(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.
(4) Observation method
Absolute evaluation method:
(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.
Description method:
(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.
Target evaluation 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 indicators, so that both 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 shows that the sales revenue in the previous year was 20 million, and the demand in the next year was 65.438+0.5 billion, so 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 be time-limited, and must 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.
How to set goals
Target performance comes from the decomposition of business objectives, that is, the index design method of decomposing business objectives into various departments and related personnel in order to complete the strategy.
From the management point of view, the goal is a slightly higher requirement than the actual ability range, that is, the kind of "jumping and reaching". "Eyes" are what the eyes can see, want and want. This is a dream. "Standard" means scale. Goals are goals with scales, and dreams without scales are called fantasies, fantasies and whimsy.
The goal is not blown out of thin air, is not fictional, nor is it conceived behind closed doors, but is created by the whole enterprise with one heart and one mind, with detailed data, approval, completion cycle, passion and accurate budget and plan.
After the goal is determined, the enterprise must find ways to turn it into everyone's dream and let every employee agree with it. Only employees and the company have the same beliefs can employees develop in a company for a long time.
The index obtained by target decomposition is the most important and necessary work for each post and everyone. The target indicators of personnel at all levels are decomposed layer by layer. Performance appraisal must be top-down, and the chairman and general manager should set an example. It is impossible to form an enterprise assessment culture simply through the assessment of ordinary employees.
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)