(1) Regular assessment. The time of enterprise assessment can be one month, one quarter, half a year or one year. The selection of assessment time should be based on corporate culture and post characteristics.

(2) Irregular assessment. Irregular assessment has two meanings, on the one hand, it refers to the assessment of the promotion of personnel in the organization, on the other hand, it refers to the supervisor recording the daily behavior of subordinates, finding problems and solving them in time, and also providing the basis for regular assessment.

2. According to the content of the assessment.

(1) Feature-oriented. The evaluation focuses on the personal characteristics of employees, such as honesty, cooperation and communication skills. That is to consider what kind of people employees are.

(2) Behavior orientation. The focus of the assessment is the work style and behavior of employees, such as the smile and attitude of waiters and the way of treating people. That is, the consideration of the working process.

(3) Result-oriented. The focus of assessment is the content and quality of work, such as the output and quality of products, labor efficiency, etc. And the focus is on the tasks completed by employees and the products produced. 3. According to the objective assessment method of subjective and objective division (1). Objective evaluation method is an index system that can be directly quantified, such as production index and personal work index.

(2) Subjective evaluation method. Subjective evaluation method is to evaluate the appraisee subjectively according to a certain designed evaluation index system, such as work behavior and work results.

To sum up, the assessment of personnel at all levels can be carried out from the following aspects: knowledge (professional knowledge, industry knowledge, social experience, etc. ), work performance, work ability (organizational ability, coordination ability, communication ability, etc. ), work attitude, working methods, work efficiency, organizational discipline, moral quality, cooperation spirit, learning spirit, team spirit, cost awareness, goal achievement, performance improvement, etc. Different ranks of personnel assessment focus is not the same, and the score weight of each assessment point is not the same, but performance improvement is the content that every assessed must include, and it is the concrete embodiment of implementing PDCA cycle of performance assessment.

Question 2: How to do a good job in performance appraisal?

First of all, the principles of cross-departmental assessment are clarified.

There are many general principles of performance management, such as fairness, justice, openness, objectivity and quantification. However, for the research and development model like IPD, these evaluation principles are not enough, and some higher-level principles are needed, such as:

Responsibility-result-oriented principle: the cross-departmental assessment in R&D management is not based on departmental work, but on the final result of the whole development process, that is, the market success of new products. The key to cross-departmental assessment is not to distinguish the responsibility contributions of marketing department, purchasing department and manufacturing department in detail, but the same result of the cooperation of marketing department, sales department, purchasing department, manufacturing department and R&D department. Many enterprises that carry out IPD have not given enough guidance in this respect, and unilaterally emphasize the contributions of various departments, which is still a purely functional assessment idea.

Team principle: Cross-departmental assessment in R&D management is not based on departments, but on the whole development team. The marketing, sales, purchasing, manufacturing and R&D departments, as the resource departments of the product development team, provide suitable team members for the product development team and work together to achieve the team's goals. Each team member represents his own department in the team, and the concept of role is emphasized here. What needs to be emphasized here is * * * success, not just departmental success!

Second, clarify cross-departmental responsibilities.

Many enterprises realize that the new development model needs cross-departmental cooperation, but the roles and responsibilities of various departments in the development process are often not clearly defined, so that the specific contributions of different departments can not be clearly defined in the assessment process.

In IPD, photodynamic force is mainly used for product development. PDT is a cross-functional product development team, responsible for managing the whole process of product development, from project establishment to product development, to product marketing, to mass production. The main goal of PDT is to ensure the financial and market success of the product package according to the requirements of the product line IPMT project task book.

The basic feature of PDT is that its members come from different departments, including finance, manufacturing, marketing, procurement, research and development, quality and technical support. Each member represents their functional department and promises to work together to achieve business goals under the leadership of PDT manager.

The responsibilities and activities of PDT are determined by detailed role definition and activity template, which is the basis of scientific and effective cross-departmental evaluation.

Question 3: How should the performance appraisal cycle be done?

