Release time: 2010-9-17 09: 23: 22 article source: author: speaker/Chu Tian finishing/Hu

Editor's note:

Performance appraisal is a process in which enterprises, in order to achieve the purpose of production and operation, use specific standards and indicators and adopt scientific methods to record the performance of managers and ordinary employees at all levels who undertake the process and results of production and operation, and make value judgments through the performance and many effects it brings.

Traditionally, performance appraisal is the most difficult and important link in human resource management practice. How to formulate an effective performance appraisal system and realize the concept of performance appraisal? On July 3rd12065438, China cjol invited Mr. Chutian, an expert in human resource management in China, to be a guest at the salon of human resource managers, and shared with the guests the experience in dealing with various problems encountered in formulating the performance appraisal system with the theme of "Design and operation practice of performance appraisal system".

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The promotion of performance management in human resource management is undoubtedly a difficult point, and its biggest resistance comes from corporate culture. Whether middle managers can support the performance appraisal system is very important for the successful promotion of the performance appraisal system. However, it is always easy for human resources practitioners engaged in performance appraisal in enterprises to ignore this point. You know, only by using the system for identification can it be convincing and credible, and it must be absolutely fair, and the result is also unconvincing.

In practice, due to the different business scope and job responsibilities, middle-level cadres have different understandings of performance appraisal system, which further hinders the promotion of performance appraisal practice. Therefore, it is urgent to establish an effective performance appraisal system, which is also the key to the success of enterprise performance appraisal practice.

The Core, Purpose and Guiding Principles of Performance Appraisal System

The core and purpose of performance appraisal is not to examine for the sake of examination, but to improve the performance and efficiency of employees through performance appraisal, and to decide the adjustment of bonuses and salaries of employees according to the results of performance appraisal. This requires that the core and purpose of the performance appraisal system must be based on the overall improvement of organizational performance.

At the same time, because the salary system and bonus system are directly linked to performance, the performance appraisal system must be based on fairness and justice to ensure that the promotion of performance appraisal can promote the conscious promotion of employees. The core of performance management of Microsoft, the world IT giant, is to form internal competition, keep employees anxious about the results of performance appraisal, and drive employees to consciously form the habit of surpassing themselves and others.

The purpose of performance appraisal system must be consistent with corporate culture, that is, its core values. For example, it should include strengthening the value evaluation system oriented to responsibility results and key behaviors, and constantly improving the overall core competitiveness of the company; Adapt to the company's business transformation and the transformation of functional work culture to process and timeliness work culture, and promote the construction of cross-departmental teams and corresponding team cultures; Further optimize the original performance appraisal system, solve the problems existing in the "multi-supervisor, multi-role and matrix" operation mode in the appraisal practice, and gradually form a unified, perfect and balanced performance appraisal system for the whole company.

No matter what kind of performance appraisal tools are used, if there is no unified understanding of performance appraisal at all levels, then performance appraisal is bound to become a mere formality, and its essence and purpose cannot be realized. To form a unified understanding, only the system can guarantee it.

The guiding ideology of formulating performance appraisal system should include ideas and principles.

The concept of performance appraisal system should include:

1. The work of the functional department personnel is divided into the work of the department and the work of the inter-departmental team, and there is no concept of dispatching. Functional departments are the ultimate responsible subjects of employee assessment.

2. Performance appraisal is based on employees' actual work, emphasizing that employees' work performance is consistent with their work requirements, not just based on their working hours in the department.

3, performance appraisal must be naturally integrated into the daily management of the department, only then has its existence value. The institutionalization and standardization of two-way communication is the basis of integrating assessment into daily management.

4. It is the unshirkable responsibility of managers to help subordinates improve their abilities while completing management tasks.

The principles of performance appraisal system mainly include:

1. Responsibility results-oriented principle: guide employees to do the right things in the right way and constantly pursue work results.

2. Principle of target commitment: At the beginning of assessment, both parties should reach a * * * understanding of performance targets, and the assessed should make a commitment to performance targets. Goal setting and evaluation should reflect the idea of hierarchical classification according to posts.

3. Relevant evaluation principle: At the beginning of evaluation, the functional departments should make clear the relevant evaluators, and the opinions and evaluations of the relevant evaluators must be fully solicited during evaluation, which should be used as the evaluation basis; Relevant appraisers should provide objective feedback in time.

4. Objectivity principle: based on the observation and records in daily management, it pays attention to the combination of quantitative and qualitative, and emphasizes the use of data and facts to speak.

In addition, while formulating the performance appraisal system, we must consider the appraisal relationship. Due to the different assessment cycles, it is necessary to determine the roles of appraisers, related appraisers, appraisers and appraisers in the whole assessment process and their assessment relationships.

Operating procedures of performance evaluation

There are many practical steps in performance appraisal, and the details of each step can not be ignored. According to the process promoted by performance appraisal, it can be roughly divided into the stage of setting performance goals, the stage of performance coaching and the stage of evaluation and feedback. The establishment of performance appraisal system should be carried out before the implementation of performance appraisal.

1, performance target setting stage

In the stage of setting performance targets, appraisers and appraisees should reach a * * * understanding on performance appraisal targets, and * * * should make a "personal performance commitment", which should conform to the SMART principle. The sources of the assessed's performance commitment targets are mainly divided into the positions that should be responsible; The overall goal of the department, reflecting the contribution of the post to the overall goal; The ultimate goal of a cross-departmental team or business process reflects the position's support for the cross-departmental team goal or process endpoint.

