What is the decompression password for the performance appraisal of HR managers?

1. Completion rate of monthly job recruitment tasks.

2. Completion rate of monthly key post recruitment tasks.

3. The achievement rate of the number of applicants who make an appointment to the company every month.

4. The turnover rate of new employees recruited in the current month.

5. Maintain the correctness of recruitment channel information.

6. The number of complaints.

7. Teamwork, obedience, and data accuracy.

Recruitment plan completion rate, employee turnover rate, employee suitability rate, etc.

1.recruitment completion rate; 2. Employee turnover rate; 3. Employee suitability rate; 4. The implementation of the staffing and whether there is an overstaffing.

The performance appraisal of the recruiter must be determined by the completion rate of the recruitment task, which means that the performance appraisal recruitment task needs to be postponed for one month, then it is the same as the salary schedule production, and the current month is done on the previous month. Then, the turnover rate is linked to the direct use department, that is, the entry and exit relationship is confirmed. Most of the staff turnover is caused by the work of the department or the human environment, then there are also job matching is too low, the specific factors need to be recorded in the exit interview, and to ensure that the interview is one of the effective assessment basis, the head of the department accounts for at least 70% of the staff loss!

Recruitment plan completion rate, employee turnover rate, employee suitability rate, etc.

Appointment rate (how many people you have an appointment), attendance rate (how many people actually come to interview), and attendance rate (how many people actually come to work).

Recruiter KPI Metrics:

1. Reflect the number of recruitment achievement indicators: recruitment target achievement rate = actual number of recruits in the month Recruitment target number;

2. Reflect the indicators of recruitment quality: new ** loss rate = the number of probationary employees who have left in the past 3 months and the total number of new recruits;

3. Reflect the workload indicators of the recruitment process: invitation achievement rate = total number of people who agree to come for an interview Invitation target;

Interview achievement rate = number of people who actually attended the interview Target number of interviews.

4. Reflect the target of recruitment cost: per capita recruitment cost = the sum of the cost of various recruitment channels in the month and the number of recruits.

The above are the KPI indicators of recruiters, but the recruitment demand achievement rate cannot simply be the number of recruits and the target number, because the difficulty of recruitment is different for different positions, for example, the difficulty of recruiting 1 specialist and recruiting a manager is definitely different, and the meaning and value are also different. Here it is necessary to distinguish different difficulties and values according to different positions.

Secondly, the formulation of the target value in the recruitment KPI indicator is also very important, for example, a recruiter recruits 6 specialists, 2 managers, and 1 director of the company's recruitment needs in the current month.

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KPI indicators, the full name of key performance indication, that is, key performance indicators, is a kind of objective quantitative management indicators to measure process performance by setting, sampling, calculating and analyzing the key parameters of the input and output of a process within the organization, and is a tool to decompose the strategic objectives of the enterprise into operational long-term goals, and is the basis of the enterprise performance management system. KPI is a performance appraisal method that is widely valued in modern enterprises. KPIs can enable department heads to clarify the main responsibilities of the department, and on this basis, clarify the performance measurement indicators of department personnel, so that performance appraisal is based on quantification.

Establishing a clear and feasible KPI indicator system is the key to good performance management.

Six modules of human resource management: human resource planning - recruitment and allocation - training and development - performance management - salary and welfare management - labor relations management The goal is to enable enterprise HR to better develop and plan human resources. The focus of the system is to realize the needs of the human resources department in employee quality management, salary management, performance appraisal and other aspects.

Mainly on the current mainstream e-HR system to elaborate its main content, management aspects, including the following aspects: organization management, personnel information management, recruitment management, training management, attendance management, performance management, welfare management, salary management...

One is for departments and the other is for individuals, which is not quite the same.

However, if the HR manager himself is the head of the human resources department, there will be more overlap in these indicators, and the head of the department is responsible for the department.

It's hard to imagine that a good leader is in charge of a department that sucks.

Of course, there are differences, if you combine BSC with KPIs.

The HR manager's personal learning and growth indicators are definitely different from those of the department, they are all HRM, and he doesn't need to learn some of the most basic things by himself, but he can be a teacher for other partners.

There are two assessment standards, one is for managers and the other is for performance school evaluation.

The roles and responsibilities of managers in the performance appraisal of each potato department are based on the number of levels.

There is no specific number of people, and the number of people in the general unit is slightly more than twenty or thirty, and only the unit that does the budget is assessed. HR is human resources, it depends on the budget, HR generally has at least 3 people: training, recruitment, labor, logistics, too few people are not easy to operate, but 1 person in a small company is OK.

