State Taxation Performance Speech

Sample speech on national tax performance

Part 1: National tax performance management manuscript

Actively promote performance management to create an atmosphere of excellence and striving for excellence

Regarding performance management work, after practice and exploration in recent years, our bureau has established a relatively complete performance management system. Our basic ideas can be summarized in 32 words: goal guidance, hierarchical transmission; responsibility Decomposition and competition promotion; focus on communication and continuous improvement; give priority to results and link performance and rewards. Below I will report our main practices from five aspects:

1. Use advanced concepts to achieve system design and overall planning

According to the traditional definition, performance management is to mobilize the enthusiasm of personnel , a human resources management method to tap the potential of cadres. In practice, we integrate it with goal management and use performance management methods and mechanisms to ensure the realization of various organizational goals. Our positioning of performance management is not only a means of human resources, but also a starting point and guarantee for the implementation of various tasks, and a lever tool for overall management. Following the systematic concept of performance management, the overall structure of our bureau's performance management is based on the organizational mission as the starting point and the organizational strategic goals as the general outline. It establishes the performance goals and performance indicators of the organization, departments, and individuals layer by layer, and builds the organizational, departmental , personal performance management mechanism at three levels, and formed a performance management system with closed-loop operation of "performance planning, process management, performance evaluation, performance communication, and results application". Since we position performance management as a leverage tool for overall management, in terms of organization of performance management, we break through the limitations of "performance management is the work of the personnel department and office" and organize the participation of all employees. Among them: the director's office clarifies the organization of the whole system vision, strategy and goals, provide overall guidance and planning for performance management work, and clarify the framework system of performance management; the Municipal Bureau has specially established a performance management project team, in which organizational performance and department performance are led by the office, and individual performance is led by the Personnel Department and is responsible for Organize the formulation, promotion, implementation, comments, communication and feedback of performance plans; within the framework system of performance management, each department will refine the annual performance management key projects, evaluation indicators and scores for the department's work to ensure that the evaluation indicators are scientific and reasonable. , fairness and justice, etc.

Second, set performance indicators at all levels to achieve goal orientation and hierarchical transmission

First, closely follow the work tasks of the provincial bureau, municipal party committee, and municipal government, and study and determine annual performance goals . We take the organizational mission of "gathering wealth for the country and collecting taxes for the people" as the starting point, draw on the balanced scorecard theory, analyze key factors from the perspective of tax functions, tax customers, internal management, and development, and establish system goals. Strategy. Combining the annual goals and tasks of higher-level bureaus and local party and government, we have determined five categories of performance content: reform and development, tax services, risk management, legal and honest administration, and team building. Each category has determined 1-2 key tasks, and each key task has It is supported by the corresponding evaluation indicator system and serves as the key performance indicator for annual performance management.

Regarding the weight distribution of the assessment content, key work accounts for 70% and general work accounts for 30%.

The second is to take the municipal bureau’s annual performance goals as the general outline and break down the performance indicators of departments and grassroots units in detail. Adhere to the principle of hierarchical management, with one level in charge and one level responsible for the next level. The setting of performance evaluation indicators focuses on the comparability of content and is conducive to measurement, sorting, and optimization. Municipal and county (city) bureaus focus on the evaluation of annual key tasks or key performance indicators. Branch bureaus or departments focus on the evaluation of the organization's annual goals and key tasks, focusing on the evaluation of the quantity, quality, and process of individual work to measure the individual's impact on the organization. Target value-added contribution - 2 -

Contribution. For example, when setting department performance indicators, we divide the assessment content into key performance indicators, general performance indicators, 360° evaluation indicators, etc. according to department functions. Key performance indicators are mainly derived from the detailed breakdown of annual key goals. General performance indicators refer to some of the main indicators that constitute the core nature of municipal bureau agencies, including government affairs management, style construction, agency efficiency and other comprehensive and general performance indicators. ; 360° evaluation mainly refers to the evaluation of departments by municipal bureau leaders, parallel departments, grass-roots units and taxpayers; joint responsibility refers to the joint and several departmental points addition and subtraction issues discovered in the evaluation of superiors or the evaluation of subordinates.

