1. Individual employee performance appraisal program
Treating new employees not only to mobilize the new employees emotions, but also to allow new employees to adapt to the corporate environment faster, it is certainly necessary to develop a new employee training program, and new employee training for the management of the company is even more important, with a new employee training program, you can be in the advance on the Consider clearly and prepare for the new employee training points, for the characteristics of new employees, effective step by step, for the better utilization of human resources, play a role in guiding the standardization. Therefore, the new employee training program is undoubtedly placed on more high expectations.
The new employee training program mainly includes consulting companies, information companies, five hotels, planning companies, real estate companies, plastic companies, and other different industries and different companies of the new employee training program for the enterprise to develop new employee training programs.
First, the purpose of training
1, so that new employees to understand the group, the company's profile, rules and regulations, organizational structure, so that they can adapt to the work environment faster.
2, so that new employees are familiar with the new job responsibilities, workflow, work-related safety, health knowledge and the basic quality of the service industry should have.
Second, the training program
1, the number of college students or contract workers, cultural level, age structure is relatively concentrated, by the group vocational school and the employer *** with the training, *** with the assessment. (Irregular)
2, the number of less, dispersed, by the specific employer from the center → specific group is responsible for the training, the training results of the unit and the employee written form to confirm as evidence, vocational school is responsible for spot checks.
Third, the content of the training
1, the center (company) pre-job training - the center to prepare training materials.
The main thing is to welcome new employees; in accordance with the center (company) industry characteristics of the organizational structure, the nature of the work, the center (company) the relevant rules and regulations and the basic quality of the company's service industry to prepare manuals or specialists to explain; designate the new employee's work department manager or team leader as a tutor to the new employees to learn close to the new employees; to answer the questions raised by the new employees.
2, departmental job training - the actual working department of the new employee is responsible for.
Introduce new employees to recognize the staff of the department; visit the work department; introduce the departmental environment and work content, special provisions within the department; explain the requirements of the new employees' job duties, workflow, work treatment, designate a veteran to teach new employees; 1 week, the department head to exchange views with the new employees, reaffirming the duties of the work, pointing out the new employees' problems in the work, to answer the new employee's Questions; the new employee's performance for a week to assess the new employee's next step in the work of the new employee to put forward some specific requirements.
3, the group as a whole training: group vocational school is responsible for - not regularly.
Distribute the "Employee Training Manual" - (a brief description of the history and current situation of Southeast University, describing the geographic location of Southeast University in Nanjing, the traffic situation; group history and prospects for development, the group's corporate culture and business philosophy; the group's organizational structure and the main leaders, the group's functions of the various departments, the main object of service, the content of services, service quality standards, etc.; the group organization and the main leaders, the group's departments, the main object of service. The Group's organizational structure and main leaders, the functions of the Group's departments, the main service recipients, service content, service quality standards, etc.; the Group's relevant policies and benefits, the Group's relevant rules and regulations, the adoption of the staff rationalization proposal channels; to answer the questions raised by the new employees.)
Fourth, training feedback and assessment
1, the training materials produced by the centers (companies) shall be reviewed by the Group Employee Training School, and submitted to the Group Training School archives, the center (company) → departmental training should be conducted under the guidance of the Group Employee Training School. Each center (company) each training 1 batch of new employees must complete a set of "new employee training" table, department → center (company) → group vocational training chain, should be interlocked, layer by layer to confirm
2, the implementation of training process should be serious and strict to ensure quality, all the training materials to pay attention to the preservation of the implementation of the process of continuous modification and improvement.
3, the results of the training by the vocational school spot check, the unified issue of training certificate; vocational school of the center of the training of new employees in each center every semester to summarize the feedback to the center 1 time.
Fifth, the implementation of new employee training
1, called the center (company) responsible for the training staff, on the implementation of the Group's new employee training program, to seek the views of the participants, improve the training program.
2, the centers (companies) as soon as possible to come up with targeted training materials, the implementation of training candidates, with the group vocational school set up from top to bottom of the training management network.
