How to do a good job in enterprise performance appraisal and formulate an appraisal system

Employee performance appraisal.

Performance appraisal form.

Employee's name. Position.

Department. Evaluation intervals. Year. Month.

Year. Month. Evaluation scale and score.

Excellent (10 points).

Good (8 points).

Fair (6 points).

Poor (4 points).

Extremely poor (2 points).

Evaluate the project. Standards & Requirements.

Score. Weight.

Self. Score.

Direct ratings. Manager Rating.

Managing director. Score.

this column. Average score.

Work performance. 1.Work goal achievement (per capita production capacity target, management target) 2Production safety management effect (safety status of human-machine environmental law) 3Related Technologies: Quality control or improvement.

4.The stability of the team, the smooth running of the work, and the discipline of the subordinates.

Management, ISO enforcement, and system implementation.

Job skills. 1.Business knowledge and skills, management decision-making ability.

2.Ability to organize and lead.

3.Ability to communicate and coordinate.

4.The ability to pioneer and innovate.

5.Ability to execute and follow-up.

Quality of work. 1.Work hard and do your best to achieve the task.

2.I work hard and I do my job very well.

3.Strong sense of responsibility, able to work automatically and spontaneously, and play an exemplary role.

4.Professional ethics and conduct, pay attention to personal behavior, and maintain the company's image.

5.A sense of responsibility and dedication to the company.

Work attitude. 1.Obey the work arrangement, be diligent and sincere, 2Unity and cooperation, team spirit.

3.Punctuality, pragmatism, initiative and positivity.

4.No waste of time, no fear of hard work, no complaints.

5.Work spirit: whether optimistic and enterprising.

Signature of the evaluator.

I: Directly under me:

Manager: General Manager:

Evaluate the score. Average score of 4 for work performance + average score for work skills 2 + quality of work 2 + attitude towards work 2=

Divide. Attendance, rewards and punishments.

Information provided by personnel).

Attendance: Late arrival, early departure.

Absenteeism. Day 4 personal leave.

days sick leave. Talent...Penalty: Fine, Warning.

Time 1 minor pass.

The second 3 major excesses. 9 points.

Reward: Praise.

Time 1 small work.

3 major achievements. 9 points.

Score. Evaluate the score. Divide.

Divide. Divide. Divide. Divide.

Levels. A level (above standard or up to standard Excellent or Good): 90 100 points;

Grade B (basically up to the standard requirements Average): 80 89 points;

Grade C (close to the standard requirements or almost passed): 70 79 points;

Grade D (well below the required standard deviation and needs to be improved): 69 points or less.

Develop effective performance appraisal methods as follows:

1. Clarify the purpose of performance managementSome enterprises equate performance appraisal with performance management, performance management refers to the continuous cycle of all employees to participate in the formulation of performance plans, performance coaching, performance appraisal, performance interviews, and performance improvement in order to achieve the strategic goals of the enterprise, and performance appraisal is only one of the links in performance management.

2. Job descriptionThe organizational structure of the enterprise is the main body of the operation of the enterprise, and it is the carrier and foundation of the operation of the enterprise. After the enterprise determines the organizational structure, it needs to set up the corresponding positions, and clarify the job responsibilities, competency conditions, and corresponding system processes of each position.

3. The main contents of the performance plan include: the work essentials of the position in this performance cycle;Expected objectives of the results of the work;Difficulties and obstacles that may be encountered in the process of achieving the goal;The authority and resources available to each post in completing the work;The support and assistance that the organization can provide to its employees, as well as the way they communicate, etc. The performance plan must be broken down to the department head, each employee, and must be agreed up.

4. Performance coachingPerformance coaching is the most time-consuming part of performance management, but it is also the most neglected link in performance management. The purpose of performance coaching is to help employees meet performance goals and increase revenue. Whether employees can achieve their performance goals depends on the quality of performance coaching.

As a leader, it is incumbent upon you to coach the performance of your subordinates.

Developing an effective performance review requires the following steps:

1.Determine the purpose and objectives of the performance appraisal: Clarify the goals and objectives of the performance appraisal, such as motivating employees, improving performance, identifying high-performing employees, identifying and solving problems, etc. This helps to clarify the direction and expectations of the performance appraisal.

