Incentive mechanism plays an important role in performance management, and compensation is the most important means and methods of incentive mechanism construction, so scientific and reasonable salary incentive system is very important for the development of enterprises.
How to rationally design the salary structure can effectively motivate employees?
1. Establish a compensation structure based on the compensation policy. The compensation structure will include details such as the structure of total cash income, the ratio of salary to bonus, the range of each compensation structure, and the mid-point incremental rate.
2. In designing the compensation structure, the following human resource management mindset should be followed - to enhance the human resources value chain, i.e., through the cycle of the value chain to continuously grow the value of the organization and individual employees.
3. According to Brampton's consulting experience, employee pay grades can be disclosed, but the amount of pay does not have to be disclosed.
4. When designing the salary structure, the salary changes of the employees in the position development and performance improvement are fully taken into account, and the position salary is named as "salary level" and the performance salary is named as "salary level". We call this kind of pay system "performance-based dual incremental pay system", and its main features are as follows: the same position, the same pay level; different people for the same position when the performance is not consistent, the pay scale is different; the conditions of service for the same position are consistent; different qualifications of people for the same position when the pay level can be adjusted.
5. The employee's original salary in accordance with the new salary structure on the set over, or with this opportunity, through the process of the set of changes will be adjusted in accordance with the new provisions of the employee's salary.
How to design a compensation program for retail staff with more incentives?
Retail Salary Composition and Wage Calculation Methods
First, the company's salary composition
Salary = basic salary + performance bonuses + benefits + allowances + year-end bonuses
The middle management and above enjoys an annual salary system.
The annual salary and wage level of each level are approved from four aspects of comprehensive consideration: job value evaluation; quality and skill evaluation; market staff supply and demand situation; performance evaluation.
Different positions based on the principle of focus: administrative functions mainly according to the job value evaluation, quality skills evaluation, market personnel supply and demand situation to determine; profit sector management positions mainly according to the performance status, the size of the contribution to the enterprise, the difficulty of the management to determine; technical maintenance workers to add a technical tier division, the different tiers to increase the technical level of wages; salespersons are the main body of the basic salary, commission The main body of the salesman is the basic salary, commission wages.
Second, the executive manager (profit department head) salary approval
Let the managers of the income and performance of the completion of the link, the incentive effect is more obvious, at the same time can make the enterprise's strategic objectives are guaranteed.
In order to reflect the fairness of the senior manager's salary scale is mainly based on the size of the responsibility borne by each department in the development of the enterprise, the management of the operating departments of the difficulty of the different, approved by the different position coefficients to coefficients to be divided and determined by the operating managers of the salary scale chart.
The formula is (the following items can be selected and weighted by the company according to the characteristics of the enterprise): Coefficient = Production value × 35% + Profit × 35% + Number of employees × 10% + Expense amount × 10% + Shared expenses × 10%.
Remarks:
1, the above figures can be averaged over the past three years of financial data, with a percentage of the calculation is more scientific and stable.
2. The deputy of the same position is adjusted downward by 25% (10%) of the salary of the regular position, and 10% between each level.
3, each department associate, assistant, each chain store deputy store, convenience store manager due to a small percentage, that is, small contribution, do not enjoy the annual salary, but enjoy a higher departmental profit excess award.
4, the floating part of the annual salary is issued based on the "performance appraisal form" to determine, if the company's arrangements for the year's work tasks and economic indicators are all completed, enjoy all the annual salary; uncompleted by the difference between the proportion of the floating annual bonus by the proportion of the unfinished deductions.
5, over-completion of the annual plan, in addition to the full annual salary, but also enjoy the profit commission award. As the profit commission depends largely on the height of the program indicators, the setting of program indicators and each person's salary has a direct relationship, which needs to be carefully set to maintain its fairness. It is recommended that the company use the "HU theory" *** with the setting of the plan to stimulate the commitment of the operator to change the "want me to complete" to "I want to complete", to avoid complaints or in the inability to complete the time to find reasons to shift responsibility. The program is designed to stimulate the commitment of the operator to change "I want to finish" to "I want to finish", avoiding complaints or looking for reasons to pass the buck when they can't finish.