3, the group internal publicity "new employee training program", through a variety of forms to allow all employees to understand the set of new employee training programs, publicize the importance of carrying out new employee training.
4, all new employees before the official start, must be in the center (company) centralized training 1 time, (training content see the center of the pre-job training); and then to the specific work department for training (training content see the department job training); the center (company) can be based on the basic situation of new employees to implement the appropriate training materials and time, 1 general, the training time of 1-3 days; depending on the number of new employees, the training time of 1-3 days; according to the number of new employees to implement the corresponding training materials and time, 1 general, the training time of 1-3 days.
2. Individual employee performance appraisal program
I. Purpose of the assessment
1. In order to fairly and effectively evaluate the customer service staff's work performance, work ability and work attitude, correct deviations in a timely manner to improve the work methods, incentives to strive for excellence, to optimize the overall customer service team, so as to comprehensively improve the quality of customer service and corporate efficiency, the development of this assessment program. Enterprise efficiency, especially the development of this assessment program.
2, the results of the performance appraisal of customer service personnel will be used as the company's salary adjustment, training planning, job promotion and job transfer decision-making basis.
3, the performance appraisal into the company's management process, in the assessment of the formation of two-way communication between the staff and the company's platform to enhance management efficiency and promote the good operation of the company.
Second, the assessment principles
The principle of fairness, impartiality, guidance, incentives to implement the assessment, customer service assessment results will be directly linked to the company's performance and personal performance, performance assessment will also be used as the main reference for salary, directly determines the personal income.
Third, the form of assessment
The main performance appraisal, multiple forms of assessment and used to carry out a comprehensive assessment, in order to assess the effectiveness of the.
Fourth, the object of application
This program applies to all customer service personnel in the company, please follow the implementation of the relevant department head, to be seriously implemented, if there are special circumstances inconvenient to implement on time, you need to inform the timely implementation of the other considerations.
Fifth, the assessment cycle
Based on the characteristics of customer service positions, customer service personnel performance appraisal will be implemented monthly assessment, every month as a unit of assessment, the specific assessment time to be discussed (the end of the month or the beginning of the next month).
Six, customer service personnel performance appraisal indicators
Performance appraisal indicators is the quantitative form of employee performance, work ability, through the consideration of the quantitative indicators can reflect the customer service personnel's work performance, ability and attitude. Based on the nature of the work of customer service positions and work content, customer service personnel performance appraisal indicators are mainly divided into the following aspects:
1, the target completion rate. Indicator completion rate, that is, a specific month through the customer service staff to complete the actual sales and plans to complete the ratio between the sales, expressed as actual sales / plan sales, such as A million / month.
2, inquiry conversion rate. Inquiry conversion rate, that is, the number of customers to customer service inquiries to the final number of orders to the number of a ratio, expressed as the final number of orders / number of inquiries.
3, the final order success rate. Final order success rate, that is, the number of customers order to the final payment of the number of people between the ratio, expressed as the number of final payment / the number of orders.
4, customer unit price. Customer unit price, that is, a specific time each customer to buy the amount of goods in the store, is the Want to implement and final payment of the total sales and payment of the total number of customers under the proportion between the total number of customers, expressed as a specific period of time the total amount of sales/payment of the number of customers. It fully reflects the customer service staff customer affinity and working ability.
5, Want response rate. Want to reply rate, that is, customer service personnel through Want to make a reply to the number of customers and the total number of customers received between the ratio, expressed as a reply to the number of customers / total number of customers received. If all received customers are replied to, the response rate is 100%.
6. Want response time. Want Want response time, refers to each time since the customer inquiries to customer service to respond to the process between the average value of the time difference. Generally speaking, 40 seconds of response time is relatively normal, do skilled customer service will bar response time control in 20 ~ 30 seconds, it is directly related to the customer attitude and customer relations to maintain.
7, to help follow up the service. This item is only as a reference to the work situation, according to the specific circumstances to make specific adjustments.
8, execution. Execution, that is, the customer service staff in a particular time to complete the task of the supervisor, this item by the supervisor based on the work of the customer service staff to consider the actual situation, to give points.