1, the performance appraisal cycle of middle-level cadres is semi-annual appraisal and annual appraisal;

2. The employee performance appraisal cycle is monthly appraisal, quarterly appraisal and annual appraisal.

3. The monthly assessment time is scheduled to start on 25th of each month 1, 2, 4, 5, 7, 8, 10,1,and the assessment will be reported on 5th of next month;

The quarterly evaluation schedule is 25th of each month in March, June and September, and the evaluation report will be published on 5th of next month.

The half-year assessment is scheduled to start on June 25th, and the assessment will be reported before July 10.

The annual assessment time is from February 25th, 65438 to the following year1October 25th.

Fourth, the content of performance appraisal

1, assessment content of middle-level cadres above level 3

(1) Leadership (2) Subordinate training

(3) Morale (4) Achieving the goal

(5) Sense of responsibility (6) Self-motivation

2, employee performance appraisal content

(1) Morality: policy level, professionalism and professional ethics.

(2) Ability: professional level, professional ability and organizational ability.

(3) Diligence: sense of responsibility, work attitude and attendance.

(4) Achievements: quality and quantity of work, efficiency, innovative achievements, etc.

Question 4: How to do a good job of internal assessment and realize effective management 1. Put the cart before the horse.

Nowadays, many enterprises emphasize the need to introduce the world's advanced assessment methods, but many bosses subconsciously think that the assessment is nothing more than rewarding the excellent and punishing the poor, and the carrots are getting bigger and bigger. What is the ultimate goal of performance appraisal? It is not clear. Changing the personnel department into the human resources department is still a simple personnel work, and at most it is ranked. Is this a performance appraisal? What is the significance of such performance appraisal? To do a good job in performance appraisal, we must first understand what performance appraisal is, what concept it is based on and whether it is suitable for the actual situation now.

As the name implies, performance appraisal is to "dig out" performance, and the fundamental purpose of performance appraisal is to promote the improvement of performance through management means such as assessment. It is found that it is precisely because of the incomplete, unsystematic and even misunderstood understanding of performance appraisal in Chinese enterprises that this valuable work is difficult for enterprises to receive the expected results. The most crucial point is that performance appraisal is only an important part of performance management, and the truly effective performance management is process management, rather than criticizing performance appraisal or performance evaluation afterwards; Performance management includes several stages, such as performance plan, performance plan execution, performance appraisal and performance feedback interview. These stages are interlocking, and any problem in any link will affect the final effect. Therefore, it is difficult to improve the performance of enterprises simply by assessing the final output level of employees. Before the implementation of performance appraisal, we should make a good performance plan; In the process of work, we should give guidance to employees' work; After the assessment results come out, we should work with employees to improve their performance. After such a closed-loop performance management process, the performance level of enterprises will be improved.

"Assessment is a means, a method and a service for performance; Performance is the purpose and foundation, which can be obtained through other channels; We should not aim at the means, let alone pursue the means and forget the purpose. These conceptual things must be clarified.

Second, the preconditions are not sufficient.

Everyone knows that the last cake is full, but please note: the last cake is also the last to eat. As far as human resources system is concerned, its subsystems are interrelated and interdependent. Job analysis is the basis of human resources work. Enterprises should reasonably determine the organizational structure according to the company's strategy, objectively analyze the responsibilities, importance and qualifications of each position in the organization, prepare detailed job descriptions, and further determine the company's salary strategy, salary structure, recruitment and training plan, etc. A clear division of responsibilities for each position is a prerequisite for performance appraisal. In the practice of consulting, the author found that some bosses, for various reasons, proposed that they only wanted the performance appraisal module, and others didn't, which seemed very clever. It should be noted that castles in the air can only stay in dreams and cannot land.