6, the manager in addition to the annual salary, the company according to the percentage of profit over the part of the reward. Profit incentive distribution methods: when the excess profit is large, the following (1) incentives can be taken; when the excess profit is small, not enough to form an incentive effect, take (2) incentives, as follows: (1) excess awards to the vice president, managers, cabinets, employees, in order to strengthen the cooperation of personnel within the department, to suppress the competition between the performance of employees, to avoid only consider the personal performance of the internal bad competition, non-cooperation. Occurrence. At the same time, the department can automatically constrain the employment situation to avoid overstaffing and overstaffing, assuming that the ratio: 1-2 level: 30%, 25%, 45%; 3-5 level: 40%, 20%, 40%; 6 level: 60%, 10%, 30%. (2) Excess profit is only awarded to the vice president, manager, specifically: over completion of the profit target of 20% (including 20%) or less, according to the excess of 30% of the award departmental leadership; over completion of the profit of 20% - 30% (including 30%), according to the excess of 40% of the award departmental leadership; over completion of the profit target of 30% (including 30%) or more, according to the excess of 50% of the award Reward the leadership of the department.
Allocation: the excess bonus is calculated as 100%, the vice president gets 30%, and the rest is allocated by the departmental leadership team. Manager of the positive and negative profit distribution by 55%, 45% distribution, the department has more than three managers, the positive post is higher than the deputy 25% distribution, calculated as follows: assuming that the deputy should be bonus for x, the number of departmental deputies for y, the total amount of bonuses for h, the formula: h = x (100 + 25) % + yx.
7, job tier once determined, the pay is issued according to the tier, the current Monthly salary payment level is higher than the tier salary, by the annual salary floating part of the adjustment. No annual salary, according to the job tier downward salary, or by the bonus adjusted to the current level.
Third, the approved method of functional departmental salary
For functional departmental management personnel, mainly based on the size of the job responsibility, taking into account the job on the personnel's professional knowledge, ability to workload, experience, complexity of the task, the working environment conditions and other requirements, to the market supply and demand for the job personnel to be sorted and graded, configuration of the salary.
In the configuration of the remuneration is mainly based on the following elements: determine the grade elements; the use of "grade elements assessment table" organization of the relevant personnel on the different positions scoring, to determine the grade map; the job grade division, to determine the job pay grade and grade range; according to the level difference to adjust reasonable, make a reasonable internal mid-point pay scale, so that the internal payroll balance; according to the adjustment of the external market price, make a reasonable mid-point pay scale, so that internal and external Reasonable midpoint pay scale, so that the external salary balance; determine the pay scale chart.
Fourth, salespersons and foreign trade personnel salary approval methods
For personnel in the business sector, mainly based on the performance of the approved salary. The significance of this is to avoid doing a good job or a bad job. From another point of view, the enterprise in the overall performance is not good can also save labor costs. The disadvantage is that long-term money *** under the bad orientation, when the enterprise growth is slow, once you can not get high compensation, the incentive effect will decline, may lead to the negative or leave the staff, it is difficult to and the enterprise *** degree of trough, which is a need to pay attention to.
Approved salesman plan targets, if they belong to their own newly developed customers, according to the excess net profit of 30% of the withdrawal, once a quarter. If it is an old customer delivered by the company, 10% of the excess net profit generated is withdrawn, quarterly. New salesman due to the inability to complete the program, set a three-month training period, during which a fixed salary is paid, not commission.
V. Calculation of salary in each department
Salesman's monthly salary = basic guaranteed salary + sales commission + performance bonus + benefits + allowances + year-end bonuses;
Functional department's monthly salary = salary scale of the post / 20.92 × the actual number of days of work x the performance appraisal coefficient - the deductions due + allowances + welfare.
Any book on compensation design and performance appraisal is more detailed and comprehensive?
"Compensation Design and Performance Appraisal Case" This book on compensation design and performance appraisal is very comprehensive, the book details a lot of practical models, tools, methods and cases, such as: 3PM compensation system, TP performance management system, competency model, satisfaction model, balanced scorecard, EVA assessment, commonly used assessment indicators and other models and methods. It can help you quickly master compensation design and performance appraisal methods. This book is written by Zhao Guojun, who graduated from Tsinghua University, is a senior partner of Beijing Shui Mu Zhi Xing Management Consulting Co., Ltd, a famous performance management expert, a director of the National Council of Human Resource Management, and a management consultant of many enterprises.
