What is the role of the HR department in the performance appraisal?

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

To put it simply, the personnel department should investigate the salary and welfare level of the industry in advance, and make the corresponding salary and welfare plan after obtaining the data of the industry, which will be approved and implemented; Performance appraisal is mainly to cooperate with the company's daily management, to make in line with the company's assessment and evaluation system, which can be divided into probationary period, half a year, annual, contract expiration and other stages of evaluation, combined with the salary system to establish an employee reward and incentive system, training system, improve and maintain the performance of employees.

Compensation management involves various modules of human resource management, including chopping selection, job analysis, job evaluation, skills and ability analysis, structural design, employee motivation, welfare management, etc. However, it is necessary to establish a salary model first, consider the various factors that determine the salary and salary structure, and form a systematic and complete salary system.

Performance appraisal should build a performance indicator system, determine the method of performance appraisal, and control the performance appraisal, the key is result control and feedback control, and improve the effectiveness of performance appraisal.

To put it simply, it is to formulate compensation management and performance management plans (systems) and implement and continuously improve them. Specifically, it is how it is formulated and how it is implemented. It depends on the specific situation of the landlord. For the general steps, please refer to the answers on the first and second floors.

Salary management is the process of enterprise micro-management activities that formulate and implement the salary system within the scope permitted by the national macro policy, including the determination, distribution and adjustment of the payment standard, payment level and factor structure of employee remuneration. The main content of salary management includes the following four aspects: First, the management of total salary

The management of total compensation includes not only the planning and control of total compensation, but also the planning and control of total compensation adjustments. Second, the management of salary level: the management of salary level includes two levels, one is the management of the overall salary level of the enterprise compared with the market average, and the other is the management of the salary level of various employees within the enterprise.

Third, the management of the salary system: including the management of the salary structure and the management of the form of salary payment, the former refers to the determination of the salary components of different employees and the proportion of each salary item. The latter refers to the basis for determining the calculation of remuneration, whether it is calculated according to working hours or according to the amount of production (volume) and sales (volume).

Fourth, the daily management of salary: The daily management of salary includes carrying out salary surveys, statistically analyzing the survey results, formulating salary plans, and timely calculating and counting employees' salaries and salary adjustments.

What is the best measure of performance for HR, and most organizations are most likely to encounter this question when developing and running HR metrics. Most HR standards are not linked to work outcomes, and hard-to-maintain metrics are set and followed. Let's take a look at what the metrics used to measure HR are, overall labor productivity.

The best tool for measuring HR success as a whole is labor productivity, and the most important thing here is to continuously improve the ratio between employee expenses, wages, benefits, and overall HR expenses and overall business revenue.

The indicators for this category are as follows, the improvement in the labor productivity ratio. Labor cost per dollar of profit expense.

The amount of change in the monetary value of increased labor productivity between this year and last year. Last year, through the acquisition of macros, through the increase in holding and productivity (return on investment.

As a result, the value impact of all HR was evaluated. When recruiting employees, managers generally have the greatest expectations of HR in recruitment. The following are simple metrics that can be used to evaluate the effectiveness of recruitment, the turnover rate of employees within a year of new hire.

The average of the new hire's performance evaluation scores.

Managers' satisfaction with new hires is the same compared to last year's average. The diversity ratio of staff recruited for managerial and senior positions, and the value impact of recruitment failures in core positions. The balance of employee commitment, employee productivity, and employee professionalism ensures that managers do not abuse or overdraft employees in their quest to maximize productivity.

Managers who achieve high employee integrity scores should be compensated for their high productivity.

The indicators for this category are as follows: the percentage of employees who expect to work every day. Proportion of employees who claim that their manager has the required managerial behaviors: two-way communication, job challenges and excitement, special learning and growth, recognition and rewards, some degree of understanding of the control and importance of the job, etc. Performance-based turnover rate for all employees, performance-based turnover rate for key positionsThe performance-based turnover rate means that the performance-based turnover rate is weighted more than the turnover rate of average performing staff, while the turnover rate of low-performing and staff is the opposite.

HR performance indicators are measured by the specific performance of each employee, and will also comprehensively determine a person's overall work efficiency and ability. All the data are compared with each other. Then, the criteria for the evaluation of performance leakage are analyzed.

