relative evaluation method

(1) sequential comparison method

sequential comparison method is a method of ranking and evaluating employees according to their work performance. Before the assessment, we must first determine the assessment module, but we are not sure about the work standards to be achieved. All employees in the same position are compared in the same assessment module. According to their working conditions, the ones with good jobs are ranked first and the ones with poor jobs are ranked last. Finally, add up the ranking figures of several modules of each employee, which is the assessment result of the employee. The smaller the total, the better the performance appraisal results.

(2) relative comparison method

the relative comparison method is to compare two employees, and any two employees should make a comparison. After the comparison between the two employees, the relatively good employee recorded "1" and the relatively poor employee recorded "1". After all the employees compare with each other, add up everyone's scores. The higher the total score, the better the performance appraisal results.

(3) forced proportional method

forced proportional method refers to the method of dividing the examinee into several categories (best, better, medium, poor and worst) according to the performance of the examinee.

Absolute evaluation method

(1) Management by objectives

Management by objectives is a performance appraisal method that decomposes the overall goals of an organization step by step until individual goals are achieved, and finally assesses the performance according to the situation that the assessed has achieved the work goals. Before starting work, the appraiser and the appraisee should reach an agreement on the work content, time limit and assessment standard to be completed. At the end of the time limit, the appraiser will conduct the appraisal according to the work condition of the appraiser and the original appraisal standard.

(2) key performance indicators method

the key performance indicators method is based on the annual target of the enterprise, and through the analysis of the performance characteristics of employees, the key quantitative indicators reflecting the comprehensive performance of enterprises, departments and employees within a certain period of time are determined accordingly, and the performance appraisal is carried out on this basis.

(3) Grade evaluation method

According to the job analysis, the grade evaluation method divides the job content of the assessed post into several independent modules, and in each module, the work standards needed to complete the work of the module are described in clear language. At the same time, the standard is divided into several grade options, such as "excellent, good, qualified and unqualified", and the appraiser evaluates the completion of each module according to the actual work performance of the appraiser. The total score is the employee's assessment score.

(4) Balanced Scorecard

Balanced Scorecard evaluates the enterprise from four aspects: finance, customers, internal business process, learning and growth, and gives different weights to each index according to the strategic requirements, thus realizing the comprehensive evaluation of the enterprise, so that managers can grasp and control the enterprise as a whole and finally realize the strategic objectives of the enterprise.

description method

(1) all-around assessment method

all-around assessment method (361 assessment method), that is, an assessment method in which superiors, colleagues, subordinates, themselves and customers assess the assessed. Through this multi-dimensional evaluation and combining the opinions of different evaluators, a comprehensive and fair evaluation can be obtained.

(2) Important Events Method

Important events refer to the "important events" that the appraiser pays attention to collect from the appraisee at ordinary times. The "important events" here refer to those events that will have a positive or negative impact on the overall work performance of the department. These performances should be recorded in writing, and the appraisal results will be finally formed according to these written records.

the quantitative performance management method is to coordinate and implement the relationship among income, ability and distribution through scientific processing of data and timely and accurate assessment in different periods and different working conditions.

target performance appraisal method

target performance appraisal is a process of decomposing the overall goal and implementing the responsibilities from top to bottom. Accordingly, performance appraisal should also be subject to the completion of the overall goal and sub-goals. Therefore, as the KPI assessment of departments and positions, we should also start from the standpoint that departments support the whole company and employees support departments. At the same time, the leaders of the company and departments should also be responsible for the performance appraisal of their subordinates, and they should not shirk their responsibilities to their subordinates. Performance appraisal distinguishes between departmental assessment indicators and individual assessment indicators, and can also ensure that superiors can actively care for and guide subordinates to complete their tasks from the mechanism.

SMART principle of assessment indicators

s: (specific)-clear and concrete, the indicators should be clear and definite, so that the appraiser and the examinee can accurately understand the objectives;

m: (measurable)-quantifiable. An enterprise should quantify the boss, the enterprise and the organizational structure. Goals and assessment indicators should be quantified, and the words "relatively good" and "not bad" are not quantifiable, which will lead to the ambiguity of standards and must be digitized. Without digital indicators, it is impossible to assess at will, and it is easy to make errors when assessing;

a: (manageable)-Achievable, goals and assessment indicators must be achieved through hard work, neither too high nor too low. For example, in the assessment of sales managers, the sales revenue last year was 21 million, and this year, 51 million was required, and no support was given. This is a completely unattainable indicator. The target value of indicators should be set in combination with personal situation, post situation and past history;

r: (relevant)-practical, realistic, not hypothetical. The definition of reality is to have existing resources, and it is objective and real;

t: (time bound)-time-bound. Goals and indicators must be time-bound, and they must be completed within the specified time. When the time comes, it depends on the results. If you ask for 21 million sales, it is meaningless to ask for it alone. It is meaningful to specify how long it will take to complete 21 million sales.