Third, departments and grassroots units use job analysis to break down organizational goals and implement them into people. Starting from the preparation of the "Job Description" and the establishment of the "Taxation Business Responsibility System" and the "Office Administrative Responsibility System", the duty performance requirements, implementation basis and work processes of all positions are specified in detail, and the work content, work objectives, and tasks are clearly defined. Specific requirements such as standards and completion time limits. Differentiating the characteristics of different positions, corresponding performance evaluation standards and methods are formulated according to tax services, risk response, tax inspection, agency personnel and branch team members, so that the evaluation system achieves comprehensive coverage.

3. Optimize the work promotion mechanism to implement responsibilities and promote competition

In terms of performance evaluation methods, in addition to retaining a small number of deductions for general work, key tasks, etc. A scoring system is implemented for key performance indicators, and project competitions are carried out within each sequence to guide each unit and department to shift their focus from "meeting standards" to "striving for excellence".

First, at the city, county and urban branch levels, the key work goals throughout the year constitute the "medal" projects. Develop measurable evaluation (competition) scoring standards respectively. If the indicator design principle is quantifiable, it must be quantified. If it cannot be quantified, it must be stylized. Break the work into procedural steps and evaluate which step you have completed. If it is stylized, it will No, then we will describe the indicator results, and your final results must reach the state we describe.

Second, at the department level, for different functions of the departments, the performance of the departments is mainly evaluated based on the completion of performance indicators and the ranking of their respective functional work among peers in the province’s national tax system. In the same way, anyone who is notified or points are deducted during inspections by superiors will also be subject to the corresponding joint liability plus or minus points.

Third, at the individual level, the individual evaluation content includes four types of indicators such as work performance, work ability, work attitude, and work evaluation. Our bureau is based on 70%, 10%, 10%, and 10%. Proportion for score configuration. According to different positions, the difference is mainly reflected in the evaluation of work performance. For the evaluation of work quantity, agencies and departments adopt the job coefficient method, and other series mainly use the work matter method.

In order to objectively record and evaluate the quality and effectiveness of work, we adhere to the integration of man and machine and apply the performance management information system developed by the provincial bureau to improve the efficiency and fairness of evaluation. At the same time, by applying the provincial bureau's "Data Intelligence Management Platform" and the research and development "Management Cockpit System", detailed records and early warnings of the trajectories of each law enforcement and service link can be carried out, and process monitoring and notification evaluation can be carried out accordingly. < /p>

First, the project promotion system. According to the Municipal Bureau’s tax management modernization strategy and in accordance with the three functional sequence requirements of compliance management, legal management, and support and guarantee, the Municipal Bureau has established four tax source management, tax services, legal and honest administration, and team building. For large project teams, bureau leaders will take the lead in organizing work and implement project-based management.

The second is the tracking and feedback system for key tasks. Conduct full-process tracking and management of major overall decisions, major work deployments, and overall key tasks. The goals and key work contents of the "Annual National Taxation Work Report", the "Annual Work Implementation Plan" of each project team, and the "List of Global Key Work Matters" should be connected with each other and covered by departmental KPI indicators. Based on the above content and the "Department Monthly Plan" and "Department Monthly Plan Completion Form", the office will supervise and supervise the completion of key tasks and department KPI indicators. For unfinished work items, fill out the "Supervision and Supervision Work Registration Form" for tracking and management, and the supervision results will be included in the department performance evaluation.

The third is to force the management system. Divide the overall key work into sub-items, and formulate the "Annual Key Work List" to determine the key work details, monthly completion time points and responsible persons, and standardize the evaluation and evaluation of the monthly key work completion status of each department of the unit. Supervise and implement wall-chart operations and forced management.

The fourth is the work notification system. The municipal bureau regularly publishes performance indicators (regularly determines responsibilities). After the half-year meeting and year-end evaluation, the municipal bureau will comment and communicate on the main achievements, existing problems, cause analysis, and improvement suggestions of each unit and department's key work one by one, and clarify the direction and goals of efforts. This will promote the deepening of target management across the board.

The fifth is the communication and evaluation system. A series of evaluation and competition activities are carried out around the annual key performance goals of the municipal bureau, such as: "Risk Analysis Model Evaluation", "Risk Response Case Evaluation", etc., to promote each unit to learn from the advanced and compete to catch up.