1) Achievement rate of key talent introduction: achievement rate = number of people in place and total demand; 2) Reserve rate of cadres in key positions: reserve rate = actual number of reserves, number of banquet staff; 3) Qualified rate of cadres in key positions:

Full pass rate = number of competent people Total number of people; 4) Key talent turnover rate: Turnover rate = number of people lost Total number of people; 5) Effectiveness of labor cost: effectiveness = number of employees at the end of the year, labor cost or total labor cost.

Measured according to the difficulty of the job. If the work is simpler, then the indicators can be relatively difficult.

HR plays a leading role in performance appraisal. At this time, there must be a performance appraisal plan, and then we must also design key indicators and clarify responsibilities.

HR plays a rule-making role in performance appraisal, and HR will set performance appraisal standards for each employee's job position.

HR plays a role in performance appraisal as a role in setting appraisal standards, and the performance appraisal standards of all employees are set by HR.

In the performance appraisal, HR plays the role of an invigilator or judge, who will dominate the life and death of ordinary employees.

The human resources department plays an important role in the enterprise, and one of them is responsible for the performance appraisal of employees. The following are the general steps for HR to conduct a performance review:

Determine the assessment objectives and indicators.

HR needs to work with business departments or management to determine the evaluation goals and indicators of employees, which need to be consistent with the strategic goals and development direction of the enterprise, and also need to match the job responsibilities and ability levels of employees.

Determine the assessment cycle and frequency.

HR needs to determine the assessment cycle and frequency of employees according to the actual situation of the enterprise.

Determine the assessment methods and tools.

HR needs to determine the appropriate assessment methods and tools according to the assessment objectives and indicators, the assessment methods include quantitative and qualitative methods, and the assessment tools include questionnaires, face-to-face judgments, self-evaluations, and superior evaluations.

Formulate assessment criteria and weights.

HR needs to formulate appraisal standards and weights according to the importance of appraisal indicators and the actual situation, so as to comprehensively evaluate the work performance of employees.

Conduct performance appraisals.

HR needs to evaluate the work performance of employees in accordance with the appraisal plan and method, including the assessment of employees' work results, work attitudes, work skills, etc.

Assessment and feedback.

HR needs to evaluate and give feedback on employees' appraisal results, inform employees of their strengths and weaknesses in a timely manner, and put forward suggestions and suggestions for improvement, help employees find their own problems, and provide opportunities and support for improvement.

Performance management and improvement.

HR needs to comprehensively analyze and manage the appraisal results of employees, formulate corresponding incentives and punishments according to the performance of employees, and also need to regularly evaluate and improve performance management plans to improve the efficiency and accuracy of performance management.

In short, the above is one of the performance appraisals conducted by HR.

In our daily work, we often hear HR, department leaders, and middle and senior management of the unit at the general and small meetings of the unit, and we always like to say that we should strengthen performance management, promote and improve everyone's work efficiency and attitude through performance. So what exactly is performance.

Performance performance, as the name suggests, performance, effectiveness. The coherent explanation is that for the purpose of completing performance and improving the efficiency of individuals and teams, the use of fixed standards such as digitalization and language is a management method that regulates and motivates the work attitude and enthusiasm of each team and individual under the unit.

Many people believe that performance is a disguised way for companies to reduce wages or deduct employees' compensation. This understanding is misunderstood, and of course we do not rule out that some units have indeed done so. Normal performance, in order to complete the above goals, through the job responsibilities of each position, the company's annual or semi-annual business objectives and phased strategic objectives to decompose and extract the key indicators, on this basis, the use of performance appraisal tools, such as KPI, BSC, MBO (I often use these three, the others are not familiar).

Standardize and digitize indicators to facilitate scoring.

However, this can't just rely on data and standards. I also have to take out a part of the weight, why give it to the superior leader of the person being assessed. With his subjective score, this is the so-called favor score.

This must be there, but the specific gravity must be well controlled. This part accounts for too much, and your assessment indicators are done in vain, and it completely becomes the leader who says who is good; If this part is too small, then it is estimated that the leader will be unhappy. Therefore, the best result is to find a weight, which not only allows the leader to feel that he is exercising power, but also has no decisive impact on the results of other assessment indicators.

So, don't fully believe in performance, but don't believe in performance either, we just listen to the theoretical things. The key point is to look at the different problems that will occur when it is actually running, don't be afraid of problems, find problems and solve them. Especially in the early stage of performance implementation, it is convenient to implement it after solving the problem and setting the rules.