Annual Work Plan for Performance Appraisal 1 1. Overview of Implementation Objectives of Performance Appraisal
Since XXXX began to conduct performance appraisal, the company has made some achievements in improving employee performance, and at the same time, there are many places that need to be improved and perfected in specific operations. The Human Resources Department lists this work as one of the important tasks this year, and its purpose is to achieve the due effect of performance appraisal and realize the fundamental purpose of performance appraisal by improving the performance appraisal system.
On the basis of last year's performance appraisal, the Human Resources Department will begin to improve the company's performance appraisal system this year to better serve the company's development.
Second, the specific implementation plan of performance appraisal
1 before. XXXX, 65438+ 10 month, 3 1, complete the revision and writing of performance appraisal system and supporting appraisal scheme, and submit it to the general manager's office for deliberation and approval.
2. Since February 1 day of xxxx, according to the revised and improved performance appraisal system, performance appraisal has been fully implemented in the company.
3. Specific ideas
(1) It is suggested to improve the existing basic system.
Combined with the shortcomings in the performance appraisal work in the previous year, the current performance appraisal rules, performance appraisal implementation methods and related use forms were revised. It is suggested that the form, items, methods, feedback of results, improved tracking and application of results of performance appraisal should be greatly revised to ensure the benign operation of performance appraisal.
(2) It is suggested that target management and performance appraisal should be separated and carried out in parallel.
Management by objectives inspection is a regular work to correct objectives, and its result is only one of the reference items of performance appraisal.
(3) It is recommended to conduct performance appraisal for all employees.
Last year, only employees below the level of department manager were assessed, but the performance assessment of senior management was ignored, which greatly reduced the assessment effect. This year, after improving the performance evaluation system, the human resources department will evaluate the performance of all employees.
4. The starting and ending time of this year's performance appraisal is xxxx June 65438+1 October1to February 3 1. The standard for the human resources department to complete this work is to ensure the smooth and effective operation of the performance appraisal system.
Iii. Matters needing attention in the implementation scheme of performance appraisal
1. Performance appraisal involves the vital interests of employees in all departments. Therefore, on the basis of ensuring the scientific and rational utilization of performance appraisal results, the human resources department should do a good job in the publicity and training of performance appraisal of all departments, and guide employees to treat performance appraisal with a positive attitude, so as to achieve the purpose of improving work flow and improving work performance through performance appraisal.
2. The performance evaluation system is still a new thing for the company. Due to lack of experience, it is inevitable that some unexpected difficulties and problems will arise. During the operation, the human resources department will listen to the opinions and suggestions of all personnel and adjust and improve the working methods in time.
3. Performance appraisal itself is not only a communication work, but also a process of continuous improvement. The human resources department should pay attention to vertical and horizontal communication in the operation process to ensure the smooth performance appraisal.
Four. Matters and departments that need support and cooperation
1. The revised performance appraisal system, scheme, forms and other texts need to be reviewed by the managers of all departments, deputy general managers in charge and the board of directors.
2. In order to ensure the smooth implementation of performance appraisal, the company needs to set up a performance appraisal implementation committee to be responsible for the implementation and execution of performance appraisal. It is suggested that the company should have at least one senior leader, and the human resources department, as the specific undertaking department, should undertake the responsibilities of scheme drafting, method formulation, coordination and organization, record verification and summary statistics.
Annual performance appraisal work plan 2 I. Annual performance appraisal:
Conduct an annual 360-degree performance evaluation for all managers. All managers (clerks and above) who have been employed for more than three months are evaluated by themselves, their direct superiors, their direct subordinates, their colleagues and customers who have close working contact but no direct leadership and guidance. Among them, the superior evaluation weight is 40%, the subordinate weight is 30%, the peer weight is 15%, and the customer weight is 15% (if there is no customer evaluation, it is included in the peer weight); The evaluation score of grass-roots managers is 50% for superiors, 30% for peers, and 20% for customers or frontline employees (if there is no customer evaluation, it is included in the weight of frontline employees); My evaluation is not included in the total score, but only as a reference for evaluation analysis, performance improvement and career development.
Second, the performance appraisal indicators:
The evaluation index consists of performance index, behavior index and ability index. Performance indicators (30%), behavior indicators (40%) and ability indicators (30%) of senior managers; Performance index (40%), behavior index (30%) and ability index (30%) of middle managers; Performance indicators (50%), behavior indicators (30%) and ability indicators (20%) of grass-roots managers.
