Summary of the performance management pilot work of the Tax Service Department of the Local Taxation Bureau

A summary is a written material that reviews and analyzes the performance of study, work and life during a specific period of time. It can motivate people to work hard, so prepare a summary well. . How to write a summary so that it is not the same? The following is a summary of the performance management pilot work of the Tax Service Department of the Local Taxation Bureau that I collected for everyone. Welcome to read and collect it.

According to the requirements of the provincial bureau’s standardized construction work and the deployment of the Guixi on-site promotion meeting for the city’s local tax system performance management pilot, the Yingtan City Local Taxation Bureau’s Tax Service Department will fully implement the city’s local tax system performance starting from March this year. The management pilot Guixi site promotes the spirit of the work conference, adheres to the standardized management policy of "administering taxes according to law, serving with integrity, scientific management, and striving to be the first", drawing on the experience of the performance management pilot work of the Guixi Local Taxation Bureau, comprehensively implementing performance management work, and doing a good job The work in the four aspects of "performance goal planning, performance coaching, performance appraisal application, and performance improvement" is currently progressing smoothly. A relatively complete performance management system has been initially established, a more scientific performance appraisal evaluation standard has been formulated, and achievements have been made. Significant pilot effect.

1. Grasp the basic links and work hard on deployment

Our department has designated 20xx as the year of performance management, and regards performance management as the top priority of this year’s work.

(1) Strengthen leadership and organize carefully. A leading group for performance management pilot work was established with the top leader as the team leader, the leaders in charge of specific responsibilities, and the heads of each unit as members. The leading group’s office is located in the comprehensive unit, with a reasonable division of labor, clear responsibilities, and the deployment of high-quality and capable personnel. Enrich staff with strong and high professional standards to work in the performance office to ensure that all tasks are implemented in place.

(2) Extensive mobilization and full participation. On the basis of organizing cadres and employees to participate in the city's local tax system performance management pilot promotion mobilization meeting, a special mobilization meeting was held to comprehensively deploy the performance management work based on the actual work of the tax service department, and through discussions and exchanges, write down the experience of the performance management pilot work This experience unified the ideological understanding of the staff and enhanced their sense of responsibility and mission in participating in the pilot work.

(3) Strengthen learning. Through daily morning classes, "Four Ones" activities, special coaching and training, etc., we carefully organize staff to learn performance management methods, master the concepts, meanings, and procedures of performance management, and enhance their understanding of performance management. Organized 2 training sessions. In February this year, cadres and employees were organized to visit the Guixi Local Taxation Bureau, a performance management pilot unit. I listened carefully to the introduction of the work of the Guixi Local Taxation Bureau, reviewed the relevant information on performance management, and learned the good experiences and practices of the pilot work. In February, Zhang Weibo, director of the Collection and Management Section of the Guixi Local Taxation Bureau, was invited to provide on-site guidance and training.

(4) Strengthen publicity. Based on the front desk, actively distribute leaflets, hang promotional banners, use electronic displays to scroll promotional slogans, actively publicize the purpose, significance and content of performance management to taxpayers in tax service work, and gain taxpayers’ understanding and understanding of performance management work. support. Actively write information reports and timely publicize the performance management work of our department.

(5) Carry out standardized management in a solid manner. Strictly implement standardized texts, further clarify job responsibilities, optimize work processes, carefully organize the learning of standardized text knowledge, and strengthen operational training and application of standardized management software. Actively carry out standardized internal audits. At the end of May, a comprehensive internal audit was conducted on the tax service office, and problems existing in the standardized management work were promptly discovered and unqualified items were issued.

2. Grasp the key links and work hard on operation

(1) Formulate methods and establish systems. The first is to formulate performance management methods. According to the performance management measures of the municipal bureau and combined with the actual work of the tax service department, specialized personnel were assigned to write the individual and stock room performance management implementation measures, performance appraisal details and 20xx performance in a closed manner at the Longhushan Hotel. goals, and through many discussions, we clarified the work goals of performance management, unit and individual position KPIs and assessment method steps, determined the methods, steps and requirements of the pilot work, and determined the work principles, goals, personal position indicators, Based on the application of the first-level and second-level assessment content and performance assessment results, the municipal bureau’s tax service department has produced a performance assessment operating guide for each unit. The second is to establish a scientific performance management system.

In combination with the actual work of the Tax Service Department, a performance coaching system, a performance contact system, and a performance management supervision system have been established, and individual performance assessment methods and unit performance assessment methods have been formulated to achieve the institutionalization and standardization of performance management work.

(2) Scientifically set performance goals. According to the performance plan requirements of the provincial bureau and municipal bureau, combined with the actual work of the tax service department, using the indicators and requirements of the provincial bureau and municipal bureau as benchmark data, and combined with the actual work of each unit, the "Performance of the Tax Service Department of Yingtan Local Taxation Bureau" was formulated "Management Implementation Plan", scientifically set key performance targets for department performance, and incorporate tax law enforcement, tax services, service collection and management, and striving for excellence into key performance targets, so as to not only reflect the work philosophy of "striving to be the first", but also Be consistent with work reality. When setting personal position KPI, according to the specific characteristics and ability levels of employees, the performance goals of each unit are decomposed to each individual, so that the responsibilities are clear, the authorization is sufficient and interconnected, policies are implemented around the performance goals, and goals and policies are carefully formulated to achieve " Everyone has targets and everyone is under pressure."

