Part I: Performance appraisal scheme for supermarket employees (Part I) Purpose of performance appraisal.
1. Continuously improve the management level of the company, so that the company can maintain the momentum of sustainable development and achieve a win-win situation for employees.
2. Deepen employees' understanding of their job responsibilities and work objectives.
3. Continuously improve the working ability of employees, improve their work performance, and improve their initiative and enthusiasm.
4. Establish a team with unity and cooperation, rigorous work, high efficiency and Excellence based on departments and team leaders.
5. Through the rational application of assessment results (rewards and punishments or treatment adjustment, spiritual rewards, etc. ), create a working atmosphere that encourages employees to make progress.
Second, the principle of performance appraisal
1. Principle of fairness and openness: All employees of the company are assessed by the company, and the application of assessment results in the same position of the company is subject to the same standards.
2. Regularization and institutionalization principle: the performance appraisal work is carried out under the direct leadership of the performance appraisal team. The performance appraisal department is the management department for the implementation of this system.
(1) The company evaluates its employees once every four months.
(2) As an important system of human resource management, performance appraisal should be strictly observed and implemented by all employees. The performance department is responsible for the continuous revision and improvement of the system.
3. Percent system principle: The company adopts the percentage system method to evaluate employees.
4. Flexibility principle: the company's assessment of employees is divided into quantitative assessment and qualitative assessment. Different positions, different levels and different periods have different assessment priorities, and the score ratio is 50% respectively.
Quantitative evaluation:
A. Management: the key work of the department, complete the work arranged by the company with good quality and quantity, and increase the work at any time due to business needs.
B. Employees: jobs specified in job responsibilities, jobs arranged by department heads, and job performance.
Qualitative evaluation:
Labor discipline, unity and cooperation, service quality, inventory work, knowledge assessment
1. The assessment is conducted every four months, and the assessment time is March and July 1 1 month every year.
2. The assessment reaches 85 points, the post is adjusted, and the salary is increased by one level. If the assessment reaches 60-84 points, the original salary will remain unchanged. If the score does not reach 60, the salary will be reduced by one level.
3. The year-end bonus will be cancelled at the same time when this assessment is implemented, and will be handled separately according to the benefits.
4. The top 20 total scores in this assessment year are outstanding employees of this year, and those with outstanding performance can skip classes.
5. Occupation: employee-person in charge of payment counter-person in charge of counter-section chief [group leader]-supervisor-payment manager-director-deputy manager-general manager
Salary grades are 650,750,850,950, 1 150, 1250, 1350, 1450,1750,2050.
Three. Evaluation content and applicable objects
1. The assessment content refers to the performance (quantitative) assessment, and the performance assessment cycle is monthly.
2. This evaluation is applicable to regular employees (excluding promoters and shopping guides).
3. New employees will participate in the performance appraisal from the following month, and those who leave (voluntarily leave or are dismissed) in the middle of the month will not participate in the appraisal.
4. Internal transferees shall be divided according to the working hours of their departments, and the performance of the work unit transferred for more than half a month shall prevail, otherwise the performance of the transfer-out unit shall prevail.
Four. Performance Appraisal Indicator/Weight Proportion/Appraisal Scope/Calculation Formula
1. Performance appraisal salary ratio:
(1) Assess according to the post salary 10% of the employees participating in the assessment (if the monthly salary of the employee is 800 yuan, the floating salary is 80 yuan, that is, 800 yuan × 10%=80 yuan; For example, the monthly salary of the foreman is 1000 yuan, and its floating salary is 1000 yuan, that is, 1000 yuan × 10%= 100 yuan; If the supervisor's monthly salary is 1500 yuan, the floating salary is 150 yuan, that is, 1500 yuan×10% =150 yuan; For example, the monthly salary of the manager is 2000 yuan, and the floating salary is 2000 yuan × 10%=200 yuan). 2. The sales, gross profit, expenses, non-operating income and commodity loss rate of the performance appraisal part are quantitatively assessed based on the financial budget. According to the management characteristics and division of responsibilities of the department, the performance evaluation index, weight ratio and evaluation index are refined.
