Sample performance appraisal plan for pharmacy employees

As a pharmacy employee, every item in the pharmacy has employee performance appraisals, which is also a work attitude towards employees. The following is the employee appraisal plan I wrote. The following is a "Pharmacy Employee Performance Appraisal Plan Sample" compiled by me for your reference only. You are welcome to read it. Pharmacy Employee Performance Appraisal Plan Example 1

Chapter 1: Store Appearance

1. The store sign light box and other signs are damaged (peeling, slipping, skewing) and are not repaired in time or are not repaired in time. If the repair is reported to superiors in a timely manner, 10 points will be deducted for each incident found.

2. There are debris or garbage on the doors, windows, counters, walls, floors and inside the store; there are insect or fly corpses or excrement in the containers; there is obvious dust or contamination on the counter and on the merchandise. 5 points will be deducted, and 10-20 points will be deducted for each offense.

3. If the clerk does not wear work clothes or is untidy, or has irregular personal appearance and posture, 20 points will be deducted for each person.

4. 30 points will be deducted for each person who laughs and plays in the workplace, talks on mobile phones, smokes snacks, chats, or sits or lies crookedly.

5. 10 points will be deducted each time for doing personal things during working hours and leaving personal belongings in the workplace.

6. The team atmosphere is poor and the employee turnover rate is high. 20-50 points will be deducted depending on the situation

Chapter 2: Service Attitude

1. See 10 points will be deducted each time if customers or superiors do not take the initiative to greet customers or colleagues.

2. Those who are not full of emotions at work, have an unenthusiastic attitude toward customers, and do not use civilized language will be deducted 10 points each time.

3. Those who do not work proactively, or do not cooperate with each other, or compete for customer resources, place too much emphasis on personal immediate interests, and whose motives and behaviors are too obvious, will be deducted 30 points each time.

4. If you quarrel with customers, or cause resentment and complaints from customers due to subjective reasons, 200 points will be deducted for each time; if the impact is serious, or other losses are caused, you will be held accountable separately.

5. If the customer fails to register, respond, actively contact and properly handle the varieties requested by the customer, 20 points will be deducted for each occurrence. Those who cause adverse effects will be held accountable separately.

Chapter 3: Management System

1. If the management systems, documents, files, information and records are not kept completely, 20 points will be deducted for each missing item.

2. If the spirit of the superior’s instructions is not learned and communicated in a timely manner, or is not implemented in place, or a supervision and inspection mechanism is not formed, 20 points will be deducted for each item found. If other major losses are caused, other responsibilities will be pursued.

3. Failure to abide by the company's management system, or the company's code of conduct, or fail to perform job responsibilities, or disobey team management, or arbitrarily confront superiors, or arbitrarily insult colleagues, or quarrel with others, every day 100 points will be deducted for each time; if major losses and impacts are caused, other responsibilities will be investigated.

4. If you do not open the store on time, shorten the business hours at will, arrive late or leave early at will, or fail to complete various work tasks on time, 20 points will be deducted for each time; if you delay the work opportunity or cause significant losses and impacts, you will be investigated separately. responsibility.

5. Failure to comply with the leave system and absenteeism at will will result in 200 points being deducted every day.

6. If you do not carefully analyze and study the market, do not pay attention to the store's operating conditions, and cause the store's operating performance to continue to decline for months without any reason, 50-100 points will be deducted every month. If no appropriate reason can be found, other actions will be pursued. responsibility.

7. If there are obvious security and fire hazards in the store that are not stopped and corrected in time, 10 points will be deducted for each time; if a major accident occurs, legal and financial liability will be pursued.

8. If the water and electricity facilities in the store are damaged and are not repaired in time, or water and electricity are wasted wantonly, 50 points will be deducted each time; if significant economic losses are caused, financial responsibility will be pursued.

Chapter 4: GSP

1. The purchase, sale and storage of drugs are not operated in strict accordance with GSP regulations. If there are obvious violations, 1,000 points will be deducted for each time; the drug regulatory department will inspect Responsibilities will be held separately for major problems.

