Example of work summary for performance appraisal (general 5 articles)
Time always slips away inadvertently, and our work has come to an end. Looking back on what is worthwhile during this period of time What about shared results? It's time to write a good work summary and analyze the work of the past period. I believe many friends don’t know how to write a work summary. The following is a sample work summary for performance appraisal that I carefully compiled (5 general articles). It is for reference only. Let’s take a look.
Summary of performance appraisal work 1
The appraisal work for 20XX has ended. Due to various reasons, the "performance interview work" after the appraisal was not basically completed until last week. The communication and interviews with the persons being assessed, as well as the issues reflected therefrom, are summarized as follows, which not only summarizes the experience in the assessment work of the previous year, but also provides a reference for the improvement of this year's assessment work. At the end of 20XX, there were ***24 people in the non-business department Shanghai Company who participated in the assessment. Except for those who resigned and those who had not communicated due to busy work, ***20 people actually participated in the interviews and communication.
1. There is confusion about whether it is “performance salary” or “year-end bonus”. Due to the reform of the group's performance and salary system in 20XX, the quarterly "performance salary" was cancelled, and was replaced by the incentive measure of "implementing year-end assessment, and the year-end bonus is determined based on the group's performance". However, due to various reasons, some employees still think that the end-of-year assessment is for the payment of "performance wages" rather than the payment of "year-end bonuses". For some people who received the "year-end bonus" at the end of 20XX, the year-end bonus is the company's recognition of the individual's one-year work in the company. No matter how much it is, it is the company's assessment of the individual's one-year work performance in the company. "Every company The concept that "every employee of the company should have" has been deeply ingrained in the brains of some employees, so it doesn't matter how many scores they get.
2. Some positions hold the view that “performance communication is meaningless now”. Due to various reasons, after the "implementation of assessment" link was completed at the end of 20XX, no "performance interview" was conducted. Therefore, when the interviewee was interviewed this time, he thought it was "meaningless", "he was busy with work", and " Even if bonuses are given, what’s the point of interviews?” The phenomenon still exists.
3. Most positions are “not very clear” about the “performance management process”; when communicating with those being evaluated, it is generally reflected that they are not clear about “formulating evaluation plans, preparing evaluation indicators, and performance coaching” , Implementation of evaluations, performance interviews and application of performance results” These six cycle stages of performance management are not understood. "It's not very clear which link has been reached, and it's not clear what links will follow." Basically, it's a step, and you can do whatever your superiors ask you to do. As an individual being assessed, basically In a "blind" state.
4. Some positions are “not very clear” about “their own assessment indicators”; as the person being assessed, individual employees should know “what are the assessment indicators”, whether before or during the assessment? What are the aspects and assessment indicators?” However, this communication revealed that some individuals still did not know what the indicators for their own assessment were until this interview.
5. Some positions have objections to the "accuracy of assessment indicators." Personnel in certain positions believe that some indicators in the assessment form cannot accurately evaluate their work, but they have no idea about "what indicators can Evaluate your own work" but doesn't have good advice.
6. Individual positions have different opinions on the "determination of raters" - this problem is particularly prominent among department managers; when the evaluation was implemented in 20XX, the principles for determining raters were clearly defined:
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"The scoring of grass-roots personnel is evaluated by the department manager and approved by the general manager; the scoring of department managers is jointly evaluated by superiors, peers and subordinates." This communication revealed that some grassroots employees were not clear about this process, but the department manager believed that the principles determined by this rater were questionable, namely:
"Superiors" should have direct contacts at work. For superiors, "equal rating" should be the assessment of a certain indicator rather than all indicators. "Subordinates" do not know their own work at all, so the ratings of subordinates should be cancelled.
7. Most of the grassroots staff are “not very clear” about “their own scores”; in 20XX, due to various reasons, performance interviews were not conducted after the implementation of the evaluation, so most of them were The assessor does not know his or her final score. When they were informed of the final scores, most grassroots staff raised questions about how the scoring results were obtained.
8. There is a phenomenon that “the final score has not yet been determined, but the person being evaluated already knows the score”; since the group implemented performance management work, it has been clear that “any department or person shall not divulge information and information at will” Assessment information related to the person being assessed.” However, during this communication, it was discovered that some personnel had known their individual scores “in advance”, although the scores they knew were not all the final scores.
