Rule number one. Job performance appraisal, referred to as appraisal for short, aims to grasp the actual working conditions of each employee through regular evaluation of the employee's work performance and working ability, and provide objective and reliable basis for employee's education and training, job transfer, salary increase, promotion, reward and commendation. More importantly, through these evaluations, employees can be encouraged to improve their work in a planned way to ensure the requirements of the company's business development.

Second, the principle of performance appraisal.

1. The purpose of performance appraisal is not to create the gap between employees, but to find out the advantages and disadvantages of employees' work realistically, so as to foster strengths and avoid weaknesses and improve and enhance them;

2. Performance appraisal should be based on the specified assessment items and their facts;

3. Performance evaluation should be based on confirmed facts or reliable materials;

4. The performance appraisal should be based on the principle of fairness from beginning to end. Fraud is not allowed.

Article 3. Scope of application. This rule applies to all employees of the company, except the following personnel.

1. Employees who started to enter the company during the assessment period;

2. Being absent from work for more than 30 consecutive days due to personal reasons, illness or injury;

3. Being absent from work for more than 75 consecutive days due to work-related injuries;

4. Persons who have resigned on the date of implementation of the evaluation, but are still in office during the evaluation period.

Article 4. There are three kinds of employee assessment in the company: probation assessment, peacetime assessment and year-end assessment.

(1) The personnel appointed according to the company's personnel rules will be on probation for three months. After the probation period has expired for three months, you should take part in the probation officer assessment, which will be conducted by the supervisor of probation department. If the supervisor of the probation department thinks it is necessary to shorten or extend the probation period, or reassign it to other departments for probation or dismissal, a probation assessment form shall be attached, indicating the specific facts and circumstances and submitted to the manager for approval. The extended probation period shall not exceed 3 months. The appraiser shall supervise the appraiser to submit the experience report during the probation period.

(2) Assessment at ordinary times

1. The heads of all departments should assess the work efficiency, conduct, attitude and knowledge of employees every month, and those who have special merits and demerits should report rewards and punishments at any time.

2. Employees' rewards and punishments for absenteeism should be recorded in the leave book in detail to provide reference for assessment.

(3) year-end assessment

1. At the end of February every year, employees hold total assessment 1 time.

2. During the examination, as the head of each department for the initial examination, refer to the fake attendance records of the usual examination records and personnel records, and fill in the examination form for review.

Article 5. The appraisal year is from 10 month 1 day to February 1 day.

Article 6. evaluation criteria

(1) Type of personnel evaluation.

Personnel evaluation can be divided into two types:

1. Competency evaluation refers to the evaluation of employees' ability to hold a certain position at a certain time with reference to functional standards.

2. Performance appraisal refers to evaluating the work completion of employees in a certain period of time with reference to post standards.

(2) Personnel assessment must master the ability.

The ability to grasp and evaluate in personnel assessment is the ability to undertake the post, including potential ability and obvious ability. Potential ability is the inherent ability that employees have and can develop; Apparent ability refers to the efforts made by employees in their work and is shown in their work performance. Potential ability can be grasped according to knowledge, skills, physical strength and experience. The obvious ability may be grasped by job performance (quality and quantity) and attitude towards work.

Knowledge, potential ability, physical strength, ability, experience ability, obvious ability, work performance and quality, attitude

Article 7. Assessor's responsibility.

1. The first evaluator must stand in the position of direct supervision, and must indicate the scores and comments that he particularly wants to emphasize and the matters that have a significant impact on the evaluation.

2. The position and rank of the second appraiser must be higher than that of the first appraiser. Points and comments that need special emphasis, or places that are obviously different from the initial evaluation, must be indicated.

Especially in the case of significant differences from the first evaluation, it is necessary to listen to the opinions of the first evaluator, discuss with each other when necessary, and adjust the evaluation.

In the case that it cannot be adjusted. At least tell the first appraiser the results of the second appraisal.

3. Referees and adjudicators should make final comments with reference to the evaluation report.

4. Departments with fewer job levels can omit the second assessment.

5. In order to make the personnel evaluation fair and reasonable, the appraisers must follow the following principles:

(1) Evaluation must be based on specific facts observed in daily business work.

(2) It is necessary to eliminate the prejudice of ill feelings and sympathy for the examinee, eliminate all kinds of superior concerns, and make an evaluation according to your own beliefs.

(3) Evaluators should guide and educate the evaluated according to their own evaluation conclusions.

(4) In the process of assessment, attention should be paid to strengthening communication and ability training between superiors and subordinates, and through the self-examination form filled out by the assessed, we can understand the self-evaluation of the assessed and the opinions and suggestions to the superior, so as to achieve mutual understanding between superiors and subordinates.

Eighth, the application of assessment results.

In order to apply the evaluation results to the development and utilization of employees' abilities and the handling of personnel management, the following measures are taken:

1. Education and training.

Managers and education leaders should take the results of personnel evaluation as reference materials when considering education and training. Therefore, mastering education and training is the key to developing and utilizing employees' abilities.

