working attitude
1 seldom late, leave early and be absent, and have a serious work attitude.
Never run away or get tired of work.
3 agile and efficient.
4 obey the instructions of superiors.
Report to the superior in time and correctly.
basic capacity
6. Be proficient in the work content and have the ability to handle affairs.
7 master the main points of personal work
Be good at planning the steps of work and actively prepare.
9. Strictly abide by the principles of reporting, liaison and consultation.
Finish the work within the specified time.
Vocational skills
1 1 works error-free and fast.
12 excellent ability to handle things, right?
13 is diligent in sorting out, rectifying and checking his own work.
14 do your job well.
15 can complete new work independently and correctly.
conscientiousness
16 has a strong sense of responsibility and really completes the delivered work.
17 As a member of the organization, I dare to face even the most difficult work.
18 Try to handle things carefully to avoid making mistakes.
19 predicts the preventive nature of faults and puts forward preventive countermeasures.
Do things calmly and never get emotional.
harmonious
2 1 Cooperate with colleagues and work in harmony.
Attach importance to coordination with colleagues in other departments.
Willing to help colleagues at work
Actively participate in the activities organized by the company.
Self-inspiration
Review your own strength and learn new industry knowledge and vocational skills.
Look at yourself and the company's future with a broad vision.
Can you listen to others' suggestions and opinions with an open mind and correct your own shortcomings?
Show enthusiasm and upward mental state, and don't pour out your work dissatisfaction.
Even if it is extra work, I sometimes put forward ideas and suggestions.
30. Set work goals with a long-term vision and put them into practice.
The above text is taken from the relevant text in the column "Assessment and Reward System" of China Text Library. If you need more relevant texts, please look them up in this column.
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Question 2: What is the standard of performance appraisal? Hello! Performance appraisal standard is the benchmark to measure the scores of various appraisal indicators obtained by appraisers through measurement or agreement with appraisers. According to the organization's strategy, the standards of individual or group's work behavior and work results can be formulated. Although there are many standards, each standard has very detailed requirements, but there are only two general principles to measure performance: whether to maximize the results of work; Whether it helps to improve organizational efficiency. Performance appraisal standards should be formulated according to the actual situation of enterprises. The following six points are for your reference.
1, quantity and time are generally not used as separate assessment criteria.
In non-quantitative indicators, quantity and time are generally not used as separate assessment criteria. The so-called non-quantification refers to the quality of the work pursued, not the quantity. For example, the working standard of a typist is 60 words per minute, and the error rate is 1%. In this case, employees are likely to increase their typing speed to 120 words per minute, but the error rate is 5%. In this way, typing only pursues speed and ignores more important quality. When doing performance appraisal with many people, it is often said that "a project will be completed at the end of one month". In fact, this is the wrong way to fill in the performance appraisal form. This will lead employees to only seek the speed of completing the work, but tend to ignore the effect of completing the work, such as accuracy and rework rate, which are good measures.
2. The content of assessment must be controllable.
Many quality inspection departments and quality supervision departments will write in the performance appraisal form how many guarantees the quality pass rate is. In fact, this is a wrong writing, because the quality of the department you supervise is beyond your control, and you can only check the accuracy of the product qualification rate within what range. Remember, quality is not controllable, but produced, and testing knowledge provides supervision and reference for production.
3, adjectives don't do quantitative assessment criteria.
When employees fill in the performance appraisal form, words such as "perfect the system" and "timely convey" often appear. It is difficult to quantify the assessment criteria using these words. How perfect is it? When is the right time? As the director of the office, the assessment should be: ordinary documents should be delivered within 8 hours, and urgent documents should be delivered within 3 hours. Only after quantification can we judge whether the work of the office director is timely.
4, assessment criteria should follow three quantitative principles.
The content of the assessment is determined, but how should the standard be determined? Evaluation criteria should follow three quantitative principles: superior expectations, historical data and peer data. Superior expectation means that if your superior expects you to complete 100%, you should complete 100%. Historical data means that under normal circumstances, the standards set this month should not be lower than last month, at least at the same level as last month. Peer data sets its own standards according to peer standards.