Five, performance appraisal reward and punishment standards
1. The comprehensive achievement rate is the sum of the actual achievement rates of the assessment indicators undertaken by the employees of the department * the corresponding weight ratio.
2. Performance appraisal rewards and punishments should be linked to employees' performance wage income. The principle is that employees are only rewarded and not punished, and those above the supervisor level are assessed according to their performance.
Reward and punish the actual comprehensive nuclear achievement rate.
3. The rewards and punishments achieved by the performance appraisal indicators of the current month are reflected in the salary of the next month, and the human resources department will distribute them to all departments on the 20th of each month.
If there is any objection to the performance appraisal results of the current month (due to uncontrollable factors, etc.). ), the opinions of the department shall be summarized to the Human Resources Department before 25th, and the Human Resources Department shall report to the general manager or the company for regular meeting discussion, and then issue the final reward and punishment results and implement them.
4. If the whole store fails to achieve the budget GOP target, but exceeds the budget target of the department or group, the reward can be calculated separately (reported separately).
For example, if the whole store achieves the budget GOP target, but the department fails to achieve the budget target, it will not participate in the reward.
5. If the comprehensive achievement rate reaches the corresponding standard, there is no reward or punishment.
6. Reward:
Comprehensive achievement rate 100%. For every increase of 1%, 10% of the floating weight will be awarded.
Examples of awards: Suppose A is the actual comprehensive achievement rate. A= 105% is the fresh food department of a certain group.
Proportion of rewards and punishments for floating wages = 105%- 100%=5%
If the salary standard of the supervisor is 1500 yuan, you can get a bonus (1500×10%) × 5% *10 = 75 yuan. B. of other personnel.
The reward calculation method is the same as above.
7. Punishment:
The comprehensive achievement rate is 100%. For every decrease and increase of 1%, the floating weight of 5% will be deducted. The maximum penalty deduction shall not exceed the individual floating salary.
Example of punishment: Suppose A is the actual comprehensive achievement rate. A= 90% of the fresh food department of a certain group.
Proportion of rewards and punishments for floating wages = 100%-90%= 10%.
If the salary standard of a supervisor is 1500 yuan, the deduction is (1500×10% )×10% * 5 = 75 yuan.
B the calculation method of liquidated damages for other personnel is the same as above.
Part II: Performance Appraisal Scheme for Supermarket Employees (Part II) 1. Purpose
1. In order to evaluate employees' work performance fairly, justly and scientifically, improve the incentive and restraint mechanism, highlight the incentives for outstanding employees, fully mobilize employees' work enthusiasm, effectively promote the improvement of work performance, and rationally allocate human resources.
2. Establish a standardized evaluation platform, further standardize, unify and improve the evaluation system, and better guide all departments to carry out evaluation work.
Second, principles.
Strictly follow the principle of "fairness, justice, openness and science", truly reflect the actual situation of the assessed personnel, and avoid personal and other subjective factors affecting the performance appraisal results.
Third, the scope of application
This method is applicable to employees of all departments of this unit.
Fourth, the assessment rules
(A) store manager assessment scoring rules
1. If the store is not managed according to relevant national laws and regulations and company rules and regulations, 5- 10 points will be deducted/time;
2. Failing to do the daily maintenance of the equipment and facilities in the store as required, 2 points will be deducted/time;
3. Failing to do a good job in the daily management of employees in the store according to the relevant rules and regulations of the company, 2 points will be deducted each time;
4. Failing to do a good job in the daily management of the rental counters and franchised manufacturers in the store, 2-5 points will be deducted/time;
5. Failing to control the overall environment in the store, 3 points will be deducted/time; 6, in order to do a good job in the management of fixed assets in the store, resulting in losses, deducted 5 points/time; 7. If the monthly bonus payment in the store is not done well, causing disputes, 2-5 points will be deducted each time depending on the seriousness of the case;
(2) Detailed rules for the assessment and scoring of the manager on duty
1, if the attendance of supermarket personnel is not recorded according to the attendance management method, 2 points will be deducted each time;
2, failed to do a good job of staffing according to the needs of store operation, deducted 5 points/time;
3. Employees in the store don't wear work clothes as required, and gfd doesn't meet relevant regulations, so 2 points will be deducted each time;
4. Failing to display, replenish and promote the goods, 2-5 points will be deducted each time; 5. Failing to keep the supermarket clean and tidy, 2 points will be deducted each time;
6. Failing to solve customer complaints and disputes caused by problems such as commodity quality and service attitude according to regulations, 2-5 points will be deducted as appropriate;
(3) Detailed rules for the assessment and scoring of tally clerks
1, if the preparatory work is not done well before opening, 1 minute/time will be deducted;
2. Failing to keep the store clean and tidy during the opening period, 2 points will be deducted/time; 3, did not do a good job of loading, display, sorting, replenishment, price labeling, etc. , 2-5 points/time;
4. If the goods are not correctly signed and the price tag is not aligned, 3 points will be deducted/time; 5. If the expiration date of the goods is not regularly checked, resulting in expired goods in the store and consumer complaints, 5- 10 points will be deducted/time;
6, did not use civilized language to greet customers, did not help customers shopping, deducted 3 points/time;
7. Chatting absently during business hours and not paying attention to the security work in the store, resulting in the loss of items, 2-5 points will be deducted/time;
8. If the payment for goods is not paid and the payment for goods is improper, resulting in losses, 2-5 points will be deducted/time;
(4) Detailed rules for cashier's assessment and scoring
1, 2-5 points/time will be deducted for not observing the rules and regulations of the store and safeguarding the interests of consumers;
2. If the cashier equipment is not used correctly and the basic maintenance of the cashier equipment is not done well, resulting in equipment damage, 3 points will be deducted/time;
3, the cashier did not use civilized language, 2 points/time;
4, did not comply with the relevant provisions, disputes with customers, 2-5 points/time; 5, did not do a good job of commodity information feedback, 2 points/time;
6. If the payment is not settled in person, resulting in losses or disputes, 3 points will be deducted/time; 7. Deduct 2-5 points/time for unpaid fees;
Chapter III: Performance Appraisal Scheme for Supermarket Employees (III) Appraisal is not only the main means to mobilize employees' enthusiasm, but also the main means to prevent unprofessional behavior in business activities, and it is also the case in procurement management. It can be said that the performance appraisal method is the most powerful weapon to prevent procurement corruption. A good performance appraisal can achieve such an effect: the purchaser must consider the interests of the company subjectively and serve the interests of the company objectively, and there is no room for personal profit.
How to evaluate the performance of purchasing personnel? Multinational companies have a lot of mature experience to learn from, and its essence is to quantify business objectives and grade evaluation. Multinational companies will focus on employee performance appraisal and career planning and design every six months. For the personnel in the procurement department, it is to review and evaluate the performance of procurement management and set future goals. In the assessment, two sets of index systems are used alternately, namely, the business index system and the personal quality index system.
The business indicator system mainly includes:
(1) Has the procurement cost been reduced? Is it possible to maintain the original cost level in the seller's market?
(2) Has the purchasing quality improved? Are the losses caused by quality accidents effectively controlled?
(3) Does the supplier's service add value?
(4) Does the procurement effectively support other departments, especially the operation department?
(5) Has the purchasing management level and skills been improved?
Of course, these indicators can be further refined. For example, procurement cost can be subdivided into: procurement cost, transportation cost, abandonment cost, order cost, term cost, storage cost, etc. Quantify these indicators one by one and compare them with the same indicators in the first half of the year, and the comprehensive evaluation is the operating performance.
It should be said that these indicators are hard and difficult to disguise, so this kind of evaluation sometimes seems "cruel". Those who only engage in interpersonal relationships but not performance will "show their true colors" at this time.
After the evaluation is completed, employees will be divided into several grades, or given promotion and reward, or maintained the status quo, or given a warning or dismissal. It can be said that this semi-annual performance appraisal is closely related to the vital interests of employees.
The evaluation of personal quality will be relatively flexible, because it includes not only the existing ability evaluation, but also the degree and potential of progress. The main contents include: negotiation ability, communication ability, cooperation ability, innovation ability, decision-making ability and so on. These competency evaluations are all linked with performance evaluation, mainly aiming at the unsatisfactory aspects of performance and how to further enhance personal abilities. In response to these improvements, these multinational companies have arranged many internal or external training courses for their employees.
After the performance evaluation, the arrangement is career planning and design. Career planning and design include the main business indicators for the next six months and the action plan needed to complete these indicators. There are two principles: the first is the quantification principle, which is quantified as much as possible, such as the quantity, cost and supply of quality accidents. The second is to improve the principle. In most cases, maintaining the status quo is not enough. It must be improved on the basis of previous performance, but the degree of improvement depends on the specific situation.
In the next performance appraisal, if there is no force majeure. It must be based on business indicators in career planning and design.
Domestic supermarkets also carry out performance appraisal, but these appraisals are a mere formality. Its shortcomings are that there is no quantitative index and ability evaluation, the assessment is not serious enough, and there is no training arrangement. Why do those suppliers give buyers "benefits"? Why take buyers into high-end entertainment places? I just want to raise the price or lower the quality and efficiency. If the buyer participates in these corrupt acts, the specific situation may not be known, but it will definitely be reflected in his business performance. If there is no "magic spell" of performance appraisal, the probability of procurement corruption will be much greater. Therefore, performance appraisal is a magic weapon to reduce the subjective factors of procurement corruption.
Of course, performance appraisal plays a greater role in improving the enthusiasm of employees, but it is still an effective measure to prevent procurement corruption.
What does the supermarket manager's performance appraisal include?
Job responsibilities:
1, which is a concrete behavior to safeguard the interests and image of the organization.
2. Willing to accept extra tasks and necessary overtime.
3. Willing to be responsible for the results of work.
4, completes the attendance record, not absent without reason.
Quality of work:
1, obey the instructions of the superior.
2, abide by the rules and regulations and business processes.
3. Provide maximum convenience for the follow-up work.
4. Keep the quality of work stable without supervision.
Work efficiency:
1, finish the task on time
2, according to the need to actively adjust, speed up the progress.
3, can improve the method within the scope of rules to improve efficiency.
Job skills:
1, with a good understanding ability and a good understanding of the needs of work tasks.
2. Have good ability to find and solve problems, find problems in time, find out the causes of problems, and take effective measures to solve problems.
3, according to the characteristics of the current work, flexible use of existing methods and technologies, and creatively put forward new methods.
4, have the necessary business knowledge, skills and methods, can independently complete the work of this position.
Teamwork:
1, willing to share experiences and opinions with others.
2. Express different opinions in an appropriate way.
3. Maintain good cooperative relations with colleagues and cooperative departments.
4. Participate in and support team work and promote the realization of team goals.
5. Be able to make personal sacrifices for the benefit of the team.
Personal development:
1. Have confidence in your ability and judgment, and be willing to try challenging tasks.
2, often put forward new requirements and goals for themselves, willing to take on greater responsibilities.
3. Have a clear personal development plan and training needs.
4. Accept job-related training with a positive attitude.
5. Arrange personal time to improve professional skills.
Decision-making and authorization:
1. Actively consult with subordinates and relevant personnel in the decision-making process to encourage others to participate.
2, within the scope of responsibility, independent decision-making, do not intervene in the problem, and be responsible for the decision-making results.
3. Decentralize decision-making power and job responsibilities appropriately, encourage subordinates to make independent decisions, and establish appropriate control measures.
Planning and organization:
1, according to the objectives and instructions, the task of departmental objectives is decomposed and scheduled, and the implementation plan is formulated.
2, communicate with subordinates to achieve * * * to understand the goals and tasks of subordinates.
3. Analyze the needs of the organization and customers, and independently propose feasible projects and programs.
4, when the environmental conditions change, can make adaptive adjustments to the plan.
Command and monitoring:
1. Define the task and specify the objectives, requirements and standards in detail.
2, set up appropriate checkpoints in the work, tracking the progress and quality of the work.
3. Work in strict accordance with regulations and requirements.
4, work guidance, not only points out the problem, but also provides specific suggestions to solve the problem.
People and team management:
1, actively promote subordinates' recognition of organizational goals, and timely transmit relevant information to subordinates.
2. Treat every subordinate fairly.
3, actively communicate with employees, understand the status quo and needs of employees, feedback the work results of subordinates.