The contents of the book include:
Chapter 1: Anatomy of Enterprise Compensation Management
I. Several Basic Issues of Compensation
II. Relevant Motivation Theories and Human Nature Assumptions
III. Several Basic Wage Systems
IV. Management Characteristics
Chapter 2 How to Design a Compensation System
I. Three Core Issues of Compensation Design
II. The PM Compensation System of Shui Mu Zhi Xing
III. The Process of Compensation System Design
IV. Pay level and pay structure design
I. Pay survey and pay level design
II. Pay policy line and pay structure design
III. A case of pay design in an engineering company
IV. Other cases of pay design
V. Case of pay system - pay structure and pay level
Chapter 4 Compensation Composition Design
I. Job Performance Pay System
II. Other Common Wage System Design
III. Bonus Design
IV. Allowances and Subsidies Design
V. Compensation System Cases -Composition of Compensation for a Manufacturing Company
VI.
Chapter 6: How to Evaluate Positions
I. Job System Design and Job Analysis
II. Performance Management Status and Analysis
Chapter 8 Performance Management System Design
I. The Core of Performance Management System
II. Characteristics of TP Performance Management System
III. Performance Management Risk Assessment and Strategies
Chapter 9: Performance Management Tools and Models
I. Strategy-Driven Performance Indicator Analysis - Decomposition of Strategic Development Goals
II. Organizational Performance Model and Key Performance Indicators
III. and its application
V. How to put performance management into practice - the performance management cycle
VI. Balanced scorecard and EVA appraisal
Chapter 10 How to design a performance appraisal system
I. Organizational management of performance appraisal
II.
The overall assessment of the enterprise
Fourth, the assessment of the departmental team and the person in charge
V. The assessment of ordinary employees
Sixth, several key issues in the design of the performance appraisal system
Chapter 11, how to design the key performance indicators
First, Mizunoki know the system of key performance indicators
Second, the process of the design of key performance indicators
Third, key performance indicators design process
C. How to Design Quantitative Indicators
D. How to Design Qualitative Indicators
E. How to Design Process Indicators
F. How to Design Non-Weighted Indicators
VII. A Few Key Issues in the Design of Key Performance Indicators
CHAPTER TWELVE PERFORMANCE AUDIT CASE INFORMATION
A. Case Study of the Appraisal of Production Workshops of Manufacturing Companies and the Production management assessment cases
Second, high-tech factory company marketing and sales departments and staff assessment information
Third, engineering companies, engineering projects and management assessment cases
From the catalog can be seen, the book on salary design and performance appraisal of the introduction of how comprehensive and detailed, and clarify the salary design and performance appraisal of the steps, tools and methods used.
How to more effectively carry out team building and performance appraisal
The current performance appraisal in performance management can be generally divided into two levels: organizational level performance appraisal and employee level performance appraisal, in the modern enterprise management, for the performance of the attention, has been from the purely focus on the employee level of the performance appraisal gradually shifted to focus on the organizational level.
"Team performance" management system to team building as the core, the integration of organizational performance management and job performance management, effective combination of organizational performance management and job performance management, while improving the operability and depth of performance management, the formation of self-motivation and constraints within the team, and the effective resolution of various conflicts. Through the decentralization of responsibility and authority, it makes managers and team members pay more attention to results. Through team performance management, the company focuses on the team, the team as the object of performance management, and the team focuses on the performance of the members to improve the efficiency of the company's performance management.
After the implementation of team performance management, through the decomposition of the layers, the implementation of the company's development strategy objectives, to promote the overall performance of the company to improve employee satisfaction and corporate cohesion. For different levels of teams, different performance management relationships can be determined.
After determining the team's performance management relationship, it is necessary to determine how to conduct performance appraisal of the team. The so-called team performance appraisal is the team to complete its duties and the evaluation of the results of the work, is the degree of its contribution to the work of the measurement and evaluation, directly reflecting the value of the various levels of the team in the size of the enterprise, is the core content of the performance appraisal.