9. Most personnel are “not very clear” about the “application of scoring results”; most of the appraised personnel believe that the scoring results are simply for “bonuses”, that is, for bonuses. As for assessment, it is not very clear that the scoring results will be "a very important reference for job evaluation, job promotion, salary adjustment, etc."
10. Most personnel are “not very clear” about the “standards for bonus distribution”; after the group’s assessment scores came out in 20XX, the group clarified the standards for bonus distribution after reporting to superior leaders for approval. , in short, "Performance Appraisal Work Summary 2"
In order to solve current problems (reflecting current priorities), improve the initiative of all employees, and achieve the company's established goals, the company proposed to comprehensively promote all employees The performance management method of performance management. Under the leadership of the company's senior managers and combined with the company's management objectives, the company first tried it among the company's middle managers. The summary report of the trial performance appraisal since xx, xx is as follows: < /p>
1. Pilot performance appraisal work:
In September 20xx, based on the actual situation of the company and after summarizing the problems and deficiencies in the performance appraisal in the first half of the year, the company piloted a new performance appraisal Management method. The new method fully combines the work responsibilities of each department and is more comprehensive, detailed, operable and practical.
1. Specific work of performance appraisal
New performance management method. It is achieved through three types of communication: downward communication (superiors to subordinates), horizontal communication (department to department, peers to peers), and upward communication (subordinates to superiors). Monthly key performance indicators are determined from three aspects. : Candidates’ key responsibilities, suggestions from superiors and internal customers. Candidates are their own performance masters, know their job responsibilities, automatically achieve work results, and realize personal professional value; during the performance appraisal cycle, unplanned additions must be completed within a time limit. Unexpected (value-added) performance indicators allow employees to obtain both possible performance returns and unexpected performance returns, creating significant value for the company. It also serves as the basis for dividend returns for the company to achieve its goals at the end of the year, allowing employees to Through the assessment, we can truly realize the sense of achievement of getting more for more work, creating more value, and sharing more money; the new method determines the candidates' performance goals at the beginning of the month. The candidates will carry out this month's work according to the plan, improve their realm through the plan, and achieve success in everything they do. Think carefully in advance to achieve corresponding results; improve the core competitiveness of the workplace, that is, the skills to proactively discover, think about, and solve problems.
2. System setting for performance appraisal
New. The method established a performance management promotion and supervision group to review, review, approve, supervise, publish, sort and archive, calculate, train and guide the KPI indicators formed by each department every month; a performance management leading group was established to analyze, discuss and Determine the issues raised by the promotion and review groups. These two groups ensure that performance management is fair, open, transparent and effective
3. Monthly performance meeting
At the beginning of each month, the company holds a meeting. A monthly performance appraisal meeting is held and the appraisal results are announced so that the appraisee can realize his/her main achievements and shortcomings during the appraisal period. The meeting provides work suggestions to the appraisee and identifies problems and improvement measures. The performance results directly determine the performance salary. , reflected in the monthly salary, improves candidates' work enthusiasm and subjective initiative, so that performance pay can truly motivate employees, thereby improving and enhancing work efficiency.
Generally speaking, the performance appraisal in the fourth quarter of 20xx achieved satisfactory results and received full attention from leaders. Job responsibilities were clarified, working relationships were straightened out, and inconveniences at work were improved. Standardize the phenomenon and improve the company's daily management level. At the same time, passing the examination further enhances employees' sense of responsibility and stimulates their enthusiasm for work.
2. Main problems existing in the assessment process and corrective measures
1. There are still detailed problems in the trial implementation of performance assessment. Candidates still have many questions, such as whether it can be based on different jobs. Amount b sets the performance coefficient of each department.