2. If medicines and other commodities become moldy, deteriorate, expire, or cannot be sold due to other reasons due to poor storage, 10 points will be deducted for each category, and economic losses will be compensated at the membership price.

3. If the display of medicines does not meet the requirements of GSP, and the display of other commodities does not follow the rules, 50 points will be deducted for each major category; 2 points will be deducted for each item.

4. If the goods are not collected, received less, missed, or returned without reason, causing the store to be out of stock, which will eventually lead to the loss of customers and a decline in operating performance, 20 points will be deducted for each variety.

5. If the products with near-validity period are not found during inspection or are not displayed and sold as required, 20 points will be deducted for each product.

6. If there are errors in loading Chinese medicines, there are cross-combinations, there are live or dead insects in the medicine drawer, the medicines are moldy, and there are errors in prescribing or distributing medicines, 2 points will be deducted for each variety; causing serious consequences Errors, accidents and economic losses will be compensated and pursued separately.

Chapter 5: Errors, Accidents and Complaints

1. Company business model, sales status, purchase channels, commodity purchase prices, variety structure, human resources, labor allocation, and employee privacy , documents and other important secrets will be disclosed, 100-500 points will be deducted depending on the situation; if significant losses are caused or the circumstances are particularly egregious and the impact is particularly serious, additional responsibilities will be pursued.

2. If the work process is not followed and an error occurs, 50 points will be deducted for each time; if other losses and impacts are caused, additional liability will be held.

3. If the goods are lost, stolen or damaged due to human factors, 50 points will be deducted for each item and double the membership price will be compensated.

4. If the financial statements are not submitted in time, 50 points will be deducted for each time; if the deposit is not collected in time or major errors are made, 20 points will be deducted for each time; if economic losses are caused, compensation and other responsibilities will be pursued.

5. If the inventory is inaccurate, or the loss error rate exceeds 0.3%, 100 points will be deducted each time; the economic loss for the excess loss error will be compensated at 70%.

Chapter 6: Learning and Training

1. If the mentality is not positive, the learning enthusiasm is not full, and the company training is absent for more than 2 people (not including 2 people), 10 points will be deducted for each person.

2. Those who fail to record important trainings or whose business examination scores are lower than 60 points will be deducted 20 points each time.

3. If the store training plan is not implemented, or the lessons are not carefully prepared, or the lecture content is not systematic and accurate, 10-50 points will be deducted each time if the problems are obvious after inspection.

4. If there is no study record or the record is incomplete, 5 points will be deducted each time; 10 questions will be chosen at random, and 2 points will be deducted for each wrong answer. Pharmacy Employee Performance Appraisal Plan Example 2

In order to ensure the healthy and steady development of the enterprise and ensure that all work is carried out in a standardized and orderly manner, the company will establish a relatively complete assessment system for each work. We hope that everyone will cooperate and support!

1. Performance Appraisal Leadership Group

Team Leader: xxx

Members: xx

2. Assessment Contents

< p>See the "Details of Performance Appraisal of Large Pharmacies"

3. Assessment Methods

(1) Routine on-site assessment: The assessment team goes deep into the site once a month to conduct detailed inspections item by item. Projects that do not meet the standards will be pointed out on the spot, and the person responsible or the person on duty will be asked to acknowledge and sign.

(2) Non-routine assessment: Depending on the situation, members of the assessment team can go to the site for assessment, inspection or visit at any time, and deal with any problems found.

(3) Data assessment: Conduct assessment based on various situation records and reports.

(4) The store manager can conduct self-assessment and punishment on the store in accordance with relevant provisions. However, the results of the store manager's self-assessment must be filed with the company between then and before leaving get off work the next day.

IV. Assessment results and processing

Based on various assessment results, comprehensive assessment will be carried out and rewards and punishments will be given:

(1) Anyone who has good assessment results in the month , those with a total deduction of less than 50 points (yuan) in the month will be considered as outstanding units and will be given bonuses;

(2) If the assessment results in the month are good, the total deduction in the month exceeds 50 points, but is less than 200 Those who score more than 200 points will be deemed as qualified units and will be given appropriate encouragement;

(3) Any unit that deducts more than 200 points in the monthly assessment will be deemed as unqualified units and the store manager will make a written review.