The content of the team performance appraisal includes two aspects: the team's work plan evaluation and team key performance indicators evaluation. For different levels and different work nature of the team, the work plan and key performance indicators of the assessment of the weight and assessment is not the same, need to be determined on a case-by-case basis. Work plan assessment is relatively simple, the more difficult is the team KPI assessment, especially the extraction of team KPI, it is more difficult.
The indicators of team KPIs can be divided into four categories: main indicators, auxiliary indicators, overall indicators, veto indicators and so on.
1. KPI main indicators: is the completion of the team's responsibilities more important indicators, set different percentage weights.
2. KPI auxiliary indicators: refers to the importance of relatively small or each team has a public **** indicators, for the deduction of points.
3. KPI veto indicators: refers to the production units or potential safety risks of the functional team set up a "veto" indicators, the indicator does not account for the weight, but the indicator does not meet the standard, the team's overall performance should be multiplied by a certain percentage of the coefficient (the value of the value between 0-0.9). The team's overall performance will be multiplied by a certain percentage factor (between 0 and 0.9).
After determining the classification of indicators of team performance assessment, you need to establish the team performance assessment indicator system. Team performance appraisal index system is the company's baton, where it points, the team will work in which direction. Various levels of the team is also the cornerstone of the company's annual strategic objectives, so the team performance management has become the top priority of the company's management, and the establishment of the team performance appraisal index system is the first step of the team performance management is the starting point for the wrong step, all the efforts will be wasted, as the saying goes: a tiny fraction of the fallacy of a thousand miles. Follow a relatively scientific team performance appraisal index extraction process, will be more effective.
After clearly defining the work responsibilities of the team at all levels, the team KPI indicators should follow the workflow to extract the following six steps:
The first step: the company team performance management expert group according to the team's work responsibilities have been identified initially proposed by the team at the same level of each team's KPIs, the most important of which is the determination of the KPI assessment standards. Performance appraisal standard is the appraiser through the measurement or through the appraisal of the team agreed to measure the appraisal index score benchmarks. The development of performance appraisal standards need to follow the following five principles:
1, the principle of objectivity: the preparation of performance appraisal standards should be based on the characteristics of the team's responsibilities;
2, the principle of clarity: the preparation of the performance appraisal standards should be clear and specific, that is, the quantity and quality of the work required, the responsibility of the weight, the performance of the high and low to make a clear definition and specific requirements;
3, the principle of comparability: the same level, the same nature of work team performance appraisal must seek consistency in the horizontal;
4, the principle of operability: the appraisal standards should not be set too high, and should maximize compliance with the actual requirements;
5, the principle of relative stability: the development of performance appraisal standards, to maintain relative stability, can not be changed at will.
In the initial team KPI, the first to determine the number of KPIs, the general selection of the main indicators 3-6 items is more appropriate, can not pursue a comprehensive, all-encompassing work of the team, the more the better, the more KPIs, seemingly exhaustive, can fully reflect the real performance of a team, in fact, is the mustache and eyebrows, lost the focus of the work, and does not meet the Pareto (80/20) principle. The principle of Pareto (80/20). Then you need to determine the name of each indicator and sub-indicators, the next to determine the evaluation criteria for each indicator, and then is to determine the source of information required for evaluation and the provision of the cycle, and finally the weight distribution of indicators.
The second step: the members of the expert team communicate with the person in charge of each team (or all members of the team) on the preliminary KPIs, solicit the views of the team, and organize and summarize the results of the communication. Communication with the team in the process of establishing the appraisal system and determining the indicators - is conducive to enhancing the accountability of the team and the satisfaction of team members. In the communication process, the focus is on the need to determine the feasibility and necessity of evaluation indicators with the team. For some KPIs that need to be evaluated but the source of information is difficult or difficult to measure, other indicators need to be used instead. For example, the user satisfaction index, very consistent with the concept of user first, is the company needs to assess the focus, but in fact the company is difficult to regularly conduct user satisfaction surveys or get the data is not true, then we can consider giving up this indicator, with other easy to measure indicators instead, such as customer complaints, contract disputes and so on. This communication process is the key to obtaining team recognition and the implementation of KPI evaluation.