In addition, before the performance appraisal, the superior leader should communicate with the subordinate employees on the implementation of the performance plan. In this process, great emphasis is placed on communication and guidance between supervisors and employees, instead of waiting for the end of the year or the end of the performance cycle for evaluation and assessment, as many managers imagine. This idea is very dangerous and irresponsible. In fact, without the preparation of this stage, the performance evaluation stage of any enterprise is very difficult. At this stage, the upper-level managers communicate openly with employees and exchange opinions on the advantages and disadvantages of employees' work in time, which is not only conducive to the employees' work meeting the expected requirements, but also conducive to the harmonious relationship between employees and superiors and the employees' acceptance of the final performance evaluation results. At this stage, the lack of adequate communication and communication and the failure of superiors to guide subordinates are one of the most important reasons that lead to the predicament of performance management in many enterprises. At this stage, managers should also pay attention to collecting, observing and recording the performance of employees, including good performance and bad performance. This kind of performance record is a very important factual basis for future performance feedback interviews, employee rewards and punishments and even dismissal. When necessary, employees are also required to sign some performance records.

Third, there are problems in the process.

Problems that easily occur in the process of performance appraisal can be divided into two categories, one is related to the assessment standards, and the other is related to the examiner.

1, issues related to assessment criteria.

First of all, the assessment criteria are not rigorous. Evaluation criteria should be set according to employees' job functions rather than positions. The setting of assessment items is not rigorous, and the description of assessment standards is not clear, which increases the randomness of assessment. The assessment criteria are large and general, and there are no specific evaluation criteria; There are too many factors that employees can't control in the assessment criteria, and employees will lose confidence; Evaluation criteria ... >>

Question 5: How to manage the company's performance? 1. Let the correct concept of performance management penetrate into all employees of the enterprise, and eliminate and clarify the mistakes and vague understanding of performance management.

The purpose of performance appraisal is not to create the gap between employees, but to find out the advantages and disadvantages of employees' work realistically, so that employees can improve and improve in time. The purpose of performance appraisal is to respect the value creation of employees. Although performance management is a vertically extending management system formed according to the administrative function structure of enterprises, it should also be a two-way interaction process between employees and managers, which includes in-depth communication between appraisers and examinees. Through communication; The appraisers pass on the work essentials, goals and work values to the appraisers, and the two sides reach a * * * cognition and commitment, and form a transmission and amplification mechanism of value creation within the company with the help of a vertically extended performance management system.

2. Conduct job analysis and formulate feasible assessment standards.

In order to ensure the formation of a set of scientific and effective assessment standards, it is necessary to analyze and confirm the performance assessment indicators of each employee effectively. Enterprises should strengthen communication and understanding with managers and employees at all levels through questionnaires and interviews. And describe each employee's job, so that employees have a very clear understanding of their work processes and responsibilities, and also let employees enter the state of being assessed psychologically. Different positions and responsibilities need different job descriptions, and performance appraisal indicators are also different.

3. Let the performance management system become the intermediary of enterprise value creation and value distribution system.

The key of enterprise management is to form a management loop in the management process. It is a fundamental problem that performance evaluation should really play a traction and incentive role in enterprise value creation, and it is necessary to give full play to the leverage role of enterprise value distribution. Value distribution includes not only the distribution of material benefits, but also the distribution of challenging jobs, promotion of positions and so on. Judging from the current material distribution, there are mainly wages, bonuses, welfare allowances and long-term income.

Question 6: How to do a good job in the performance appraisal of employees in production enterprises "No appraisal, no management" has become a classic saying in management. Because the purpose of assessment is not clear, the way and effect of assessment are always unsatisfactory. Assessment often leads to the phenomenon of "three dissatisfaction": employees are dissatisfied, middle managers are dissatisfied, and senior managers are dissatisfied. Evaluation is a good management tool. Why can't it be put into practice after application? The reason is that the top management of the enterprise does not participate, the business department does not become the main body of the assessment, and the assessment is divorced from the strategy and business of the enterprise. Effective management is often simple and practical. Effective evaluation must clarify three basic questions:

Steps/methods

1. First, why do you want to assess?

1, what is a performance appraisal?

Performance appraisal is to track, record and evaluate the completion of tasks by personnel. Performance evaluation is a process of collecting, analyzing and transmitting information about personal performance and work results at work. The definition of performance appraisal is: performance appraisal is a summary of the previous stage of performance management, with the purpose of helping managers and employees improve their performance and get greater promotion!