2.Set clear performance indicators: Performance indicators should be measurable, actionable, and verifiable in line with the employee's job responsibilities and the organization's goals.

Performance indicators can include both qualitative and quantitative metrics, such as sales, customer satisfaction, quality of project completion, and more.

3.Design a reasonable performance evaluation method: Choose a performance evaluation method that is suitable for the organization and position, such as self-evaluation, superior evaluation, peer evaluation, subordinate evaluation, customer evaluation, etc. The assessment methodology should be objective, unbiased and matched with performance indicators and performance objectives.

4.Establish clear evaluation criteria: Based on performance indicators and evaluation methods, develop clear evaluation criteria, such as scores, grades, proportions, etc. Evaluation criteria should be aligned with performance goals and be able to provide clear feedback and direction for improvement for employees.

5.Training and communication: Provide training to employees participating in performance appraisal, including the explanation of performance indicators, the description of evaluation methods, and the clarification of evaluation standards. Communicate with employees on a regular basis, answer questions, provide feedback, and help employees understand the process and results of performance appraisals.

6.Audit and supervision: Review and supervise the performance appraisal process to ensure that the appraisal process is fair, transparent and reliable. Handle employee grievances and objections, and make adjustments and improvements according to the actual situation.

7.Incentives and rewards: According to the results of performance appraisal, give employees appropriate incentives and rewards, such as salary adjustments, promotions, bonuses, honors, etc., to stimulate employees' enthusiasm and motivation.

8.Continuous improvement: Regularly evaluate the effect of performance appraisal, and carry out continuous improvement according to the actual situation, including the adjustment of performance indicators, the optimization of evaluation methods, and the revision of evaluation standards, so as to continuously improve the effectiveness and fairness of performance appraisal.

The employee performance appraisal system should be based on the following:

1. The principle of responsibility and result-oriented. Guide employees to do the right thing in the right way and constantly pursue work results;

2. The principle of target commitment. At the beginning of the appraisal period, both parties should reach a consensus on the performance objectives, and the assessee must commit to the performance objectives. Objective setting and evaluation should reflect the idea of hierarchical according to job classification;

3. Relevant evaluation principles. At the beginning of the assessment period, the functional department should define the relevant evaluators, and when evaluating, the opinions and evaluations of the relevant evaluators should be fully solicited, and the relevant evaluators should provide objective feedback in a timely manner;

4. The principle of objectivity. Based on the observation and recording in daily management, we pay attention to the combination of quantitative and qualitative, and emphasize the use of data and facts.

The performance appraisal system refers to a set of scientific, reasonable and comprehensive appraisal systems that evaluate the quality and quantity of employees' work performance, and give rewards and punishments according to the attitude of employees to complete their work tasks and the degree of completion of tasks. The monthly appraisal system for general employees and management personnel can be formulated respectively. The basic items include the content of the work task, the completion of the work task, the assessment and scoring principle and the calculation of the score.

Quarterly appraisal of general employees. A comprehensive appraisal is conducted every quarter, and the human resources department calculates the average score of each employee according to the monthly appraisal results of the three months of the quarter, and sends the results to the head of the employee's department. The department head shall make a quarterly comprehensive performance appraisal of the employee based on the appraisal record and the overall performance of the quarter, and communicate with the employee's performance.

Annual appraisal of general staff. In the annual comprehensive appraisal, the human resources department calculates the average score of the annual appraisal based on the final appraisal results of each employee's four quarters of the year, and sends the results together with the original appraisal results of the four quarters of the year (as an attachment) to the head of the employee's department.

The performance management system is a normative document for enterprises to carry out performance management, and the main content is to standardize the formulation and implementation of performance plans, performance appraisal, payment of performance wages, performance feedback and improvement, and application of performance results. In the performance management system, at least the content to be included is the performance management department, performance management principles, performance management system framework, performance management implementation methods, assessment cycle, assessment index system, assessment weight, assessment results representation, performance salary calculation, assessment interview and feedback, assessment appeal, and application of assessment results.