The above indicators are mainly based on the actual work of the customer service staff, based on the customer service performance management system (eg: Red Rabbit) corresponding to the data for statistics. In addition, in the actual evaluation, in addition to the supervisor combined with the actual performance of customer service personnel to make the evaluation, customer service personnel themselves also have the right to self-evaluation of the power and rights. The final assessment results will be a comprehensive evaluation of the results of the assessment of the above indicators.
Seven, the assessment of the implementation process
1, the assessor must be familiar with the performance appraisal system, quantitative indicators and the assessment process, skilled in the use of performance appraisal tools, and in the process of assessment, assignment of timely communication with the assessed (customer service personnel), and strive to objectively and impartially complete the assessment work, to ensure that the assessment of work carried out smoothly and effectively.
2, the assessor in accordance with the development of the assessment indicators and standards, according to the customer service staff corresponding to the various indicators of data and performance to be assessed, scoring, and give the indicators to a specific point value.
The entire customer service assessment of 100 points, of which 30% of the target completion rate (30 points), 30% of the conversion rate of inquiries (30 points), the success rate of orders accounted for 10% (10 points), the customer unit price accounted for 5% (5 points), Want to reply rate accounted for 5% (5 points), Want to respond to the time accounted for 5% (5 points), to assist in following up the service accounted for 5% (5 points), the implementation accounted for 10% (10 points).
These are the most important aspects of the program.)
After the completion of the above procedures, but also need to make self-assessment of employees, the person in charge of the need to combine the work of employees and the usual performance of employees to make an objective assessment. Employee self-assessment and supervisor assessment will also be used as a reference basis for the final grade assessment and rewards and punishments.
3, the assessment of the various indicators of the assessment of each evaluator to sum up, and from high to low to make the order. According to the total score, the customer service staff is divided into primary customer service, intermediate customer service and senior customer service three levels. In two of the assessment, the score is 90 points or more, the customer service level of the customer service staff will be designated as senior customer service; two assessment scores are between 80 to 90 points, customer service level is designated as intermediate customer service; two times in the 70-80 points, it is regarded as a junior customer service. Those who are assessed with a total score of less than 70 points in one of the assessments will be given a reminder and an in-depth interview, and those who still score less than 70 points after guidance will be eliminated. Different levels of customer service staff assessment, the corresponding salary levels, job bonuses, etc. are also different, aimed at encouraging excellence and competitiveness.
4, additional recommendations (to be negotiated). Each quarter or each year will also be based on the overall performance of customer service employees during this period, the selection of quarterly or annual "customer service commissioner", "excellent customer service commissioner" a number of customer service commissioner accounted for the proportion of all customer service staff shall not exceed 5%, the proportion of excellent customer service commissioner shall not exceed 10%. The proportion of customer service specialists in all customer service personnel shall not exceed 5%, and the proportion of excellent customer service specialists shall not exceed 10%. Winners of such awards will be given special incentives, such as special encouragement awards or incentives to travel.
Eight, the assessment of the complaint
In order to ensure the perfection of the customer service assessment system and the assessment results of the effective and fair, hereby set up the assessment of the complaint this special procedure. For the department and the person in charge of the assessment results, if there is any objection, the employee can directly to the department head to file a complaint, first by the department head to coordinate the coordination, the coordination is still objectionable, you can file a complaint to the company's human resources department, by the Ministry of Personnel to carry out specific investigations, to be coordinated, to ensure that the results of the assessment of the objectivity and fairness.
3. Employee personal performance appraisal program
I. Purpose of the assessment
1. Objective assessment of the employee's performance in the current year, the contribution of the employee to achieve good results and achievements of the employee incentives, reasonable and effective distribution of corporate resources.
2, as the main basis for year-end evaluation.
3, the implementation of the cadres of the annual work summary, as the main basis for the annual salary system.
Second, the scope of application
The head office of the departments, under the branches of all employees.
Third, the guiding principles
1, the principle of comprehensive assessment, comprehensive assessment, level by level assessment.
2, the principle of justice, fairness and openness.
