Job Responsibilities of Human Resources Manager Performance Appraisal Dimensions

The correct division of the responsibilities of the organizer, the appraisal subject, the appraisal object and other parties in the performance appraisal plays a pivotal role in promoting the development of performance appraisal and shaping the performance appraisal culture, and the vague responsibility positioning will inevitably lead to the shirking of responsibility in the performance appraisal.

Performance appraisal is a top-down management control activity involving all employees, the appraisal relationship should be consistent with the management level, and the main body of the assessment should be the line manager of the employee, because the line manager is the setter of the employee's position, the formulator of work standards and indicators, and the guide of work implementation, and they have the most say in the performance of subordinate employees. In the process of assessment implementation, the human resources department is the organizer of the activity, responsible for the scientific and practical assessment system and assessment technology, and provides technical guidance to the assessment executors at all levels, but does not directly assess the employees.

In the setting of the organizational structure and functional division of performance appraisal, enterprises should give full play to the responsibilities and powers of their positions to the limit, and the general practice is like this.

1. General manager: approve the performance appraisal plan, propose amendments to the appraisal plan, and re-approve the revised appraisal plan. Implement the appraisal of the functional department manager, guide and review the performance appraisal of the director of the management office by the appraisal team.

Convene relevant employees for performance interviews, analyze work deficiencies, and propose improvement measures.

2. Human resources manager or assessment manager: design the performance appraisal plan, conduct assessment technical training for employees, and follow up and provide technical guidance. Evaluate the performance appraisal operation effect and improve the performance appraisal plan.

Conduct work guidance and assessment for direct subordinates, and put forward suggestions for improvement of the work.

3. Performance appraisal specialist of the human resources department: statistically summarize the assessment results of the management staff, collect employees' suggestions for performance appraisal, and be responsible for the interface with the finance department in the performance appraisal.

Fourth, the assessment executor: to guide the work of the assessee, to assist them in setting work objectives and implementing the assessment. Suggestions for improvement of the work of the assessee.

5. Assessee: Formulate assessment plans and assessment standards, complete the planned work as required, and make adjustments and improvements according to the assessment results and feedback.

6. Cashier of the Finance Department: According to the performance data submitted by the Human Resources Department, the performance salary shall be calculated and paid according to the provisions of the system.

Hello, the core performance description of the human resources position can refer to the following: Department KPI index assessment (P): The difficulty coefficient of the department's performance appraisal itself is high, and the design of the KPI index is not very in place, so only part of the data is collected this time, which can only reflect part of the work of the department from the side, and cannot fully reflect the performance of a department for the time being, so the collection of the department's KPI 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 KPIs. Post work objective assessment IP): each department in the company's overall goal decomposition on the basis of the decomposition of the departmental objectives, into the employee's personal job objectives, at the beginning of each month the department manager to help employees develop the employee's personal work objectives, at the end of the month on the achievement of the employee's work objectives for the assessment, from the three-month slag pure IP assessment test, each functional department has effectively promoted the achievement of the employee's personal work goals through this assessment, effectively transmitted the department's work pressure, It improves work efficiency, and at the same time drives the company's work objectives and plan management, so this part of the assessment is basically effective.

Employee work ability assessment (CP): The CP assessment of functional managers is carried out from multiple perspectives (such as superiors, subordinates, and internal customers) from multiple dimensions (such as goals, guidance, communication, support for superiors, and support for line departments).

The assessment of employees in the functional department is also multi-dimensional (work ability, cooperation and communication ability, support and cooperation with the boss, personal learning and self-development ability), and the use of the direct assessment method of the boss, from the final data collection results reflect, the functional department CP assessment more objectively reflects the ability level of the employee, this part of the assessment is effective. Employee work attitude evaluation (AT): The employee's work attitude is the employee's daily work performance and behavior.

This kind of behavior and performance in our company is mainly reflected in the degree of employee commitment to work, this part of the assessment data mainly comes from the overtime hours of employees, so this part of the assessment data can very accurately reflect a person's work attitude, that is, his commitment to work. The AT assessment is also valid.

The KPIs for HR managers are: recruitment, training, employee relations, compensation, and appraisal.

1. Recruitment: complete the recruitment plan on time, the background investigation of new employees is error-free, and the application materials are kept well.

Because the recruitment expenses are temporarily submitted to the boss for approval, they are not included in the KPI.

2. Training: training satisfaction rate, training records and file keeping, and teaching hours.

3. Employee relations: complete and accurate personnel files, timely establishment and update of personnel information, accurate data of various human resources reports (and accompanying attendance management), error-free handling of resignation and transfer procedures, timely and accurate handling of social security, error-free handling of various welfare measures in place, and error-free signing of labor contracts (including renewal).

4. Salary: There is no error in the grading and adjustment of salary level, and there is no error in the maintenance of the salary system.

Because the salary level is determined by each first-level department, and the opinions of the salary department are only for the reference of each vice president, the labor cost control items are not included in the KPI.

5. Assessment: 100% complete the performance tracking of all first-level departments, organize all first-level departments to complete the evaluation of all employees, supervise the code of conduct of employees, deal with employee complaints in a timely manner, renew the labor contract without errors, and reasonably organize the employee salary adjustment examination.

Responsibilities and powers of the Human Resources Department and the responsibilities of the Human Resources Manager.

Guiding words: Individual heroism has a rare market in today's companies, and the team spirit of understanding, tolerance and cooperation is increasingly embodying a powerful force. The following are the responsibilities, powers and responsibilities of the HR manager that I have brought to you, I hope it will be helpful to you.

1. Responsibilities of the Human Resources Department:

1. Formulate human resource planning, formulate enterprise staffing, prepare human resource expenditure budget, and carry out cost control;

2. Formulate, revise, repeal, issue and explain the human resource management system, and divide the responsibilities and powers of each department;

3. Solve and deal with personnel problems and coordinate personnel relations;

4. Responsible for the collection, archiving, statistical analysis and signing of labor contracts of personnel files;

5. Responsible for the design of organizational structure and the preparation of job description;

6. Personnel recruitment and recruitment, employee promotion and dismissal management;

7. Formulate the salary system, study and improve the salary management system, and adjust the salary;

8. Employee performance appraisal, employee leave and service management;

9. Employee training and development and labor relations management;

10. Career planning and management of employees.

2. Powers of the Human Resources Department:

1. Participate in the formulation of enterprise human resources strategic planning;

2. Punish departments and individuals who violate the human resource management system;

3. Advise on the transfer, appointment and dismissal of employees;

4. Implement appraisal, rewards and punishments for the performance of employees in various departments;

5. Suggestions on the appointment and dismissal of managers at all levels;

6. Appointment and dismissal of employees within the department'Suggestion;

7. Coordination of departmental work and mediation of labor disputes;

8. Dismissal of employees.

3. Job responsibilities of the manager of the human resources department:

1. Organize and formulate long-term planning, medium-term planning and annual plans for the company's human resources development;

2. Formulate policies and policies for human resource management such as recruitment, assessment, promotion, rewards and punishments, professional titles and technical registration and evaluation;

3. Plan and review the cost of human resource management;

4. Coordinate and guide the talent recruitment, employee training, performance evaluation, salary and benefits of various employment departments;

5. Deal with major personnel problems in the company's management process in a timely manner, organize regular evaluations, and recommend outstanding talents to leaders;

6. Coordinate and handle labor relations.