The purpose of performance interview is to let subordinates know their gains and losses in the past year, as a basis for doing better or improving in the coming year; The second is to provide a good communication opportunity for subordinates, so as to understand the actual situation and difficulties in their work and ensure that the company can help subordinates; Third, discuss and study the future development plans and goals of the company's subordinates, determine how the company, supervisors and employees personally implement these plans, and provide necessary suggestions and help.

Generally speaking, the focus of performance interview should include:

Feedback and affirmation

The supervisor should give formal feedback and positive affirmation to the employees' work performance in the past year. Generally, employees' job responsibilities are compared with actual job performance to evaluate whether employees' performance meets the requirements of job responsibilities. In addition to job responsibilities, some companies will also adopt the principle of management by objectives (MBO) and set performance targets for one year at the beginning of the year as the standard of annual performance appraisal. In this way, in the performance interview, the supervisor can give feedback or affirmation by evaluating the degree to which employees have achieved their goals.

Improvement and development

The so-called improvement and development means that the supervisor can work out the improvement direction and plan for the next year together with his subordinates for the parts where employees fail to achieve performance goals or lack of skills, and discuss the future development with his subordinates for the parts with excellent performance or outstanding expertise, and plan appropriate training and work to match the development of his subordinates.

Communication and encouragement

The so-called communication and encouragement refers to the directional communication between supervisors and subordinates on evaluation results and work performance. Especially when the supervisor and subordinates have different opinions on the assessment results, the supervisor should listen to the opinions of employees and put forward specific scoring basis or records in time, so that subordinates can understand the objectivity of performance evaluation. In addition, in the performance interview, the supervisor should not only communicate with employees, but also include the purpose of "motivation" in the performance interview. Therefore, in the performance interview, the supervisor should use his reward, compulsion or reference power in time to give appropriate rewards or punishments to his subordinates' performance.

Fairness and objectivity

Because performance interview is an open and face-to-face communication between supervisors and subordinates. Therefore, the supervisor should be particularly cautious and careful in the process of performance evaluation. Because a clear, fair and objective performance evaluation can make subordinates pay attention to the evaluation results and then pay attention to the performance interview.

Some supervisors or subordinates often think that performance interview is a process of debate, so the result of the interview is either you win or I lose. This is a very wrong idea. The main task of performance interview is to hope that supervisors and subordinates can communicate in two directions, so that the performance of subordinates can be more effective and the development of enterprises can be more sound. Therefore, the correct performance interview should be that both the supervisor and subordinates can open their hearts and treat each other honestly, and Qi Xin can work together to solve the problem, so as to achieve a win-win performance interview.

Give you an actual case:

Company manager's annual assessment plan

First, the purpose of the assessment

Objective evaluation, appropriate incentives, promote employee promotion and improve performance.

Second, the scope of evaluation

1. The scope of assessment organized by the General Manager's Office: deputy general manager, chief financial officer, department manager, creative director, section chief (including branch section chief), designer, craftsman, business leader of marketing department and captain of production machine.

2. Other employees are managed and assessed by various departments, and the general manager's office is responsible for supervision and standardization.

Third, the evaluation principle

1. According to the job description of each position, make a job evaluation form for each position, and relevant personnel will make an assessment in the form of a form.

2. Assessment dimension: in principle, employee self-assessment, superior assessment (if necessary, the superior will be added), subordinate assessment (1-4 people will be determined according to the situation, if necessary, the subordinate staff will be added), and relevant personnel assessment (mainly refers to the personnel at the same level in the department and those who have more work contacts, not less than.

2 people).

Fourth, specific measures.

1. Organize to complete the job description. Before 165438+ 10/3, the general manager's office shall complete the job descriptions of the personnel at the level of deputy general manager and department manager (see the attachment "Job Description of Chief Financial Officer and General Manager's Office" for samples); 165438+1October 14 The department manager shall organize relevant personnel to complete the job description (positions within the scope of assessment in the general manager's office), which shall be completed before165438+1October 18 and submitted to the general manager's office.

2, according to the job description to develop the job evaluation table of each position. The evaluation form is divided into three parts: the first part is the quality part, that is, the qualifications and conditions that the position should have in the job description, with a score weight of 20 points; The second part is the job skill part, that is, the job responsibility part in the job description, with a score weight of 40 points; The third part is the key performance and indicators, that is, the key performance and indicators in the job description (for a sample, see the attachment "Post Evaluation Form of the Office of the Chief Financial Officer and General Manager"), with a score weight of 40 points. This work will be completed before165438+1October 25th.

3. Designate appraisers. Identify people in the form of tables (see the table below for specific styles).

4. evaluation. Distribute the appraisal form to relevant personnel or departments, and each appraiser shall tick the corresponding items in the appraisal column. This work will be completed before165438+1October 29th.

5. Statistical scores. The evaluation score is the average of the scores of all evaluators.

The treatment of the result of verb (abbreviation of verb)

1. If the assessment result is approved by the general manager's office meeting, and the individual score ranks in the top 15, the performance target salary standard in 2004 will rise by 10%. If the assessment fails, the company will take corresponding measures.

2. Put forward the improvement plan and training plan of human resources according to the evaluation results.