The following key steps need to be considered in formulating a performance appraisal method for enterprise managers:

1.Define the responsibilities and roles of managers: Clarify the responsibilities and roles of managers, including leadership team, strategy development, goal management, resource allocation, employee development, and more. This will provide a clear basis and focus for performance appraisal.

2.Establish indicators and standards for performance evaluation: Develop appropriate performance indicators and evaluation criteria according to the responsibilities and roles of managers.

These indicators and standards should be closely related to the company's strategic goals and the responsibilities of managers, and be able to objectively measure their performance and contribution in the organization.

3.Set goals and performance expectations: Communicate with managers to ensure they clearly understand the company's goals and expectations. Jointly set clear goals and performance expectations, ensuring that managers are aware of what they are being evaluated and are involved in the goal-setting process.

4.Selection of assessment methods and tools: Select appropriate assessment methods and tools according to the responsibilities of managers and the purpose of the evaluation.

Commonly used methods include employee surveys, peer evaluations, 360-degree evaluations, goal achievement evaluations, work sample evaluations, etc. Choose a combination of methods to get comprehensive performance data.

5.Determine the Cycle and Frequency of Evaluations: Determine the period and frequency of performance reviews for managers.

Generally, annual evaluations are common practice, but semi-annual or quarterly evaluations can also be done as needed. The evaluation cycle and frequency should match the manager's responsibilities and goal-setting cycle.

6.Set weights and scoring systems: Assign appropriate weights to different performance indicators and evaluation elements to reflect their importance in performance reviews.

Develop a scoring system that maps performance levels to specific scores, such as using a five- or ten-scale scale. Ensure that weighting and scoring systems are fair, reasonable, and consistent with company goals and culture.

7.Provide timely feedback and reward and punishment mechanisms: Provide specific and constructive feedback to managers in a timely manner based on the results of the assessment.

Recognize and motivate high performance while providing support and opportunities for improvement in response to low performance. Establish a reward and punishment mechanism, link performance appraisal with rewards and promotions, and stimulate the enthusiasm and motivation of managers.

8.Regular evaluation and improvement: Regularly assess the effectiveness and adaptability of performance appraisal methods. Adjust and improve evaluation methods, standards and processes based on feedback from managers and the company to ensure the continued effectiveness of performance appraisal methods.

When formulating the performance appraisal method for enterprise managers, it is necessary to comprehensively consider the responsibilities, contributions and development needs of managers, while maintaining fairness, objectivity and operability. The key is close communication and feedback with managers to promote their personal growth and organizational success.

The principles of the performance appraisal system mainly include:

1. Responsibility and result-oriented principle: guide employees to do the right thing with the right method and constantly pursue work results.

2. Principle of target commitment: At the beginning of the assessment period, both parties should reach a consensus on the performance objectives, and the assessee must commit to the performance objectives. Objective setting and evaluation should reflect the idea of hierarchical according to job classification;

3. Relevant evaluation principles: At the beginning of the assessment period, the functional department should define the relevant evaluators, and when evaluating, the opinions and evaluations of the relevant evaluators must be fully solicited, and this should be used as the basis for evaluation; Relevant evaluators should provide timely and objective feedback.

4. The principle of objectivity: based on the observation and recording in daily management, pay attention to the combination of quantitative and qualitative, and emphasize the use of data and facts.

In addition, while formulating the performance appraisal system, it is necessary to consider the appraisal relationship. The role of the assessor, the relevant evaluator, the person responsible for the assessment, and the role positioning and mutual assessment relationship of the appraisal reviewer in the whole appraisal process should be determined due to the different appraisal cycles.

The concept of a performance appraisal system should include:

1. The work of functional department personnel is divided into the work of the department and the work of the cross-departmental team, and there is no concept of dispatch. The functional department is the ultimate responsible body for employee evaluation.

2. Performance appraisal is based on the actual work of employees, emphasizing that the work performance of employees is consistent with the work requirements, rather than just based on their working hours in the department.

3. Performance appraisal must be naturally integrated into the daily management of the department to have its value. The institutionalization and standardization of two-way communication is the basis for integrating assessment into daily management.

4. It is the unshirkable responsibility of managers to help subordinates improve their abilities and complete management tasks.