What are the basic standards of performance appraisal? Is everyone clear? The following is my collection of articles on the basic principles of performance appraisal for your reference!
Rule one, stick to the principle of hands-on
Hands-on, is to do it yourself. Adhering to the hands-on principle of performance appraisal means that performance appraisal practitioners at all levels, especially senior leaders of enterprises, must achieve "three wants and three don 'ts" in the process of performance appraisal. The "three essentials" are: personally review and confirm the key work plan submitted by the performance appraisal object; Personally check and accept the completion of the key work of the performance appraisal object; Personally adjust or guide the adjustment of important work changes and work improvement in performance appraisal.
"Three noes" means: don't "take a knife", that is, don't arrange and instruct others to perform their duties (except for temporary authorization under special circumstances). Don't "cheat", that is, don't get used to sharing the technical work of performance appraisal, such as index correction and work score setting, which you should personally participate in. Don't "avoid the wind", that is, don't delay or even avoid the adjustment and improvement of work in performance appraisal, resulting in the shirking and disguised transfer of risk responsibility.
The significance of adhering to the hands-on principle lies in strengthening the consciousness of seeking truth from facts and being pragmatic in performance appraisal, establishing a rigorous and meticulous performance appraisal style, improving the performance appraisal quality of managers, effectively ensuring the quality of performance appraisal work, and making performance appraisal really promote the management development of enterprises.
? Rule two, stick to the prescription rules.
The key to management is to improve efficiency, and performance appraisal is a management mechanism. The timeliness of performance appraisal directly affects the improvement of work performance and management efficiency. From the technical operation of performance appraisal, the main performance appraisal links such as plan confirmation, performance appraisal acceptance, information transmission and work plan change require high timeliness. The delay and delay of each operation link will produce chain reactions such as blocked operation process, attenuation of information value, slow work pace and even out-of-control job, which will hinder management operation and reduce management efficiency.
Adhering to the principle of prescription is not superficial, but focuses on action. In the actual operation of performance appraisal, we should resolutely overcome stubborn thinking habits and behavior habits such as being afraid of trouble, not diligent, lazy in intensive cultivation and neglecting to learn new things; Do not discount or bargain on the principle of timeliness of performance appraisal. We have formulated appropriate penalties for technical deduction in performance appraisal, and punished relevant personnel who affect the timeliness of performance appraisal and delay performance appraisal. Through critical education and necessary disciplinary measures, the timeliness awareness of all performance appraisal personnel has been enhanced, and the timely rate and in-place rate of performance appraisal operations have been improved and maintained.
? Rule 3: Adhere to the principle of transparency.
? One of the basic functions of performance appraisal is to find and solve problems, especially those that are prominent in enterprise management and have a bearing on the overall situation. Therefore, in the performance appraisal work, we should be alert to the negative effects and functions of egoism, egoism and conservatism, and prevent the phenomenon of covering up problems and avoiding contradictions, especially the phenomenon of covering up major problems and contradictions. Because it is the function and function of performance appraisal to expose problems and reveal contradictions through performance appraisal, only by constantly solving problems and transforming contradictions can we achieve the goal of improving our work. Otherwise, performance appraisal will lose all its meaning.
The problems and contradictions exposed by performance appraisal are objective, and the result of avoiding and covering up can only be that the problems turn into disasters, contradictions intensify, and finally the interests of enterprises suffer losses. For such a truth and principle that concerns the overall situation, whether in the preparation stage of performance appraisal or in the start-up and operation stage of performance appraisal, performance appraisal executives at all levels must keep a very clear head and adhere to the transparent criteria of performance appraisal. We should seek truth from facts, dare to face up to contradictions, expose contradictions, and be good at finding and solving problems. Be a warrior who faces up to contradictions and problems, not a villain who hides problems and covers up contradictions. Practice has proved that adhering to the transparent criterion in performance appraisal can give full play to the function of performance appraisal, improve the timeliness and effectiveness of finding and solving problems, promote the improvement of management quality and efficiency, and safeguard the interests and safety of enterprises.
? Rule four, stick to the communication rules.
The implementation of performance appraisal in enterprises involves many management levels and a wide range of management. Vertically, from senior leaders to ordinary employees; Horizontally, it connects different functional departments and business organizations. The communication of performance appraisal information such as plan adjustment, performance appraisal acceptance and performance appraisal results is a common concern of performance appraisers. To solve this problem, it is necessary to open a channel of information circulation between the executor and the object of performance appraisal; Build a bridge for information docking between departments. Therefore, performance evaluation should establish an evaluation guarantee system and clarify the rules and methods of performance evaluation information exchange. Performance appraisal executors at all levels are required to communicate with performance appraisal objects in two ways, and the main contents are performance appraisal acceptance, performance appraisal results and performance appraisal opinions. Require departments and institutions with close responsibilities and work to exchange information on work plans, performance appraisal and acceptance.
The timely exchange of performance appraisal information and the mutual communication between performance appraisers and departments are conducive to realizing the symmetry of performance appraisal information between performance appraisal execution and performance appraisal objects, and alleviating and eliminating possible misunderstandings and obstacles in performance appraisal. The complementary effect of communication can also make the performance appraisal and acceptance more in line with the actual work and the performance appraisal results more accurate. Second, it is conducive to strengthening business cooperation and work coordination between departments and institutions, and improving and perfecting operational procedures; It is helpful to enhance the overall awareness of departments and institutions and actively play the synergistic role of large teams in enterprise management.
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