part I: performance management regulations

(I) purpose

(II) performance evaluation principles

(III) scope of application, evaluation type and time

(IV) performance management regulations

(V) supplementary provisions

Part II: performance management process

performance management flow chart. Performance evaluation form

(1) Performance evaluation form for personnel in functional departments and offices

(2) Performance evaluation form for personnel in distribution centers

(3) Performance evaluation form for personnel in stores

2. Evaluation form for becoming a regular employee

3. Project evaluation form

4. Performance salary ratio for employees in stores

Part I: Performance management regulations

2. Promote mutual understanding between superiors and subordinates and two-way and positive communication on work performance;

3. As an effective tool to train employees, help employees improve and develop, find outstanding talents and improve the company's work efficiency;

4. Encourage employees' work mood and effectively improve their work performance;

5. Explore the potential of employees and help them succeed and develop.

(II) Principles of performance evaluation

1. Objectivity and fairness:

Each evaluation executive should use digital indicators as far as possible to measure the work results and progress and growth, and should not only rely on subjective feelings or impressions to avoid unfairness.

2. Equity:

The evaluation of all employees is generally balanced, which not only discusses the advantages of employees, but also puts forward expectations for shortcomings.

3. Two-way communication:

Express to employees the impact of their work on the company, evaluate their work performance, and encourage employees to express their ideas.

4. Conscientiousness and responsibility:

Evaluation is related to the development of employees, which can reflect the investment and attention of managers to their personal development.

5. Respect for differences:

In the assessment, it is possible that the two sides have different opinions, allowing mutual expression, focusing on the future, and mainly reaching a * * * understanding of the work objectives in the next stage.

6. Respect and confidentiality:

Respect employees' right to privacy, and only myself and the superior supervisor can know the evaluation contents.

(3) Scope of application, evaluation type and time

1. Scope of application: the performance evaluation covers all the formal employees in North China;

2. Annual/semi-annual/quarterly/monthly performance evaluation:

1) Annual evaluation

Personnel in functional departments and distribution centers: the performance of employees last year was evaluated, and the results were used as the basis for job, post and salary adjustment, which was applicable to all full-time employees of the company, 1 times a year, in October;

2) Semi-annual evaluation

Managers at or above the store leader level: the performance of employees in the first half of the year is evaluated, and the results are used as the basis for performance salary payment, position, post and salary adjustment, which is applicable to managers at or above the store leader level in comprehensive and standard supermarkets, twice a year, in October and July;

3) Quarterly evaluation

Employees in the supermarket store: the performance of employees in the last quarter is evaluated, and the results are used as the basis for performance pay distribution, position, post and salary adjustment, which is applicable to all regular employees (including loss prevention staff) in the supermarket store, 1 times per quarter, in October, April, July and October;

4) Monthly evaluation

Employees in Biaochao Store: The performance of employees last month is evaluated, and the results are used as the basis for performance pay distribution, position, post and salary adjustment, which is applicable to all regular employees (including loss prevention staff) in Biaochao Store, 1 times a month.

3. Year-end performance evaluation

1) The annual performance evaluation conducted by the staff of functional departments and distribution centers in

1 is regarded as the year-end performance evaluation, and the results are also used as the basis for the year-end bonus distribution;

2) The performance evaluation in the second half of the month conducted by the managers at or above the store leader level

in October is regarded as the year-end performance evaluation, and the results are also used as the basis for the year-end bonus distribution;

3) The average score of the employee's performance evaluation in the last four quarters is taken as the year-end performance evaluation score, that is, the year-end performance evaluation score = (1 quarter score +2 quarter score +3 quarter score +4 quarter score) /4, and the result is taken as the basis for the year-end bonus payment;

4) The average score of the employee's performance evaluation in the last year of 12 months is taken as the year-end performance evaluation score, that is, the year-end performance evaluation score = (1 +2+...+2) /12, and the result is taken as the basis for the year-end bonus payment.

4. confirmation evaluation: after the probation period of new employees, the immediate superior will evaluate them according to their probation performance to decide whether to formally hire them. For those who are excellent in probation, it can be recommended to become a full member in advance; If further examination is needed after the probation period expires, the employment can be moderately delayed (the longest period shall not exceed 6 months) without violating the labor policy. The results of the evaluation grade of the trainee management personnel in the store will be used as the basis for the performance salary payment after the confirmation until the next evaluation cycle.

