Middle level cadre assessment methods, the company s middle level management personnel assessment me

Repeatedly, over and over again.

With the continuous growth of the branches in the system, the number of management personnel is increasing, in order to unify the performance appraisal of the management personnel under the jurisdiction of the branches in the system, so as to facilitate horizontal management, this performance appraisal standard is formulated, and the senior executives of each branch need to use this standard as a blueprint for the performance appraisal of the management personnel under their jurisdiction.

1. The scope of the personnel to be assessed.

Department manager level and deputy manager level personnel of each branch;

Branch manager-level and deputy manager-level personnel subordinate to branches;

Section-level personnel who are important in their posts.

2. Assessment procedures.

Manager-level and deputy manager-level personnel of each branch; The assessor of the branch manager level and deputy manager level personnel subordinate to the branch is the general manager;

The assessor of the section-level personnel who are important in the post is the department manager, and the general manager is the adjuster of the assessment results.

3. Assessment methods.

All the assessees shall adopt the method of self-report report and comprehensive evaluation of the appraiser, which shall be conducted once a quarter and at the end;

Debriefing report: A written debriefing report must be submitted to the subordinate assessment leader within the prescribed time requirements;

Superior evaluation: the level evaluation method is adopted, that is, the method of scoring the initial evaluation of direct leaders and re-evaluation and scoring of assessment leaders.

Fourth, the assessment time.

Quarterly assessment: before the penultimate four days of each quarter, the personal work report of the current quarter and the work plan of the next quarter shall be submitted to the direct superior, and the direct superior shall complete the superior evaluation before the day of the next quarter and submit it to the general manager of the subordinate appraiser for review and final evaluation, and then report to the management team and submit it to the human resources department of the institution for the record;

Degree assessment: before the day of each month, the personal work report and the next degree of personal work plan to the direct superior, the direct superior before the month to complete the superior evaluation and submit to the general manager of the appraiser to review the final evaluation, report to the management team and submit to the human resources department of the institution for the record.

Fifth, the content of the assessment.

Job responsibility assessment.

It refers to the evaluation of the performance of the place where the assessed management personnel have to take on their own work and complete the tasks assigned by their superiors. The basic elements are composed of work objectives, work quality, work delivery and work follow-up.

Competency assessment. It refers to the assessment of the basic abilities and empirical abilities required for specific positions. The basic elements include the experiential skills such as understanding, creativity, and guidance and supervision skills required to take on a job, as well as the efficiency and methods that can be demonstrated through work.

Moral assessment. It refers to the sense of responsibility, diligence, cooperation spirit and personal accomplishment shown in the process of achieving work goals.

Academic assessment. Refers to the assessment of relevant knowledge demonstrated in the process of achieving work objectives. The basic elements include management knowledge, professional knowledge, and other general knowledge required for the position.

Organize discipline assessments.

It refers to the evaluation of discipline and other work requirements in the process of achieving work goals. The basic elements include compliance, grooming, environmental hygiene, etc.

Sixth, the assessment level.

Grade A (Excellent) - Excellent work performance, innovative results;

Grade B (Good Grade) - The work results meet the requirements of the target task and the standard is outstanding; ，1 2

The company's assessment standards are mainly from the three aspects of business performance, work attitude, and job ability, and the weight of the assessment standards for employees in different departments is also different, as follows:

Proportion chart of the weight of various types of employee assessment:

Assessment items Job category Business management Functional management Technical category.

Performance appraisal accounts for about 70 50 40

Competency assessments account for about 15 30 30

Attitude assessment accounts for about 15 20 30

The total score of employee appraisal performance score ability score + attitude score.

Assessment and evaluation. 1. Grading of assessment results:

According to the total score of employee assessment, all types of assessment results are divided into five levels: "excellent", "excellent", "medium", "need to improve" and "urgent need for improvement", and are defined as follows:

Grade: Excellent, Excellent, Medium, Needs to be improved, Urgently needs to be improved.

The total score of the assessment is above 95 points 85 95 points 70 84 points 50 69 points and less than 50 points.

2. Proportion control of assessment grade:

In order to reduce the subjectivity and psychological error of the assessment (halo effect, contrast effect, average, etc.), the assessment results are subject to the proportion control of the department (branch) after the ex-rights treatment, and all departments and branches shall be in accordance with the following proportions when reporting the assessment results to the human resources department:

The number of outstanding employees: no more than 5 employees in the department (branch).

Outstanding number: no more than 15 employees in the department (branch).

Medium number: 65 of the total number of employees in the department (branch).

In fact, the cadre inspection is just a formality, a formality, and telling everyone: This person is going to be promoted to an official position and make a fortune, and you are not allowed to have opinions, and if you have opinions, you are not allowed to mention them, and the leaders just want him to be promoted and make a fortune, and whoever dares to put forward opinions will be dealt with.

This kind of thing, in fact, is meaningless, who does the big leader want to be promoted, who dares to oppose it?

1 all.

1. The human resources manager should fully communicate with the senior management, understand the strategic intent of the company's development, understand the main responsibilities of each department, and give reasonable suggestions to the leadership from the perspective of HR professionalism.

Second, the performance communication should be supported by the senior management, and under normal circumstances, the performance communication should be carried out by the human resources manager. When communication difficulties or obstacles make communication unable to continue, you should avoid conflicts, report the problems encountered and the help you need to the senior management, and ask the senior management to intervene.

3. The feedback of performance results is to let the assessee have the right to know and the right to speak. The human resources manager shall publicize the appraisal results in the form of documents, and provide performance appeal channels for the middle-level cadres to be evaluated, and form a written text of the reasons for the appeal and the human resources opinions of the appraisees, and report them to the senior management.