performance appraisal management regulations
chapter I general provisions
article 1 this system is formulated to continuously improve the operating performance of the company and its institutions and the work performance of employees, further stimulate the work initiative and creativity of managers and employees at all levels, enhance the core competitiveness of the company, and promote the realization of objective, standardized and scientific management of the company.
article 2 the guiding ideology of the company's performance appraisal is simple rules and thorough implementation. the implementation of performance appraisal follows the principles of openness, fairness, impartiality and seeking truth from facts, with comprehensive assessment, dynamic adjustment and comprehensive application, which combines the overall performance of the company and the performance of various institutions of the company with the improvement of employees' work performance and comprehensive quality.
article 3 these provisions are applicable to all personnel who have signed the labor contract with the company, including managers at all levels and ordinary employees.
chapter ii leadership and division of labor in appraisal
article 4 the company shall set up a performance appraisal Committee, which shall be responsible to the board of directors of the company and uniformly lead the performance appraisal work of all institutions of the company. The performance appraisal committee of the company has a chairman and an executive chairman, with the chairman of the company as the chairman and the executive chairman appointed by the chairman.
article 5 each institution of the company shall set up a performance appraisal team within its own institution to be responsible for the performance appraisal of its own institution. The members of the assessment team shall be determined by the heads of various institutions, and the number shall not exceed 7, including the manager (deputy manager), the head of human resources department and the head of finance department in principle. The composition of the assessment team shall be reported to the human resources department of the company for the record.
Article 6 The main duties of the performance appraisal committee of the company are:
1. Listen to the debriefing reports of senior managers and determine the appraisal results of senior managers;
2. Lead and supervise the work of performance appraisal teams of companies and institutions;
3. Review the assessment results of the company and institutions.
4. make a final ruling on the complaints of employees of various institutions of the company about performance appraisal.
Article 7 The responsibilities of the performance appraisal team of the company's institutions are as follows:
1. Listen to the debriefing reports of middle and primary managers and determine the appraisal results of middle and primary managers;
2. lead, supervise and coordinate the performance appraisal of all departments of this institution;
3. Review the assessment results of all departments of this institution;
4. Review the complaints of employees about performance appraisal.
article 8 the human resources department of the company is responsible for the assessment of the middle-level managers and ordinary employees of the company. Grass-roots managers and ordinary employees in various institutions of the company shall be assessed by the human resources department of each institution.
Article 9 The responsibilities of the human resources department of the company in performance appraisal:
1. Formulate the performance appraisal index system and implementation rules of the company;
2. Be responsible for organizing the assessment of all departments of the company;
3. Guide and supervise the assessment work of the human resources departments of various institutions of the company;
4. Accept complaints from employees of companies and institutions who are dissatisfied with the assessment results.
Article 11 Responsibilities of the human resources department of each organization of the company in performance appraisal:
1. Formulate the index system and implementation rules for performance appraisal of this organization;
2. Be responsible for organizing the assessment of this institution;
3. Accept the complaints of the employees of this institution about the assessment;
4. summarize, count and submit the assessment results of this institution, and determine the application scheme of the assessment results.
article 11 the company's human resources department is responsible for training the members of the company's performance appraisal committee, and the human resources departments of the company's institutions are responsible for training the members of their own performance appraisal teams, defining the principles, methods and standards of the appraisal and coordinating the progress of the appraisal work.
chapter iii assessment methods and standards
article 12 the performance assessment of companies and institutions is generally divided into quarterly, semi-annual and annual assessments, with annual assessments for senior managers, semi-annual or annual assessments for middle-level managers and quarterly or semi-annual assessments for employees. the assessment cycle for special positions is determined by institutions according to specific conditions.
article 13 the human resources department of each institution of the company may, in accordance with these regulations, formulate performance appraisal standards and implementation rules for its employees, and submit them to the performance appraisal team of the institution for review, and the human resources department of the company shall put them on record.
article 14 the main contents of the company's performance appraisal for senior management and middle-level managers include work performance (financial indicators), internal operation (management indicators), service quality (customer indicators), team building and learning growth, special contributions, etc. the main contents of the performance appraisal for employees include work performance, attitude/behavior performance, self-ability, etc. for details, please refer to relevant implementation rules and tools.
article 15 adopts a 271-degree assessment method for the company's senior management in principle, and evaluates it from three aspects: the direct superior assessment of the assessed, the assessment of relevant business departments, and the self-evaluation of the assessed.
article 16 adopts the 361-degree evaluation method for the middle and grass-roots managers of companies and institutions in principle, and makes a comprehensive evaluation from four aspects: the self-evaluation of the assessed, the evaluation of the immediate superior, the evaluation of colleagues or business-related departments and the evaluation of others.
article 17 adopts a 271-degree evaluation method for ordinary employees of companies and institutions in principle, and makes a comprehensive evaluation from three aspects: self-evaluation of the assessed, direct superior evaluation and peer evaluation.