5. The evaluation standard should apply the reverse method.
Any assessment standard can be formulated according to five parts: quantity, quality, cost, construction period and customer (superior) evaluation. For example, you should make a performance appraisal implementation plan. In terms of quantity, it can be one book, how many words can be specified, and how many volumes can be specified. From the quality point of view, it can be passed at an office meeting, signed by a superior, or modified several times by a superior. In terms of cost, it can be said that it is controlled within how much money. In terms of time, it can be said that it was years ago and before the end of the month. From the evaluation of customers (superiors), we can see how high the employee's recognition rate of the scheme is and how high the superior's satisfaction with the scheme is. Then finally choose some important assessment indicators, and there is no need to write down the indicators with relatively light time and cost.
6. The superior must reach an agreement with the employees.
When communicating with subordinates and filling in the performance appraisal form, the superior must reach an agreement with the employees. First of all, we should outline the goals and expectations that we think have been achieved. Then encourage employees to participate and make suggestions. The superior should try to listen to the opinions of employees, encourage them to express their worries, give positive guidance to employees' complaints, think about problems from the perspective of employees and understand each other's feelings.
Question 3: What is the employee assessment standard? Reprint the following information for your reference.
Employee performance evaluation
In order to objectively, justly, fairly and realistically evaluate the performance of employees, the following performance appraisal table is formulated:
Performance appraisal evaluation form
Location of employee name
Year/month/year of departmental evaluation interval
The evaluation scale and its scores are excellent (10), good (8), fair (6), poor (4) and poor fixed (2).
Evaluate the scoring weight of project standards and requirements.
Self-evaluation direct evaluation manager evaluation general manager evaluation average score of this column.
job performance
1. Achieve work objectives (per capita productivity objectives, management objectives) 4
2. Effect of safety production management (safety status of people/things/machines/environment/methods)
3. Control or improvement of related technology/quality
4. The stability of the team, the smooth progress of the work, and the discipline of subordinates.
5.6S management, ISO implementation and system implementation.
job skill
1. Business knowledge and skills, management decision-making ability 2
2. Organizational and leadership skills
3. Communication and coordination skills
4. Ability to explore and innovate
5. Capacity for implementation and enforcement
workmanship
1. Work hard and try your best to finish the task.
2. Hard work, perfect work.
3. Strong sense of responsibility, able to work spontaneously and set an example.
4. Professional ethics and integrity, pay attention to personal behavior, and maintain the company's image.
5. Sense of responsibility and dedication to the company
working attitude
1. Obey the work arrangement, be diligent and sincere,
2. Unity and cooperation, team consciousness
3. Punctuality, pragmatism, initiative and positivity.
4. Don't waste time, don't be afraid of hard work, and have no complaints.
5. Work spirit: Are you optimistic and enterprising?
Signature of Appraiser: Direct Report: Manager: General Manager:
Evaluation score: average work performance ×4+ average work skill ×2+ work quality ×2+ work attitude ×2= score.
Attendance and rewards and punishments
(Information provided by personnel) 1. Attendance: Times of being late and leaving early ×0.5+ days of absenteeism ×4+ days of personal leave ×0.5+ days of sick leave ×0.2= points.
Two. Penalty: fines/warning times × 1+ minor times ×3+ major times ×9 = points.
Ⅲ. Reward: praise times × 1+ minor work times ×3+ major work times ×9 = points.
Total score evaluation score -I-II+III = points
Grade a (exceeding or reaching the standard/excellent or good): 90~ 100;
Grade B (basically meeting the standard requirements/average): 80~89 points;
Grade C (close to the standard requirements or close/qualified): 70~79 points;
Grade D (far below the required standard/poor, need to be improved): below 69 points.
Question 4: What are the three indicators of performance appraisal? Performance evaluation index refers to the process of judging the value creation of managers' performance at all levels who undertake the business process and results of the enterprise by defining the units or methods of performance evaluation objectives. For example, enterprise employees refer to the implementation of enterprise employee assessment indicators, including the comprehensive investigation and evaluation of enterprise employees' morality, work performance, ability and attitude, so as to determine their work performance and potential management methods.
The core of human resource management is performance management, and the most important link in performance management is performance evaluation, which is reflected by evaluating performance indicators. Performance evaluation index is to divide morality, work performance, ability and attitude into items and standards in a scientific way in combination with organizational characteristics for performance evaluation and performance improvement.
Question 5: What are the criteria for an effective performance evaluation system? (1) Performance management has six basic characteristics. Although we support that the performance management plan should be customized according to organizational culture and business strategy, these six characteristics should be the cornerstone of all performance management systems.
