Who has the performance appraisal system of the marketing department?

Introduction: 1. Purpose.

In order to truly reflect the work performance of the marketing department and staff, and stimulate the enthusiasm of all staff, this system is specially formulated.

II. Principles.

1. Performance management is a process that gives employees a clear understanding of the company's specific expectations of their work and how to achieve them.

2. Performance management should be a continuous feedback process during the appraisal period, which is tentatively scheduled once a month. At the end of the appraisal period, the performance appraisal results will be archived as a formal performance feedback document, and will be used as an important reference basis for deciding on the adjustment of employees and determining the amount of bonuses for employees.

3. The performance appraisal of the marketing department is divided into team leaders and team members. The minister assesses the performance of each team leader (overall group) every month, and the team leader assesses the members of his own group every month, and the evaluation grade is divided into five levels: S, A, B, C, and D.

3. Evaluation criteria.

Whether the work is completed according to the plan and with good quality" is the core of our department's assessment work. The specific criteria for the five levels of S, A, B, C, and D are:

s:1. Complete all work projects on time;

2. Half of the work projects are of high quality and completed ahead of schedule;

3. The group evaluation must be A or above or I have a major proposal for the department;

4. Work without mistakes.

5. There is no complaint from the relevant departments or member customers.

6. Be able to complete the tasks given by other groups and other tasks given by the group on time;

7. Provide excellent discussions or proposals related to the work of the department in the current month (subject to online release).

8. Be able to help the collective or other colleagues to better achieve their goals;

9. When a tie occurs, it shall be determined by the review team according to the performance of the month, the overall quality of the individual, the comprehensive quality and the professional ethics.

A:1. Complete all work items on time;

2. Half of the work projects were completed ahead of schedule;

3. Work without mistakes.

4. There are no complaints from relevant departments or members or customers.

5. Be able to complete the tasks given by other groups or other tasks assigned by the group on time;

6. Be able to provide excellent discussions related to the department in the current month.

b: 1. Complete all work items on time;

2. Work without mistakes.

3. There are no major complaints from relevant departments or members, customers;

4. Able to basically complete the tasks given by other groups (80%);

5. Actively respond to the leadership and fully comply with the daily management regulations of the department.

C: 1. Unable to complete the task on time;

2. Those who have obvious mistakes in their work and have brought adverse effects or losses to the company;

3. Violation of the department's daily management regulations include: attendance system, daily code of conduct, network communication system, performance appraisal system, etc.

d: (d if any of the following four points occurs).

1. Unable to complete the task on time (more than 50% uncompleted).

2. Those whose words or behaviors damage the interests of the company or have major mistakes;

3. Violation of the basic system of the head office The system includes: integrity code, personnel management system, etc.

4. There are major complaints.

Fourth, the assessment procedure.

Performance appraisal method for sales personnel.

System. Name Sales Personnel Performance Appraisal Method Number.

Executive Departments Chapter 1 General Provisions.

Article 1 Purpose.

1. In order to stimulate the enthusiasm of the company's sales staff and conduct an objective and scientific evaluation of their work performance, these measures are formulated.

2. Provide reference for the promotion, salary adjustment, training and development of sales personnel.

Article 2 Scope of Application.

This method applies to all sales personnel of the company.

Article 3 Frequency of Assessment.

1 Monthly appraisal.

The sales staff will be assessed once a month, mainly to assess the completion of their performance in the current month, and the assessment time will be on the 5th and 10th of the next month.

2 Annual appraisal.

It is carried out once a year, mainly to assess the work performance of sales personnel in January and December of the current year, and the assessment time is January 5 and 15 of the next year.

Chapter 2 Assessment Content and Implementation.

Article 4 Setting of assessment standards.

1 The KPI composition of sales staff is shown in the following table.

List of KPIs for salespeople.

Salesperson KPI Appraisal Criteria Indicator Description Weight Information**.

Monthly Annual.

Sales plan. Completion rate 100% Based on the target amount of the assessment plan at the beginning of the assessment period 35% 30% Finance Department and Sales Department.

The payment rate is more than 100%, and 25% and 20% will be deducted for each lower % of the finance department.

The sales expense ratio is controlled below the %, and 15% and 10% of the finance department will be deducted for each high percentage.

Sales growth rate % plus 15% for each % increase over the previous period 10% Finance Department, Sales Department.

Customer Development Plan Completion Rate 10% bonus points for every % increase in customer volume 5% Human Resources Department.

The completion rate of the team's sales target is based on the target amount of the assessment plan at the beginning of the period - 15% Finance Department and Sales Department.

Group payment. ** If the rate is above %, 10% will be deducted for each lower % of the Finance Department.

Article 6 The manager of the sales department organizes relevant personnel to evaluate the sales personnel, and evaluates them according to the actual work performance of the employees, according to the "list of sales personnel KPIs", and summarizes the results and submits them to the human resources department.

Article 7 The Human Resources Department will report the assessment results to the company's leaders for approval within 3 days after the end of the assessment.

Article 8 The Human Resources Department shall feedback the appraisal results to the appraisee within 5 working days after the end of the examination and approval for performance confirmation.

Chapter 3 Application of Assessment Results.

Article 9 The assessment results are generally divided into 5 levels, as shown in the following table.

Salesperson appraisal results grade and performance salary adjustment coefficient table.

Assessment score: 91 100 81 90 71 80 61 70 60 60 60 or less.

Assessment Grade A, B, C, D, E

Adjustment factor 2 1 0

Chapter 4 Supplementary Provisions.

Article 10 The Human Resources Department is responsible for the revision and interpretation of these Measures.

Article 11 These Measures shall be implemented as of xx-xx-xx.

Compilers, Reviewers, Approvers.

Date of Preparation Date of Review Date of Approval.