(1) Performance appraisal indicators should follow the principles of homogeneity, key characteristics and independence. (2) The assessment indicators are specific, measurable and measurable. (3) Evaluation index is the result of negotiation and communication between evaluator and appraisee. (4) The assessment index is the basic work rather than the workers. (5) The assessment indicators are not immutable. It changes according to the situation inside and outside the enterprise, often "what is missing, what to test" and "what to test". (6) Assessment indicators are well known and must be understood by most people. The principle of formulating performance appraisal indicators-performance appraisal indicators should be consistent with the strategic objectives of enterprises. In the process of formulating performance appraisal indicators, the strategic objectives of the enterprise should be transmitted and decomposed layer by layer, so that every position in the enterprise is given strategic responsibility and every employee assumes his own post responsibilities. Performance management is an effective tool for the implementation of strategic objectives, and performance management indicators should be decomposed around the strategic objectives and should not be separated from the implementation of strategic objectives. Only when the direction of employees' efforts is consistent with the strategic objectives of the enterprise can the overall performance of the enterprise be improved. Second, performance appraisal indicators should highlight key points. Don't be vague about the key, but grasp the key performance indicators. Indicators are related, and sometimes they don't have to be comprehensive. By grasping the key performance indicators, the behavior of employees is guided to the goal direction of the organization. Generally, there are about five indicators, and too few indicators may not reflect the key performance level of the post; However, too many complicated indicators can only increase the difficulty of management and reduce employees' satisfaction, but can't guide employees' behavior. Third, performance appraisal indicators should pay equal attention to quality and performance. Emphasize quality and performance, both of which can not be neglected. Too much emphasis on "quality" will bind people's hands and feet, and too much attention to personal behavior and interpersonal relationships will not be effective, and will hinder the development of people's personality and creativity, which will ultimately be detrimental to the overall development of organizations and society. Too much emphasis on "performance" is likely to encourage people's luck, make people opportunistic, take shortcuts, get quick success, and do whatever it takes. A good set of assessment indicators must arrange an appropriate proportion between "performance" and "quality". On the premise of outstanding performance, we should take into account the requirements for quality. Fourth, the performance appraisal index focuses on the word "fitness". Performance appraisal indicators are rooted in the "soil" of the enterprise itself and are very personalized. Enterprises with different industries, different development stages and different strategic backgrounds have different purposes, means and results of performance appraisal. The key to the performance of performance appraisal indicators is not how profound and accurate the appraisal scheme is, but the word "fit". Being "suitable" now does not mean being "suitable" forever. It must be adjusted in time according to the development of enterprises and the strategic planning requirements of enterprises in order to be applicable forever.