2. Performance coaching stage

The performance coaching stage is a process in which supervisors coach employees to achieve performance goals and plans, and it is also a process in which supervisors collect and record key events or data of employees' behaviors and results.

At this stage, the supervisor should pay attention to establishing and perfecting the "two-way communication" system in his department, including a series of effective systems that can provide a basis for performance appraisal, such as weekly meeting, monthly meeting, weekly summary, monthly summary, reporting and debriefing system, key event recording system and weekly work recording system.

3, evaluation and feedback performance results stage

In the evaluation and feedback stage of performance results, the supervisor comprehensively collects evaluation information, makes an objective evaluation against the personal performance commitment of the assessed, and obtains the evaluation results of the assessed. After the evaluation results are approved by the examiner, after full preparation, the evaluation results will be formally communicated to the employees.

For those who devote their main energy to cross-departmental projects, functional departments should fully respect the evaluation results of the project team when conducting quarterly and annual assessments.

Assessing information sources and responsibilities

Regarding the source of performance appraisal information, the supervisor in charge of appraisal can consult the staff and workers' opinions on the source of information and determine the channels and methods of information collection. General sources of information collection are as follows:

1, employee's fact record or certification materials provided by relevant appraisers.

2, employees' regular work summary and daily key behavior record materials.

3. Performance-related information accumulated during communication between supervisors and employees.

4. Feedback or certification materials provided by relevant departments or members of the same team.

While ensuring the accuracy of information, all participants in performance appraisal should bear different responsibilities, which are divided into assessment responsibilities (especially the assessment stage), feedback responsibilities and other responsibilities.

The first is the assessment responsibility (especially the responsibility in the assessment and evaluation stage). In principle, the assessment auditor, the direct supervisor of the assessed, the relevant appraisers and the assessed must share the assessment responsibility (especially the responsibility in the assessment and evaluation stage). The specific responsibilities are roughly as follows:

1. The direct supervisor of the employee functional department is the person in charge of the evaluation. According to the opinions and basis provided by relevant appraisers, the personal performance commitment of the appraised personnel is objectively evaluated. The person in charge of assessment is responsible for the fairness and rationality of the final assessment results of employees.

2. The directly responsible supervisor is the examiner, who is responsible for supervising and guiding the assessment results. The assessment auditor shall not change the assessment results of employees without authorization. If there is any doubt about the evaluation of the person in charge of the assessment, it shall communicate and coordinate with the person in charge of the assessment.

3. Relevant appraisers provide appraisal opinions and objective factual basis according to the realization of the appraisee's personal performance commitment, and are responsible for the fairness of appraisal opinions and the authenticity of factual basis.

4. The assessed is responsible for his personal performance commitment and behavior.

Secondly, it is the responsibility of feedback. Relevant appraisers have the responsibility to give the appraisal grade, advantages and disadvantages information suggested by employees according to the achievement of employees' goals and the definition of appraisal grade, and give timely and accurate feedback to functional departments during the appraisal.

The person in charge of the assessment of functional departments must give formal face-to-face feedback and communication on the assessment results to employees, including affirming achievements, pointing out deficiencies and improvement measures, and * * * determining personal performance goals for the next stage. If the assessment result is "need to be improved", a special improvement plan should be formulated within a time limit.

Finally, there are other responsibilities. If the appraisee disagrees with the appraiser's evaluation of himself, it can be explained in the "Staff Opinion Column" of the appraisal form. The appraiser has the responsibility to communicate with the person in charge of the appraisal on the different opinions of the employees, give the handling opinions, and communicate with the employees on the handling opinions. If the appraisee still disagrees with the appraiser's opinions, he can appeal to the cadre department (department) or the human resources department. The complainant shall handle the complaint within 10 working days from the date of acceptance and feed back the handling opinions to the complainant.

The results of performance evaluation and its application

The results of performance appraisal are usually linked to the salary adjustment scheme and bonus distribution scheme of enterprises, and the most important application of performance appraisal results is to improve employees' performance and promote employees to form the habit of spontaneously surpassing themselves and others. Usually, the results of performance appraisal include comprehensive comments and assessment grades. The combination of assessment and evaluation truly reflects the performance level and improvement direction of employees.

See table 1 for the evaluation grade, its definition and proportion.

Table 1: performance appraisal grades, their definitions and proportional distribution

For the distribution of performance appraisal results, we cannot seek common ground while reserving differences, nor can we engage in egalitarianism. After self-comparison, the evaluation results of any certain number of groups should be normally distributed, which should be treated as an objective law of performance appraisal.

Organizational division of labor in performance appraisal

Generally speaking, most people think that performance appraisal should be organized and implemented by the human resources department alone, but in fact, the organizational division of performance appraisal should be carried out in accordance with the following principles:

1. The human resource management department is responsible for providing a consistent framework management system for the whole company, and guiding and supervising the refinement and implementation of the performance management system of the cadre department (office) or the human resource management department.

2. The cadre department (section) of the Human Resources Management Department or the performance management organization is responsible for the refinement, publicity, training and implementation of the framework system within the department.

3. Supervisors and examinees at all levels are the protagonists of performance appraisal, and human resources and business management departments at all levels should cooperate and support supervisors and examinees to complete the appraisal work.

4. The Human Resources Management Department, cadres' offices at all levels, supervisors and employees * * * discuss the formulation of performance standards, and * * * collect and sort out the empirical data of assessment, improve the performance appraisal system, and effectively promote the promotion of the company's overall core competitiveness.