1, formulate the assessment plan.
1) Define the purpose and object of assessment.
2) Select the evaluation content and method.
3) Determine the evaluation time
2. Technical preparation
Performance appraisal is a highly technical job. Its technical preparation mainly includes determining evaluation standards, selecting or designing evaluation methods and training evaluation personnel.
3. Selection and evaluation of personnel
When selecting appraisers, two factors should be considered:
Through training, examiners can master the principles, standards and methods of evaluation and overcome common deviations. When selecting candidates, we usually consider various assessment candidates according to the requirements of the above two factors.
4. Collect data and information
In order to collect data and information, we should establish a system related to the evaluation index system and adopt various effective methods to achieve it.
5, make analysis and evaluation
1) to determine the level and score of individual items.
2) Synthesize the results of various evaluation sources of the same project.
3) Comprehensive evaluation results of different projects.
Question 2: How to do a good job in departmental performance management 1. First, classify and sort out the work of the staff in each position of this department. Find out the assessment points, that is, performance indicators.
2. Communicate performance indicators with department employees, listen to the opinions of all parties and modify them.
3. The determined performance indicators and time should be announced to the employees of this department.
4. During the assessment period of the month, we should always track the progress and quality of employees' work and provide timely training and guidance. It is necessary to record the performance of department employees in the current month.
5. After the end of the month, conduct one-on-one performance interviews with employees (this is the key point). Performance interview should first affirm the achievements of employees, and then point out the shortcomings of employees' work. In view of the shortcomings, you should listen carefully to the employees' answers. If there is any dispute, you should cite facts and communicate with employees (here, you need to record employees' daily work); Finally, let employees tell themselves how to improve their shortcomings in the next month. As a department leader, we should finally motivate employees and cheer them up.
6. Please sign the employee's name to confirm the score of this performance appraisal and the interview content.
Question 3: As an HR, how to do a good job in performance management? 1. Assist the management of the company to do a good job in the basic management of the company, such as: division of departmental responsibilities, division of posts in responsibilities, sorting out work processes, division of authorization system, etc.
2. Establish and improve the company's salary incentive system;
3. Get the support of management, publicize and understand the company's performance management;
4. Establish a preliminary performance management system and system, strongly recommend the development of this system, and constantly revise and improve it during the development process.
Question 4: How to do a good job in employee performance management, design a scientific and reasonable performance appraisal system and make it effectively implemented.
Generally speaking, the performance management process is nothing more than referring to PDCA cycle design, setting performance indicators according to work target plan → determining assessment cycle and relationship → feedback and communication during assessment → evaluation and improvement after assessment.
1. In the setting of performance appraisal indicators, there are usually two tendencies in practice: one tends to emphasize marginal performance indicators (behavior, responsibility, discipline, etc. ) and ignore the key performance indicators (quantity, quality, cost, time, etc.). ). When setting employee performance indicators, we must pay attention to the scientific and important proportion of indicators. 2. In determining the performance appraisal cycle, the pressure avoidance in practice conflicts with the actual work position and work progress. 3. Feedback, communication and improvement, as the key link in PDCA cycle workflow, are also the key factors related to whether the ultimate goal of employee performance management can be achieved. "Communication" includes not only the vertical communication between the assessed and the assessed, but also the horizontal communication between departments, especially the communication between the human resources department and the line management department as the designer of the performance appraisal system. The above contents are introduced into China Training Network, hoping to provide reference.
Question 5: How to do a good job in performance management at the grass-roots level? It is an indispensable tool for enterprise management to manage with the bonus points system of team incentive, start from humanity, solve the problems of humanity from the root, and motivate employees point to point in the form of bonus points!
1. Establish a healthy corporate culture with the integral system.
Points system management can link any employee's behavior with points, employees' good behavior will be recognized by reward points, and employees' bad behavior will be constrained by deduction points, so points system management is very conducive to establishing a healthy corporate culture.
2. Use the integral system to improve the execution of the system.
With the implementation of the point system management, all employees' violations can be reduced, without deducting money or affecting employees' wages, which is acceptable to everyone. At the same time, employees received a signal of punishment by deducting points. With this management system, the execution of the system has been greatly enhanced.
3. Use integral system to solve equalitarianism in distribution.
The implementation of points management, points represent a person's comprehensive performance, employees' points are clearly ranked according to the ranking, bonuses are linked to the points ranking, everyone is unevenly distributed, and a few people can be put on the stage for public development, which completely solves the problem of egalitarianism in distribution.
4. Use the integrated system to save management costs.
First, points do not need to be purchased, which is an inexhaustible incentive resource. Points are not directly linked to money, but have been used for ranking. After the treatment distribution plan is formulated, it has nothing to do with the amount of points used. Second, with points, the original average distribution of benefits is linked to the ranking of points, without increasing the cost. Because of the gap, the incentive effect doubles, which is equivalent to saving costs.