article 18 the human resources department of the company shall formulate the performance appraisal implementation plan for managers at all levels of the company according to the requirements of the company's performance appraisal Committee, and distribute the appraisal scale and indicator system in the form of documents in advance.
chapter iv organization and implementation of assessment
article 19 the assessment of personnel directly appointed by the board of directors of the company shall be organized and implemented by the board of directors of the company.
article 21 under the leadership of the performance appraisal Committee of the company, the human resources department of the company is responsible for organizing and implementing the appraisal of other senior managers.
article 21 the assessment of the middle-level managers of the company shall be organized and implemented by the human resources department of the company.
article 22 the human resources department of the company is responsible for organizing and implementing the assessment of grass-roots managers and employees in various institutions of the company.
article 23 the human resources department of the company comprehensively calculates the scores of the senior management according to the specified weights and scores, and reports the results to the performance appraisal Committee of the company, which will determine the final appraisal level according to the appraisal data and the special contribution of the assessed.
article 24 the human resources departments of companies and institutions comprehensively calculate the scores of middle-level and grass-roots managers and ordinary employees of their institutions according to the prescribed weights and scores, and report the results to the performance appraisal team of their institutions, which will verify the final appraisal level according to the appraisal data, the special contribution of the assessed and the comprehensive evaluation of their departments.
article 25 the human resources departments of the company and institutions organize performance appraisal interviews, in which the direct superior of the appraisee conducts individual interviews with the appraisee, reports the results of performance appraisal, affirms achievements, points out deficiencies or areas to be improved, and puts forward targeted performance improvement plans.
article 26 if the appraisee disagrees with the assessment results, he can apply for a review within 5 days from the date of receiving the notice of the assessment results, and the performance assessment team of the institution will review and give a reply within 5 days. If you are not satisfied with the results of the review, the assessed can appeal to the performance appraisal committee of the company, which will make a final decision within 11 days.
article 27 the human resources department of the company announces the results of the current performance appraisal of senior managers within the company. The human resources departments of the company and various institutions announce the performance appraisal results of middle and primary managers and employees in the current period within their own institutions.
Chapter V Assessment Results and Applications
Article 28 The results of performance assessment of companies and institutions are divided into excellent-－Outstanding, excellent-excellent, qualified-－Pass, Unqualified-－Fail and other four grades:
assessment result
assessment grade
score
Description
Excellent-－Outstanding
A
5
A
5
Performance results all exceeded expectations, showing outstanding performance in all aspects, which has obvious demonstration function in this institution
Excellent-Excellent < Outstanding performance in some aspects, being able to proactively put forward improvement scheme
qualified-pass
b-
3
The performance results basically meet expectations, being able to carry out instructions to complete planned projects on time, and being able to independently and actively carry out work
unqualified-fail
c
1
The performance results are not up to expectations, and the instructions cannot be correctly carried out to complete. The Human Resources Department of each organization of the company submits the results of its performance appraisal to the Human Resources Department of the company.
assessment results
proportional distribution
excellent-outstanding
5-11%
excellent
11-21%
qualified-pass
61-71%
unqualified-fail
5.
assessment results
the results should be
excellent-outstanding
bonus, salary adjustment (salary increase), promotion, training
excellent-excellent
bonus, salary adjustment (salary increase), training
qualified-pass
bonus and training
.
salary adjustment: raise/lower the monthly salary standard according to the standards formulated by the performance appraisal committee of the company.
promotion: to promote or improve the management level according to the company's post appointment and dismissal regulations.
training: conduct relevant training according to the company's training and development management regulations.
post adjustment: adjust the post according to the company's personnel transfer management regulations.
guidance: provide 1-3 months performance improvement period according to the situation of the assessed.
dismissal: the labor contract is dissolved according to the company's labor contract management regulations.
article 31 the materials of performance appraisal are put into employees' internal files. the human resources department of the company mainly refers to the results of performance appraisal in training reserve talents, optimizing post structure, making training plans and adjusting salary levels.
article 32 the performance appraisal results of the heads of various functional departments and managers of various institutions of the company shall serve as an important basis for the departments and institutions to select outstanding team awards, outstanding corporate culture awards and other awards and commendation work.
Chapter VI Supplementary Provisions
Article 33 The persons directly appointed by the board of directors of the company as mentioned in these Provisions include the company's arbitrators, deputy arbitrators, supervisors of human resources department, financial management department, strategic financing department and auditing department.
article 34 the term "senior managers" as mentioned in these provisions refers to the personnel above the positions of deputy supervisor (inclusive) of the functional departments of the company and managers (inclusive) of various institutions, including those directly appointed by the board of directors of the company.
article 35 the middle managers mentioned in these provisions refer to the managers (deputy managers), supervisors (deputy supervisors) and personnel of the same position in the company and various institutions.
article 36 the grass-roots managers mentioned in these provisions refer to the heads of secondary departments of companies and institutions and personnel with equivalent positions.
article 37 the implementation plan of these provisions shall be separately formulated by the human resources department of the company.
article 38 the human resources department of the company shall be responsible for the interpretation of these provisions.