Performance plan tasks are partially completed at the agreed time node, whether calculated based on completion rate or zero points; if the performance plan tasks cannot be completed due to uncontrollable external factors, whether the adjustment application is considered completed; application Whether the adjusted performance task score should be the same as the original planned performance, etc. Corrective measures: The company's CEO and CEO continue to improve new measures, publicize them among all employees, strengthen "three types of communication", and overcome misunderstandings, poor communication and other problems. At the same time, the performance management promotion and supervision team should conscientiously and comprehensively perform their duties: crack down on non-compliant data and provide guidance and services (the assessee shall be responsible for the impact caused by failure to cooperate in submitting compliance information in a timely manner); timely complete performance adjustment applications and unexpected performance Evaluate applications, etc. and provide feedback results; those who cannot be evaluated will be submitted to the performance management leadership group for discussion and decision-making in a timely manner.
2. Monthly key indicators, unexpected (value-added) performance indicators and other specific operations are highly subjective.
Corrective measures: When leaders in charge meet with department heads to discuss and evaluate monthly key performance plans and unexpected performance, they should perform their duties diligently, be responsible to the general manager, stand at the level of the enterprise, adhere to principles, and do Provide an objective and fair evaluation; the appraisee himself formulates a scientific monthly key performance plan. First, based on the company's implementation of "do it for yourself" and "humanized management", I believe that Lingtian people will embody "I want to do it, The "conscious behavior" of "I want to do it, I can do it well", the second is the company's performance management system, perfect, comprehensive and pragmatic; the appraisee himself formulates the monthly key performance plan does not mean that the appraisee himself has the final say. Firstly, the plan must comply with the company's annual, quarterly and monthly goals. Secondly, the person being appraised must abide by the company's hierarchical management principles and management obedience principles. Subordinates must obey the instructions of their direct superiors. When there is no agreement with the superiors on the performance plan determination and evaluation communication, they must report to the superiors. Opinions shall prevail.
3. Some members of the assessment team are not professional enough and need further study and implementation of the assessment standards.
Corrective measures: Provide training to members of each professional assessment team, and adjust some personnel based on the actual work and nature of the work.
In 20xx, the company's performance appraisal will have an in-depth understanding of the company's production business content, fully integrate the production and operation goals and tasks, and continuously improve the performance management system. Based on the interests of the company and employees, we should conscientiously conduct employee performance appraisals, collect employees' suggestions and opinions in a timely manner, communicate with each other, and do a good job of explanation and coordination to bring the company's performance management work to a higher level. Summary of Performance Appraisal Work 3
Based on the spirit of the document "Opinions on the Arrangement of Joint Performance Appraisal and Cadre Performance Appraisal Work", in order to correctly evaluate the performance of responsibilities and work performance of our bureau's cadres and employees, strict regulations on rewards and punishments, incentives Cadres fulfill their responsibilities on the job and start their own business. Based on the actual situation, the bureau leadership team studied and decided to formulate the "Implementation Plan for the Responsibility and Performance Appraisal of Bureau Cadres and Employees". The annual appraisal situation of our bureau is summarized as follows:
1. Strengthen leadership and comprehensive mobilization.
In order to carry out the performance appraisal work of our bureau, the bureau party group attaches great importance to it, convened multiple party group meetings, carefully studied the "Opinions on the Arrangement of Joint Performance Appraisal and Cadre Performance Appraisal Work", and combined with the "Annual Responsibility System Construction" In the spirit of the document "Notice on the Responsibility Fulfillment and Performance Appraisal of Cadres of Party and Government Organs", the "Implementation Plan for the Responsibility Fulfillment and Performance Appraisal of Cadres and Employees of the Bureau" has been formulated, which will be personally handled and managed by the top leader of the bureau.
And by convening an overall meeting, three requirements were clearly stated:
First, the democratic performance of the bureau shall account for 30%, grassroots democratic evaluation shall account for 30%, and the evaluation of the leadership team shall account for 40%;
The second is to conduct performance appraisal of departments and select two outstanding departments;
The third is to commend outstanding cadres and advanced departments after the selection, and to give admonishment talks to comrades at the bottom of the rankings.
2. Set standards and highlight performance.
In order to further encourage cadres to be responsible and entrepreneurial on the job, the moral, ability and performance assessment scores have been revised based on the quantitative assessment standards, reaching 24 points, 24 points and 28 points respectively, which is more It pays attention to performance appraisal and proposes five aspects, ten contents and 27 specific standards.