The third step: convene the relevant team *** with a meeting to discuss the expert group to organize the summary of the team KPI. this discussion and communication process is a balance and mutual control process. By the regular occurrence of work contact with the relevant team *** with the discussion of each team's KPI. only upstream and downstream teams know the most critical aspects of the team should be evaluated by them to act as a referee, respectively, on each team's KPI evaluation and balance, to ensure that the KPI's relative fairness. Through this open, multi-faceted, multi-thinking discussion of each team's KPIs, the smooth realization of the company's strategic development goals can be guaranteed.
The fourth step: the expert group organizes the benchmark KPIs of the teams of different grades, and the expert group selects one or two relatively reasonable and perfect teams as benchmarks according to the results of the team discussions. For different job families, we need to select a benchmark out, for example, the functional management team, select a relatively best team to extract KPI as a benchmark; for the business-oriented team, the same selection of a relatively optimal team KPI as a benchmark.
Step 5: Refer to the benchmark team KPI, by the team leader and team leader **** with the negotiation to determine the team's KPI. benchmark team KPI is actually the company's team performance appraisal of the guide, and by the leader and team leader with reference to the benchmark **** with the negotiation of the team's KPI, is an appraiser and appraiser of the process of gaming, through this process, it is conducive to enhancing the company's understanding of the team's work and behavior. It is conducive to enhancing the company's orientation to the team's work behavior and results. At the same time, in the process of communication and consultation, to enhance the understanding of the upper and lower levels, to reach the team performance appraisal **** knowledge, for the next team performance management to lay a good foundation.
Sixth step: by the senior leadership team members, that is, the company performance appraisal committee in the company-wide discussion to confirm the team's KPI. in each team and the competent leadership negotiation to determine the basis of the KPI, the convening of the company's high-level members of the team to discuss the team's KPI, is the company's level of the team's KPI comprehensiveness and balance of the audit process. From the perspective of the company's overall interests to determine whether all of the company's strategic development goals have been fully decomposed, whether the KPIs between the various teams are balanced, whether the assessment of the appropriate degree of leniency and severity of the performance appraisal of the various teams to follow the *** the same value-oriented ...... After confirming that the above requirements have been met, the company level by the After confirming that the above requirements have been met, the team KPIs will be reviewed and approved by the senior team members, and the team KPI assessment will be formally implemented.
After the above six steps to extract the team performance KPI not only consider the overall performance of the company's requirements, but also pay attention to the characteristics of the various grades, and at the same time to obtain the recognition of the various teams, for the next step in the team performance management to lay a good foundation.
Extract the team KPI is only the first step of performance management work, but also the most critical step, because this step is to determine the direction of team performance management step, only to seize this step, in order to truly seize the bull nose of team performance management, but only to seize the bull nose, is not enough, but also have to "quick bull whip"!
How to design the performance appraisal of food production enterprises and pay programs
The food industry performance appraisal can be used KPI methodology, salary design can be based on the size of the company, the output value, the efficiency of the comprehensive design.
Determine the wage model: to determine the hourly/piecework wage model;
Determine the performance evaluation program: to establish different performance evaluation programs for different wage models;
Determine the basis for performance evaluation: to establish a sound and standardized way of data sources, to let the data for horizontal statistics, to ensure that the data is objective and fair;
Determine the performance evaluation process;
Equity incentives: equity incentives for senior management;
Transparency: to make the corresponding assessment data transparent, published in due course.
No. Appraisal Content Weight Indicator/Description Scoring Criteria
1 Receiving and forwarding of letters 15% Categorizing, registering, and timely issuing of all kinds of letters For every error, xxx points will be deducted until the end of the deduction
3 Records of reception matters 20% Complete and accurate records of incoming calls and visiting customers' information; patiently answering the inquiries or business questions raised by customers and recording the records in detail. Record reception information for each wrong item or omission, deduction × × points; customer complaints for each occurrence, deduction × × points
4 Reception information filing 20% Reception information is complete and accurate and can be filed in a timely manner to the company needs to be properly preserved information to achieve 100% filing, the accuracy rate of 100%
5 Reception area
Environment maintenance 15% Front desk area clean, neat, reception area layout, and the reception area is clean, neat, and the reception area layout is clean, neat, and the reception area layout is clean, neat, and the reception area layout is clean, neat, and the reception area layout is clean. Clean, neat, reception area is warmly arranged, so that customers feel comfortable Hygiene inspection for each failure, deduct × × points
6 Reception Services
Satisfaction 30% According to the evaluation of satisfaction scores assessed Each lower than the target value of × ×%, a reduction of × × points
Article 5 Office personnel assessment is shown in the table below.