2. The real purpose of assessment is to improve work performance, enhance employees' ability and realize the company's bottom-up production and operation objectives.

That is, according to the specific requirements, work contents and responsibilities of each position, the personnel engaged in this position are evaluated from the completion of the work. For example, the performance of sales staff is mainly to assess their sales performance;

3. Why should we conduct performance appraisal? There are four reasons:

First, there is no management without assessment, and there is no management without assessment, inspection and supervision, that is, there will be a kind of doing well and doing poorly, because we are not a pot era, because the development of the company should be standardized. Let's think about it. If every job we do is not checked or evaluated, or arranged without being asked, it will become a form. What the chairman often says is that employees are willing to do leadership inspection-

The second is to make an objective and comprehensive evaluation of past work performance, find problems and put forward improvement plans. Through the examination, we can see the problems, improve the management level, improve the work efficiency of employees, and provide the basis for the promotion of employees;

Thirdly, in order to have an objective evaluation of employees, employees, managers and engineers have an objective evaluation of the completion of their work tasks and worksheets after working for a period of time and a fair evaluation of their own abilities. How to make such an evaluation? Words are unfounded, so whether to use such an evaluation to make a fair conclusion. Explain your ability and whether your performance is more convincing through facts.

Fourth, in order to improve work performance, realize effective control of the work process, and keep abreast of every link of any employee's work. This is a test of employees' performance. Through performance appraisal, check the completion of employees' production, operation and task indicators, and verify employees' working ability and business level. Who can do it and who can't, the assessment results are clear at a glance. It is proved that the performance of employees is objective and true through assessment, thus providing the basis for the company to select, appoint and use talents. In short, now is not the time to eat the same pot. Improve everyone's work enthusiasm through assessment, effectively motivate employees and promote the company's faster development! Ensure the completion of all tasks of the company.

Through the above points, it is necessary to conduct performance appraisal.

2. Second, what is assessment? Performance, work tasks, whether it meets the work standards.

Performance appraisal essentially emphasizes the process and is the whole process management of performance. Methods to improve the probability of success through the management of people. Improve performance through people management.

Realize the control of the working process; The implementation of performance appraisal for employees is to realize the restraint and restriction of employees' behavior in the process of work through the evaluation of employees' performance, so as to keep it within a certain range and certain boundaries. Performance appraisal itself is the mutual evaluation, comparison, influence and supervision among employees, and it is also the self-education and self-adjustment of employees. The results of performance appraisal will guide employees with a special force, so that the company can control the whole process of production, operation and management and master the right to use employees, thus ensuring that production and operation produce results and create benefits.

The improvement of employees' own value; For capable employees, the realization of their own value is more important than money. The key to employee's performance appraisal is to let talents realize their own value promotion.

If performance appraisal is regarded as an administrative means of rewarding the superior and punishing the inferior, >>

Question 7: How to manage the company's performance? For enterprises, performance management system is a management tool to support the realization of enterprise strategy and goals. To implement the performance management system well and ensure the effective implementation of the performance system, performance mechanism, performance ability and performance culture are indispensable.

First, build a performance mechanism and a basic performance framework. Performance mechanism is often embodied in the form of performance system, including performance indicators of companies and positions, as well as performance planning, performance coaching, performance evaluation, performance feedback and interviews, performance complaints and other processes. Various forms and data transmission mechanisms necessary for performance operation and supporting these processes. In addition, it also includes the application of performance results and incentive mechanism.

