Introduction: What are the methods of employee performance appraisal? What are the common performance appraisals? Let's take a look at the performance appraisal methods I brought to you, hoping to help you.

Chapter 1: departmental performance appraisal method Performance appraisal is one of the commonly used modern human resource management methods, but many enterprises often have many problems in the process of performance appraisal, such as unclear responsibilities, mutual shirking, unfair appraisal results not being recognized, too much water in the appraisal, and so on. There are many reasons for the problems in performance appraisal, such as: adopting the wrong appraisal method, not subdividing the work in advance, and not setting posts and responsibilities; The performance appraisal method adopts negative incentives, which makes employees complain about their performance; The lack of strategic human resource management makes the performance appraisal unable to link with the actual situation of the company. The following analyzes several performance appraisal methods and their influences from the perspective of human resources. Each has its own advantages and disadvantages, and each has its own emphasis. I want to share it with you, hoping to help the performance appraisal of enterprises.

1、? PDCA closed loop? Examination method

The so-called PDCA, that is, planning, implementation, inspection and action, was first put forward by American quality management expert Deming. No matter what kind of work is inseparable from PDCA cycle, every work needs to go through four stages: planning, implementation, inspection, adjustment and continuous improvement. For human resource managers, this is an effective tool to control the management process and evaluate the quality and performance of work. At present, it has been successfully applied to some enterprise management software.

Taking Beisen tita.com, the most effective application of PDCA, as an example, in the new assessment module to be launched in Beisen tita.com, based on the tita.com platform, business leaders or department heads initiate performance assessment activities under the department, and employees create assessment targets after receiving performance notices. While setting assessment objectives, you can get through all work plans and project tasks in tita.com, import all planned and unplanned daily project tasks with one click, synchronize all work status and assessment results, and feed them back to the employee assessment form most intuitively. Through flexible assessment process configuration, employees can easily complete the self-assessment link, and superior leaders can intuitively give comprehensive scores according to the daily execution process and task results, and finally summarize and generate an employee assessment result.

Beisen tita.com emphasized that through the closed-loop performance process of PDCA, the reporting relationship between superiors and subordinates can be communicated in real time, and a planned task can be given timely feedback, so as to truly improve performance in each specific work. Well, the advantages of performance management are: first, to form incentives; Second, effective management; The third is to clarify the task; The fourth is to achieve self-management.

2.360-degree performance feedback method

360-degree assessment method, also known as all-round assessment method, was first put forward and put into practice by Intel Corporation. This method refers to the evaluation of employees' performance through feedback from different subjects such as employees' supervisors, colleagues, subordinates, customers and employees themselves. 360-degree assessment has its own advantages. First, it breaks the traditional examination system in which superiors examine subordinates, thus avoiding the appearance of examiners in the traditional examination? Halo effect? 、? Central trend? 、? Tight or loose? 、? Personal prejudice? And then what? Blind spot for assessment? And other phenomena. Second, it reflects different opinions of different appraisers on the same appraiser, and more comprehensive feedback information is helpful to improve appraisers' abilities in many aspects. The third is a way for employees to participate in management. However, almost perfect tools often have fatal shortcomings: first, they become a way for some employees to vent their personal anger. Some employees don't face up to the criticisms and suggestions of superiors and colleagues, but turn work problems into personal emotions and take advantage of assessment opportunities? Personal? . Second, the assessment and training work is difficult. The organization should train all employees in the assessment system, because all employees are both examiners and examinees. Surgery is also difficult and risky.

3, key performance indicators assessment methods

Key performance indicators (KPI) are the decisive factors to complete a task and be competent for a post. It is a measure based on job responsibilities and closely related to employees' work tasks, which reflects the focus of each job. During the assessment, select 3-5 important indicators closely related to employees' current work from the assessment indicators of each position, and take this as the standard to assess employees' performance. When used alone, key indicators measure the ability and quality of employees, not their job performance, and can also play a certain role in comprehensive evaluation, which is suitable for annual or phased evaluation of employees' ability and quality, but not for short-term goal realization.

4、? Virtue and diligence? Examination method

This is a traditional performance evaluation method in China and a typical fuzzy evaluation. Most state-owned enterprises and government agencies use this assessment tool. This evaluation tool is more comprehensive in content, not just evaluating performance, de Qin Neng? It also accounts for a very large part. ? But can Germany be diligent? The biggest problem with the assessment method is that human factors account for a large proportion and are subjective. Sometimes? Good people? 、? Mediocre? The assessment score will be high, and the assessment results will be out of touch with the actual performance. As an evaluation tool, it has the highest risk.

As can be seen from the above analysis, each performance appraisal method has its own shortcomings and limitations, and the applicable company types and scales are also different. In addition, different cultural backgrounds also affect its effectiveness. For enterprises, there is no need to deliberately pursue or deliberately imitate the performance tools of those advanced enterprises in the world. The key is to thoroughly understand the management reality of the enterprise itself and choose the most suitable and effective performance management tool!