(1) Establish and consolidate a continuous performance management system consisting of planning, guidance, evaluation and reward.
The four pillars of all personnel management processes remain planning, training, review and compensation. Weaken any one of them and the whole system will be damaged. It is a continuous process, setting key objectives, supervising the implementation process, correcting the deviation of related processes and giving feedback, and rewarding and recognizing the results.
(2) Performance management needs to be linked to specific business objectives, and it needs to be pushed down by top management.
In order to solve the dilemma of performance measurement, it is necessary to link goals with business strategies and communicate clearly with employees so that employees can understand the relationship between their work goals and organizational goals. Performance management has become the way to implement strategic change and the driving force of enterprises. Such as customer service or quality improvement, has changed from words to actions and become a part of everyone's work.
(3) Performance measurement indicators are based on quantifiable goals and behavioral abilities.
Until recently, most organizations could only rely on digital navigation, such as market share, profits and operating income. Most of these indicators focus on short-term financial performance. In recent years, many non-numerical indicators, such as customer satisfaction or new product development, have become more and more important. Although hierarchical goals can link personal goals with organizational performance indicators, they usually cannot grasp the essentials of how to complete the work.
(4) Performance management is the obligation of managers at all levels, and managers at all levels must actively participate in performance management.
In performance management, managers' lack of sense of responsibility is a common major defect. People usually think that performance management is the business of human resources department, not the business of department manager. The department manager thought it was extra work and asked them to fill out forms to manage employees' salaries. Department managers often don't have the skills in this field, so they feel uncomfortable when giving feedback to employees.
Many companies have introduced manager training, the content of which is the behavioral skills needed for effective performance management. Developing the necessary skills of managers at all levels in performance management is a necessary condition of performance management system.
Therefore, many companies require everyone in charge of supervision to be trained in this field. In addition to training, cultivating managers' leadership ability and employee development ability can improve managers' sense of responsibility in performance management. Managers at all levels should realize that they should not only evaluate the specific projects they are responsible for, but also evaluate the performance and development of the people they manage.
(5) Must be linked with other systems, and must communicate clearly with employees before salary can speak.
When the company changes the salary system, it will send two messages to employees: What's important? What should employees value? The new business direction needs new priorities and new behaviors. If the quality evaluation of customer service or team is added to the performance management plan, it will become a powerful embodiment of the company's strategy, values and mission.
(6) Information from multiple channels must be evaluated and used as the basic data for performance summary.
The change of manager's role has a direct impact on performance management. Flat organization requires individuals and teams to take on greater responsibilities. This requires defining the work that needs to be completed and measuring the results of the work according to the self-determined goals. Managers are usually busy with their own project work and the work entrusted by the team, and have little time to understand and pay attention to the work required by their direct subordinates (for example, the human resources department may ask him to submit the performance of employees). With the change of work, if you want to continue to add value to the performance management process, you should add it to the list of people who provide information at all stages of the performance management process.
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Question 6: What are the assessment criteria? Reprint the following information for your reference.
Employee performance evaluation
In order to objectively, justly, fairly and realistically evaluate the performance of employees, the following performance appraisal table is formulated:
Performance appraisal evaluation form
Location of employee name
Year/month/year of departmental evaluation interval
The evaluation scale and scores are excellent (10), good (8), fair (6), poor (4) and extremely poor (2).
Evaluate the scoring weight of project standards and requirements.
Self-evaluation direct evaluation manager evaluation general manager evaluation average score of this column.
job performance
1. Achieve work objectives (per capita productivity objectives, management objectives) 4
2. Effect of safety production management (safety status of people/things/machines/environment/methods)
3. Control or improvement of related technology/quality
4. The stability of the team, the smooth progress of the work, and the discipline of subordinates.
5.6S management, ISO implementation and system implementation.
job skill
1. Business knowledge and skills, management decision-making ability 2
2. Organizational and leadership skills
3. Communication and coordination skills
4. Ability to explore and innovate
5. Capacity for implementation and enforcement
workmanship
1. Work hard and try your best to finish the task.
2. Hard work, perfect work.
3. Strong sense of responsibility, able to work spontaneously and set an example.
4. Professional ethics and integrity, pay attention to personal behavior, and maintain the company's image.
5. Sense of responsibility and dedication to the company
working attitude
1. Obey the work arrangement, be diligent and sincere,
2. Unity and cooperation, team consciousness
3. Punctuality, pragmatism, initiative and positivity.
4. Don't waste time, don't be afraid of hard work, and have no complaints.
5. Work spirit: Are you optimistic and enterprising?
Signature of Appraiser: Direct Report: Manager: General Manager:
Evaluation score: average work performance ×4+ average work skill ×2+ work quality ×2+ work attitude ×2= score.
