What is the performance appraisal plan of the real estate company to the city company?

The characteristics of project performance appraisal: the management and control mode and organizational form of the project are different for the development enterprises of the grinding beam, and the positioning and assessment focus of the project are also different; n The project development cycle is long, and the project performance appraisal cycle (generally on an annual basis) often lags behind the regular performance appraisal cycle (generally on a monthly or quarterly basis); nDifferent project development backgrounds and conditions are different; n Compared with other industries, the turnover rate of personnel in the project development process is high.

b) Design of project assessment index system: Generally speaking, the focus of the assessment of the project developed by the regional company or project company as the main profit subject of the headquarters of the real estate development enterprise is the project profit assessment and progress assessment.

Metrics related to profit targets include planning targets, costs and expenses, and profit targets; The indicators related to the development progress include the key node plans for project development such as land right certificate handling, demolition and resettlement, scheme design, approval and construction, and engineering construction.

However, due to the different characteristics of the project, the design of the assessment index system of each project should be designed according to the different characteristics of the project.

For large-scale real estate development enterprises, often establish a regional company or a city company such a secondary management unit, then the assessment of the project should be distinguished whether it is a project developed by a regional company in a new development area, or a project developed by a regional company in the development stage or a mature and stable stage, so as to formulate different project assessment indicators in a targeted manner.

c) The time arrangement of project performance appraisal: within the specified time after the end of a project cycle (settlement), the project will be assessed according to the completion of the project's plan indicators and the results of the post-blind evaluation, which is conducive to incentives and constraints for regional companies from a long-term perspective.

d) Application of project performance appraisal results: nUnderstand and evaluate the contribution of the project leader (regional company or project company manager) to the company's performance; n Provide a basis for the remuneration decision of the project leader (regional company or project company manager); n Provide a basis for personnel decisions such as promotion and transfer of the project leader (regional company or project company manager Zha Li).

Summary. Hello dear. The performance appraisal management measures of real estate enterprises generally include the following aspects:

Determination of performance appraisal objectives: The performance appraisal objectives of real estate enterprises should be consistent with the development strategy and business objectives of the enterprise, formulated according to the specific situation of the enterprise, and evaluated and adjusted within a certain period. Goals should be concrete, quantifiable, and achievable for easy evaluation and motivation.

Formulation of assessment indicators: According to the development strategy and business objectives of the enterprise, combined with the laws of the industry and the market, the corresponding assessment indicators are formulated. These metrics can include sales performance, market share, customer satisfaction, corporate image, project quality, ROI, etc.

The setting of indicators should be able to measure the core business and value creation capabilities of the enterprise, and be comparable and actionable.

Hello dear. The performance appraisal management measures of real estate enterprises generally include the following aspects: Determination of performance appraisal objectives:

The performance appraisal objectives of real estate enterprises should be consistent with the development strategy and business objectives of the enterprise, formulated according to the specific situation of the enterprise, and evaluated and adjusted within a certain period. Goals should be concrete, quantifiable, and achievable for easy evaluation and motivation. Formulation of assessment indicators for Zen:

According to the company's development strategy and business objectives, combined with the laws of the industry and the market, the corresponding assessment indicators are formulated. These metrics can include sales performance, market share, customer satisfaction, corporate performance, project quality, return on investment, and more. The setting of indicators should be able to measure the core business and value creation capabilities of the enterprise, and be comparable and actionable.

Design of performance appraisal process: Performance appraisal should include goal setting, indicator formulation, data collection, performance evaluation, and result feedback. In each link, there needs to be a specific responsible person and time node to ensure the timeliness and accuracy of the assessment.

Collection and management of performance appraisal data: Performance appraisal requires a large amount of data support, including internal data and market loss data. Therefore, it is necessary to establish a unified data collection and management mechanism to ensure the accuracy and timeliness of data.

At the same time, it is also necessary to establish a corresponding data analysis and reporting mechanism to facilitate the monitoring and analysis of performance.

Feedback and motivation of performance appraisal results: According to the results of the Kaudan audit, the employees and teams with excellent performance will be commended and rewarded in a timely manner, and the employees and teams with poor performance will be motivated and trained to improve the performance level and work efficiency. At the same time, it is also necessary to establish a corresponding performance feedback mechanism to facilitate employees to understand their own performance and improvement direction.