1, performance indicator: pay attention to the achievement of employees' work objectives. 4-6 key performance indicators (KPIs) are determined according to the job responsibilities and performance objectives, and the performance indicators are objectively evaluated by the immediate superior according to the plan at the beginning of the year.
2. Behavioral indicators: Pay attention to employees' behaviors, work attitudes and consciousness in the process of work, such as cooperation spirit, pioneering and innovative spirit, sense of responsibility, safety awareness, discipline, civilized office, sense of ownership, independence and execution. Mainly based on corporate culture, corporate system and job requirements. Indicators unrelated to this position will not be evaluated.
3. Capability indicators: Pay attention to employees' personal characteristics and working ability, such as working knowledge, market analysis ability, emergency handling, effective communication ability, plan control, time management, organization and coordination ability, problem-solving ability, incentive guidance, decision-making level, authorization, etc. Mainly based on the key ability of this position. Indicators unrelated to this position will not be evaluated.
Three. Main achievements of the annual post (realization of key objectives, achievements, highlights, innovative work, etc.). ):
First, in the face of the new situation of personnel flow, meet the needs of front-line personnel in a timely manner. Attend the on-site job fair 5 times. Respond to the needs of the store in time through the talent network and employment agency. According to incomplete statistics, * * * recruited 36 announcers, cashiers and security guards, and 75 store managers and salespersons for Shiseido, Tongrentang, Lianhui Home, Rigao, shoes and bags, women's wear, sports and leisure, and the seventh floor sale. During the period of business suspension and renovation, we organized stores to create posts and personnel, and competed for 87 positions.
Two, around the practical problems in management, carried out multi-level training.
1, organized 45 trainings with 4547 person-times. Among them, there were 590 person-times of training 12, 6 professional and technical trainings, 2,560 person-times of counter service personnel training in 8 periods, * * 190 person-times of trainer training, and * * 8 13 person-times of new sales personnel training 10. Inviting internal trainers to train new salespeople enriches the training content of new salespeople and improves the practical ability of trainers.
2. Training for managers: leaders' quotient, winning execution, effective thinking and competitiveness, seminars on career planning and store sales skills, seminars on business analysis and financial analysis, and spring training courses for managers (20xx work opinions, management reform and innovation, win-win negotiation skills, financial management for non-financial personnel).
3. Training for sales managers, assistants, store managers, shop assistants, cashiers and logistics personnel: daily norms, dress etiquette, merchandise display, action route, safety knowledge, color analysis and clothing collocation, and operation practice. Instruct the squatting service of the shoe seller. Organized rotation training on goodwill service, after-sales service and professional quality improvement with the shopping mall, and issued the "Training Guidance Tracking Form for New Salesmen".
Three, detailed assessment and performance management, improve standardized management and work performance level.
1. Revise and improve the regular assessment system, formulate the attendance management system, and implement the attendance system for all staff. The supplementary opinions on performance appraisal are formulated, so that the pressure is transmitted to each employee layer by layer, forming an interlocking performance system.
2, explore the implementation of 360-degree performance appraisal, understand the competence of managers, help to find their own strengths and weaknesses, and provide an effective basis for post performance improvement.
Fourth, implement basic work, effectively control labor costs and improve employee social insurance.
Fangcaoyuan enjoys a policy subsidy of 27,400 yuan. The calculation method of the salary of the person in charge of the self-operated counter was adjusted to realize more work and more pay. Sign a temporary employment agreement, and handle social insurance subsidies for temporary personnel on a monthly basis 150 yuan. Supervise suppliers to handle social insurance for promoters, and more than 85% of factory employees have paid social insurance, effectively alleviating the worries of factory promoters.
Five, to carry out the creation work and team activities, enhance enterprise cohesion.
1, started the founding work, and successively won the honors of Jiangsu Advanced Political Research Association, Advanced Collective of Factory Affairs Openness, Model Worker's Home, Changzhou "Five Good" Non-public Enterprise Party Construction Demonstration Site, Advanced Party Organization, Learning Enterprise Demonstration Unit, Civilized Unit Model, etc.
2. To undertake karaoke competitions for employees, poker upgrading competitions, water sports meetings, sales staff's business skills display (shoes, cosmetics, clothing), and participate in the city employees' clothing matching business skills competition.
