How to do a good job in company performance appraisal

question 1: how to make the company performance appraisal? 1. time division

(1) regular assessment. The time of enterprise assessment can be one month, one quarter, half a year or one year. The selection of assessment time should be based on corporate culture and job characteristics.

(2) irregular assessment. Irregular assessment has two meanings, on the one hand, it refers to the assessment of personnel promotion in the organization, on the other hand, it refers to the supervisor recording the daily behavior of subordinates, solving problems in time when they are found, and also providing a basis for regular assessment.

2. According to the assessment content, it is divided into

(1) feature-oriented type. The focus of the assessment is the personal characteristics of employees, such as honesty, cooperation, communication skills, etc., that is, to consider what kind of people employees are.

(2) Behavior-oriented. The focus of the assessment is the working style and behavior of employees, such as the smile and attitude of waiters, the way to treat people, etc., that is, the consideration of the working process.

(3) result-oriented. The focus of the assessment is the work content and quality, such as the output and quality of products, labor efficiency, etc., and the focus is on the tasks completed by employees and the products produced. 3. According to subjective and objective division (1) objective assessment methods. The objective evaluation method is to evaluate the index system that can be directly quantified, such as production index and personal work index.

(2) subjective assessment methods. Subjective assessment method is that the appraiser makes subjective evaluation on the appraiser according to a certain designed assessment index system, such as work behavior and work results.

to sum up, the assessment of personnel at all levels can be carried out from the following aspects: knowledge (professional knowledge, industry knowledge, social experience, etc.), work performance, work ability (organizational ability, coordination ability, communication ability, etc.), work attitude, work method, work efficiency, organizational discipline, moral quality, cooperation, learning spirit, team spirit, cost awareness, goal achievement and performance. The focus of personnel assessment in different ranks is not the same, and the score weight of each assessment point is not the same, but performance improvement is the content that every assessed must include, and it is the concrete embodiment of implementing the PDCA cycle of performance assessment.

Question 2: How to do a good job in performance appraisal. Enthusiastic users

First, clarify the principles of cross-departmental appraisal

There are many general principles in performance management, such as fairness, justice, openness, objectivity, quantification, etc. However, for a research and development model like IPD, these appraisal principles are not enough, and some higher-level principles are needed, such as:

Responsibility-oriented principle in research and development management. The key to cross-departmental assessment is not to distinguish the responsibility contribution of marketing department, purchasing department and manufacturing department in detail, but the * * * same result of cooperation between marketing, sales, purchasing, manufacturing and R&D departments. Many enterprises carrying out IPD do not give enough guidance in this respect, and emphasize the contributions of various departments one-sidedly, which is still a purely functional assessment idea.

team principle: the cross-departmental assessment in R&D management is not based on departments, but on the whole development team. The marketing, sales, purchasing, manufacturing and R&D departments, as the resource departments of the product development team, provide suitable team members for the product development team, and * * * work together to achieve the goals of the team. Each team member represents his own department in the team, and the concept of role is emphasized here. What needs to be emphasized here is * * * success, not just departmental success!

2. Clarify the responsibilities of different departments

Many enterprises realize that the new development model requires cross-departmental cooperation, but the roles and responsibilities of specific departments in the development process are often not clearly defined, so that the specific contributions of different departments cannot be clearly defined in the assessment process.

in IPD, PDT is mainly used for product development. PDT is a cross-functional product development team, which is responsible for managing the whole process of product development, from project establishment to product development, to product marketing, and then to mass production. The main goal of PDT is to ensure the financial and market success of the product package according to the requirements in the product line IPMT project task book.

the basic feature of PDT is that its members come from different departments, including finance, manufacturing, marketing, procurement, research and development, quality and technical support. On behalf of their functional departments, each member promises to work together under the leadership of PDT manager to achieve business goals.

the responsibilities and activities of PDT are determined by detailed role definitions and activity templates, which are the basis for scientific and effective cross-departmental assessment.