2. Mobilization and distribution.

Managers should consider the results of dispute evaluation when deploying personnel or changing jobs, and master the ability of employees to adapt to work and environment.

3. promotion.

When you are promoted according to the functional qualification system, you should take the comments of ability and performance appraisal as reference materials. According to the requirements of the functional qualification system, standardize the evaluation opinions.

4. Raise your salary.

On the occasion of annual salary increase, refer to the opinions of ability assessment and decide the salary increase.

5. Reward.

In order to make the distribution of rewards correspond to the contributions made, we should refer to the opinions of performance appraisal.

Article 9. Feedback of assessment results: the department manager tells the assessed himself about the assessment results, assessment contents and process through interviews, and points out the direction of future efforts, the main points of self-cultivation and development, and the corresponding expectations, goals and conditions.

Article 10 Storage and use of evaluation forms

(a) check the custody of the form.

1. custodian.

The checklist shall be kept by the designated custodian.

2. Storage period

The evaluation report shall be kept for ten years from the date of completion. However, the examination forms related to retired and resigned personnel shall be kept for one year from the date of retirement and resignation.

(2) Contents of the form.

When managers need to consult about an employee's personnel problems in their work, they can consult the custodian of the assessment form.

Article 11 Training of inspectors

(a) after obtaining the qualification of examiners, they must undergo the training of examiners.

(2) Training includes:

1. Understand the structure of the evaluation system;

2. Confirm the evaluation provisions;

3. Understand the evaluation content and project;

4. Unified assessment benchmark.

Article 12 The human resources department is responsible for the planning and specific organization of performance appraisal.

Enterprise employee appraisal system

I. General principles

Article 1 In order to strengthen and improve the performance of employees and the company, improve labor productivity, enhance the vitality of enterprises, and mobilize the enthusiasm of employees, this assessment system is formulated.

Article 2 Performance appraisal is aimed at employees' work performance.

Article 3 This system is applicable to all employees of the company, including probationary employees and temporary workers. Second, the evaluation method

Article 4 The assessment of the personnel above the department manager adopts the methods of self-debriefing report and comprehensive evaluation of the superior supervisor's assessment, which is conducted once every six months, and the annual comprehensive evaluation is based on the sub-item quality. See table for details.

Article 5 The managers and general managers of overseas offices shall be evaluated by their superiors, once every quarter, and the annual comprehensive evaluation shall be conducted according to the quality, as shown in the table.

Article 6 The debriefing report and superior assessment salary are as follows:

If the annual comprehensive evaluation is judged as "A", the salary increase of 10% will be obtained in the next year (excluding the salary of seniority);

If the annual comprehensive evaluation is judged as "B", a salary increase of 5% will be obtained in the next year (excluding the salary for working years);

If the annual comprehensive evaluation is "C", the salary will remain unchanged;

Comprehensive evaluation of the two "D", the administrative personnel department will give it a warning, demotion or dismissal as appropriate.

Article 7 The assessment of employees at the business level adopts the method of monthly performance assessment. See table for details.

1. If the monthly performance appraisal is A, the salary of this month will be increased by 3%;

2. If the performance appraisal of the current month is B, the salary of this month will remain unchanged;

3. If the monthly performance appraisal is C, the salary will be reduced by 5% this month;

4. If the performance appraisal of the current month is D, the salary of this month will be reduced by12%;

5. If the monthly performance appraisal is 12 A's, that is, the monthly appraisal for the whole year is A's, and the salary for the next year (excluding the seniority salary) will be increased by 5%;

6. If the monthly performance appraisal is 65,438+00a, 2 B, the salary for the next year (excluding the salary for working years) will be increased by 2%;

7. If there are six D's in the monthly performance evaluation, the company will dismiss the employee.

Article 8 The annual comprehensive assessment of employees at the business level shall be based on the monthly assessment, and shall be comprehensively evaluated by the immediate superior. The results of comprehensive evaluation will be linked to the year-end bonus of employees.

Details are as follows:

1. The corresponding score of monthly performance appraisal results is a: 0.5; b:0.0； c:-0.3； D:-0.5. The comprehensive evaluation of this employee is determined by the cumulative score of 12 months.

2. If the cumulative score is greater than or equal to 5 points, the year is "A";

3. If the cumulative score is less than 5 points and greater than or equal to 3 points, the year is "B";

4. If the cumulative score is less than 3 points and greater than or equal to 0 points, it will be "C" in that year;

5. If the cumulative score is less than 0, the year is "D";

Third, the assessment time.

Article 9 The assessment time of managers is arranged from June 5th to June 1 5th and from 1 5th to15th every year; The assessment time for managers and general managers of overseas offices is arranged in the middle and early days of April, July, 10 and 1 month every year, and the assessment time for employees at the operational level is from 14 to 16 every month, which will be postponed in turn in case of holidays.

Fourth, the performance appraisal interview

Article 10 After the annual performance appraisal, the immediate superior shall arrange a performance appraisal interview for his subordinates. The performance appraisal interview should be arranged by the superior supervisor within one week after the appraisal, and reported to the administrative personnel department for the record.

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