3. Standardize procedures and scientific scoring.
Strict assessment procedures, adopting summary report, democratic evaluation (divided into two parts, evaluation of agency cadres and employees and evaluation of grassroots units), collective research by the leadership team, etc., and setting clear requirements for each link:
First, summarize and debrief: The head of the department should summarize and debrief on behalf of the department in accordance with the department's responsibilities and work goals and tasks at the beginning of the year. Each cadre must conduct a personal summary based on job responsibilities and work goals set at the beginning of the year. The head of the department and each cadre report on their work within the scope of the overall situation and grassroots service targets;
The second is democratic evaluation: conduct democratic evaluation and scoring in accordance with the "Bureau Performance Appraisal Standards". The evaluation of government officials and employees accounts for 30% of the performance appraisal; the evaluation of grassroots units accounts for 30% of the performance appraisal. And specific provisions are made: if the evaluator fails to score according to the standards, the score will not be included in the democratic evaluation score;
The third is the leadership team assessment: comprehensive quarterly, half-year, and year-end evaluation opinions, agency and Regarding the grassroots democratic evaluation, the bureau leadership team collectively studies and decides on the assessment results. In the department performance appraisal, the department results are finally determined by combining the comprehensive performance of department members with the comprehensive evaluation of supervisors.
4. Combine evaluation, reward the good and promote the bad.
A democratic evaluation meeting on the performance appraisal of cadres of the Beichen District Work Safety Supervision Bureau was held. Overall cadres, 3 workers and town and street representatives participated. Each cadre of the bureau made a personal summary one by one according to their job responsibilities and work goals set at the beginning of the year. The work was reported at the overall level, and 28 copies of the "Democratic Evaluation Form for Bureau Cadre Performance Appraisal" were issued on the spot. The overall cadres, employees and grassroots representatives conducted democratic evaluation and scoring on the spot. After the democratic review, 28 copies were recovered. Combined with the democratic evaluation situation, the bureau leadership team held a meeting, and based on the democratic situation and daily performance, two comrades were finally determined as the annual outstanding cadres of our bureau. The other cadres were all competent, and the three workers were all qualified. For the comrades at the bottom of the rankings, members of the bureau leadership team have conducted admonishment talks respectively and put forward deficiencies and rectification suggestions. Performance Appraisal Work Summary 4
Time flies, and XX is about to pass in an orderly and busy manner. Looking back on the past year, I feel filled with emotion. Summary is a mirror. Through summary, you can comprehensively and objectively evaluate your achievements and lessons, strengths and weaknesses, difficulties and opportunities, clarify ideas, clarify goals, formulate measures, and provide reference and guarantee for the next step of work. Therefore, I conclude as follows.
1. Review of work over the past year and the completion of various tasks.
In the past year, the performance appraisal work has made great progress with the full cooperation of employees from all departments. This is inseparable from the company's leaders' early instillation of employees' performance concepts.
1. The word performance has become a topic of concern to employees. Performance appraisal is deeply rooted in the hearts of the people to some extent and has gained the understanding and support of the majority of employees. Employees in various departments benefit from performance appraisals, which enables everyone to actively participate and make progress together.
2. Employee performance assessment has been comprehensively carried out from the quality assessment, output assessment, execution assessment and cost assessment of front-line employees to the work content assessment of management (timekeeping) employees and has achieved certain results. Mobilization Improve employees' work enthusiasm and enthusiasm. The assessment data of workshop employees can be extracted on a daily basis, such as finished product inspection records of final assembly.
3. With the cooperation of the factory manager, squad leader and quality supervisor, the assessment data is timely and accurate, which contributes to the accuracy and effectiveness of employee assessment results.
2. Mistakes and problems resulting from failure to achieve work goals.
Throughout XX, there are still some shortcomings and shortcomings in the assessment work.
1. Some assessment rules were not revised in a timely manner and were deviated from objective reality, resulting in unreasonable situations in the assessment of individual departments that were inconsistent with the real situation. (For example, in the production assessment of the steel plate workshop, since the production tasks of the employees in the steel plate workshop are assigned by the squad leader, it is difficult to determine the output indicators during the assessment process, and some unreasonable situations have occurred.
2. The quality of individual employees is low and they cannot accurately provide assessment data on time. