How to do a good job in performance appraisal of training department

Speaking of it, training our HR seems familiar to everyone. In fact, training is not a simple matter, what's more, when the training department of this company has been able to become a department independently, it should have undertaken many functions and job requirements. Therefore, from the landlord's point of view, I think if we only look at the value of training work by superficial indicators such as idle work, I think the training department still has a long way to go to effectively evaluate it.

First, don't go straight to the theme of this idiom story and see what it inspires.

Speaking of getting to the point, I thought of the idiom story "getting to the point". The protagonist of this story is the famous Zhang Qian. In the Western Han Dynasty, there was a people named Yue (between Gansu and Qinghai today). After being defeated by the Huns, they had to flee far away. They hated the Huns, and they always wanted to avenge themselves, but they suffered from no help, so they had to submit to humiliation for the time being. The Han Dynasty tried to defeat the Huns. After receiving the news of the Huns who surrendered to the Han Dynasty, Emperor Wu of the Han Dynasty wanted to send an envoy to contact the Yue people and jointly destroy the Huns. However, the road of Yueshi must pass through Xiongnu. In BC 139, Zhang Qian, the Duke of Bo, was appointed as the envoy of Yue. After passing through the Huns, he was caught by the Huns and held there for more than ten years. Zhang Qian also married and had children. But even so, he did not forget the task given by the emperor. Later, Zhang Qian led his men to escape while the Huns were not paying attention, and continued to look for the Yue people. Since the King of Yue was killed by Huns, China people have made his prince king. The new king led his subjects to attack Daxia country (in present-day northern Afghanistan) to the west and occupied most of the territory, because the land there was fertile and rich in products, and there was little harassment from foreign enemies. With the ease of life and the passage of time, the Vietnamese people's idea of revenge against the Huns gradually faded. Zhang Qian and his party arrived and talked to them about beating the Huns. The Vietnamese people were not interested at all, and their words were beside the point. Finally, Zhang Qian and his party had to return to the Han Dynasty in disappointment.

This story illustrates several points:

1, the strategic intention should be clear.

2. In order to accomplish the task, we must not only know our strategic goals, but also know whether the strategic goals of our partners are consistent with ours.

If the partners are not interested and feel worthless, nothing will work.

4. Everything has timeliness. You are insisting that others may have the same goal, but the result is that time has passed and the other person's goal has already changed.

Second, look at the value of training evaluation from the perspective of training function

Training is to achieve unified technical specifications and standardized operations, enrich and update knowledge, improve operational skills and work level, and finally achieve the role of unifying thoughts and rallying morale.

Being able to have an independent training department shows that training is in an important position in the company, and the number, frequency and frequency of training are many. Therefore, a good evaluation of the training department is also a means and tool to promote the quality and effect of training, and also a good opportunity to establish the image of the training department. Of course, all the challenges we face, once passed, are glory.

Thirdly, how to evaluate the training department from the perspective of training function?

Therefore, the training effect mainly includes the following four points:

1, the basis of training to improve skills and work ability.

Work is carried out through modern information processes such as goal planning and setting, knowledge and information transmission, skill proficiency drills, homework performance evaluation, results exchange announcement, etc., so that employees can reach the expected level through certain educational and training technical means to improve their goals, enhance their combat effectiveness, personal ability and work ability. This is training.

2. Training activities to convey the company's values and basic requirements.

Especially in the process of teaching new employees or existing employees the correct thinking cognition and the basic knowledge and skills necessary to complete their jobs.

3. Promote the improvement of organizational and personal performance.

Training needs are usually generated by bridging the gap between team, individual and organizational needs. Therefore, no matter how difficult the performance evaluation is, this role is definitely a point to be considered in training design.

4. Promote the change or change of ideas.

An easily overlooked function of training is to promote the unification and transmission of ideas and viewpoints, especially in the face of ever-changing changes and the arrival of the VUCA era. Training is often to convey new management objectives and requirements, such as the company's reform of factory-oriented enterprises, corporatization and mixed ownership. These are the new policies and trends since 20 17, and the training we do at this time is often to help promote it. Therefore, this should also be considered as an effective evaluation of the performance of the training department.

Fourth, evaluate from multi-level training.

Training is a systematic project, involving a wide range, from the company's business strategy, the boss's intention to the training demands of employees participating in the training. I like the word appeal very much. Why I didn't use employee training requirements. Because the demand is the demand that employees have expressed and expressed, we must meet it as much as possible. If we say that it is a potential need that we can't say and don't know how to express, we can ignore it and forgive it.

1, the boss and department heads evaluate the annual plan.

After collecting and sorting out the annual training plan, you can ask the boss and department leaders for advice first. At this time, the general task, monthly training workload (including times, number of people and time), training content distribution, training coverage and training intention of an annual training work are basically clear.

Number Training Name Training Theme Training Object Training Personnel Time Training Duration Training Place Training Lecture Training Form

So, at this time, in fact, the work of our training department has passed the audit of the boss, senior leaders and department leaders in the form of training plan.

2. Correctly understand the distribution and timeliness of training workload.

Training is for production and operation, and it is best not to overlap with the rhythm of production and operation services.

As far as the monthly workload is concerned, the number of advantages is not the key to evaluate the training quality.

There may be more arrangements in July, because we have just finished the annual meeting summary for half a year, and there will be professional title evaluation in September in the second half of the year, so we may arrange more frequency and courses in management, sales, public training and professional training. There are few arrangements in January and February. On the one hand, it is usually an annual work summary, and the whole company is full at the end of the year. Not to mention training, it is even difficult to find a date to hold the annual meeting smoothly. At this moment, training takes up everyone's time. More importantly, many training materials provided by the training department throughout the company are also important support for internal and external audits of quality management systems such as HSE, ISO900 1. If you are a member of a group company, the company has to face the training assessment of the group company, so the training department should sort out and summarize the training materials and do it by itself. This is all very heavy work. Including the training of company employees throughout the year, the workload of sorting out electronic watches is very huge.

3. Participate in the evaluation of cadres and employees.

Whoever eats pears has the right to speak. The interests, concerns, needs and pain points of participating cadres and employees are the direction of our training. You can learn from the method of evaluating trainers to evaluate each training and annual training. Of course, this kind of evaluation is of great help to understand the needs and value preferences of cadres and employees, and also to harmonize the relationship between training departments and students.

4. Human resource assessment.

As a professional functional department, human resources can be evaluated from the perspective of professional management.

Verb (verb's abbreviation) What kind of training is there besides explicit open training?

There are various training forms, including PPT courses, on-the-job education, online courses, rotation training organization, mentoring system, learning group construction and so on. Therefore, it is necessary to find out how many training forms in the company have been ignored or ignored.

For example, job rotation training is part of career planning. In this training session, we need to do a lot of work, such as system construction, personnel selection, personnel rotation configuration, receiving unit negotiation and work arrangement, work flow record of rotation personnel, work effect evaluation and so on. In many cases, it is generally necessary to organize relevant department leaders, directly affiliated senior leaders and experts to hold a PPT rotation work report meeting. Therefore, no work is simple, only we think that work is simple.

Six, don't let the training department become the victim of performance appraisal.

The fourth level of Koch's four-level evaluation is the most difficult to achieve the training effect. Even if American enterprises do a lot of training and development, the probability of using it is probably 10%.

Therefore, how to use performance appraisal is a science, otherwise the training department of the branch of human resources department will become the victim of performance appraisal itself. Therefore, the evaluation work must have a point.

Seven, the main points of training evaluation

1. It is suggested to set indicators from the aspect of training system construction.

1) Training system construction

Improvement, revision, supplement and perfection of the training system;

2) Training hardware construction progress

Whether there are all kinds of equipment, equipment utilization rate.

3) Construction of training institutions

How to have an independent training department, training work distribution and assume functions.

4) Integrity of training materials

Training materials are a key management link, but they are easily overlooked.

2. Training effect evaluation

It's time to evaluate the training details. Including training times, person-times, effects, etc. It can be done in this department. If you want to evaluate, it is best to invite the leaders and staff who participated in the training to evaluate their work. Comprehensive evaluation can be made from the aspects of training theme selection, training form, training effect and training suggestions.

1) Completion rate of training plan; This is the basic indicator. There is a trick in the assessment of this indicator, that is, we must understand that it is normal to adjust the plan, and the key is that it can be handled properly. For example, at the beginning of the year, you designed the safety training of enterprise legal person according to the previous practice. As a result, the district safety supervision bureau changed the requirements for safety training of enterprise legal persons this year. Without this training, do you want to finish it? Based on the experience of internal and external experts, I finally come to the conclusion that you can add a "training change order" to the training, and the addition, deletion and modification of the training plan can be adjusted. For example, the deduction of points for this training can be regarded as complete as long as there is a notice to cancel the training, explain the reasons, and a Training Change Form signed by the competent leader; If they replace this training with new training, it will be regarded as completed. In addition, you were originally a training for some employees, but due to the adjustment of business policies this year, other cadres and employees need to understand and master this part, so you can make an additional item. The content of additional items can be designed in advance: increase the number of people, increase the content, increase the duration, etc.

2) Training workload: total duration and training times;

3) The number of new courseware to be trained: This is the key link of training quality.

4) Training of trainers and new trainers. This is the living water that students can continue to train.

5) Opinions or satisfaction evaluation of participating cadres and workers.

6) Promote participation in the annual key work training, etc. The training conference involves some important work in enterprise management. Designing this special index is not only conducive to correctly evaluating the work of the training department, but also the most important thing is to promote the training department to actively participate in and promote the important work of enterprise management.

Training helps to improve performance. It is best not to hurt the heart of the training department, and it is best not to be sad, and to make an objective, fair and scientific evaluation. We should not only consider short-term indicators, but also understand the long-term impact of training on enterprises. Remember a word, we don't want to be slaves of numbers. We must be able to see the present and the future.

In short, the training evaluation must have the essentials and keep up with the strategic arrangements of the boss and the company; Ensure to keep up with the training needs of departments and employees; Be sure to master the diversity of training content; We must be able to evaluate explicit partial values and implicit partial values; There must be both data indicators and reasonable non-quantitative indicators. Therefore, the index design must be evaluated from many aspects, otherwise the value and significance of training can not be fully expressed. As for whether we can solve the performance problem, that is, we pursue Excellence from Excellence. Don't do performance for performance evaluation. It is also important to grasp what you want from the training and evaluate what you want.

Second, how to set the performance appraisal indicators of human resources management departments

The human resources department is a functional management department, and all the work contents and achievements are supportive, which is not directly related to the company's return to operating performance. Therefore, it is more necessary to proceed from its core functions when formulating performance appraisal indicators. He Yi suggested that the main assessment contents:

1. Per capita labor efficiency: It can be assessed by indicators such as per capita sales income or added value of 100 yuan labor cost, reflecting the improvement of human resources efficiency of enterprises by human resources departments and the achievements of human resources departments in staffing reduction and skill training.

2. Completion of recruitment plan: it can be assessed by indicators such as completion rate of recruitment plan, number of recruits or number of recruits for XX positions. It is best to make a reasonable recruitment cycle according to different groups, complete recruitment within the cycle, and improve recruitment efficiency;

3. Training and training: It can be assessed by indicators such as per capita training hours, training plan achievement rate, training satisfaction and core team training plan achievement. Pay attention not only to whether the training is done or not, but also to the training effect;

4. Personnel retention: it can be assessed by indicators such as on-the-job rate of key positions and employee turnover rate;

5. Performance pay: The work of performance pay is usually routine. Unless the enterprise wants to rebuild the salary system or implement the performance system, it only needs to be assessed from the perspective of error rate and complaint rate.

6. Labor relations: Labor relations can be assessed by the number of labor disputes or labor dispute handling indicators, guiding the human resources department to take measures to optimize employee relations as much as possible.

Ⅲ. How to set the performance appraisal indicators for training managers and supervisors?

The rules for setting performance appraisal indicators for training managers and training supervisors are as follows:

1, benefit index

Considering the influence degree of each factor on the training benefit comprehensively, the weight of each influencing factor is reasonably determined to reflect the importance degree of this factor, and a statistical model is established to calculate the training benefit. For example, the quality of training completion and the satisfaction of students. Through the investigation of the whole training process, the quality of training completion can be obtained, and the satisfaction of students can be obtained through questionnaire survey. For example, a table as shown in table 1- 1 can be designed to evaluate trainees:

2. Efficiency index

Efficiency index is an evaluation of training quality and progress. Training should be carried out according to the schedule and achieve the expected results, and training content should not be delayed or deleted without reason. It can be evaluated and controlled through training schedule control and training target completion rate. Training progress control and training target completion rate shall be formulated by the training department and reported to the company in advance, and the training shall be controlled through the plan.

3. Risk indicators

Risk indicators mainly consider the special circumstances in the training process, such as complex training content, long training period and inability to produce training results in a short period of time.

Through the selection of the above three indicators, the performance appraisal results of training managers are evaluated respectively. Determination of index weight. The principal component method in multiple regression analysis can be used to design the weight of quantitative indicators, and its core is to calculate the cumulative contribution rate of each indicator relative to other indicators to find the weight.

Four, the newly established investment management company has fewer employees, which are divided into marketing department, training department and administrative personnel department. How to conduct employee performance appraisal?

Reprint the following information for your reference.

Employee performance appraisal evaluation form

1 job performance

2 professional skills

3 Work attitude

4 work efficiency

5 quality of work

6 enthusiasm for work

Ability to work independently

8 initiative and creativity

9 spirit of cooperation

10 job responsibilities

1 1 interpersonal relationship

12 instrument hygiene

13 attendance

14 courtesy

The thirst for knowledge

16 self-discipline ability

Total score 1-30 = incompetent 30-47 = below standard 48-58 = up to standard 58-68 = above standard 68-80 = excellent 65438+ 0-5 points for each item.

Employee performance appraisal evaluation form

The department where the employee's name is located.

Evaluation interval year/month/year

The evaluation scale and scores are excellent (10), good (8), fair (6), poor (4) and extremely poor (2).

Evaluate the scoring weight of project standards and requirements.

Self-evaluation direct evaluation manager evaluation general manager

Average score in this column.

job performance

1. Achievability of work objectives (per capita productivity objectives, management objectives)

2. Effect of safety production management (safety status of people/things/machines/environment/methods)

3. Control or improvement of related technology/quality

4. The stability of the team, the smooth progress of the work, and the discipline of subordinates.

5.6S management, ISO implementation and system implementation.

job skill

1. Business knowledge and skills, management decision-making ability.

2. Organizational and leadership skills

3. Communication and coordination skills

4. Ability to explore and innovate

5. Capacity for implementation and enforcement

workmanship

1. Work hard and try your best to finish the task.

2. Hard work, perfect work.

3. Strong sense of responsibility, able to work spontaneously and set an example.

4. Professional ethics and integrity, pay attention to personal behavior, and maintain the company's image.

5. Sense of responsibility and dedication to the company

working attitude

1. Obey the work arrangement, be diligent and sincere,

2. Unity and cooperation, team consciousness

3. Punctuality, pragmatism, initiative and positivity.

4. Don't waste time, don't be afraid of hard work, and have no complaints.

5. Work spirit: Are you optimistic and enterprising?

Signature of Appraiser: Direct Report: Manager: General Manager:

Evaluation score: average work performance ×4+ average work skill ×2+ work quality ×2+ work attitude ×2= attendance and rewards and punishments.

(Information provided by personnel) 1. Attendance: Times of being late and leaving early ×0.5+ days of absenteeism ×4+ days of personal leave ×0.5+ days of sick leave ×0.2= points.

Two. Punishment: fines/warning times × 1+ minor errors ×3+ major errors ×9 = score three. Reward: praise times × 1+ small mistakes ×3+ big mistakes ×9 = score -I-II+III = score.

Grade a (exceeding or reaching the standard/excellent or good): 90~ 100;

Grade B (basically meeting the standard requirements/average): 80~89 points;

Grade C (close to the standard requirements or close/qualified): 70~79 points;

Grade D (far below the required standard/poor, need to be improved): below 69 points.

Four, how to do a good job in the performance appraisal of the administrative personnel department

Hello, the assessment of functional departments you mentioned is also a difficult problem faced by many enterprises. Financial department, personnel department, administrative department, comprehensive management department and so on, the performance of every enterprise can not be separated from functional departments, but it is impossible to assess the performance of enterprises. The work of these functional departments is mostly transactional, without clear business indicators, it is difficult to measure performance with figures. Therefore, when conducting performance appraisal, it is necessary to conduct performance appraisal according to the work characteristics of functional departments. The following is a documentary about the project of building performance appraisal system of functional departments, which we did before. I hope it will help you.