Attendance and rewards and punishments
(Information provided by personnel) 1. Attendance: Times of being late and leaving early ×0.5+ days of absenteeism ×4+ days of personal leave ×0.5+ days of sick leave ×0.2= points.
Two. Penalty: fines/warning times × 1+ minor times ×3+ major times ×9 = points.
Ⅲ. Reward: praise times × 1+ minor work times ×3+ major work times ×9 = points.
Total score evaluation score -I-II+III = points
Grade a (exceeding or reaching the standard/excellent or good): 90~ 100;
Grade B (basically meeting the standard requirements/average): 80~89 points;
Grade C (close to the standard requirements or close/qualified): 70~79 points;
Grade D (far below the required standard/poor, need to be improved): below 69 points.
Question 7: What are the performance appraisal indicators (1)? Performance evaluation 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 emphasis on 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.
Question 8: What problems may exist in performance appraisal? Hello, Wisdom 365, let me answer for you:
In the performance appraisal management of enterprises, there are the following problems:
1, performance appraisal is subjective.
Enterprises generally lack detailed assessment indicators and standards for employee assessment, and also lack corresponding performance records. The assessor only grades the assessed by memory at the end of the month or the end of the year, which is arbitrary and subjective. This is a problem existing in the performance appraisal of most enterprises in China at present, and it is also a legacy of personnel system management in China. With the further deepening of the reform of state-owned enterprises, employees play an increasingly important role in enterprises, and the traditional performance appraisal methods can no longer adapt to the development of modern enterprises. However, due to the influence of the management system, the performance appraisal is still influenced by the old personnel appraisal system, with great leadership power, imperfect appraisal indicators and subjective assumptions.
2. The index system lacks dynamics.
At present, the evaluation index system of enterprise employees is greatly influenced by the previous personnel evaluation system, which has obviously failed to meet the needs of today's enterprise development.
Enterprises are developing and changing, especially in the increasingly fierce market competition environment, enterprises should improve their management level and competitiveness to cope with market changes. As an important part of enterprise human resource management, the index system of performance management should also be constantly changing to meet the needs of the development and change of enterprise production and operation.
3. The determination of performance indicators is unscientific.
Choosing and determining what kind of performance appraisal indicators is a key and difficult problem in performance appraisal. It is very good that the performance appraisal of most enterprise managers can be combined with the enterprise general appraisal form and the morality, ability, diligence and ability of employees, but how to scientifically determine the performance appraisal index system and how to make the appraisal index operable has not been fully considered. The performance indicators of many enterprise managers can hardly reflect the task performance; In the external performance, the assessment indicators used are mostly evaluative descriptions, rather than behavioral descriptions, and the assessment relies on the subjective feelings of the appraisers and lacks objectivity.
4. Ambiguity and deviation of evaluation orientation.
Appraisal orientation is the core issue of performance appraisal. The essence of appraisal is what problems are solved through performance appraisal and what is the management goal of performance appraisal. The orientation of assessment directly affects the implementation of assessment, and different orientations will inevitably lead to differences in implementation methods.
The orientation of performance appraisal in most enterprises is vague, mainly because the purpose of appraisal is not clear, and appraisal is only for the sake of appraisal. The result of this is usually that the identification is a mere formality, which consumes a lot of time, manpower and material resources and results in nothing; There is a deviation in the orientation of assessment, which is mainly reflected in the one-sided view of the management objectives of assessment and the narrow orientation of the purpose of assessment.
Question 9: What are the contents of employee performance appraisal indicators? Employee performance includes 1 and skills. 2. discipline. The middle level is dominated by management. The key to performance appraisal is quantification, and at the same time, leaders should be decomposed from top to bottom according to the goals set by the company. The clearer the quantification, the less rebellious employees will be. Different industry standards are different, but leaders must take the lead in formulating assessment indicators and quantitative indicators, and then conduct assessment after reaching an understanding of * * *.