Organized a great reflection on "improving management and providing enthusiastic service", received comments 179 and suggestions 126, and fed back to relevant departments to implement rectification measures. Organized a big discussion and speech contest on "learning from the East and watching Taifu".
The annual work plan of performance appraisal 3 is to further improve the operating mechanism of financial budget performance management, improve the scientific and refined management level of the financial department, make the financial expenditure responsibility more clear, optimize the allocation of financial resources and use financial funds more effectively. According to the requirements of the Notice on Carrying out 20xx Budget Performance Management issued by the ministries and agencies, combined with the actual situation of our county, the work plan of 20xx Budget Performance Management in our county is formulated as follows:
First, make overall arrangements for performance target management for 20xx years.
(a) to complete the 20xx annual project performance target setting. Among the projects arranged in the 20xx budget, five projects involving people's livelihood, public concern and great economic and social impact are selected to set performance targets, laying a good foundation for the key evaluation work next year. Specifically, it provides supporting funds for the construction of Shilu nursing home and homeless adult assistance and protection center, the construction of hospital complex building, Dong Wen Road Project, Inner Ring Road Reconstruction Project, Huancheng West Road Phase II Project, etc.
(2) Accelerate the management of budget performance targets. Combined with strengthening the management of financial project library, it is planned to incorporate performance target management into the budget project declaration process from 20xx, and select projects with a certain fund scale to implement performance target management, covering all budget departments. By establishing a special index evaluation system, we can improve the transparency of the use of financial funds and optimize the efficiency of the use of financial funds, which will provide important reference for leading scientific decision-making and effective external supervision.
The second is to carry out 20xx annual budget performance tracking and monitoring.
It is planned to carry out performance operation monitoring on the budget implementation process of 20 projects involving economic construction management, education, medical and health care and social security, agricultural economic management, etc. in 20xx. By establishing a tracking and monitoring mechanism for performance operation in the process, we will further enhance the awareness of expenditure responsibility and efficiency, actively build a budget performance management system that runs through the whole process of budget preparation, implementation and supervision, and improve the performance of financial funds and the level of scientific and refined management. The specific projects include: the renovation project of lightning protection and leakage prevention devices for bus shelters, the green lighting project of energy-saving renovation, the construction of Wulian farmers' market, Shilu Meat Factory, the implementation of subsidy funds for the elderly to take buses for free, the matching funds for rural road projects using vehicle purchase tax in 20xx years, Fuan Road project, and funds for earthquake prevention and disaster reduction. It involves three projects: education management, helping middle school funds, matching funds for poor boarders in the county, training of primary and secondary school teachers in the county, training of primary and secondary school principals, and training of preschool teachers; Four projects involving medical care and social security, including the matching funds for the construction of Shilu Nursing Home and the Help and Protection Center for Wandering Minors, the matching funds for the home-based aged care service of Sunshine Home Plan, the digital monitoring construction project and the matching projects for maternal and child health care; There are five projects involving agricultural management, namely, storage tanks and monitoring facilities in Chahe base, information service fees for "Nongxintong", funds for prevention and control of avian influenza, matching funds for breeding sows, purchase of agricultural machinery at county level and operation subsidies.
Three, organize the implementation of key assessment work
(a) determine the key evaluation projects. From the performance targets set in 20xx, four projects (except local government bond projects) involving people's livelihood, public concern and great economic and social impact were selected for key evaluation.
(2) Scientific establishment of performance evaluation indicators. Organize financial departments, project units and relevant experts to establish performance evaluation indicators for key evaluation projects and formulate evaluation implementation plans.
(3) Focus on evaluation. According to the implementation steps of performance evaluation, the key evaluation of the project is carried out by self-evaluation of the project department, verification of the financial department and quantitative evaluation of professional intermediaries.
(four) key evaluation results reported and made public. After the assessment, the written materials shall be submitted to the Provincial Department of Finance and the county government for approval. After examination and approval, the evaluation reports of key evaluation projects will be made public on the county government information disclosure portal website according to law, and accept social supervision.
Four, organize the implementation of the budget department (unit) performance self evaluation.
(A) to strengthen learning and training, to lay a solid foundation for the full implementation of the budget unit performance self-evaluation. Through the combination of "going out" and "bringing in", while strengthening communication with other pilot cities and counties and improving the business guidance level of our bureau, we hired professionals from the business departments of provincial offices and universities and experts and scholars to hold two special training courses on performance self-evaluation for the budget units of the county, so as to improve the ability of project departments to carry out performance self-evaluation on their own and ensure the smooth development of performance self-evaluation in the county.
