I. Completion of performance appraisal in XX quarter
Before the implementation, in order to ensure the effect of this work, the group company did two jobs. The first is to formulate standardized assessment indicators for each position of the branch and the project department. This group company has eight branches. These eight branches are all construction branches, with basically the same operating data, and the job responsibilities of the same position among branches are also roughly the same. Therefore, it is helpful to guide and compare the performance evaluation of each branch by formulating standardized evaluation indicators for each position. In order to ensure that the assessment indicators can match the actual work of each position, Chen Qingjun, deputy general manager of the group company, Chen Junwei, manager of the enterprise development department of the group company, and human resources
Zou Yan, the department manager, discussed with other relevant personnel for many times, and finally formed a set of evaluation index system for each position of the branch company and the project department in XX quarter. The system includes three types of indicators: a+, A and B, which are applicable to a+, A and B branches respectively. Each category of indicators includes the assessment indicators of all management and technical positions of the branch. Secondly, conduct performance management knowledge training for managers at all levels of the headquarters of the group company, as well as branch managers, deputy managers and project managers. In March of XX quarter, the manager of human resources department trained the managers of headquarters and branches, deputy managers and project managers of group companies on performance management knowledge, providing ideological guidance for performance appraisal. Due to the heavy construction task of the group company, some managers put most of their energy into the construction, lack of knowledge accumulation and reserves in management, know little about performance management, have necessary misunderstandings, and even know nothing about terms such as performance management and performance appraisal. Therefore, it is necessary and effective to train managers on performance management knowledge. Third, modeling in April of XX quarter and the first quarter of XX quarter within the scope of the group company.
Suggested evaluation score. In order to ensure the smooth implementation of the performance appraisal work and test the problems existing in the performance appraisal management measures and indicators, the group company decided to conduct a simulation assessment on the middle-level and below managers of the headquarters of the group company, all managers of the branch company and technicians of the project department. In the process of simulated assessment, the managers of the Head Office are assessed by their immediate superiors according to their subordinate quarterly work plans, and all the staff of branches are assessed according to the assessment indicators formulated by the Group. The assessment procedures shall be implemented in accordance with the Performance Appraisal Management Measures. In the process of simulation assessment, it is found that there are problems left over from the assessment indicators of the project department. In the process of establishing indicators, only the normal construction state of the project department is considered, but the state when the project department entered the construction site but did not officially start construction is ignored, and there is a lack of assessment indicators for this state. After discovering this problem, the project department independently formulated assessment indicators to solve it according to the actual work.
Since April, the performance appraisal of the whole group company has officially started. The assessment period of the construction project department is one month, and the assessment period of managers below the middle level of the headquarters and branch managers is one quarter. At the end of each assessment cycle, all departments, offices, branches and project departments will make assessment scores and complete performance interviews according to the specified time, which will form the Employee Quarterly (Monthly) Assessment Results Evaluation Form and Performance Interview Record Form, and submit these two forms to the Human Resources Department of the Group Company within 7 days after the next assessment cycle starts, and the Human Resources Department will review the assessment results. Give necessary time to correct the unqualified assessment materials. If the materials still fail to meet the requirements after correction, the deputy manager in charge of performance appraisal of the unit to which they belong will be punished.
In July, as a member of the joint inspection team of the group company, I checked the performance appraisal of each construction project department. Through inspection, we not only mastered the degree of performance appraisal of the project department and the branch company, but also found some problems that were not found in the submitted materials. In August, the Human Resources Department once again formed a three-person team and went deep into the project departments to learn more about the promotion and guidance measures of the branch company for the performance appraisal of the project department, its understanding of the performance appraisal of the project department and the difficulties existing in the implementation of the performance appraisal of the project department. Through these two inspections, the project manager has gained some knowledge of performance management and eliminated some misunderstandings about performance appraisal. From the conversation with the project manager, I learned that the project department will hold a regular meeting every day, at which the work of the project department members on the previous day will be summarized and the work of the day will be arranged. At work, I will often correct the problems existing in the work of project department members. This is equivalent to a performance interview every day. Moreover, the construction task of the project department is heavy, so it is difficult to take time out to make a formal performance interview and form an interview record. Therefore, since September, the requirement for performance interview of the project department has been cancelled. Since then, all departments and offices, branches and project departments have been able to finish sorting out and reporting the performance appraisal data in time. The performance appraisal work is carried out in an orderly manner.
Second, the main problems in performance appraisal
After the operation of the first quarter of XX quarter, the performance appraisal of the group company has achieved necessary results.
First of all, performance appraisal makes employees clear their work tasks and goals, avoids disorder and blindness in their work, and makes their daily behavior more directional.