5. Retain talents with points system
With the implementation of point system management, the longer employees work, the better their performance, the higher the accumulated points, the higher the points and the stronger their sense of accomplishment. At the same time, the more benefits will be obtained, and some even have shares, thus solving the ownership problem, and the enterprise will have the weight to retain talents and the employees will be stable.
6. There is no need to modify the rules and regulations and change the process.
Every enterprise has its own management system, its own rules and regulations, and its own processes, but these don't need to be changed, just need to introduce the integral system. Therefore, any enterprise can use this management method freely.
Team reward Bao points system management expert
Question 6: How to do a good job in performance appraisal? Reprint the following information for your reference.
Performance evaluation process
1, detailed job description and reasonable salary training for employees;
2. Quantify the work as much as possible;
3. Reasonably arrange personnel positions;
4. Classification of assessment contents
5, the establishment of corporate culture, how to make people become "talents" rather than "materials" is an important issue to consider before the assessment.
6, clear work objectives;
7, clear job responsibilities;
8, from the work attitude (initiative, cooperation, teamwork, dedication, etc. ), work results, work efficiency and other aspects of evaluation;
9. Divide each content into specific grades, each grade corresponds to a score, and each grade should be described by a unified standard (for example, excellent grades must be proved by specific examples);
10, giving employees the opportunity to complain.
Principle of performance evaluation
1, the principle of fairness
Fairness is the premise of establishing and implementing the personnel performance appraisal system. If it is unfair, it will not play its due role in performance appraisal.
2. Strict principles
If the performance appraisal is not strict, it will become a mere formality. Poor performance appraisal can not only fully reflect the real situation of employees, but also have negative consequences. The strictness of performance appraisal includes: there must be clear appraisal standards; Have a serious assessment attitude; There should be a strict assessment system and scientific and strict procedures and methods.
3, the principle of single evaluation
The evaluation of employees at all levels must be carried out by the "immediate superior" of the assessed. The direct supervisor knows the actual work performance (achievement, ability and adaptability) of the assessed person best, and is also most likely to reflect the real situation. The evaluation opinions made by the indirect superior (that is, the superior of the superior) to the direct superior shall not be modified without authorization. This does not rule out the adjustment and correction of the evaluation results by indirect superiors. Single-head evaluation clarifies the responsibility of evaluation, makes the evaluation system consistent with the organization and command system, and is more conducive to strengthening the command function of business organizations.
4, the principle of public results
The conclusion of performance appraisal should be made public to me, which is an important means to ensure the democracy of performance appraisal. In doing so, on the one hand, let candidates know their own advantages and disadvantages, and let those with good assessment results make persistent efforts to continue to advance; It can also convince people with poor assessment results and make progress. On the other hand, it is also helpful to prevent prejudice and various errors that may occur in performance appraisal and ensure the fairness and rationality of the appraisal.
5, the principle of combining rewards and punishments
According to the results of performance appraisal, there should be rewards and punishments, which rise and fall according to the size and quality of work performance, and this kind of rewards and punishments is not only related to spiritual encouragement. Moreover, the real purpose of performance appraisal can only be achieved by linking wages and bonuses with material benefits.
6, the principle of objective evaluation
Personnel evaluation should be based on clear evaluation criteria, with objective evaluation data as the goal, and try to avoid the infiltration of subjectivity and sense of * * *.
7, the principle of feedback
The evaluation results (comments) must be fed back to the appraisee, otherwise it will not play an educational role in the evaluation. While feeding back the evaluation results, we should explain the comments to the appraisee, affirm the achievements and progress, and explain the shortcomings, so as to provide reference for future efforts.
8. Difference principle
There should be a clear distinction between the grades of assessment, and there should be obvious differences in salary, promotion and use for different assessment comments, so as to assess and encourage employees to be self-motivated.
9, the principle of information symmetry
Any work with symmetrical information and easy supervision is suitable for performance appraisal. Any job with asymmetric information and difficult supervision is suitable for equity incentive. This is the conclusion drawn by Jing Bang Xue Zhongxing in the course of many years' actual combat.