Chapter II: Methods of departmental performance evaluation. general rules

In order to implement the company's performance management assessment methods, standardize the bonus distribution in the work area, embody the principles of fairness, openness and justice in bonus assessment and distribution, form an effective incentive mechanism and competition mechanism, and enhance employees' sense of responsibility and team spirit, at the same time, establish a scientific and reasonable performance management system based on this, as the basis of employee performance assessment, and effectively motivate employees to strive to improve their performance. Better complete the tasks assigned by the company and the work area. Combined with the actual situation of the work area, the management measures for performance appraisal of transmission line work area are formulated. This assessment method is applicable to the management assessment of monthly comprehensive management award, long-term assessment award for safety production and other bonuses issued by the company.

Two. Principles of Performance Management The bonus distribution in the workplace follows the following principles:

1. Job reward, job change reward and responsibility punishment;

2. Strict assessment, performance orientation and dynamic management;

3. Grasp the big and let go of the small, and arouse the enthusiasm of team management.

Third, organization

1. Work area evaluation working group.

Team leader: director

Deputy leader: Deputy director of the Party branch secretary. Team members: the work team in the work area and the team leaders of each class.

2. The main responsibilities are: to be responsible for the leadership, organization, supervision and inspection of the comprehensive management evaluation of the whole work area. Be responsible for the concrete implementation of comprehensive assessment in the whole work area, organize inspection and spot check, summarize assessment data, put forward assessment opinions, accept assessment complaints, mediate and adjudicate disputes arising in the assessment. Supervise the assessment work of each team, check the implementation of the assessment methods of each team, and correct and deal with the teams that violate the regulations or perform poorly. According to the needs of the evaluation work, organize various special management evaluations and inspections.

Fourth, the performance appraisal method

(a) work area direct assessment personnel

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2. The assessment adopts the scoring system of 100, in which the weight of contract performance is 100%.

2. 1 Divide the production management, infrastructure construction, equipment and professional management, and spiritual civilization construction of the safety team into performance indicators, team management level and performance appraisal as the basis for establishing the team assessment system, so as to unify the target management, monthly economic responsibility system and team performance appraisal into one line to manage the assessment.

2.2 The main content of performance indicators is management by objectives. The evaluation result of the current month is the monthly comprehensive evaluation result, and the monthly prize is honored. In target management, we insist on using quantitative indicators to assess the indicators of our team, and using qualitative evaluation to assess the indicators of teams that cannot be quantified. The evaluation of performance indicators accounts for 20% of the monthly comprehensive evaluation.

2.3 Team management level is mainly composed of team infrastructure, equipment, professional management and spiritual civilization construction. The management level of the team is evaluated according to the monthly inspection conducted by the management team. The evaluation of team management level accounts for 30% of the monthly comprehensive evaluation.

2.4 Performance appraisal focuses on the completion of production tasks. Evaluate the monthly work plan, weekly work plan and temporary work tasks issued by the work area. Performance appraisal accounts for 50% of the monthly comprehensive appraisal.

1. bonus coefficient of work area:

(2) Methods for calculating and distributing bonuses of team examiners.

Except those who directly assess the bonus in the work area, the bonus coefficient is approved and distributed to each team according to the number of other personnel in the work area, and each team is assessed and distributed according to the actual work situation of the team and the comprehensive management assessment method of the work area.

(3) Other relevant supplementary provisions.

1. Each team should refer to these detailed rules and formulate its own team according to its own characteristics (operation, maintenance and electrification)? Third, improve? The content of the management measures shall be based on the principle of performance first, and detailed assessment rules shall be formulated and reported to the work area for filing before implementation.

2. Each team in the formulation of personal assessment allocation method, must according to the daily management tasks undertaken by the team members (such as male * * * size records, etc. ), in the form of bonuses, cash the corresponding bonuses.

3. The safety production and operation management not involved in the comprehensive management assessment method, as well as the handling of various assessment events, shall be implemented in accordance with the relevant rewards and punishments regulations of the company; Personal behaviors unrelated to work shall be assessed by the company, and all of them shall be borne by the responsible person.

4. The comprehensive management evaluation method is applicable to the team to which the work area belongs.

Verb (abbreviation of verb) evaluation procedure and method

Evaluation procedure

1. Before the monthly production meeting, each team will submit the last month's self-evaluation form to the work area assessment working group in electronic form;

2. At each production meeting, the leader (or deputy leader) of the assessment working group will hold an assessment meeting in combination with the production meeting in the work area, summarize and verify the assessment rules in combination with the performance management in the work area, and put forward assessment opinions. Timetable:

First, the target management index system and evaluation criteria

Second, the evaluation standard of team management level

Third, the performance performance system and evaluation criteria

Target management index system and evaluation criteria (20 points)

Evaluation standard of team management level (30 points)

Department: xxxxXXX Date: XX year XX month XX day

The contract is valid from xx, xxxx to xx, xxxx.

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