(3) Strengthen performance communication and coaching. Adopt two forms of regular coaching and irregular coaching

, establish communication channels for individuals ←→stock room ←→tax service department performance leading group ←→municipal bureau performance leading group, and hold performance reviews once a month meetings, report on the achievement of performance goals, implementation of goals, problems existing in the implementation of performance goals and measures to be taken, etc., conscientiously implement the performance coaching system, performance contact system, performance management supervision system, and prepare performance reports and policy implementation tables. Write work, exchange good experiences and good practices in work, point out existing problems in work, and timely discover and improve weak links in work.

(4) Conduct performance appraisals objectively and fairly. We have specially formulated detailed performance appraisal rules for individuals and stock offices, established a performance appraisal team, introduced multi-angle appraisal methods such as a combination of quantitative and qualitative, daily inspections and special appraisals, and all-round evaluation, and adopted "listening, checking, and asking" inspections. In this way, the key performance objectives are evaluated one by one, the problems discovered during the analysis and evaluation are carefully verified, and the evaluation of qualitative indicators is carefully carried out to ensure that the facts are clear, the evidence is conclusive, and the quality is accurate. At the same time, it is combined with other inspections and assessments such as standardized internal audits, standardized second-party external audits, tax law enforcement inspections, tax administration inspections, invoice inspections, assessment results, etc. to strengthen the application of relevant inspection results, conscientiously implement the performance interview system, and point out unmet performance Management objectives and existing problems, and listen to the opinions and suggestions of those being assessed.

(5) Make solid performance improvements. Analyze and diagnose the performance results to identify existing problems and their main causes. The evaluation team and the appraisee communicate and discuss together to find out the reasons and take corresponding improvement measures. At the same time, the application of performance management results will be strengthened. Use performance management results as the basis for evaluation, out-of-province training, and promotion.

3. The main results achieved by implementing performance management

First, the work motivation is greater. Performance management has changed the previous "big pot rice" management model of "doing more and doing less". The original assessment method was used to evaluate the best first, which is difficult to fully reflect the work of a cadre. However, performance management assessment is comprehensive, standardized and transparent. , allowing each cadre to promptly understand which aspects of work have not met the requirements and need to be improved, which improves the cadres' work enthusiasm. The second is to enhance communication among cadres. It used to be that cadres finished their work when they finished their work. Now, performance management review meetings are held once a month to exchange good experiences and practices at work, point out existing problems at work, and improve and promote each other. Third, the level of tax services has been improved. The Tax Service Department regards tax service as a key performance goal for departments and individuals, and occupies a larger weight

, which enhances the service awareness of staff, prompts cadres to consciously do a good job in tax service, and improves service Satisfaction and achieved good service results, the tax service department won the first place in the provincial local tax system's star tax service department competition last year. This year, it also won the "Best Service Window" and "City-wide Civilized Unit" ", "City Youth Civilization Award" and other honorary titles. The fourth is to enhance the team awareness of cadres. Department performance goals and individual performance goals complement each other. If department performance goals are not completed well, it will inevitably affect individual performance assessment scores, prompting cadres to pay more attention to and work hard to complete department performance goals. Fifth, the level of law enforcement has been improved. Taking tax-related audits as a bonus item in performance management promotes collectors' enthusiasm for auditing taxes.

From January to November this year, the review of recovered invoices revealed that taxpayers had underpaid more than 500,000 yuan in taxes. Sixth, the comprehensive ability of staff has been improved. The writing ability, professional knowledge, and communication skills of cadres have been included in the performance appraisal to encourage cadres to learn consciously and strengthen information reporting. At present, all staff of the Tax Service Department have obtained national computer level one or above certificates, and one cadre has been selected as a provincial bureau talent database, and 2 cadres were selected into the municipal bureau’s talent pool.

IV. Next steps

(1) Strengthen the publicity of performance management and obtain support from staff for the implementation of performance management.

(2) Steady advancement. Continuously improve the performance management plan and implement it in a solid manner.

(3) Pay attention to communication and operate in an all-round way. Strengthen performance communication, strengthen performance coaching, supervise and assist in the completion of performance tasks through performance management review meetings and other forms.

(4) Continuous improvement. In accordance with the PDCA cycle model, performance management will be continuously improved to ensure that performance management is open, fair and impartial.

5. Existing problems

(1) How to conduct performance appraisal of employed personnel. Most of the tax service bureaus employ

staff with fixed salaries and no performance appraisal. It is recommended that the municipal bureau allocate part of the funds and deduct part of the salary of hired staff as a performance appraisal reward fund.

(2) There is a phenomenon that "people who wash more dishes break more dishes". The person who works the hardest may not get an A+ grade.