Second, build a matching performance ability, and complete the role cognition and ability and skill upgrade of managers. Performance ability is mainly reflected in the ability that employees in an enterprise should have for the effective operation of the performance management system, and its core is the ability of managers. To effectively implement performance management, managers need to correctly understand the role of "managers", that is, to achieve goals by driving others rather than themselves. Many managers regard performance management as a matter of human resources department, but they don't realize that performance management tools are tools and methods to help them achieve their goals. It is impossible to improve the effectiveness of performance management before even the basic knowledge is reached. In addition to the knowledge of * * *, managers are also required to master the specific methods of goal decomposition and planning, decompose team goals into clear, concrete, executable, achievable, assessable and time-limited goals that subordinates can implement, and help subordinates to clarify their goals and work requirements. This is the basic management skill that managers should have. In addition, the follow-up and rectification of the target plan, coaching and cultivating the growth of subordinates, good communication skills, etc. should all be the general requirements for managers when implementing performance management. Therefore, in the process of establishing and implementing the performance management system, managers need to improve their management skills and methods to meet the needs of the performance system. In other words, even if performance management is not implemented, these are the basic abilities that a qualified manager should have. In the process of building performance ability, the role of human resource manager as a "coach" is indispensable.

Third, combine corporate culture and build a suitable performance culture. The implementation of performance system in enterprises can be described as a great management change. If we do not pay attention to the establishment of a strategic and goal-oriented cultural atmosphere suitable for performance management, it is difficult for performance management to be rooted in the existing culture of the enterprise, and it is also difficult for the performance system to land effectively. The introduction of performance management system requires not only the improvement of managers' ability, but also the improvement of corporate culture, and attaches importance to establishing a good and positive performance culture in the implementation process. Without the concept and action of "continuous improvement", it is easy for employees to think that performance management is "settling accounts after autumn". Whenever employees perform poorly, what they think of is not how to analyze and improve, but how to distinguish responsibilities and deduct points and fines. For example, if we don't build a performance culture that strengthens "result orientation", it's hard to imagine that someone will take the initiative to take responsibility for the result (not the process). If there is no cultural atmosphere of fairness, justice and seeking truth from facts, it is impossible for those conscientious and outstanding employees to become the beneficiaries of the performance system through the performance management mechanism. To establish and promote performance culture, we should not only stay at the slogan level, but also pay attention to the decisions of relevant people (such as post arrangement, salary, promotion, demotion and dismissal) as important guiding signals. In these aspects, our decision will convey a very clear message to every member of the enterprise, what the enterprise really needs, what it values, what it rewards and what it opposes. From this point of view, the diversification and directional application of performance results play a very key role in the formation of performance culture orientation. Generally speaking, the landing of performance system is not only a problem at the level of document system. From the perspective of performance system as a whole, on the one hand, we should pay attention to the "performance system" visible above the "iceberg", on the other hand, the construction of "performance ability" and "performance culture" as important guarantee factors for the landing of performance system can not be ignored. Only in this way can performance management become a complete management system and take root in the enterprise.

Question 8: How to evaluate the performance of small companies? There is no difference between a small company and a big company, only the reason why it should be done, or whether the company has the determination to do it; If the company is efficient and not afraid of trouble, it can do performance appraisal.

Small companies are not complicated and have clear business objectives, such as KPI and MBO, which are not suitable. Moreover, the performance appraisal of small companies is mostly linked to bonuses, and there is no auxiliary problem in the appraisal. The best and simplest method is the linear form, that is, the vertical scoring method. This method is adopted by many small enterprises or formulated by incompetent human resources personnel.

First of all, it is obvious that the assessment has two aspects:

1, business assessment

It is a comprehensive evaluation of his on-the-job business, including enthusiasm, business volume and quantifiable data.

2. Quality assessment

It is the daily performance, loyalty and attendance of employees. According to the weight of the design score, self-evaluation is carried out first, and then evaluation is made to the competent leader. Finally, the personnel department makes statistics and publishes the data, and sets the time for the subjects to ask questions, complain and give feedback.

However, although this method is simple, it is not effective because the evaluation of leaders is too subjective.

There is also a key assessment based on personal work, which compares the benefits generated in the current year with the previous year, and then designs specific assessment contents and key points.

Question 9: How to make performance appraisal reasonable? The general rule is 10.

The first purpose:

This system is specially formulated to standardize the performance management evaluation and development management of the company's employees.

Article 2 Scope of application

Applicable to all employees (including temporary workers) in all departments and branches of this enterprise.

Article 3 Definition:

Performance is the unity of individual or team performance, direct achievement and ultimate benefit.