<> real estate performance is very important, it is a direct ** of employees' wages, and every performance detail will affect the final salary income. Zhongda Consulting will introduce to you on the performance of real estate operation.

First, the basic situation of the assessment.

1) The purpose of the assessment.

In order to provide an effective way for sales managers and employees to communicate with each other and effectively evaluate the work performance of real estate sales personnel, improve and enhance the quality of work in a timely manner, motivate employees with outstanding achievements, spur backward employees, and comprehensively improve the level of enterprise management and economic benefits, this program is specially formulated.

2) Form of assessment.

It is mainly based on performance appraisal and comprehensively used in a variety of appraisal forms.

3) Assessment cycle.

The sales staff adopts the method of monthly assessment, and the sales manager conducts the assessment in a unified manner.

Second, the performance appraisal operation measures.

1) The principle of performance appraisal is to evaluate the sales personnel.

The performance appraisal of sales personnel is linked to the sales performance of the department and the sales performance of individuals, and the sales performance of individuals determines their own income, and the sales personnel are comprehensively scored system.

The comprehensive evaluation of the sales department once a month will be evaluated according to the actual number of sales department ranking in the top 10% (excluding supervisors) and the last 10% (excluding supervisors), and the last elimination system will be implemented.

The internal talent competition adopts a fair and just "horse racing system", and the outstanding sales personnel are allocated as middle-level cadres, and the talents are allocated according to the internal score of the enterprise.

The assessment time is generally scheduled on the 5th of each month.

3. Evaluation criteria:

Sales performance (60%) + business level (20%) + comprehensive quality (20%) = comprehensive score (100%)

4. Scoring criteria:

Sales performance = (actual sales area Total sales area of the sales department within 2 months) * 100

Business level = (professional familiarity + project familiarity + business familiarity) * 100

Comprehensive quality = (reception etiquette + work attitude + expression ability + affinity) * 100

Note: The business level and comprehensive quality evaluation shall be evaluated by each project supervisor and marketing manager accounting for 50% each. A maximum score of 100 is made 5 days before each assessment.

5. Regularly announce the outstanding sales personnel on the company's internal board report, and at the same time show the "yellow card" to the two salespeople at the bottom of the score.

Diwang Group's performance appraisal and remuneration system.

Introduction:1The salary structure of the company's employees is functional salary + living expenses + performance salary, and the proportion of performance salary to salary is 20%. Functional wages and living expenses are paid on time every month, and performance wages are accumulated on a monthly basis until the middle of the year and at the end of the year, and are paid according to performance.

2.The probationary period of the employee is 3 months, and the salary standard during the probationary period is the probationary salary of the probationary position. (See the attached table for salary standards).

3.The probationary period must be assessed, and those who pass the assessment will enjoy the official salary of the hired position.

4.All regular employees must participate in the performance appraisal at the middle of the year and at the end of the year, the appraisal is divided into cadre appraisal and employee appraisal, the implementation of 360-degree assessment, cadre appraisal by the management committee is responsible, employee appraisal by the department manager is responsible, administrative personnel department supervision and guidance, and accept employee complaints. According to the performance appraisal results, hard rankings are carried out (divided into cadre rankings and internal employee rankings).

The rankings are normally distributed, with 10% excellent, 20% good, 40% fair, 20% passing, and 10% poor. The best enjoy salary increases, performance bonuses, training, promotions and other rewards, and the middle 80% of people are issued performance bonuses according to performance scores, and the poor ones must be forced out. Those who have been regularized for less than 6 months are not entitled to salary increases.

5.Those who have been poor in cadre evaluation for two consecutive years will be eliminated. Outstanding employees and other cadres can compete for posts. Those who are poor in employee assessment for two consecutive times will be eliminated.

6.In addition to salary increases, performance bonuses, and training, incentives also include year-end dividends and rationing. The year-end dividend is paid according to the company's efficiency level and according to the grade coefficient. **The specific method of rationing will be decided by the general manager after the company is listed.

Peking University, Zhongda Consulting, McKinsey, Roland Berger, IBM AMT