method refers to the evaluation of employees' performance through feedback from different subjects such as employees' supervisors, colleagues, subordinates, customers and employees themselves. 360-degree assessment has its own advantages. First, it breaks the traditional examination system of superior to subordinate, which can avoid the phenomena such as halo effect, intermediate trend, tightness, personal prejudice and blind spot that are very easy to appear in traditional examination. Second, it reflects different opinions of different appraisers on the same appraiser, and more comprehensive feedback information is helpful to improve appraisers' abilities in many aspects. The third is a way for employees to participate in management. However, almost perfect tools often have fatal shortcomings: first, they become a way for some employees to vent their personal anger. Some employees do not face up to the criticisms and suggestions of superiors and colleagues, turn work problems into personal emotions, and use the opportunity of assessment to "express personal grievances". Second, the assessment and training work is difficult. The organization should train all employees in the assessment system, because all employees are both examiners and examinees. Surgery is also difficult and risky.

3, key performance indicators assessment methods

Key performance indicators (KPI) are the decisive factors to complete a task and be competent for a post. It is a measure based on job responsibilities and closely related to employees' work tasks, which reflects the focus of each job. During the assessment, select 3-5 important indicators closely related to employees' current work from the assessment indicators of each position, and take this as the standard to assess employees' performance. When used alone, key indicators measure the ability and quality of employees, not their job performance, and can also play a certain role in comprehensive evaluation, which is suitable for annual or phased evaluation of employees' ability and quality, but not for short-term goal realization.

Operation difficulty index: risk index:

4. Deloitte assessment method

This is a traditional performance evaluation method in China and a typical fuzzy evaluation. Most state-owned enterprises and government agencies use this assessment tool. This assessment tool is comprehensive, not only assessing performance, but also "Deloitte" accounts for a very large part. The biggest problem with the assessment method of "virtue and diligence" is that human factors account for a large proportion and are subjective. Sometimes the assessment scores of "good people" and "mediocre people" will be very high, and the assessment results are out of touch with the actual performance. As an evaluation tool, it has the highest risk.

As can be seen from the above analysis, each performance appraisal method has its own shortcomings and limitations, and the applicable company types and scales are also different. In addition, different cultural backgrounds also affect its effectiveness. For enterprises, there is no need to deliberately pursue or deliberately imitate the performance tools of those advanced enterprises in the world. The key is to thoroughly understand the management reality of the enterprise itself and choose the most suitable performance management tool-the most effective one!

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