5. Project evaluation: After the project is completed, the project management committee will evaluate the project manager and project team members, and the evaluation results will serve as the basis for the year-end evaluation.

(4) Performance management regulations

1. Responsibilities of each department in performance management

(1) Responsibilities of the Human Resources Department in performance management:

1) Cooperate with the company's business target decomposition, and be responsible for decomposing the work target of this department into posts;

2) Draw up the performance management system and implementation plan, and design, try out, improve and perfect the assessment standards under different performance evaluation modes according to the requirements of various departments;

3) Earnestly implement the performance management system of the enterprise in this department to play an exemplary role;

4), organize and publicize the performance management system of enterprise employees, explain the significance, purpose, methods and requirements of implementing the system, and train the assessment personnel;

5) Coordinate, supervise and support all departments to implement performance appraisal as planned;

6) Collect performance appraisal information in time, including existing problems, difficulties, criticisms and suggestions, record and accumulate relevant information, sort out and analyze it, put forward improvement plans and measures, and prepare performance analysis reports regularly;

7), according to the assessment results, calculate performance pay and other results;

8). Be responsible for filing all performance management data.

(2) Responsibilities of each department in performance management:

1) Cooperate with the decomposition of the company's business objectives and be responsible for decomposing the work objectives of this department into posts;

2), responsible for the implementation of the department's performance appraisal, and be responsible for the final result;

3) Feedback the opinions and suggestions of the department on all aspects of the target performance management system to the Human Resources Department.

(3) Responsibilities of the company's top management in performance management:

1) Responsible for the organization, implementation and examination and approval of the decomposition of business objectives;

2), responsible for the implementation of the performance appraisal of direct subordinates, and be responsible for the final result;

3) examine and approve the performance management system, implementation plan and assessment standards, and give guidance in the implementation of performance assessment.

2. Evaluation procedure

(1) According to the work plan, the Human Resources Department issues an employee assessment notice (implementation plan), explaining the assessment purpose, object, method and assessment schedule;

(2) The appraisee prepares a self-summary and fills in a self-evaluation form;

(3) the direct supervisor fills in the performance evaluation form;

(4) performance interview, including reviewing job functions, evaluating soft and hard skills, and making improvement plans or new work objectives;

(5) confirmation from the next higher level;

(6) each department summarizes its own evaluation form, which is signed and approved by the first person in charge of the department and submitted to the human resources department;

(7) the human resources department summarizes the evaluation forms of all departments, applies the results and files the evaluation data.

3. Application principles and effectiveness of evaluation results

(1) Application principles

1) Evaluation results should be made public to me and kept in employee files;

2) Employees with outstanding performance are commended in various forms within a certain range;

3) Employees in functional departments and distribution centers are involved in job and salary adjustment after evaluation, which is reflected in the evaluation month;

4) If the store employees are promoted/demoted after the performance evaluation and the level salary is adjusted, the performance salary will not be paid until the next evaluation (except for those who exceed the store manager level); In the next assessment, the employee has no salary adjustment in position and level, and then the performance evaluation result is applied to pay performance salary.

(2) effectiveness

1), as the basis for employees to get performance pay and bonuses;

2), as the basis for employee salary adjustment;

3). Deciding on the promotion and demotion of employees' positions and post deployment;

4) Deciding on the personnel rewards and punishments and dismissal of employees:

Employees who have been rated as A-level for three times in a year and have no other disciplinary actions will be trained or promoted as managers; The company has the right to terminate the labor contract with employees who have been rated as C-level (store manager level and supervisor level) or C-level (team leader level and employee level) twice in a year.

4. Salary composition of store performance evaluation

Employee salary consists of basic salary and performance salary.

employee salary = basic salary+basic salary * performance salary ratio. (see annex for the ratio of performance pay)

5. Supervision and complaint

1. In the evaluation process, the Human Resources Department has the right to comprehensively supervise the performance evaluation of various departments.

2. The appraisee has the right to appeal. If the appraisee disagrees with the evaluation result, he can appeal to the Human Resources Department.

(V) Supplementary Provisions

1. These Provisions shall take effect as of the date of promulgation, and other relevant performance management regulations shall be abolished accordingly.