(two) to develop a plan to gradually expand the coverage of self-evaluation of the performance of budget units. Combine performance self-assessment with performance tracking and monitoring. In order to improve the convenience of business guidance and business promotion of performance evaluation management, it is planned to carry out performance tracking and monitoring of 20xx budget units, and at the same time carry out performance self-evaluation to ensure the integration and mutual promotion of the two tasks.
Five, do a good job in the performance evaluation of county-level fiscal expenditure and overall departmental expenditure.
(a) pay close attention to the completion of county-level financial expenditure and budget management performance self-assessment. In strict accordance with the requirements of the Notice of the Provincial Department of Finance on Printing and Distributing the Comprehensive Evaluation Scheme of Fiscal Expenditure Management and the Performance Evaluation Scheme of Fiscal Budget of Cities and Counties, the self-evaluation of fiscal expenditure management and fiscal budget performance of our county was completed in mid-May.
(two) the orderly implementation of the overall expenditure performance evaluation. First, it is necessary to formulate the implementation plan of the overall expenditure performance evaluation of our county departments, and clarify the objectives, steps, methods and requirements for the implementation of the overall expenditure performance evaluation of the departments; Second, it is necessary to comprehensively strengthen learning and training, improve the ideological understanding of each budget unit to carry out the performance evaluation of the overall expenditure of the department, understand and master the methods of self-evaluation operation, and improve the quality and level of the performance evaluation of the overall expenditure of the department.
Vi. Other work
(1) Continue to strengthen the publicity of budget performance management. It is necessary to make full use of television, government portals and publicity banners, strengthen the publicity of budget performance management, advocate the concept of budget performance management, further improve the ideological understanding of budget performance management by all budget departments (units), effectively guide all parties to understand and support budget performance management and supervise the application of performance results, and create a good social atmosphere of "stressing performance, emphasizing performance and using performance".
(2) Promote the further development of financial performance management. Improve the comprehensive performance evaluation of financial management, and gradually implement the comprehensive performance evaluation of financial management from county to township.
(2) Improve the level of internal management. First, strengthen personnel training, constantly improve the ideological understanding and professional ability of financial cadres to strengthen performance management, further improve working methods, and enhance work level and efficiency. The second is to standardize the operation of power. Further sort out the regulations on budget performance management, establish and improve relevant management systems, clarify business processes such as budget performance audit, spot check and evaluation, and promote the standardization, scientificity and refinement of budget performance management.
(3) Gradually promote the disclosure of performance evaluation information. Information on the implementation of performance targets, performance reports, evaluation results, etc. shall be disclosed to county governments and people's congresses in addition to internal departments, and gradually expand the scope of public performance information, and actively accept social supervision.
Annual Work Plan for Performance Appraisal Chapter 4 1 Purpose
First of all, it embodies the principle of paying equal attention to pay and harvest, and improves the sense of work accomplishment; Quantify the achievements of employees' work and objectively carry out the survival of the fittest; This method is formulated to clarify the development path, so that employees with outstanding performance can have room for career promotion, retain the talents needed by the company, and finally form a * * * development situation with the company.
Article 2 Determine the roles played by relevant positions in the company during the performance appraisal process, so that the performance appraisal content can be carried out smoothly.
Article 3 Encourage employees to exert their subjective initiative in their work and reduce their dependence on management.
Chapter II Scope of Application
Article 4 These Measures are applicable to the performance appraisal management of all on-the-job personnel (except those in the general manager's office), and the performance appraisal will be implemented from the month after the probation period.
Chapter III Application of Performance Appraisal Results
Article 5 Performance appraisal is divided into three categories according to the appraisal cycle: monthly appraisal, quarterly appraisal and annual appraisal.
Article 6 The monthly assessment results determine the performance bonus of the assessed, and the performance bonus is used to confirm/correct the work content of the assessed in time.
Seventh quarterly assessment results and annual assessment results provide the basis for the promotion, salary increase, demotion and dismissal of the assessed.
Article 8 The monthly assessment period is from 1 to 3 1, and the monthly assessment score is subject to the "total score of the current month" in the personal performance appraisal form.
Ninth quarterly assessment should be carried out on a quarterly basis, taking the average of the three-month assessment results.
Article 10 The average score of the assessment results of the current year 12 months is taken as the annual assessment, and the calculation formula is: the total score of the current year 12 months/12.