3, strict requirements, rigorous control, the principle of seriousness.
4, the assessment results and salary, merit, rewards, appointment of cadres and other diversified factors associated with the principle.
Fourth, the guiding ideology and assessment methods
1, management cadres to unit performance, personal performance.
2, targeted use of performance results assessment method, the core competencies assessment method.
Fifth, the implementation of the department and responsibilities
1, the President's Office (General Manager's Office): assessment of the decision-making body, responsible for approving the assessment program, the group manager and above the leading cadres to carry out the assessment.
2, the Ministry of Human Resources: assessment, coordination, supervision and implementation of the agency.
3, the departments: assessment assistance and implementation of the organization.
Sixth, the assessment object
1, the implementation of the full assessment, up to the general manager, down to the ordinary employees are required to participate in the annual assessment.
2, as of xx year xx month xx (inclusive) trial period has been completed by the approval of the employees have been regularized for the annual assessment of the target.
VII, the assessment cycle amplitude
xx year (January ~ December), less than one year of age, according to the date of entry into the implementation of the assessment.
VIII, the assessment method
Note: nine core competencies scoring: my self-assessment (group manager and above need to write the factual basis), to the direct superior scoring, and then by the upper superior leadership review, the upper superior leadership scoring shall prevail, but requires the direct superior and upper superior leadership scoring error shall not be more than ± 0.3 points.
Nine, the application of assessment results
1, using the AAA segment ranking method, in accordance with the appraisal scores ranked in order of ranking, the ranking range is divided into three categories: ranked in the first 10% of the staff approved for the AAA category employees, the first 10% -20% of the staff approved for the AA category employees, the other 80% of the staff approved for the A category employees. According to the following levels are ranked separately (director and above levels are not ranked AAA):
1) store grass-roots employees (sales clerk store assistant)
2) store loss prevention staff
3) headquarters loss prevention staff, drivers
4) cashiers
5) stock clerks
6) store manager
7) headquarters supervisor and The following managers (ranked within the department)
8) group manager (excluding the acting group manager)
Note: For AAA grade employees can be recommended as a candidate for the annual evaluation of individual awards, under the same conditions, the priority of the study was selected; for the rating of less than 60 points depending on the specific scenarios to be given to the salary reduction, transfer, dismissal and other disciplinary action.
2, the assessment results and the relationship between the year-end awards
According to the ranking results, the group manager and the following levels in accordance with the following coefficients to determine the year-end awards of the payment standard (base N by the President's Office in accordance with the year's operational scenarios and staff level to determine), the director and the above level of the payment standard by the President's Office to determine the separate study.
Note: T is the assessment cycle, the entry full 1 year according to one year, dissatisfaction from the date of entry, counted in days.
Ten, the assessment work arrangements
1, training: xx month xx 10:00 ~ 12:00, the Ministry of Human Resources will be organized before the assessment of the relevant training.
2, the score sheet submission schedule:
Stores: xx month xx submitted to the regional manager (supervisor).
Headquarters: xx months before xx submitted to the head of each department.
Overall schedule: xx month xx before all submitted to the human resources department __xx.
3, the requirements for filling out the score sheet, see the Ministry of Human Resources issued the relevant notes.
XI, assessment instructions
1, xx xx xx not yet regular employees need not participate in the annual assessment.
2, all assessment results must be reported to the company's Human Resources Department for the record.
4. Individual employee performance appraisal program
I. Purpose
1, in order to be fair, just and scientific evaluation of the employee's work performance, improve incentives and constraints on the mechanism, highlighting the incentives for outstanding employees, fully mobilize the work of the staff's enthusiasm, and effectively promote the improvement of work performance, rational allocation of human resources.
2, the creation of a standardized assessment platform to further standardize, unify and improve the assessment system, and better guide the departments to carry out assessment work.
Second, the principle
Strictly follow the "fair, just, open, scientific" principle, truly reflect the actual situation of the appraised personnel, to avoid personal and other subjective factors affecting the results of the performance appraisal.
Third, the scope of application
This approach applies to all departments of the unit employees.