Question 7: How do managers manage their performance well? Performance management is the core of human resource management and plays an important role in human resource management, which has been recognized by the industry. On the other hand, performance management is a job that managers are unwilling to do, and many managers take an evasive or even boring attitude towards performance. This situation makes China's performance management always at a low level, and the role of performance management has not been fully exerted, giving people the feeling of "chicken ribs", which is tasteless to eat and a pity to abandon. A big reason for this situation is that the line manager, the subject of performance management implementation, has not well understood his role in performance management, and has not handled the relationship between management and performance management, resulting in ineffective implementation, which makes the performance management system, policies, programs and processes unable to be implemented well and effectively. People used to think that performance management was only the work of human resources department. This view is only one third. In fact, the performance of employees is related to the whole enterprise. Such an important task can't just be handed over to the human resources department. Performance management should be shared by department managers, individual employees and human resources departments, although the responsibilities of all parties are different. Establishing a high-performance corporate culture is an unshirkable responsibility from the top management to every employee. In performance management, the correct management mode is that the department manager is responsible for the performance results and the human resources department is responsible for the process. The responsibility of the human resources department is to establish the performance management system of the whole enterprise, including policies, processes and tools. Managers of functional departments must be ultimately responsible for the performance of their departments and employees. Smart and professional department managers have long realized that the realization of their department goals must rely on the input and input of all employees, so they actively cooperate with the performance of human resources management departments and employees. Employees should not be bystanders of performance management. Performance management is related to the vital interests of employees, and employees should actively participate in every step of performance management. Practice has proved that only performance management with the active participation of managers, employees and human resources departments can achieve the goal of maximization and win-win. In performance management, the line manager is the main body of implementation and plays the role of a bridge. Responsible for the performance management system of the enterprise and the performance improvement of subordinates. If line managers can't change their ideas and understand and implement them well, even the best performance system and policies can only be flowers in the water, just like "chicken ribs". Therefore, before the implementation of performance management, we must first unite the main body of line managers, unify their thinking, let them really play the role of performance managers, assume their own responsibilities, do their own work well, and let line managers really move. Only when managers of all lines really act according to their own division of labor can performance management move in the expected direction, be truly implemented and effectively implemented. First of all, managers should pay attention to establishing cooperative relations with employees. The performance partnership between managers and employees is an innovation and highlight of performance management, which unifies the relationship between managers and employees to performance. On the issue of performance, managers and employees have the same goal. The work of managers is done by employees, and the performance of managers is reflected by the performance of employees. Therefore, the improvement of employee performance is the improvement of manager performance, and the progress of employees is the progress of managers. Performance makes managers and employees really stand in the same boat, sharing risks, interests, common progress and common development. In view of this premise, managers have the responsibility and obligation to communicate with employees on forward-looking issues such as work tasks and performance goals in advance. On the basis of fully understanding and agreeing with the company's long-term planning and strategic objectives, managers decompose the annual business objectives of the company and jointly stipulate the annual performance objectives of employees in combination with their positions and characteristics. Here, helping employees and setting performance goals with employees is no longer an extra burden, nor a time-wasting activity, but the will of managers, because managers and employees are performance partners. When setting performance goals for employees, managers set performance goals for themselves and are responsible for employees, while managers are also responsible for themselves. Second, managers should pay attention to strengthening the counseling of employees.
Question 8: How to do well the economic operation and performance management of enterprises 1. We should correctly understand the concept of performance appraisal.
Many people's understanding of performance appraisal is vague, and think that performance appraisal is to rank employees. This understanding is inaccurate and incomplete. Performance appraisal should be a summary of the previous work, which can improve performance and achieve development.
2. It needs to be clear that the purpose of performance appraisal is to improve and improve performance.
Many business leaders and human resources managers believe that the results of performance appraisal should be linked with salary, promotion and demotion, rewards and punishments, which makes sense, but this is not the ultimate goal. As a management tool, performance appraisal should be a process of checking, supervising, finding and solving problems. Its ultimate goal is the improvement and promotion of performance, thus promoting the development of enterprises. If enterprise managers only pay attention to employees' salary and position changes, it will make employees' psychology unstable and affect their normal work.
3, need the participation of senior leaders and other departments.
Performance appraisal is a matter for the whole enterprise, and it is not easy to complete it by human resources management department alone. It may touch the interests of some people, and many people will strongly oppose it. This requires the participation of senior leaders and other departments, and the establishment of a performance appraisal team, which is fair and just. As an organization and management department, human resources management department should communicate and coordinate with enterprise leaders and other department heads to make the performance appraisal work go smoothly.
4. It is necessary to establish a feasible performance appraisal management system.
Performance appraisal is a systematic work, which can not be completed at one time. It is necessary to establish a perfect and feasible performance appraisal management system. The performance appraisal management scheme should be practical and operable, and should not be vague and difficult to implement. For the performance appraisal plan, the formulation of key indicators, communication, assessment, summary, etc., a clear implementation plan should be formulated.
5. To formulate specific and operable performance appraisal indicators.
Performance evaluation indicators should be clear, specific, easy to quantify, relevant and operable, so that the work is easy to carry out and the evaluation results are relatively accurate. It is necessary to formulate appropriate assessment indicators for different departments, different positions and different employees, so that the assessment indicators have strong directivity and can reflect the employees' work achievements to the maximum extent.