Question 10: What are the first-level indicators of performance appraisal? When the performance appraisal effect is not ideal, it is often necessary to re-examine the whole index system. The problem lies in two aspects, one is "what indicators to set" and the other is "how to set indicators".
Common "morbid" index system often embodies the following characteristics:
Pathology 1: Too few indicators lead to one thing after another.
Simply put, it is "the enterprise has not fully expressed its will".
For example, ignoring profit indicators.
Marketers are only responsible for sales, not profits. Many enterprises think there is no problem. Because the formation of profits is influenced by too many factors, the production cost, management cost and financial cost of enterprises are beyond the control of marketing departments.
In fact, although marketers can't determine the net profit of enterprises, they are directly responsible for the gross profit brought by sales. In the absence of profit assessment indicators, marketers will increase expenses, increase the number of gifts, and even directly ask enterprises to reduce prices in exchange for the achievement of sales indicators. These practices can often pose a ostentatious reason and unconsciously induce enterprises to obtain "unprofitable sales".
This obviously goes against the true will of the enterprise.
Therefore, it is not necessary to assess the net profit, but to assess the gross profit. From this perspective, performance appraisal is indispensable, and profit contribution represents "sales quality" and is as indispensable as "sales volume".
Another example is the lack of market share indicators-although sales have increased, market share has declined. For this "performance" of water mixing, enterprises cannot but be vigilant.
Pathology 2: Too many indicators lead to haste makes waste.
Simply put, it is "the enterprise wants to eat a fat man".
Corresponding to the lack of core indicators, many enterprises have too many non-core indicators, which also makes performance appraisal lose its due effect.
Generally speaking, core indicators focus on short-term performance evaluation, which can often be obtained from financial data, such as sales, profits, expenses, market share and so on.
Non-core indicators focus on the evaluation of medium and long-term development potential, which often need managers to record and sort out, such as terminal construction, promotion activities, after-sales service, brand expansion and so on.
The former is result evaluation and the latter is process evaluation.
In reality, many enterprises confuse the difference between the two. Results assessment and process assessment are mixed together, regardless of weight and distinction, which makes the core indicators not get the prominence and attention they deserve.
Too many process assessment indicators often lead to haste makes waste. For example, some enterprises only have 10 index in terminal construction, such as the number of franchise stores, sales volume, transaction rate and satisfaction. It must be evaluated that marketers are as busy as a bee every night.
This complex index system binds the hands and feet of front-line marketers, making them entangled in details and often neglecting more important work.
In addition, sometimes the process index and the result index are negatively correlated. Doing this well will hinder doing that well. The more indicators, the greater the possibility of contradiction, which makes marketers at a loss.
Pathology 3: the index is too shallow, which leads to specious.
Simply put, it is "what the enterprise wants is inconsistent with what it says".
The most typical example is the misunderstanding of sales indicators.
The sales required by enterprises are actually "actual sales" sold to consumers, not taken away by dealers, but "virtual sales" accumulated in channel warehouses. The former completed a complete production and sales cycle, while the latter only squeezed the cash flow of the channel and did not form actual sales.
When the expression of enterprise assessment indicators is too shallow, they are often equated. As long as the channel picks up the goods and pays, even if everything is fine, the marketers will achieve "performance". Under the guidance of this assessment index, the focus of marketers has shifted from "selling goods to consumers" to "selling goods to dealers", resulting in a directional deviation.
Therefore, what marketers think about every day is not how to make the market bigger, but how to push the goods to the channel. This short-term behavior is often more obvious at the end of each year.
The debt owed will be paid sooner or later. The product has not been sold, but the channel has bought more goods this year and will buy less next year. This repeated "virtual sales game" between manufacturers has no substantial help to sales growth.
Another example is to assess the investment promotion work of marketing personnel. If the index is set according to the number of merchants, it is better to set the index according to the new sales of merchants. Because the former may make enterprises happy, recruit a group of nominal agents who can't get much goods, and spend the investment expenses in vain, while the latter will bring real money that enterprises need.
Pathology 4: The index is too deep, which leads to putting the cart before the horse.
Simply put, it is "the enterprise requires perfect indicators".
Management has dual characteristics. On the one hand, it pursues effectiveness ... >>