Fourth, the assessment rules
(a) store manager assessment scoring rules
1, not in accordance with the relevant state laws and regulations and the company's rules and regulations to manage the store, deducted 5-10 points / times;
2, not in accordance with the requirements of the store to do a good job in the day-to-day maintenance and repair of equipment, facilities, deducted 2 points / times;
3, not in accordance with the relevant rules and regulations to do a good job in the store staff daily routine maintenance and repairs;
3, not in accordance with the relevant rules and regulations to do a good job in the store staff daily routine maintenance and repairs. Rules and regulations to do a good job of daily management of the staff in the store, deduct 2 points / times;
4, did not do a good job of daily management of the leased counters and associate vendors in the store, deduct 2-5 points / times;
5, did not do a good job of the management and control of the overall environment in the store, deduct 3 points / times;
6, in order to do a good job of the management of the fixed assets in the store, resulting in losses, deduct 5 points / times;
7, failed to do a good job of management of equipment, facilities and maintenance of equipment, facilities, as required, deduct 2 points / time;
7, did not do a good job in the store monthly bonus allocation, causing disputes, depending on the severity of the case deduct 2-5 points / times.
(B) store duty manager assessment scoring rules
1, not according to the attendance management approach to do a good job of recording the attendance of supermarket personnel, deduct 2 points / times;
2, not according to the needs of the store's business to do a good job of staffing, deduct 5 points / times;
3, the store employees are not in accordance with the provisions of the work clothes, grooming is not in line with the relevant provisions, the staff of the store, the staff of the store is not in accordance with the provisions of the work clothes, grooming does not meet the relevant regulations. Deduction of 2 points / time;
4, did not do a good job of merchandise display, replenishment, promotional work, deduction of 2-5 points / time;
5, did not do a good job of hygiene in the supermarket, failed to maintain the cleanliness of the sales floor, deduction of 2 points / time;
6, did not follow the provisions of the resolution of customer complaints and disputes due to the quality of goods, service attitudes and other issues, as appropriate, deduction of 2-5 points.
(C) stocker assessment scoring rules
1, did not do a good job of pre-opening preparations, deducted 1 point / time;
2, failure to keep the store environment clean and tidy in the opening, deducted 2 points / time;
3, did not do a good job of merchandise loading, display, organizing, replenishment, playing the price tag, etc., deducted 2-5 points / time;
4, did not do a good job of A goods a sign, price tag alignment, deduct 3 points / times;
5, failed to regularly check the expiration date of the goods, resulting in expired goods in the store, resulting in consumer complaints, deduct 5-10 points / times;
6, did not use civilized language to greet customers, did not assist customers in shopping, deduct 3 points / times;
7, chatting and desertion in the business hours, failing to pay attention to store Security work, resulting in the loss of goods, deduct 2-5 points / times;
8, the collection and payment of money failed to sing sing, not face to face, not count the money, resulting in losses, deduct 2-5 points / times.
(D) cashier assessment scoring rules
1, do not comply with the rules and regulations of the store, to protect the interests of consumers, deducted 2-5 points / times;
2, not the correct use of cash register equipment, not the basic maintenance of cash register equipment, resulting in damage to the equipment, deducted 3 points / times;
3, cash registers do not use civilized language, deducted 2 points / times;
4, not the use of cash registers, not the use of civilized language, deducted 2 points / times. p>
4, did not comply with the relevant provisions of the dispute with the customer, deduct 2-5 points / times;
5, did not do a good job of commodity information feedback work, deduct 2 points / times;
6, the payment of goods is not counted face-to-face, resulting in losses or disputes, deduct 3 points / times;
7, the receipt of payment is not done sing sing pay, deduct 2-5 points / times.
5. Individual employee performance appraisal program
I. Appraisal object
Food and beverage department front desk supervisor, customer relations supervisor, food and beverage department backstage chef
Second, the content of the assessment and standards
1, the problem incidence rate (monthly)
(1) Scope: where not in line with the Hotel "Employee Handbook" related provisions, not in line with the hotel standards (such as: health inspection does not meet the standards, the decline in service quality, dish quality is not stable, etc.) is considered a problem, by the Catering Department management personnel pointed out at the morning meeting, the hotel quality inspection sheet notification, the department and the shift to fill in the blacklist of the situation is considered to be the problem occurred.