Question 3: How should the performance appraisal work be done? Performance appraisal cycle

1. The performance appraisal cycle of middle-level cadres is half-year assessment and annual assessment;

2. The employee performance appraisal cycle is monthly appraisal, quarterly appraisal and annual appraisal.

3. The monthly assessment schedule is from 25th of each month in January, February, April, May, July, August, October and November, and the assessment will be reported on 5th of next month;

the quarterly assessment schedule is from 25th of each month in March, June and September, and the assessment will be reported on 5th of next month;

The half-year assessment will be scheduled to start on June 25th, and the assessment will be reported before July 1th.

the annual assessment time is from December 25th to January 25th of the following year.

IV. Contents of performance appraisal

1. Contents of performance appraisal for middle-level cadres at or above the third level

(1) Leadership (2) Cultivation of subordinates

(3) Morale (4) Achievement of goals

(5) Responsibility (6) Self-inspiration

2. Contents of performance appraisal for employees

(. Ability: professional level, professional ability, organizational ability

(3) diligence: sense of responsibility, work attitude, attendance

(4) achievements: quality and quantity of work, efficiency, innovative achievements, etc.

Question 4: How to do a good job in internal assessment to achieve effective management. 1. Putting the cart before the horse

Now, many enterprises emphasize the need to introduce the world's advanced assessment methods, but subconsciously, many bosses still think that assessment is nothing more than rewarding the good and punishing the bad, and carrots are bigger and bigger. What is the ultimate goal of performance appraisal is not clearly understood. Changing the personnel department into the human resources department is still a simple personnel work, at most, scoring and ranking. Is this performance appraisal? What's the point of such a performance appraisal? In order to do a good job in performance appraisal, we must first find out what performance appraisal is, what concept it is based on, and whether it is suitable for the actual situation now.

performance appraisal, as its name implies, is to "dig out" performance, and the fundamental purpose of performance appraisal is to promote the improvement of performance through management means such as appraisal. It is found that it is precisely because the understanding of performance appraisal in Chinese enterprises is not comprehensive, systematic and even misunderstood, which leads to the difficulty in receiving the expected results in this highly valuable work for enterprises. One of the most critical points is that performance appraisal is only an important link in performance management, and the truly effective performance management is process management, not second-guessing performance appraisal or performance evaluation; Performance management includes several stages, such as performance plan, performance plan execution, performance appraisal, performance feedback interview, etc. These stages are interlocking, and any link that goes wrong will affect the final effect. Therefore, it is difficult to improve the performance of enterprises simply by assessing the final output level of employees. Before the implementation of performance appraisal, we should make a good performance plan; In the process of work, we should give guidance to employees' work; After the assessment results come out, we should improve our performance together with the employees. After such a closed-loop performance management process, the performance level of enterprises will be improved.

"assessment is a means, a method and a service for performance; Performance is the purpose and the foundation, which can be obtained through other channels; You can't take the means as an end, let alone pursue the means and forget the purpose. These conceptual things must be clear.

Second, the preconditions are insufficient

Everyone knows that the last cake is full, but please note that the last cake is also the last one to eat. As far as human resources system is concerned, its subsystems are interrelated and interdependent. Job analysis is the basis of human resources work. Enterprises should reasonably determine the organizational structure according to the company's strategy, objectively analyze the responsibilities, importance and qualifications of each position in the organization, prepare detailed job descriptions, and further determine the company's salary strategy, salary structure, recruitment and training plan, etc. A clear division of responsibilities for each post is a prerequisite for the performance appraisal. In the practice of consulting, the author found that some bosses, for various reasons, proposed that they only wanted the performance appraisal module, and others didn't, which seemed very smart. It should be noted that castles in the air can only stay in dreams, and they can't fall to the ground.

in addition, before the performance appraisal, the superior leader should communicate with the subordinate employees on the implementation of the performance plan. In this process, great emphasis is placed on communication and guidance between supervisors and employees, instead of just waiting for the end of the year or the end of the performance cycle for evaluation and assessment as many managers imagine. This idea is very dangerous and irresponsible. In fact, without the preparation of this stage, the performance evaluation and assessment stage of any enterprise is very difficult. At this stage, the manager at the next higher level communicates openly with employees, exchanging opinions on the advantages and disadvantages of employees' work in a timely manner, which is not only conducive to the employees' work meeting the expected requirements, but also conducive to the harmonious relationship between employees and superiors and the employees' acceptance of the final performance evaluation results. At this stage, the lack of adequate communication and exchange, and the failure of superiors to guide subordinates, is one of the most important reasons that lead to the predicament of performance management in many enterprises. At this stage, managers should also pay attention to collecting, observing and recording employees' performance, including both good performance and bad performance. This kind of performance record is a very important factual basis for future performance feedback interviews, rewards and punishments for employees and even dismissal. When necessary, employees are also required to sign some performance records.

iii. Problems in the process

Problems that easily occur in the performance appraisal process can be divided into two categories, one is related to the assessment standards, and the other is related to the examiners.