Question 9: How to carry out efficient performance management 20 13 Before going straight to performance management, we must take the time to seriously investigate the enterprises that intend to set performance, and then determine which assessment method is suitable for enterprises, KPI, BSC or OKR, which is suitable for specific enterprises and cannot be applied mechanically. After selecting the evaluation method, set the evaluation value pertinently, then try it out, summarize it after each quarter, dynamically adjust it, deal with the problems found in time, and constantly improve the evaluation mechanism to ensure it is suitable for enterprises.
Question 10: How to conduct reasonable and effective performance management 1. Through investigation and analysis, think clearly about the following six questions.
1. Is your company doing well, not well, doing more and doing less, and doing nothing?
2. Have your employees ever complained that their superiors didn't give him a fair evaluation, which affected his development?
Does your leader really realize the importance of employee motivation? Are these measures effective? Is it effective?
4. What are the potentials of your employees that have not been tapped? What measures do you have?
5. What are the shortcomings of your employees that need training and guidance urgently?
6. What is the soft environment of performance management?
Second, do a good job of publicity in the early stage of performance management.
1, widely publicize the significance, function and methods of performance management.
Let managers and employees understand that performance management is not an examination paper issued to students. It is first and foremost a management concept. It is necessary to rise to the height of performance culture to understand. The various evaluation methods and supporting measures it contains are also good management tools, which can help managers improve their work performance and management ability, and ultimately benefit the company and employees. If a company wants to implement performance management, it must have the courage and determination to publicize it widely, so that it can be deeply rooted in the hearts of the people, so that managers and employees can become passive and active, and I can become active. In this way, the implementation of performance management can truly have a broad mass base, can be carried out in depth, and will not become a mere formality.
2. Strengthen the training and education of managers' performance culture.
Set performance learning goals and tasks for managers, so that managers can truly grasp them, and form an atmosphere in which managers learn performance, understand performance, consciously use performance management tools and actively advocate performance culture throughout the enterprise. Under the leadership of the company's senior management, go out to participate in professional training courses and seminars, hire consulting companies and management experts to teach, and conduct feasibility studies on the project.
3. Shift the focus of performance management from the specific assessment methods to the cultural level, and truly create a performance culture atmosphere within the enterprise.
4. Set up a performance management project leading group in the company, headed by the "number one", and all department managers are members of the leading group, and truly take performance management as a big project to improve the overall management level of the enterprise. The implementation of the "number one" and the department manager responsibility system, a clear division of labor, clear roles. According to the requirements of project management, formulate long-term goals and short-term work plans, take the progress of performance projects as one of the performance appraisal indicators of managers, and implement them conscientiously and solidly.
Third, design a scientific and reasonable performance management system.
The whole process of performance management is divided into five stages: preparation stage, implementation stage, evaluation stage, summary stage and application development stage.
1, preparation stage
1) Define five types of people involved in performance management: appraisers, self, colleagues, subordinates and outsiders.
2) Three important factors should be considered in the selection of performance appraisal methods: management cost, work practicality and work applicability. The basic principles when designing evaluation methods: the results and outputs can be measured effectively, and the results-oriented evaluation method is adopted; When the evaluator has the opportunity and time to observe the behavior of subordinates who need to be evaluated, he adopts the behavior-oriented evaluation method; Both of the above situations exist, and one or two of them should be adopted; None of the above situations exist, so we can consider adopting a quality feature-oriented method.
3) Determine the performance evaluation elements and standard system of all kinds of personnel.
4) Operating procedure requirements for performance management: determination of evaluation time and procedure.
2. Implementation stage
1) information collection and data accumulation.
2) Solicitation requirements: written proof; Explain the process, environment and results of the behavior as much as possible; Collect and sort out the original records; Keep the original records confidential.
3) Performance communication and management purpose: let employees know the objectives, make clear plans, strengthen supervision and give timely guidance.
3. Evaluation stage
1) Improve the accuracy of performance appraisal. Six reasons for the deviation: the standard lacks objectivity and accuracy; Appraisers can't stick to principles; Incomplete observation and poor memory; Unreasonable and imperfect procedures; Political considerations; The data is inaccurate.
2) Fairness of packaging performance evaluation. The human resources department should establish two systems; Employee performance evaluation system (supervision, countermeasures, evaluation, arbitration); Employee complaint system (expressing opinions, restraining and reducing contradictions).
3) Feedback of evaluation results. The purpose of feedback is to improve performance. In order to effectively feedback the evaluation results, employees should be interviewed. ...& gt& gt