(2) Calculation method: Calculate the incidence of the problem in terms of monthly units, monthly statistics.
Calculation formula: shift problem occurs people (times) X 100% shift total number of people in the month
Note: the monthly per capita number of people in the shift, take the average of the number of people and the lowest number of people in the month.
(3) should reach the standard: no more than 20% of the shift group of more than 10 people (less than 1 time according to 1 time), no more than 2 people in the shift group of less than 10 people (times).
2, the implementation of the work (monthly)
Catering Department director and manager of the hand-over, or the office supervised, in the form of a clear deadline for the completion of the written form, the Ministry of Human Resources to the quality control notification sheet of the way to supervise the completion of all the work is not completed in accordance with the specified time, each time the deduction of 2 points, monthly statistics, monthly deduction of more than 8 points, the month to the shift supervisor or the head chef to make a deal.
3, full sales (monthly)
(1) Catering Department in order to increase sales efforts, clear to the teams and individuals under the sales task indicators.
(2) Calculation method: a monthly statistics, each less than 20% of the task to complete a deduction of 1 point, each 20% of the excess task plus 1 point.
4, business indicators to meet the standard rate (monthly)
(1) in order to clarify the responsibility to strengthen the operation and internal management, according to the department at the beginning of the year clear to the team's business indicators (operating income, food, integrated gross margin, liquor and cigarettes integrated gross margin).
(2) Calculation method: monthly statistics, did not complete the above business indicators deducted 3 points for each overfulfillment of business indicators plus 3 points.
5, employee satisfaction rate (quarter)
(1) employee satisfaction rate: by the department with a questionnaire to solicit the views of the staff, employees on the team all managers in the moral, ability, performance, diligence and other aspects of the degree of satisfaction.
(2) Calculation method: quarterly.
Calculation formula: total number of employee satisfaction projects % total number of projects.
The total number of projects = the number of people participating in the questionnaire X the number of projects.
Note: Employee participation in the questionnaire according to the ratio of 30% of the number of the team.
(3) Targets to be met: Employee satisfaction rate of not less than 85%.
(4) Award and punishment rules: employee satisfaction rate of 85% -76% deducted 1 point, 85% -90% plus 1 point, and so on.
6, staff turnover (annual)
Employees work in the hotel for more than one month, and then leave the store as staff turnover. (Except for sick leave and hotel dismissal)
(1) Calculation method: yearly as a unit, annual statistics.
Calculation formula: the number of shift staff turnover % annual average number of departments
Note: take a number of people per month and a minimum number of people, and then add up the number of December, and then divided by 24, the number of people calculated for the average number of people per year, the results of the calculation rounded up to the nearest whole number.
(2) The target should be reached: the number of people lost in the group of more than 10 people is not more than 15% (less than 1 person according to the calculation of 1 person), and the number of people in the group of less than 10 people is not more than 2 people.
(3) Reward and punishment rules: each exceeding the standard loss of 1 person deduct 1 point; each less loss of 1 person plus 1 point. In addition: the jurisdiction of the team of employees or myself by the guests of the written praise, excellent deeds in the newspaper or in a variety of competitions, competitions in the top 3, plus 0.5 points / person (times), other rewards red single plus 0.5 points / person (times).
Third, the results of the assessment (year)
Each managerial personnel base for 100 points, the Office of the Ministry of Food and Beverage based on the content of the assessment and the standard day by day for the management of the scoring, monthly statistics and notification, the end of the year for a total of statistics. And the assessment results of the average monthly score as the main basis for the issuance of year-end awards as well as the evaluation of excellence, the average monthly score is less than 80 points, the wage floated down a grade, the average monthly score is less than 70 points, the job down a level (i.e., by the supervisor down to the foreman, the head chef down to the foreman, by the department of competition to produce a new head of the team).