Assessment table for office staff
No. Assessment content Weight Indicator/Explanation Scoring standard
1 Meeting organization
Satisfaction 20% Satisfaction score of the company leaders and staff on meeting organization Reduce x points for every x% below the target value
2 Management of company's official seals and certificates 15% Safekeeping of all kinds of official seals and certificates, and responsible for all kinds of official seals and certificates. Proper and safe custody of the company's various official seals and certificates, and is responsible for the annual inspection and registration of the use of various official seals and certificates For each error that results in the company's normal business operations can not be deducted × × points
3 Office supplies issuance 20% Timely collection, registration and issuance of office supplies, equipment to ensure adequate and timely supply For each delay or error in the issuance of office supplies, deduct × × points
4 Office equipment maintenance 10 Maintenance 10% Supervision and maintenance of office supplies and equipment to ensure good performance status Each occurrence of human factors leading to damage to office equipment, deduction × × points
5 Filing of documents and information 15% Timely organization and filing of office documents and information to facilitate the search for the use of each document, information is missing or damaged, deduction × × points
6 Supervision of employee behavior, Inspection 20% Timely detection and correction of irregularities in the daily work of the staff, to enhance the overall image of the company For each omission of an employee violation or each occurrence of an employee violation is not dealt with in a timely manner, deduction × × points
Article 6 Logistics service personnel assessment as shown in the table below.
Assessment table of work content of logistics service personnel
No. Assessment content Weight Indicator/Description Scoring standard
1 Maintenance cost control 15% Maintenance cost control within the budget range For every ××% exceeding the budget range, deduction of ××points
2 Environmental hygiene
Achievement of the standard rate 20% ×100%
Performance The target value is 100%, for each difference of ××%, ×× points will be deducted, and if the compliance rate is ≤ ××%, the score for this item will be 0
3 Safety accidents
Number of occurrences 20% Number of safety accidents during the appraisal period For each occurrence of a safety accident with minor consequences, ×× points will be deducted, and for each occurrence of a safety accident with serious consequences, the score for this item will be 0
4 Vehicle scheduling
< p> Reasonableness 20% Timely and reasonable scheduling of vehicles to meet the company's daily demand for vehicles × × points for each employee complaint; complaints more than three times, the score is 05 Logistics Services
Satisfaction 25% The company's leadership and staff satisfaction rating of the logistics work × points for each lower than the target × ×% reduction
Chapter 3 Work Ability Assessment
Article 7 Attention to detail ability
1. Definition
The ability to prevent and control detail problems.
2. Behavioral Performance
(1) Level 1 Attention to Detail Competency:
Giving some attention to detail problems that have already arisen and providing solutions to the causes. ×x Score.
(2) Level 2 Attention to Detail Ability:
Ability to find out the loopholes in the company's administrative management through the detail problems, so as to formulate corresponding preventive measures. Score.
(3) Level 3 attention to detail ability:
The ability to foresee the details of the administrative process may exist in the process of dealing with the details of the problem, and can effectively solve the details of the problem at a lower cost. Score
Article 8 Communication Ability
1 Definition
The ability to select appropriate communication channels, adopt effective communication methods, and communicate effectively and transfer information with departments or personnel.
2 Behavioral Performance
(1) Level 1 Communication Skills:
The ability to express one's own viewpoints in an appropriate way; the ability to do active listening to others' expressions and consciously think differently. Score.
(2) Level 2 Communication Skills:
The ability to flexibly use appropriate methods according to the different targets of communication, and to present their views in a clear, concise and organized manner; the ability to listen to the other party's thoughts and feelings, and to express their understanding, and to respond appropriately. The score.
(3) Level 3 Communication Skills:
The ability to create an open and relaxed communication atmosphere, and to express his/her own views in a way that quickly elicits others' ****songs and positive responses; the ability to discover the other party's latent attitudes and behavioral orientations, and to give timely and accurate feedback. Score.