(4) The order in which all points will be deducted is based on the principle of first party, then responsible person, then store manager, and then store collective responsibility.

(5) Each point = 1 yuan

V. Explanation

(1) The results of daily assessment will be incorporated into the total score of the store assessment.

However, the store manager usually only deducts half of the points for the store's self-assessment. The remaining points can be used to offset future deductions.

(2) Penalty points (money) will be deducted from the salary of the current month.

(3) If anyone is dissatisfied with the punishment result, he or she may submit a written request for reconsideration to the assessment team within three days of being punished; the assessment team will respond within seven days after receiving the written review materials. The parties (units) must accept the result of reconsideration made by the assessment team. Pharmacy Employee Performance Appraisal Plan Example 3

Performance appraisal is an important management task for the orderly operation of the company's internal management mechanism and the realization of the company's business objectives. Whether it is a chain drugstore or an independent drugstore, stores are the complete and smallest unit of corporate business cells. Pharmacy managers know very well that in order to mobilize the enthusiasm of employees and maximize the efficiency of the drugstore, they must make good use of performance appraisals. This is a sharp sword, but what kind of assessment method should be chosen to best meet the development requirements of the store?

Different performance appraisal methods

At present, for the front line of stores, the main performance appraisal methods adopted are as follows:

1. Combined with plan management Management by Objectives (MBO)

This method is widely adopted and is a result-oriented assessment method that emphasizes employees' recognition and participation in work goals. In order to overcome the deficiencies in supervision during the assessment process, it also emphasizes the decomposition of goals, layer by layer, and final implementation to shifts and individuals, so that employees can clarify their performance goals and work hard towards them.

2. Key Performance Indicator Assessment Method (KPI)

This method is that the company combines the corporate strategic goals and extracts key indicators from the management by objectives method and daily management. Through these key The achievement of indicators will improve the overall performance level. This method is behavior-oriented, more quantitative and more directional than the management by objectives method.

　3.360° Appraisal Method

This method not only focuses on evaluating employees’ work results, but also pays attention to employees’ behaviors, work processes, personal efforts, and even combines employee relations, dealing with others, etc. All are included in the scope of evaluation to make performance evaluation more comprehensive and objective.

Relevant issues worth noting

Judging from the specific methods of performance appraisal above, from MBO to KPI to 360°, it exactly reflects the performance of pharmacies at different stages of growth. Different needs. In the initial stage of enterprise development, most companies will use the assessment of sales indicators as the main content of performance management, formulate annual sales and profit plans, and break them down to individuals. Each employee is very clear about the sales goals they need to complete every day. And get corresponding rewards according to the completion status. At this stage, companies will focus on maximizing gross profits. This sales-oriented assessment policy can only exist as a means for enterprises to achieve initial accumulation. As a company gradually matures, it should pay more attention to customer satisfaction, which requires less attention to pure sales indicators, including the service capabilities of employees and the customer gathering ability of stores into the scope of performance appraisal, and based on the company's Development goals should be used to adjust assessment weights in a timely and appropriate manner.

In fact, performance appraisal should not exist alone as a management goal of the enterprise, but should be regarded as an integral part of the enterprise's performance management system. The employee-level performance management system should be based on the establishment of individual Target-based, including the formulation of personal performance plans and action plans, performance appraisals, and information feedback, thereby promoting the improvement and improvement of personal performance. Performance appraisal exists more as a basis for performance improvement. In today's environment where the pace of industry development is slowing down, from a certain perspective, competition among pharmacies has gradually transformed into supply chain competition and service competition. Therefore, if companies want to gain a firm foothold in the competition, they must To remain invincible, long-term development should be the goal, and sales targets cannot be the only content of performance appraisal.

Therefore, pharmacies can select appropriate KPIs based on the actual situation of the company and include sales indicators. For example, they can set professional knowledge mastery indicators, service attitude indicators, member return rate indicators, etc., and according to the company's Long-term and near-term development plans set weights. At the same time, we pay attention to employees' work effort and teamwork spirit, and set comprehensive assessment methods as an integral part of employee compensation, and as an important basis for performance management to guide management direction.