Secondly, the consistency between employee behavior and enterprise goals is enhanced. Performance appraisal indicators are formulated according to personal work plans and job descriptions, and personal work plans are generated under the guidance of quarterly plans of the Group and departmental work plans. Therefore, the daily work behavior of employees is more oriented to the company's business objectives.
Third, employees' understanding and recognition of performance appraisal has improved. From the initial incomprehension, employees can basically realize the role of performance appraisal now, and finish the work seriously according to the established plan, gradually changing the original working attitude of "asking me to do" and "waiting".
Finally, due to the shortening of the performance appraisal cycle, the payment of performance pay is more timely than before. Previously, the performance pay of group companies was paid quarterly, which greatly reduced the incentive effect of performance pay. Now it is paid monthly or quarterly, and the incentives are more timely.
Performance appraisal is a highly technical and complicated work. According to the strategic requirements, the performance appraisal work in XX quarter basically solved the problems that the original performance salary has no obvious relationship with personal performance, and the performance appraisal does not test the working process. This quarter, although the relevant personnel have invested a lot of energy and tried to explore and practice, there are still many problems in performance appraisal. Specific table at the moment:
(1) Understand the mentality.
Although the performance appraisal work has been understood by employees, this understanding is more manifested as a passive understanding. Many people regard it as a task that has to be completed, and think that it is a means for the group company to deduct everyone's salary, so there will be resistance in the process of implementation.
And artificially adjust the assessment results.
(2) indicators
1, the evaluation index setting of the project department is too idealistic.
Among the personnel involved in the formulation of indicators, few people have practical construction experience in the project department. Therefore, in the process of formulation, they often consider the ideal state and ignore many actual situations in construction. For example, the timeliness of completion acceptance and settlement? And other indicators, from an idealized point of view, it is indeed necessary to conduct assessment in time after the completion of the project, but the actual situation is that some projects have not been accepted for several quarters after completion, and the acceptance is not in place and is not caused by the construction party, so this assessment cannot be implemented. By the time the project can be completed and accepted, the project department undertaking the construction task may have been "unrecognizable", basically relying on assessment, and finally this indicator can only become a mere formality.
2. Some indicators are inoperable.
In performance appraisal, it is difficult to obtain the data needed by some indicators and calculate the accurate results; Some indicators are difficult to quantify, and qualitative scoring is subjective and arbitrary, so it is difficult to ensure the fairness and justice of assessment.
3. The coverage of assessment indicators is not enough.
The selection of some job evaluation indicators does not cover their key business. Generally, only technical indicators are selected for the assessment of department managers or middle managers of branches, and the assessment of some management functions is not enough. The development of group companies must enhance the management potential of group companies, and the purpose of performance appraisal is also to improve and enhance the performance of individuals and groups. Therefore, we should comprehensively enhance the soft power of individuals and groups through performance appraisal.
4. The indicator explanation is not clear enough.
Indicator interpretation is a further explanation of indicator names and plays a role in explaining assessment data. However, some indicators have not played such a role. For example, the unclear interpretation of the output value indicators assessed by branch managers leads to inconsistent understanding and data, which affects the progress of performance appraisal.
5. The target value of indicators and the drafting of evaluation criteria are confusing.
The target value of some appraisers' appraisal indicators is 100%, and the evaluation criteria of indicators are vague, which makes the evaluation lose clear criteria, and it is impossible to determine the degree of completion of indicators, giving the appraisers a convincing score.
(3) scoring.
Performance appraisal and scoring shall be carried out in strict accordance with the predetermined calculation formula, and the direct superior or designated department shall score according to the work performance of the assessed. However, in the implementation process of the first quarter, there are always some direct leaders who are subjective when scoring subordinates. In the scoring process, the calculation formula and index evaluation standard are completely ignored, and the score is given only according to the subjective decision of the individual or the relationship with the candidates. This practice completely deviates from the original intention of performance appraisal, the assessment scores deviate from the actual work performance, and the assessment results lose fairness and accuracy.
(d) performance interview
Performance interview is an important part of performance management and an important link of performance improvement. However, in the process of performance appraisal of the group company, all departments, branches and project departments have not paid enough attention to this work. Some are perfunctory, and some are not interviewed at all. The interview records were completely fabricated by the watchmaker, and the interview materials of the two performance evaluations were basically the same except for the time, and the traces of plagiarism were very obvious. This practice greatly reduces the role of performance appraisal.
(e) promoting performance appraisal
Some departments and branches lack plans to promote performance appraisal. Performance appraisal is not the work of a department of human resources department, nor is it a work that only focuses on results, nor is it a work that only needs to fill out forms. This work needs the joint participation and cooperation of each appraiser and the appraiser. However, the current situation is that all departments and branches lack planning for performance appraisal, and only do it according to the requirements of planning.