1. Issues related to assessment criteria.

first of all, the assessment criteria are not rigorous. Assessment criteria should be set according to employees' job functions rather than positions. The setting of assessment items is not rigorous and the description of assessment standards is unclear, which increases the randomness of assessment. The assessment criteria are large and general, and there are no specific evaluation criteria; There are too many factors that employees can't control in the assessment criteria, and employees will lose confidence; Assessment criteria ...... > >

question 5: how to manage the company's performance well? 1. Let the correct concept of performance management go deep into all employees of the enterprise, and eliminate and clarify the mistakes and vague recognition of performance management.

the purpose of performance appraisal is not to create gaps among employees, but to find out the strengths and weaknesses of employees' work in a realistic way so that employees can improve and improve in time. The purpose of performance appraisal is to respect the value creation of employees. Although performance management is a vertically extended management system formed according to the administrative function structure of enterprises, it should also be a two-way interactive process between employees and managers, which includes deep communication between appraisers and examinees. Through communication; The appraisers pass on the work essentials, goals and work values to the appraisers, and the two sides reach a * * * knowledge and commitment, and with the help of the vertically extended performance management system, a transmission and amplification mechanism of value creation is formed in the company.

2. Conduct job analysis and formulate feasible assessment standards

In order to ensure the formation of a set of scientific and effective assessment standards, conduct effective job analysis and confirm the performance assessment indicators of each employee has become a necessary link in establishing assessment standards. Enterprises should strengthen communication and understanding with managers and employees at all levels through questionnaires, interviews, etc., and make job descriptions for each employee, so that employees can have a very clear understanding of their work processes and responsibilities, and also make employees psychologically enter the state of being assessed. Different positions and responsibilities require different job descriptions, and the indicators of performance appraisal are also different.

3. Let the performance management system become the intermediary between enterprise value creation and value distribution system

The key of enterprise management is to form a management loop in the management process. To truly play a traction and incentive role in enterprise value creation, it is necessary to give full play to the leverage role of enterprise value distribution, which is a fundamental problem. Value distribution includes not only the distribution of material benefits, but also the distribution of challenging jobs, promotion of positions and so on. Judging from the current material distribution, there are mainly wages, bonuses, welfare allowances and long-term income.

question 6: how to do a good job in the performance appraisal of employees in production enterprises "No appraisal, no management" has become a classic saying of management. Because the purpose of assessment is not clear, the way and effect of assessment are always unsatisfactory. Assessment often leads to "three dissatisfaction" phenomena: employees' dissatisfaction, middle managers' dissatisfaction and senior managers' dissatisfaction. Assessment is a good management tool. Why can't it be put into practice when it is applied? The reasons are that the top management of the enterprise doesn't participate, the business department doesn't become the main body of the assessment, and the assessment is separated from the strategy and business of the enterprise. Effective management is often simple and practical. Effective assessment must clarify three fundamental issues:

steps/methods

1. First, why assessment?

1. What is performance appraisal?

Performance appraisal is to track, record and evaluate the completion of tasks by personnel. Performance appraisal is a process of collecting, analyzing and transmitting information about individuals' performance and work results in their jobs. The definition of performance appraisal is: performance appraisal is a summary of the previous stage of performance management, with the purpose of helping managers and employees improve their performance and get greater promotion!

2. The real purpose of assessment is to improve work performance and enhance employees' ability, so as to achieve the company's production and operation objectives from bottom to top.

According to the specific requirements, job content and job responsibilities of each position, the personnel who are engaged in this position are evaluated from the completion of their work. For example, the performance of salespeople is mainly to assess their sales performance;

3. Why should we conduct performance appraisal? There are four reasons:

First, there is no management without assessment, and there is no management without assessment, inspection and supervision, that is, there will be a kind of doing well and doing badly, because we are not in the era of pot cooking, because of the development of the company.