Article 9 Coordination Ability
1 Definition
The ability to promote mutual understanding among members through communication with people at different levels so as to promote the smooth development of things.
2 Behavioral Performance
(1) Level 1 Coordination Ability:
The ability to coordinate conflicts and disjointed actions of members within the department and remove obstacles in teamwork. Score.
(2) Level 2 Coordination Ability:
Able to resolve obstacles in coordination, promote the smooth running of things, and able to achieve the purpose of coordination through superiors in terms of key issues. Score.
(3) Level 3 Coordination Ability:
The ability to balance the various levels within the company and the company's external related units of the conflict, the use of a variety of resources to solve the obstacles in the coordination of the comprehensive consideration of the interests of all parties to ensure that things go smoothly. Score.
Chapter 4 Work Attitude Assessment
Article 10 Responsibility
1 Definition
Work conscientiously and responsibly, actively fulfill their obligations, consciously and voluntarily do their jobs well, and be brave to take responsibility.
2 Scoring Criteria
(1) No sense of responsibility, unwilling to take responsibility for the work, barely complete the work task, score.
(2) Have a certain sense of responsibility, take the initiative to share the responsibility of the work, and strive to complete the work task, score.
(3) A strong sense of responsibility, the courage to take responsibility for the work, to overcome all the difficulties to ensure the completion of the task, score.
Article 11 Initiative
1 Definition
Self-consciousness of the work of the job, work actively and without the need for supervision by others.
2 Grading Criteria
(1) Poor initiative, often needing supervision from superiors, never taking on extra work and working overtime, points deducted.
(2) Some initiative and motivation, basically do not need to be supervised by superiors, occasionally take on extra work and overtime, score points.
(3) very active and positive work, consciously and voluntarily complete the work accurately, take the initiative to undertake additional work and overtime, score.
Article 12 Discipline
1 Definition
Abide by the company's rules and regulations and daily behavior.
2 Scoring Criteria
(1) Frequent violation of the company's rules and regulations, often late, early departure, deduct points.
(2) Occasionally violating the rules and regulations of the company, occasionally late, early departure, points.
(3) never violate the rules and regulations of the company, without any late, early departure phenomenon, points.
Chapter 5 Assessment of appraisal results
Article 13 The appraiser shall assess the appraisee in accordance with the appraisal contents and standards based on the various appraisal information in his/her possession as well as the appraisal information provided by the relevant departments or positions.
Article 14 The appraisal adopts the cyclic ranking method, in which each employee of the department will be scored in comparison with each other for each appraisal content. The total score of each two employees for each appraisal is 10 points, and the appraiser will decide the allocation of 10 points in the two employees compared with each other according to the results of the comparison of the two people's performance.
Article 15: The appraiser shall repeat the comparison of each employee for each assessment item in accordance with the "Executive Appraisal Form" until all the indexes have been compared and scored. Specific comparisons are shown in the table below.
(Continued)
××Company's administrative staff cycle comparison example table
Appraisal Employee A, Employee B, Employee C, Employee D, Employee E, Employee F, this indicator
Score
Employee A - 7 6 3 2 5 23
Employee B 3 -- 7 3 3 4 20
Employee C 4 3 -- 4 3 4 18
Employee D 7 7 6 -- 4 6 30
Employee E 8 7 7 6 -- 7 35
Employee F 5 6 6 4 3 -- 24
Article 16 The direct supervisor of the administrative staff summarizes the assessment of the employees in the department and obtains the assessment score of each employee in the department.
Article 17 The Human Resources Department reviews and registers the assessment results of the employees in each department as a basis for the application of the assessment results.
Chemical enterprise performance appraisal, how to set up awards to motivate employees, awards to say specificDepartment: you can set up the most team awards, ownership awards
Individual awards: the biggest progress award, the best newcomer award, the best coaching awards, the Bole Award, the dedication to the work of the award, the best enterprising award, the project to open up the award
How to make the incentive program to motivate the staff's remunerationYou can put forward relevant incentives, such as year-end awards, personal commendations, and other incentives. For example, year-end awards, individual awards, collective honor awards. The company's employees will be motivated to work. Generally speaking, employees do not care about the amount of the bonus, but feel that they are concerned, will greatly improve the efficiency of the staff!
I hope you can help!