the process of assessment usually includes performance target setting, performance evaluation, performance feedback and communication, performance improvement and other links, which are carried out in cycles.

(1) Setting performance targets

1. Principles of target setting

Setting performance targets focuses on implementing three principles. First, the guiding principle. According to the overall goal of the enterprise and the departmental goal, it is decomposed layer by layer and personal goals are set up. Second, the SMART principle. That is, the goal should be Specific, Measurable, Attainable, Relevant and Time-based. Third, the principle of moderate number of targets. Don't have too many goals, 6 ~ 8 at most.

2. Goal setting

For R&D personnel, it is generally necessary to set performance goals and ability development goals. Performance goals are broken down from project team goals to individuals, while ability development goals require R&D personnel to set personal ability development goals based on the ability requirements of high-performance R&D personnel and personal interests, and formulate corresponding goals in mastering technology, completing work efficiency and solving customer problems, and formulate action plans to achieve this goal. Then it is approved by the superior according to the enterprise goals.

(II) Design of performance evaluation index system

1. Principles of design

The first principle of evaluating R&D personnel is that the evaluation index must be closely integrated with the enterprise strategy. If the competitive strategy of the enterprise is to launch new products before competitors, the time to market or product development cycle can be taken as the first evaluation index; If the competitive strategy of an enterprise lies in low cost, the product cost is the primary factor. The second principle is that the evaluation indicators of R&D departments, R&D teams and R&D individuals must be closely related, which is a system formed by the top-down index decomposition process. The third is to balance the relationship between long-term and short-term indicators, performance indicators and behavior indicators according to R&D strategies.

(1) Performance indicators

R&D personnel of an enterprise are mainly divided into project managers, developers, testers, etc. For different R&D personnel, performance appraisal indicators are different. The performance indicators of the project manager mainly include: new product development cycle, qualified rate of technical review, completion rate of project plan, project cost control, customer satisfaction, team morale index, etc. The performance indicators of developers mainly include: project plan completion rate, project process, specification compliance, design productivity, design cost reduction rate, etc. The performance indicators of testers mainly include: test problem solving rate, operation quality, plan completion rate, and compliance with development process specifications.

(2) Behavior indicators

The evaluation of R&D personnel's work behavior can be carried out from the aspects of initiative, obedience, responsibility, cooperation spirit, work rationality and discipline.

(3) Competency indicators

can be subdivided into business knowledge, business skills, planning ability, judgment ability, problem-solving ability, adaptability, interpersonal skills, understanding ability, learning ability, innovation ability and leadership control ability (this ability and the following abilities are applicable to managers above the department manager), decision-making ability, guiding and helping subordinates, organizational ability, employee management ability, etc.

this paper is transferred from the project managers' alliance

(3) performance evaluation

1. assessment methods and methods

1) generally, the assessment of R&D personnel can be organized by the human resources department, which is combined with self-assessment and superior evaluation.

2) self-assessment: self-assessment is carried out on the ability targets set at the beginning and the middle of the year, and the employees evaluate the degree of ability realization in the past certain period of time.

3) other evaluation: the department manager of the employee evaluates the employee's work, mainly focusing on certain tasks that the R&D personnel have engaged in in in a certain period of time in the past, and evaluating various indicators of performance appraisal according to performance standards.

4) Articles on project managers' alliance, which are discussed in depth.

5) comprehensive score: according to the above two scores of R&D personnel's self-evaluation and department head's evaluation, the performance score of the R&D personnel is finally obtained, which can objectively reflect the performance of the employee this year.

6) For the assessment methods, most enterprises use several evaluation methods comprehensively in practice, such as target management method and behavior anchoring method.

2. Assessment cycle

The product research and development process is a long work, so the assessment cycle for R&D personnel is relatively long, which can be determined according to the project cycle, but the longest is no more than one year.

(4) continuous communication and performance feedback

R&D personnel can be said to be the core employees of the enterprise, which plays an extremely important role in the survival and development of the enterprise. It is necessary to communicate with R&D personnel frequently to understand their psychological dynamics. For example, when the vice president of R&D of a software company went to check the project work, after reading the report of a test engineer, he seriously criticized: "Your test report failed." Two months later, the test engineer left. Later, the engineer wrote a letter to the enterprise, revealing the reason for his resignation-just a criticism from the vice president of R&D. The vice president of R&D said with regret: "My criticism of him only tells the truth, but if I praise and encourage his progress afterwards, things will be completely different." It can be seen that performance communication, counseling and feedback are very important.

(5) Guidance on performance improvement

After the performance evaluation results are fed back to employees, such feedback will be meaningless without guidance on performance improvement and improvement. Performance improvement guidance mainly helps employees to analyze the reasons for insufficient performance or opportunities for improvement, help employees find solutions, and formulate performance improvement goals, personal development goals and corresponding action plans, which will be included in the next stage of performance goals, thus entering the next round of performance appraisal cycle.