Make a form after the evaluation period. As for whether the assessed person has really carried out the work according to the index and understood the meaning of the index, they will not think about it. I don't make an in-depth analysis of the problems in the assessment, let alone think about the measures to solve them. I only regard performance appraisal as a task I need to complete, and I don't realize that it is a management method and means.
Third, the focus of performance appraisal in XX quarter
The performance appraisal of the new quarter is about to begin. On the premise of solving the above problems, the performance appraisal work in XX quarter should continue to explore and innovate to ensure that the performance appraisal work can thrive within the group company and become an important support for realizing the strategic objectives of the group company.
(A) continuous training, so that performance appraisal internalized into the staff's ideology.
Employees' passive understanding of performance appraisal will weaken performance appraisal in the process of implementation. Therefore, in the XX quarter, we should try our best to understand the change of mentality. Change passive understanding into active understanding. first quarter
Performance appraisal can make employees feel the changes brought by the implementation of performance appraisal. Good work performance is directly reflected in the increase in performance pay at the moment, and there are many indirect benefits that are constantly reflected. Performance appraisal is one of the important items in the company's excellent selection at the end of XX quarter. Therefore, we should fully apply these practical cases to the training of performance appraisal, so that all employees can deepen their understanding of performance appraisal through these cases, accept performance appraisal in their own minds, internalize performance appraisal into their own ideology and externalize it into their daily work.
(2) Adjust the indicators to make them more in line with the actual work.
The performance appraisal in the first quarter, after continuous adjustment, the existing indicators are getting closer to the actual work, but there are still remaining indicators and left-behind indicators. In the XX quarter, the proportion of managers' performance appraisal indicators, especially those of middle-level and above, should be increased. And refine the index interpretation and calculation formula, try to reduce the fuzzy interpretation of qualitative scoring, so that the appraisers can score according to the evidence and score more easily and scientifically. Improve the requirements for appraisers, urge and help them to improve the potential of formulating indicators, indicator evaluation standards and target values.
(C) Strict inspection, so that performance interviews play a role.
Do not handle performance interviews. Spot check and verify the reported performance interview records. If false performance interview records are found, the appraisee will be punished to a certain extent, and participate in the performance interview of the department or the branch in the next assessment cycle to ensure that the performance interview revolves around the work performance of the appraisee. Through the inspection, the performance interviews of all departments and branches can be carried out solidly, which really becomes a powerful means to promote the continuous improvement of performance.
(4) Establish a system to urge all departments to effectively promote performance appraisal.
The promotion of performance appraisal should be included in the quarterly assessment of department heads and branch managers as a reference for their job promotion, and these requirements should be determined in the form of system. All departments and branches can't just write the performance appraisal and promotion on paper, thinking that everything will be fine with the promotion plan. It is necessary to keep abreast of the performance appraisal work of all departments and branches according to the regulations of the system, and check whether they have taken corresponding measures according to the predetermined plan during the appraisal period; Whether the scheduled measures are adjusted in time when they are found to be invalid; Whether the adjustment has been summarized in time. All departments and branches that fail to improve their performance in accordance with the provisions of the system shall promptly correct and punish them.
(five) flexible arrangements, the implementation of the same position is not the same as the index assessment methods.
In the XX quarter, the project department was mainly assessed as a whole, and the overall performance of the project department was assessed. Personal attention was not enough, which failed to truly reflect the performance differences of people in the same position. In fact, in the same position in the project department, the difference between personnel quality and work potential is objective. Although the positions are the same, the specific work materials they undertake are not exactly the same, the technical complexity is different, and the responsibilities they undertake are different. In the performance appraisal of XX quarter, it should be considered that the project department should also conduct the appraisal according to everyone's actual work data, so as to realize the unification of responsibilities and rights.
(six) put it in place and make good use of the performance appraisal results.
The results of performance appraisal are not single, but only linked to performance pay. In the performance appraisal management measures, it has been clearly pointed out that the performance appraisal results are linked to the quarterly final award, various rewards and punishments, adjustment of reserve talents, post adjustment, open competition, post promotion and personnel elimination. In XX quarter, in the series of activities celebrating the 60th anniversary of the founding of the group company, the performance appraisal results became an aspect of the selection. XX quarter to do a good job related to the performance appraisal results. Through the application of performance appraisal results, the incentive function of performance appraisal is brought into play, and the work intention, initiative and creativity of each employee are stimulated. So as to improve the strategic execution of the whole group company.
The performance appraisal in XX quarter will closely combine the development strategy of the Group Company, decompose and implement the strategic objectives, timely and accurately track, record and evaluate the target status of each employee, ensure the consistency of individual work objectives and the strategic objectives of the Group Company, and bring strong support to the strategic implementation of the Group Company.