4. Accept others' suggestions and encourage others to make suggestions.
5. Try to find the contribution and progress of employees to team work and give incentives in time.
6. Pay attention to cultivating and improving the working ability of subordinates.
Chapter IV: Performance Appraisal Scheme for Supermarket Employees (IV) 1. In order to further improve the work quality and efficiency of the company's employees, continuously improve the company's management and service level, and establish and improve the incentive mechanism and restraint mechanism of the company's employees, these measures are specially formulated.
1. The purpose of performance appraisal: to assess the performance of employees; Understand and evaluate the working attitude and ability of employees; Promote employees to improve and improve their work performance; The assessment results serve as a reference for employees' vocational training and career development planning; The assessment results serve as the basis for the management of employees' rewards and punishments, transfer, salary, promotion and resignation.
2. Performance appraisal scope: all employees of the company.
Second, the company's employee performance appraisal should be gradual.
The superior is responsible for the performance appraisal of the employees at the next lower level.
Three. Company administrative office
Responsible for the guidance, service and supervision of the performance appraisal of the company's employees.
Fourth, strengthen the leadership of the company's employee performance appraisal.
The company has set up a leading group for employee performance appraisal composed of the general manager and the administrative office. The administrative office is responsible for the daily work of the performance management leading group and the content of employee performance appraisal.
Verb (abbreviation of verb) The contents of the assessment of department heads and employees.
Mainly include: work performance, work ability, work attitude, work responsibility, etc. For specific assessment criteria, please refer to the Performance Appraisal Standard Form for Department Heads and the Performance Appraisal Standard Form for Employees.
Six, employee performance appraisal work
Do it once a month.
Seven, department head
According to the general manager's assessment weight of 30%, the leader in charge's assessment weight of 30%, other leaders' assessment weight of 20%, managers of other departments' assessment weight of 65,438+00% and all employees of the same unit's assessment weight of 65,438+00%, the assessment scores are statistically summarized.
VIII. General Staff Department
According to the general manager's assessment weight of 20%, the leader in charge's assessment weight of 30%, other leaders' assessment weight of 65,438+00%, department heads' assessment weight of 30% and employees' assessment weight of 65,438+00%, the assessment scores are statistically summarized.
Nine, the assessment form
The specific assessment plan, combined with daily performance and work summary, will be announced by the company's administrative office one week before the assessment.
10. Any employee who thinks that his assessment result is obviously unfair can submit it to the administrative office within one week.
The administrative office shall, within one week after receiving the complaint, organize relevant personnel to re-evaluate the complainant.
Eleven, the employee's assessment results are sorted according to the assessment score.
Compulsory distribution is implemented, which is divided into three grades: A, B and C, with the proportions of 40%, 50% and 10% respectively.
Twelve, within 2 working days after the end of the performance appraisal, the comprehensive office is responsible for the preliminary results of the assessment feedback to the performance appraisal leading group.
After being approved by the performance appraisal leading group, the documents will be issued.
Thirteen, the immediate superior is responsible for the two-way communication of the performance appraisal results of the employees at the next level.
The content of communication mainly focuses on employee assessment scores, work advantages and disadvantages, work performance improvement plan, training plan and so on.
Fourteen In any of the following circumstances, the assessment result is D file.
1. Not obeying the work arrangement without justifiable reasons;
2. Because the work is not responsible, resulting in work mistakes, causing losses to the enterprise;
3. Poor work attitude, poor service awareness and frequent complaints at the grassroots level.
Fifteen, according to the results of employee performance appraisal level, reissue the corresponding performance salary.
20% of the company's performance salary is paid by government employees and 30% by project department employees. Performance pay twice a year. The assessment is grade A, the performance salary is increased by 15%, the assessment is grade B, the performance salary is unchanged, the assessment is grade C, the performance salary is reduced by 10%, and the performance salary is not reissued for grade D. ..
Sixteen, department heads and employees who have been rated as A for two consecutive times can be used as promotion targets.
The performance appraisal result is the department head of C for three consecutive times, and has been transferred or demoted. Employees who have been rated as C twice in a row or as D once change jobs; Employees who have been rated as Grade D for two or three consecutive times shall be treated as waiting for their posts or their labor contracts shall be terminated according to law.