how to set goals

target performance comes from the decomposition of business objectives, that is, an index design method that decomposes business objectives into each department and related personnel step by step in order to complete the strategy.

from the management point of view, the goal is a little higher than the actual ability range, that is, the kind of "jumping and reaching". "Eye" is what the eyes can see, want and want. It is a dream. "Standard", the scale is also. A goal is a goal with scale, and a dream without scale is called fantasy, fantasy and whimsy.

the goal is not blown out of thin air, is not fictionalized, is not conceived behind closed doors, but is created by the enterprise with one heart and one mind, with detailed data, approval, completion cycle, passion and accurate budget and plan.

after the goal is set, the enterprise must find ways to turn it into everyone's dream and let every employee agree with it. Only when employees and the company have the same beliefs can employees develop in a company for a long time.

The assessment content of the indicators obtained through target decomposition is the most important and necessary work of each post and everyone. The target indicators of personnel at all levels are decomposed layer by layer. Performance appraisal must be top-down, and the chairman and general manager should set an example. It is impossible to form an enterprise appraisal culture simply by evaluating ordinary employees.

Common indicators

Sales (sales revenue) Production costs (defective rate, product cost, production staff output value, production cost reduction rate) Purchasing costs (raw material costs, equipment costs, purchase costs) Management costs (operating cost savings rate) Marketing costs (expense-sales ratio) Personnel salary costs (talent achievement rate, talent training rate, job saturation, wage-benefit ratio) Tax. Tax-to-sales ratio) Business model construction (quantification, standardization and materialization of business model) Production system construction (formulation, promulgation, training, implementation and revision of production processes and standards) Organizational system construction (formulation, promulgation, training, implementation, revision and evaluation of organizational systems) Business system construction (formulation, promulgation, training, implementation and revision of business processes) Financial system. Revision) Process system construction (formulation, promulgation, training, implementation and revision of operation process)

Simple sorting method

(I) Meaning of simple sorting method Simple sorting method is also called sequence method or sequence evaluation method, that is, the order of "1 234 ..." is discharged for a group of appraisees according to certain standards. Advantages and disadvantages of this method.

(II) Operation of simple sorting method First, draw up the items to be assessed. The second step is to evaluate the examinees for each item, and to arrange the sequence. The third step is to add up the ordinal numbers of each person's respective assessment items and get their respective ranking scores and rankings.

forced distribution method

(I) The meaning of forced distribution method. Forced distribution method is a method that assigns the appraisees to various performance categories according to a predetermined proportion. This method is based on the principle of statistical normal distribution, and its characteristic is that there are few people with the highest and lowest scores on both sides, and most of them are in the middle.

(II) Applicability of Compulsory Distribution Method

Factor Evaluation Method

(I) Meaning of Factor Evaluation Method, also known as functional evaluation method or evaluation scale method, is a method combining qualitative assessment with quantitative assessment. Advantages and disadvantages of this method.

(2) Operation of factor evaluation method

(1) Determine the assessment items.

(2) the indicators are graded according to their advantages and disadvantages.

(3) training the examiners.

(4) assess and score.

(5) Analyze, adjust and summarize the obtained data.

Work record method

Work record method is generally used to assess the operational work of production workers. Advantages and disadvantages of this method.

Management by Objectives

(I) Understanding of Management by Objectives

1. Meaning of Management by Objectives (MBO) is a comprehensive performance management method. Management by objectives was put forward by peter drucker, a famous American management master. Management by objectives is a two-way interactive process between leaders and subordinates.

2. Advantages of management by objectives The management by objectives method has many advantages and some limitations.

(2) the quantitative standard of objective management should conform to the principle of "SMART" and its specific meaning.

(3) implementation steps of the target management method 1. Determine the scope of work responsibilities 2. Determine the specific target value 3. Review and determine the target 4. Implement the target 5. Summary 6. Assessment and follow-up measures

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361-degree assessment method

(1) The meaning of the 361-degree assessment method is a relatively comprehensive performance assessment method conducted from multiple angles, also known as omni-directional.

(II) Implementation method of the 361-degree assessment method First, listen to opinions and fill in the questionnaire. Then, evaluate all aspects of the assessed. On the basis of analyzing and discussing the assessment results, the two sides discuss and set the performance target for next year.

(C) Advantages and disadvantages of 361-degree assessment method