Article 11 Relevant data used in the assessment shall be collected and sorted by the responsible department (for the data to be collected, please refer to the Performance Appraisal Data Collection and Sorting Table, and the table corresponding to the data shall be designed by the responsible department). After the paper documents are approved by the department manager (supervisor), they shall be submitted to the enterprise management department for storage before the 3rd of the following month, which is convenient for the personnel who use the assessment data to consult, and the enterprise management department is responsible for the management and also convenient for the personnel who use the assessment data to consult.
Twelfth monthly, quarterly and annual performance appraisal results score:
(1) Calculation method of performance bonus:
(1) The performance appraisal results of new employees (non-regular employees) are only used as confirmation records and do not participate in bonus appraisal.
(2) Performance bonus for employees who are not managers = 100 yuan (paid by the company) × individual performance bonus coefficient.
(3) Employees above the level of manager in charge = 400 yuan (300 yuan draws from his subsidy fund and the company pays 100 yuan) × individual performance bonus coefficient.
(4) Year-end award = annual average performance score/10x personal annual average monthly salary.
(2) Performance Appraisal Score Interval Table
Article 13 Provisions on the validity period of evaluation:
(1) Monthly performance appraisal: if the working hours are less than one whole month, the performance bonus for that month will be calculated and paid according to 12 (inclusive) working days; If it is less than 12 working days, this month's score will not be calculated, and this month's performance appraisal and salary management work plan will not be distributed.
(two) during the quarterly assessment period, if the work is less than 3 months, it will be adjusted to the next assessment cycle. Those who have worked for 3 months will be assessed in this cycle. The calculation formula of performance appraisal results is: Y= total number of actual working months/actual working months, where the working time per month is less than a whole month, the working time is 12 (inclusive), which is calculated as a whole month; If it is less than 12 working days, the monthly minutes will not be calculated.
(three) during the annual assessment, if the work is less than 6 months, it will be adjusted to the next assessment cycle. Those who have worked for more than 6 months will be assessed in this cycle. The calculation formula of performance appraisal results is: Z= total number of actual working months/actual working months, where the working time per month is less than one whole month, and the working time is 12 (inclusive), which is calculated as one whole month; If it is less than 12 working days, the monthly minutes will not be calculated.
Fourteenth do not meet the promotion standards, but meet the following conditions:
(1) If the semi-annual assessment result is A+ or above from the date of becoming a regular employee or the date of the last salary increase, and the monthly performance assessment result of the current quarter does not show D, or the post salary is increased by 65,438+00% on the basis of the basic salary after promotion.
(II) If the annual performance appraisal results are above Grade A (inclusive) since the date of employment confirmation or the last salary increase, and the monthly performance appraisal results in the year do not show Grade D, or the post salary is increased by 65,438+00% of the basic salary after promotion.
(3) If the annual performance appraisal results are above Grade B (inclusive) and the monthly performance appraisal results in the year are not Grade D, the post salary will be increased by 5% of the basic salary.
(4) Those who fail to meet the above standards will not be given a salary increase.
Article 15 Degraded standard: Those who have no grade and can be downgraded shall be kept in the factory for observation, and the punishment shall be cancelled only after being assessed at least B grade next month.
Sixteenth performance appraisal audit authority and completion period:
(1) The monthly assessment shall be completed before the 2nd day of the following month and submitted to the enterprise management department before the 4th day of the following month, so as to facilitate the accounting of the performance bonus of the current month.
(2) After examination and approval, the employee performance appraisal form shall be submitted by the appraiser to the department head/manager for summary and then submitted to the enterprise management department.
(3) The approved Manager Performance Appraisal Form shall be submitted by the appraiser to the enterprise management department.
(4) When submitting the above materials, the original performance appraisal form shall be submitted to the enterprise management department, and the enterprise management department shall keep a copy for the appraisee to check.
(5) The department head/manager shall complete the performance appraisal statistics of the subordinate personnel of this department last month before the 4th of each month.
(6) The general manager shall fill in the performance appraisal statistics of supervisors and managers above last month before the 5th of each month.
(7) Complete the quarterly performance appraisal on April15th, July15th,10th/5th,10th/5th, and submit the appraisal results.
(eight) the annual assessment in the following year 1+00 before.
(9) The quarterly and annual assessment results of supervisors and managers shall be filled in by the enterprise management department according to the performance assessment statistics. And feedback the results to the appraisee and his direct supervisor.