Performance refers to an individual's performance bonus;

Performance assessment is now implemented in many companies, which refers to the performance assessment of the people managed by managers, according to the work attitude, work performance, work ability, work completion, attendance and other aspects of comprehensive assessment, so performance, that is, when the employee's personal bonus is issued, it is necessary to multiply this assessment score to be the actual performance;

HR does not refer to how many individuals, it is the English abbreviation of personnel specialist, which stands for personnel specialist, and here refers to the person who is used for performance appraisal.

There is no limit to the number of people, and a person can also be called performance or HR

Your concerns are justified.

First, let's take a look at the responsibilities of the human resources department and supervisors at all levels in performance management

Supervisors at all levels: The direct supervisors of each position assume the following responsibilities in the performance appraisal:

1) Responsible for leading and promoting the performance management of the personnel in charge of the department;

2) Responsible for motivating, counseling, feedback, and recording the completion of subordinates' goals and tasks;

3) Responsible for the establishment of personnel performance management tools in the department in charge;

4) Responsible for the performance rating of the personnel in charge of the department;

5) Responsible for conducting performance interviews with the person in charge;

Human Resources Department.

The Human Resources Department has the following responsibilities in the performance appraisal:

1) Organize and promote the company's performance management, provide management tools and related training;

2) Organize the establishment of the company's annual target system;

3) Responsible for the implementation of the annual debriefing and evaluation;

4) Supervise all departments to establish employee performance appraisal tools;

5) Responsible for the collection, verification and provision of performance appraisal data and information to relevant departments;

6) Supervise line supervisors at all levels to conduct performance appraisal and performance interviews with subordinates as required;

It can be seen that the human resources department is the leading role in the performance appraisal management, and the supervisors at all levels really assume the responsibility of formulating and evaluating the assessment indicators, and the human resources department should guide and assist in the formulation of the company's assessment cards at all levels.

To implement performance appraisal and truly implement the appraisal plan, it is not a department of the human resources department, nor is it a matter of an HR, let alone a random appraisal card.

This is a system project, and it is a major event for the whole company, so it needs to be carefully planned. HR can use professional knowledge to instill the idea of performance management at all levels, strive to win the knowledge of the top, and plan the work in an orderly manner.

Each department is assessed separately, and the assessment is based on the coefficient, not the score. In this way, there will be no high scores; For example, if there are 8 people in a department, the scores are:

66 80 82 96 76 72 50 68 The total score is 590 points, and the total score is divided by 8 people, and the average score is scored. Then get each person's appraisal coefficient as Then, the appraisal coefficient is used to evaluate work performance and performance bonuses.

In my opinion, is it for you to come up with a set of assessment plans to score the performance of employees in each position, rather than letting you make a plan and score. Secondly, we do performance appraisal, the most common tool is 360° evaluation, the most common evaluation object is the person who has work contacts with the object of evaluation, if you have no work contact with this person, or you don't know or see this person at all, then what is the point of evaluation?

These positions belong to the company, and you, as the company's HR, of course, need to understand the work of the people in these positions.

What are the indicators of the assessment?

If the company should have standards for behavioral assessment, you should score according to the standards.

If it is performance, it is not necessary, because the specific work performance is supported by data, which is data in ERP or ordinary reports. There is no need for scoring from other departments.

Personally, I think there are two things you have to do:

1. Because you are not familiar with the work objectives and work content of other departments, if you are HR to formulate assessment standards for them, they are not satisfied, so HR should train the company's performance management and performance appraisal (how to formulate more reasonable KPIs, etc.), and work with the department head to formulate the assessment indicators of each position;

2. HR is only a construction and promotion in the process of performance management, and the follow-up processes such as real performance goal setting, performance implementation, and performance evaluation are solved by the department, which is also relatively scientific.

Please consider the above suggestions.

HR should be in a leading, directing, and coordinating position in performance appraisal, but this does not mean that it does all the work. Specifically, HR should take the lead in formulating performance appraisal plans, design key performance indicators, clarify the responsible departments that provide the basis for appraisal, and comprehensively coordinate appraisal work.

Role 1: Waiter; Role 2: Coordinator; Role 3: Formulator and enforcer of policies and regulations; Role 4: Consultant.

After the performance objectives are decomposed to the post, the managers and HR of many enterprises think that the assessment task has been completed, and there is a lack of important process tracking, management and coaching for the performance realization process of employees in each position. Enterprise managers should be employees' performance partners, performance coaches, and performance notaries. Employee performance is not entirely the fault of subordinates.

Therefore, excellent managers are good at inspiring morale, implementing training, motivating, effective communication, reasonable authorization, helping subordinates to solve practical difficulties and problems in the work, paying great attention to the realization process of employee performance, and being able to supervise, inspect and improve the process, so that the performance is the best. As a result, the process of achieving performance is sometimes more important than the outcome.

The roles and responsibilities of managers at all levels in performance appraisals.