Company A is a wholly foreign-owned enterprise that produces processing machinery. The overall sales level has been unsatisfactory, and the financial situation has made the company's top management very dissatisfied. In order to reverse the situation as soon as possible, Company A decided to turn the foreign deputy general manager who has been in charge of marketing into the general manager of logistics marketing, and hired a local Mr. Dong Liu who has profound marketing experience and is familiar with the China market as the deputy general manager of marketing. Shortly after Dong Liu arrived at the company, he set up two marketing departments in Guangzhou and Beijing respectively. The two marketing managers are his former subordinates, and the Shanghai marketing manager is the original salesman. Subsequently, he recruited people from the society one after another, paying special attention to recruiting his old subordinates. Moreover, shortly after entering the company, when formulating the personnel incentive mechanism, it is based on a basic principle: expanding the team, reducing the treatment and keeping the cost unchanged. In his performance appraisal system, the income of marketers consists of four parts:

Income of middle and senior employees: basic salary+welfare+monthly performance salary+year-end performance salary, that is, annual salary system; The second basic salary of middle and low-level employees+10 monthly welfare performance salary+sales commission.

Most members of the marketing organization remain silent about Dong Liu's New Deal. Old employees obviously feel that their income has decreased, and even if they can get the average score smoothly, their wages are still not as high as in the past. There are quite complaints in my heart; New employees also feel that the income is far from what the company promised at the beginning. The company made a bad check and found that they had been cheated. Everyone's only hope is to create a marketing miracle.

Less than two months after the implementation of the New Deal, Dong Liu received two resignation reports at work. The resignations of the marketing managers in Beijing and Guangzhou are the two people he values more. Therefore, the personnel department decided to take Dong Liu as an example to conduct one-on-one performance feedback interviews with these employees.

I. Purpose of the interview

1. I hope Dong Liu can better guide employees' behaviors, strengthen employees' self-management, improve work performance, tap employees' potential, realize better communication between employees and superiors, build an excellent team with development potential and creativity, and promote the realization of the company's overall strategic objectives.

2. I hope Liu Dong can know the basic information of employees' work attitude, personality, ability and work performance in detail, and provide information basis for the company's personnel selection, job transfer, rewards and punishments, training and career planning.

Second, the time and place of the interview

Interview time: March 10,14: 00-March16: 00;

Interview location: 7,01meeting room on the third floor of the company's human resources department.

Third, preparation before the interview

1, collect and fill in relevant information of performance appraisal.

2. Summarize Dong Liu's performance and work performance in these two months.

3. Prepare the historical performance archives of Dong Liu's outstanding performance in previous work.

4. List the shortcomings and deficiencies in Dong Liu's work performance.

5. Make a practical and reasonable personal development plan.

Fourth, the interview process

1. Fang, Vice President, reported the recent work and asked if he had encountered any work bottleneck.

Dong Liu described the problems he met in his work and his personal development plan.

3. Vice President Fang and Vice President Fang discussed the causes of the problems, and put forward personal development plans on the projects to be developed, the significance and feasibility of project development, the current performance level and expected level of the project, the ways and means of project development, the required resource support, and the time limit for project completion.

Five, formulate performance improvement plan

According to the interview results, Vice President Fang arranged and gave feedback, pointing out that he had made clear his current shortcomings and made the next performance improvement plan, so as to make him aware of his efforts and precautions in the next stage.

Employee performance feedback interview record form

Company Name: Company A Interview Time: 20 10 March 14.

Name: Dong Liu.

Department: Marketing Department

Position: Deputy General Manager of Marketing Department

Appointment start time: February to March 20, 200910.

Evaluation interval: March 20 10 to March 20 17.

What aspects of work are more successful?

Introduce new product development plan and project proposal in time.

What needs to be improved in the work?

Organization and management ability need to be improved.

Do you need some training?

be

What do you think of your work in this department and the whole company?

Communication and management function connecting the preceding with the following.

Who do you think is the best and the worst in this department?

Best: Li Chen (manager of Shanghai Marketing Department), worst: Liu Bowen (salesman of Guangzhou Marketing Department).

Who do you think is the best and the worst in the whole company?

The best: Vice President Fang (general manager of marketing department), and the worst: Liu Bowen (salesman of Guangzhou Marketing Department).

What do you think of this performance evaluation?

Overall, it feels good.

What kind of help do you want from the company?

I hope the company can increase training in organization and management.

What is the next direction of work and performance improvement?

Organization and management ability

comment

Appraiser: Interviewer: Fang Deputy Auditor: General Manager.

note:

1, the purpose of this table is to understand the feedback information of employees on performance evaluation, and finally improve employees' performance.

2. The feedback interview of performance evaluation should be arranged by the superior supervisor within one week after the evaluation and reported to the Human Resources Department for the record.