2. The right to interpret this regulation belongs to the Human Resources Department of North China.

1. Purpose

Clarify the recruitment process of the human resources department in North China

2. Recruitment principles

1. Principles of fairness, justice and openness

2. According to the personnel requirements and job requirements put forward by various departments

3. Principles of saving recruitment expenses

3. Scope of application

1. Large-scale employees in newly opened stores. Recruitment of existing stores

IV. Person in charge of recruitment

1. Instructor and supervisor: Director of Human Resources Department of North China

2. Executor: Manager of Human Resources Department of North China, Head of Recruitment and Deployment, HR Commissioner of Comprehensive Supermarket, HR Commissioner of Standard Supermarket

5. Recruitment procedures

1. Determine recruitment requirements:

(.

② staffing by the human resources department and the corresponding nuclear business department;

③ staffing of the general manager for approval in north China.

(2) The process of functional departments and existing stores is as follows:

① The employing department fills in the Vacancy Application Form according to the department establishment and personnel turnover, and puts forward the recruitment requirements;

② the human resources department reviews the recruitment requirements.

2. Making a recruitment plan

mainly includes the following items:

(1) Recruitment positions and number of people:

Within the establishment scope of the store, the recruitment positions and number of people are determined with reference to the actual demand.

(2) Time schedule:

According to the requirements of the store's personnel arrival time, determine the planned recruitment time and personnel arrival time, which should consider the interview time, approval time and other factors.

(3) Recruitment channels:

A. Employees at or below the head of the store can be recruited through employment centers, employee recommendation, self-recommendation by applicants, large-scale job fairs for grass-roots employees, media, labor market, internal competition, etc.

B, personnel at or above the store supervisor level and functional departments and offices can go through large-scale talent recruitment fairs, talent networks, employee recommendation, self-recommendation by applicants, media, internal deployment of the company, campus recruitment and other channels.

3. implement recruitment

telephone notification, The process of notifying at least one day in advance is as follows:

(1) publishing recruitment information

selecting a reasonable publishing method of recruitment information according to recruitment channels

(2) collecting/screening materials

① company rules and regulations

② recruitment management regulations

③ job description

④ job requirements of the employing department

(3) testing

. The contents of the notice include: all kinds of materials to be carried (one inch color photo, original and photocopy of ID card, original and photocopy of graduation certificate, special skill certificate (electrician certificate, chef grade certificate, etc.), test time, place, arrival method and route, etc.;

B. verification: checking the accuracy and authenticity of the data;

C. Fill in the form: fill in the Position Application Form;

D. Interview:

Interviewers for store employees are: HR specialists of relevant business units and store managers

Interviewers for loss prevention personnel are: HR specialists of relevant business units and relevant personnel of loss prevention department

Interviewers for special types of workers are: HR specialists of relevant business units and professional technicians of relevant business units

Interviewers for store leaders are: recruitment directors of human resources department, Store manager and district manager of relevant business departments

e. written test:

written test is mainly applicable to store managers and professionals (such as financial personnel), and the test contents include comprehensive quality test and professional knowledge test.

② The procedures for the personnel at or above the store supervisor level and those in functional departments and offices are as follows:

a. Notification test: the specific requirements are the same as above;

B. verification: the specific requirements are the same as above;

C. Form filling: the specific requirements are the same as above;

D. interview:

l store management personnel interview examiner:

supervisor level: human resources manager, store manager and community manager of business division;

manager level or above: human resources director, district manager (regional manager) of business division, and general manager of business division

l Interviewer of functional departments and offices:

employee level: recruitment supervisor of human resources department, head of employing department

supervisor level: manager of human resources department, head of employing department

manager level or above: Two-level person-in-charge of the employing department

E. Written test:

The content of the test is the Test of Comprehensive Quality Test, and the financial candidates also need to take the Test of Wanjia Department Store

③ Special type of work test, with the process as follows:

Notice test: the specific requirements are the same as above;

verification: the specific requirements are the same as above;

Post skill test:

To test their professional skills, the Human Resources Department will issue a test notice to inform the candidates to conduct the post skill test, and the supervisor (or manager) and the test host will sign the opinions if the test is qualified;

a. Form filling: the specific requirements are the same as above;

B. written test: the specific requirements are the same as above;

C. Re-examination: This session is only for some positions (such as fresh-keeping personnel, bakers, etc.) and is conducted by relevant management personnel (such as fresh-keeping supervisor);

4. Background investigation

(1) Employees and grass-roots managers (especially cashier and loss prevention posts) should check their basic situation with their local neighborhood committees/police stations, and put an end to those with poor performance;

(2) store supervisor level