The sixth is the meeting review or individual interview system. Establish grassroots branch directors, section chiefs, and service staff

Part 2: Speech by the director of the X State Taxation Bureau at the special meeting on performance management

Highlight three levels to do a good job in performance management

XXX’s speech at the special work meeting on performance management

Just now, Director H conveyed to everyone the spirit of the meeting of the General Administration and the Municipal Bureau and put forward the next work requirements. The comrades of the Performance Office also The format of "long meetings and short training" explains the management methods, evaluation indicators and process management, etc. I think it is serious and pragmatic. Performance management is a systematic project that is broad in scope and detailed in detail. If done well, it can become a booster for implementing management innovation, improving work style, strengthening team building, and pushing all work to a new level. On the contrary, it may It becomes a mere formality and fails to perform well, and falls into the dilemma of "two skins" in performance appraisal and various tasks, and "two increased burdens" at the grassroots level of the agency. Based on my study and practice since taking charge of this work, I will share some of my personal opinions for your reference.

I believe that in order to do a good job in performance management, at least nine key contents at three levels must be highlighted.

The first level is to focus on learning. Everyone knows that the General Administration is vigorously promoting this work, but as for the fundamental motivation and strategic deployment of the promotion, especially to what extent it will be promoted, the list of tasks we need to deal with, and what results will be produced in the future, we may not necessarily fully understand or grasp it. ,what to do? That is to rely on serious study, first of all, the spirit of learning, closely integrate our taxation work with the performance management work of the General Administration, merge them into one, maximize the ultimate role of promoting continuous improvement of work, and maintain a high degree of deployment with the General Administration Consistent, secondly, we must learn documents. Performance management is a long-term work. Documents are guiding principles and the basis for good performance management. The General Administration has repeatedly emphasized the need to learn basic systems such as opinions, methods, and implementation plans. Without studying carefully, it can be said that it is impossible to do a good job in performance management. Third, we must learn from experience. The General Administration’s Performance Journal and China Taxation News have published many useful experiences and practices, especially the experience of pilot units. We must fully learn from it and avoid detours. This is the so-called late-mover advantage. We also have some internal Good experiences and practices can be learned from each other and improved together. Through learning, at least three changes must be achieved. First, the sense of identification with performance management becomes stronger, and performance management and work goals are effectively combined, and the "string" of performance is in the mind. Second, the courage to take responsibility becomes stronger, and performance management is effectively integrated. It should be transformed into the motivation to fulfill one's duties, and the "soul" of performance should be in the heart. Third, the sense of honor of striving for excellence should be strengthened. Performance management should be regarded as an effective way to stimulate positive energy, and the "card" of performance should be in hand.

The second level is to grasp responsibility. Doing a good job in performance work requires the participation of all employees from top to bottom. If you only rely on a few leaders or performance management, it will definitely not work, or at least it will not be done well. You must brainstorm, work together, trust each other, work together, communicate repeatedly, and conduct cross-examination. Fully consider various potential factors and fully mobilize the enthusiasm of all parties. How to implement responsibilities? First, to implement the responsibilities of the "top leaders", from the general bureau to the municipal bureau, to the agencies and offices and grassroots bureaus, we need the full support of our "top leaders" at all levels. I understand that this is both pressure and motivation. Speaking of pressure, you also As we know, when soliciting opinions on performance management measures, in the results application part, we initially wrote that agencies, offices and grassroots bureaus that meet the assessment standards but are at the bottom must submit rectification reports, interviews, cancel the qualifications for evaluation, transfer to non-professionals, adjust positions, etc. , but you feel the pressure is high, I suggest you set a minimum score and adopt it after weighing.