Seventeenth performance appraisal results and bonuses:
(1) The submission of performance appraisal results involves the vital interests of the appraisee. The deputy general manager shall be fully responsible for the submission of performance appraisal results of personnel below the manager level, and the general manager shall approve them.
(2) Monthly performance bonuses are generally paid around the 20th of the following month.
Article 18 Processing flow of promotion and salary increase:
(1) In accordance with the promotion and salary increase standards stipulated in these Measures, and in combination with the scores displayed in the performance appraisal statistics, if the performance appraisal results of the appraisee reach the relevant standards, their immediate superiors shall fill in the Incentive Promotion and Development Form, and submit it to the enterprise management department for the work plan of performance appraisal and salary management after the examination is completed according to the procedures stipulated in Article 18.
(II) For the company's rank division and promotion positions, please refer to the Schedule of Rank Wages of Shenzhen XXX Company.
(3) Those who are promoted at various ranks will be given a probation period of one month, during which they will enjoy the welfare benefits of the new ranks. During the probation period, they must receive the training needed for their new jobs and pass the exam, otherwise they will not be re-employed.
(4) If the probationary period for promotion exceeds two months and cannot become a full member, it will be adjusted back to the original post.
(5) The enterprise management department shall handle the salary increase, probation period, confirmation and other related matters of the promoted personnel according to the time indicated in the reward and promotion table.
Article 19 dismissal procedures
(1) In accordance with the provisions of Article 19 of these Measures, if the performance appraisal results of the appraisees below the supervisor or manager level meet the dismissal criteria, their immediate superiors shall complete the examination according to the procedures specified in Article 18 and submit the Dismissal Form to the enterprise management department for handling, and the supervisors and managers shall submit it to the enterprise management department for handling after completing the examination according to the procedures specified in Article 18.
Article 20 The Administrative Measures shall be tried out from April 20th, 1 year for a period of 2 months.
Performance appraisal annual work plan 5 Performance improvement plan is a part of performance management and a process for employees to improve their performance. Performance improvement plan is to take a series of concrete actions to improve the performance of subordinates, mainly including what to improve, who to improve, when to improve and other basic issues. Only by putting the performance improvement plan into practice, not going through the motions and becoming a mere formality, can the enthusiasm of employees be fully stimulated, the company will have greater development and the performance management will be guaranteed.
First, before making a performance improvement plan, we must first find out the performance gap.
In the specific work, the department heads are required to have evidence and facts to compare the established work objectives with the actual effect gap. To convince employees, there is indeed a desire for improvement.
Second, find out the reasons for poor performance.
There are subjective reasons as well as objective reasons. The subjective reason is lack of interest and motivation in work. Objective reasons, the lack of knowledge and ability of employees and the influence of external environment. Specifically, it is analyzed from the following aspects:
1, employee attitude:
Because employees' attitude problems affect the output of performance, it is necessary to fully communicate with employees to find out the reasons for their bad attitude and how to improve it.
2. Staff skills:
The working methods and communication skills of employees affect the output of performance. What kind of methods can be used to make up for it?
3. Knowledge of employees:
The knowledge of employees affects the output of performance. Is it a lack of knowledge? What kind of methods can be used to make up for it?
4. External problems
Does external problems affect the output of performance? How to improve?
5, department heads to conduct self-examination:
Is it due to insufficient communication or lack of proper authorization, trust, encouragement, help and support for employees?
Third, make a performance improvement plan.
1, to determine the goal of performance improvement, department leaders should feedback interviews with employees, so that employees can understand their own situation and those areas that need improvement, and get their approval. The goal set in this way will make employees more motivated and implement it smoothly.
2. Find out the methods that can be improved through brainstorming and fishbone diagram, which are more detailed and specific, and choose the best scheme from them.
3. Make a performance improvement plan, and add specific action plans, implementation means, deadlines, etc. In the performance plan, it is more useful to sign the responsibility letter of improvement plan with departments and employees than verbal agreement, which can make employees take it seriously.
4. Follow up the improvement plan of employees. After the employee's plan is made, continuous supervision, inspection and help are essential. If there is improvement, we should encourage employees. If you regress, you must find out the reason. Those who fail to meet the standards within the time limit will be transferred and their salaries will be reduced.
In a word, performance improvement is an important process of performance management. Only by seriously implementing the performance improvement plan can the final process of performance management be realized.