How to do a good job in national tax performance management

As an incentive mechanism, whether performance management can urge cadres and workers to complete their tasks, improve work efficiency and promote the win-win development of units and individuals depends on the rational use of the results. Should grass-roots tax authorities pay attention to the results of performance management? How to use it? .

How to do a good job in national tax performance management? First, internet plus, do a warm reminder.

On the one hand, we have a thorough and detailed understanding of the performance needs through the performance WeChat group, and constantly explore and integrate the performance resources. On the other hand, we use WeChat group to track and monitor the performance operation in real time, solve possible problems at any time and break through the limitations of space and time.

Second, timely adjustment and optimization of management and operation.

Combined with the adjustment and change of performance indicators of provincial bureaus and the problems existing in the operation of performance management, a performance appraisal committee will be convened in time to examine and approve performance indicators and additions and subtractions, so as to make the system more perfect, and at the same time strengthen training and learning, so that the system adjustment can be transmitted in time.

The third is to carefully analyze and prevent risks.

Organize and analyze the indicators with points deduction or risk reduction in advance, put forward constructive suggestions on how to avoid or reduce risks, do a good job in performance risk prevention and control, and strive for no or less points reduction.

The fourth is to pay close attention to the highlights and focus on the indicator nodes.

Follow? Process management, node control? The idea is to sort out the timetable according to the order of nodes, so that all the work can move forward. Daily monitoring of grading evaluation indicators, addition and subtraction of sub-projects, close tracking of work progress, measures and results, firmly grasp the indicators with significant assessment scores, and concentrate on promoting the effective implementation of key indicators involved in annual key work.

The fifth is to make up the shortcomings and stimulate the enthusiasm of cadres.

Strengthen the trace management and process management of cadres' daily work to solve personal performance? Difficult to evaluate, difficult to evaluate? Outstanding problems, combined with FTP and work log, record and track the workload and work progress of cadres' daily work, and take it as an important basis for personal assessment, so as to promote the decomposition and implementation of various tasks and forms? Everyone is better than performance? Pursuing excellent working environment.

How to do a good job in national tax performance management? People-oriented? , establish? Win-win? Ideas.

What should we stick to in our work? People-oriented? Let cadres and workers understand that performance management is not a leader waving to comrades? Big stick? , but to promote work, and the result of performance management is to improve work? Proofreading ruler? . Usually, the appraiser should give guidance and help to the appraiser; In the performance appraisal, the appraiser and the appraisee should reach a * * * understanding, and * * * should make clear the achievements and shortcomings, so as to make the appraisal results fair and transparent; After the evaluation, the evaluator and the assessed will pay attention to how to improve performance, so as to achieve organizational performance and personal performance. Win-win? .

Insist on proceeding from reality and promote work.

In view of the performance results after the assessment, the higher tax authorities will inform the lower levels of the problems reflected in time through counseling, explanation, answering questions, communication, etc., so that the lower departments can find the' problems' in their daily work, make clear the direction of their efforts, and let the lower departments accurately understand the position of their work in the overall situation of tax work, so as to prioritize and grasp the order and take the initiative.

Adhere to efficiency first and pay attention to follow-up management.

Performance improvement includes not only the improvement of human resource allocation, workflow and working methods, but also the absorption and consolidation of foreign good experiences and practices. Through the exchange and feedback of performance results, guide cadres and workers to compare the results, find performance deviations and weak links, find problems and improve their work.

Adhere to the implementation of responsibilities and enhance execution.

Evaluate different performance indicators monthly, quarterly, semiannually or as required, report the evaluation results and performance trends in the performance management column of the system website, and establish supervision projects? Light up the lampstand? According to matters notice, inspector's reminder, inspector's notice, etc. Establish an inspector's ledger, report problems in time, analyze the causes of problems item by item, and urge subordinate departments to find gaps, make plans and make rectification according to the performance results, forming a complete chain of supervision, inspection and tracking efficiency.

Insist? Two-way encouragement to stimulate team vitality.

Guided by performance management, educate and guide cadres and workers to change old habits and work styles, and improve comprehensive service efficiency and tax image. At the same time, performance management is regarded as the basic basis for strengthening team building, and cadres who have made outstanding contributions to bonus projects, innovative projects, key tasks and difficult issues are reflected in the evaluation, merit awards and cadre selection, and units and cadres who have failed to promote are seriously accountable and created. Capable, average and mediocre? Atmosphere. At the same time, it is suggested to try to realize it? Bonus points system? A performance appraisal model based on accountability and supplemented by deduction points.

At the same time, according to the analysis of performance management results, the human resource structure is adjusted in a targeted manner. For example, when promoting and using cadres, priority should be given to individuals and department heads with outstanding performance appraisal, and those with outstanding work performance should be given priority to promotion, give full play to their talents, mobilize the enthusiasm and initiative of cadres and workers to strive for Excellence and start businesses by officers, unite centripetal force, enhance team vitality, and create a good atmosphere for starting businesses by officers.