But you must know that the pressure of the General Administration on the party group and "top leaders" of our municipal bureau has not been reduced at all, and we have no way to ask the General Administration to set a minimum score. Therefore, I would like to solemnly ask everyone here, even if I try my best In order to solve the problem, we must also strive to get a good ranking in the evaluation of the General Administration. At the director’s office meeting on the 25th, Director Zhu also clearly stated the goal of our bureau, which is to be at the upper-middle level in the country and among the five cities with separate plans. It cannot be lower than 3rd place. I hope everyone will work together to achieve this goal. Besides motivation, with the attention and guidance of the "top leaders", why should we worry about the performance work being difficult to carry out? Why worry about not having a strong backing? In a sense, performance management is also an important opportunity and tool for us to do a good job in various tasks. It will turn pressure into endless motivation. I hope everyone can view this work dialectically. Second, it is necessary to implement the responsibilities for assessment matters, and to implement the assessment matters to the two main bodies of the agency, offices and grass-roots bureaus. The identity of the agency office is relatively complex. It integrates the assessment unit and the unit being assessed. It is not only the participating athletes in the "evaluation competition area" of the general administration, but also the referee of the "evaluation competition area" of the municipal bureau. It has two responsibilities. This requires our responsible departments to truly take responsibility and bravely shoulder "two responsibilities". On the one hand, they must focus on business, use their brains, and find ways to come up with good methods for implementing the General Administration's evaluation indicators, and put their own evaluation content into consideration. Clarify it, do it in place, and try not to lose points. If you lose points, you must find out the reasons and propose improvement measures to avoid repeating the same mistakes, so that the organization can rest assured and the "top leaders" can feel at ease; on the other hand, management must be focused. When serving as the undertaking department, It is necessary to break through the barriers of departmental interests, stand in the position of overall interests, and from the perspective of improving the overall performance of the Xiamen State Taxation Administration's evaluation, scientifically set up extended evaluation projects and standards, take the initiative to assume the leading responsibility, and work closely with the co-organizing departments and grassroots bureaus Connected, breathing together and sharing destiny,

By designing a good responsibility mechanism and coordinated operation mechanism, we need productivity from management and scores from management. Compared with the assessment matters of the general bureau, the grassroots bureaus belong to the implementation level of assessment matters, which helps the grassroots bureaus to concentrate on the implementation of basic work. Some departments have reported to us that certain indicators are ultimately decided by the grassroots bureaus. If the grassroots bureaus make mistakes, the departments are powerless and can only stare and worry. Therefore, being deducted points is really more unfair than Dou E. There is a certain truth to what the department said, but based on the considerations of the management system and work project-based operation, we still require the departments and departments to assume management and joint responsibilities. It should be noted that this does not mean that this reduces the burden on the grassroots. Regarding the responsibilities of the bureaus, we implement a system of forcing responsibility and holding people accountable. If grassroots bureaus have problems due to their own problems, they will still be punished. At the same time, in order to complete the evaluation tasks assigned by the municipal bureau and to better implement other important tasks and responsibilities of the grassroots bureaus, they also shoulder the important task of performance management of departments and positions. It is also quite difficult and difficult to do these tasks well. Challenging. Third, personnel responsibilities must be implemented. Although the General Administration has not yet strictly required that the evaluation be extended to individuals, this is expected and is only a matter of time. Although there is no simultaneous assessment of individuals, everyone's responsibilities have not disappeared. Whether you love it or not, the responsibility is there, neither increasing nor decreasing. Here, I just want to remind everyone to cherish the responsibilities in their hands, do their own duties well, and be enthusiastic about the outside duties of the group. Don't "lose the chain" in your hands. This kind of pressure is huge, and you must help your colleagues. "Making up the stage" is also a huge honor. Through the implementation of responsibilities, we strive to achieve the "three noes", that is, no blind spots in responsibilities, no gaps in responsibilities, and no shirk of responsibilities.

The third level is the grasping method. As the saying goes, "Sharpening the knife will not waste time cutting wood." If you use the right method, you will naturally get twice the result with half the effort. If you use the wrong method, you will only get twice the result with half the effort, or even "slow down the work."

First, we must pay attention to the value of tools. In terms of time, we must take into account all aspects and plan as a whole. We must formulate work plans from the stages of start-up preparation, comprehensive implementation, analysis and summary, and clarify the roadmap and timetable of each stage according to methods such as backward scheduling; in terms of goals, clear Divide the work contents and responsible persons, divide the tasks into posts and specific people, make long plans and short arrangements, short plans and fine arrangements, forming an interlocking and long-term and short-term goal realization path; in terms of mechanism, the existing systems and methods are On the basis of conducting thorough research, we will focus on supporting supporting work procedures, flow charts, innovation project selection methods, etc. to lay a solid institutional foundation for the comprehensive implementation of performance management and enhance the standardization and feasibility of performance work; secondly, we must pay attention to endogenous motivation and combine it with The system is practical, focusing on the preparation and guidance of indicators, tracking and supervision of performance execution, etc., giving full play to the guiding role of indicators and the promoting role of execution. It is necessary to combine prescribed actions with optional actions, not only complete work tasks, but also actively try and boldly Innovation, research

Study how to optimize the indicator system and enhance the scientific nature of performance evaluation. Make good use of the evaluation results, try to combine organizational performance with personal evaluation, and explore the establishment of a combination of horizontal and vertical, organization and individual Scientific application of combined evaluation results