1. Design quantitative assessment indicators according to job responsibilities. Set performance appraisal indicators from three dimensions: workload, work quality and work efficiency, and quantify them.

(1) workload dimension. For example, the work of writing manuscripts can be measured by the number of manuscripts written. Some work can not be completed in one step, so it is necessary to carry out process analysis and evaluate the whole work from each process step. For example, organizing training can be measured by quantitative indicators such as the number of times of organizing training, the number of people participating in training, and the amount of materials distributed during training.

(2) Work quality dimension. For example, when writing a manuscript, the quality is not up to standard and needs to be revised or rewritten. The quality of work can be measured by the number of times the manuscript is repeated.

(3) Work efficiency dimension. Convert the fuzzy index of "timeliness" commonly used in assessment into the number of delays. Set a reasonable time limit for a job, and if it is not completed within this time limit, it is considered that the work efficiency is not up to standard.

2, clear assessment criteria. To determine the assessment indicators, formulate clear and reliable assessment standards, specify the specific quantity, completion time requirements and deduction standards, and provide a basis for performance appraisal. For example, the assessment standard of "organizing training" clearly requires relevant responsible departments to organize safety training before 25th of each month, instead of "organizing training on time" in the past.

3. Establish a quantitative recording system. Design the work log and the evaluation form of department leaders, in order to realize the quantitative trace management of everyone's daily work, provide more objective support for performance appraisal, and reduce the influence of subjective factors on the implementation of appraisal to a certain extent.

I hope the above suggestions are helpful to you. Want to know more details, you can trust me personally, or you can go to official website, a human resources expert, to check the successful cases.

ⅵ How should all departments cooperate with performance appraisal?

Each department shall cooperate with the performance appraisal in the following ways:

1. Ask more questions and clarify the purpose of performance appraisal.

What is performance appraisal? Why should we conduct performance appraisal? What changes can performance appraisal bring to companies and departments? What benefits can performance appraisal bring to employees? What are the benefits of performance appraisal? What are the possible disadvantages? What are the functions and rights of departments in performance appraisal? Wait, the human resources department suggested that company leaders come forward to organize department heads and employee representatives to discuss the above issues. First of all, unify ideology, define the same goal, and eliminate the worries and anxieties about performance appraisal.

2. Sort out and improve the company's management system, organizational structure and job responsibilities to prepare for the company's upcoming performance appraisal.

At the same time, combined with the company's development plan, leadership expectations, departmental opinions and actual conditions, make a preliminary performance work implementation plan and assessment plan.

3. Leaders come forward to coordinate the participation and cooperation of various departments.

The performance indicators and weight ratios are set with the person in charge of each department as the leading factor, and the human resources department is responsible for auditing with reference to the company's objectives. After repeated argumentation and discussion, report to the leaders for approval and reach a consensus; The setting of performance indicators should closely focus on the company's profit objectives, and be decomposable, quantifiable, easy to assess and achievable.

4. Do a good job in the pre-training of performance implementation.

Do a good job in pre-training and promotion, strengthen the positive publicity of performance work through training, deepen employees' knowledge and understanding of performance work, and reduce the resistance of performance promotion work; At the same time, train and guide department heads to be familiar with the working methods and processes of performance appraisal, and improve the control ability of performance management and communication skills of performance interview.

5. Do a good job in pilot work and implement performance from top to bottom.

Find the right starting point, and gradually implement the performance appraisal work from point to area. First of all, from the top of the company, managers first, functional departments first, and top-down performance appraisal; Secondly, find a business department that is easy to produce performance to carry out performance work pilot. If the performance is profitable, it will be widely publicized and vigorously promoted. With the benefit orientation, it will be much easier to implement. In the process of performance implementation, the human resources department should pay attention not to exceed its authority, and the authority of performance appraisal is concentrated in business departments at all levels, and the human resources department only needs to provide guidance and assistance.

6. Pay attention to the collection and arrangement of performance appraisal opinions, and adjust them in time when problems are found.

In the process of performance implementation, we can consider holding a performance special meeting at the right time, which will be attended by the company's senior management, department heads and employee representatives, and put forward opinions and suggestions for the problems existing in performance appraisal, indicating the company's determination to implement performance and enhancing the participation consciousness of departments and employees.