To achieve simultaneous improvement of organizational performance and individual performance, we must pay attention to the construction of performance culture and strive to turn performance management into a conscious behavior; third, we must pay attention to information technology , although we have not yet used the performance management information system of the General Administration, the performance office must organize and increase the propaganda of the application of the information system, and all responsible units and departments must also adhere to the method of combining human and machine, through dedicated personnel monitoring, system We use various methods such as inspection and software testing to strengthen node management and daily monitoring, and continuously improve the operational quality of performance management. After the application of the General Administration Information System, we must try our best to incorporate new changes in performance management, put forward requirements, and continuously explore and improve methods of data collection, extraction, monitoring, and comparison to match the actual needs of performance management assessment. Through the application of methods, we strive to firmly establish three performance consciousnesses, namely, time consciousness, efficiency consciousness and development consciousness of performance management.

Although these three aspects are clichés, I still hope to have some new ideas, shed some light on others, provide some inspiration for everyone to do a good job in performance work, and inspire everyone to think better. *** Create a new situation in performance management.

Thank you everyone!

Part 3: Thoughts on the implementation of performance appraisal in the national taxation department

Performance appraisal is not only necessary to deepen tax reform and stimulate the vitality of the tax cadre team, but also to promote the optimization and establishment of tax management business processes The needs of service-oriented tax authorities are of great significance for improving the cadre assessment and evaluation system that reflects the requirements of a correct view of political performance and building an institutional mechanism conducive to scientific development. Now the author will talk about his superficial understanding of the national taxation performance appraisal work.

1. Do a good job in analyzing the working conditions of performance appraisal

(1) Leaders pay attention to it. Leaders paying attention, leading by example, and daring to catch and manage are the prerequisites for doing a good job in performance appraisal. Establish a leadership system and working mechanism of "unified leadership of the party group, joint leadership of the team, coordination of disciplinary inspection organizations, departments and offices, and active participation of cadres" to form an effective coordinated operation of "grasping the leader and catching the leader" to achieve Grasp one level at a time, promote implementation at all levels, and provide strong organizational and leadership guarantee for the national taxation performance appraisal work.

(2) Participation of all members. First, we must unify the thinking of all tax cadres and understand the role and significance of performance appraisal in promoting national tax work; secondly, we must fully mobilize the enthusiasm and initiative of all employees to participate, so that everyone knows the assessment methods, everyone participates in the assessment process, and everyone Evaluate the assessment results; again, it is necessary to guide cadres and employees to compete reasonably and create a good atmosphere in which everyone strives to be first and everyone strives to achieve excellence, so as to promote the smooth development of national taxation work.

(3) Innovation carrier. Only when the assessment is fair, impartial and open can it truly play a beneficial role in mobilizing the enthusiasm of cadres, gathering the direction of joint efforts of the team, and promoting the scientific development of national taxation. Therefore, diversity must be chosen in the assessment carrier. There must be both manual assessment and electronic assessment; there must be both internal assessment and external evaluation; there must be both data assessment and on-site assessment; there must be both year-end assessment and process assessment.

(4) Clear direction.

Performance appraisal work should be based on whether it is conducive to improving the quality of national tax cadres and stimulating the vitality of the national tax team, whether it is conducive to improving tax services, optimizing the image of the national tax, establishing a harmonious collection relationship, whether it is conducive to strengthening collection and management, improving quality, and ensuring the successful completion of tax tasks. As a starting point, work has ideas, actions have guidelines, and assessments have direction.

(5) Clear job responsibilities. Improving the departmental job responsibility system and improving the job target responsibility system are the basis for implementing performance appraisal. It is necessary to reasonably determine the number of positions required for each department or unit. After the positions are determined, the quality of work, quantity of work and the requirements that the work must meet are determined for each position, through the determination of posts, responsibilities, rights, profits, etc. Measures should be taken to reflect responsibilities in positions, assessments in job responsibilities, and personal interests in assessment results, so as to truly achieve the goals of equality and fair competition for all employees. By improving the job target responsibility system, tax cadres are encouraged to do every job well with quality and quantity, and a benign mechanism for system management of people and affairs is formed.

2. Some thoughts on performance appraisal work

(1) Determine the correct goals. When formulating work goals, it is necessary to handle the four relationships at the same time based on the "four natures". ;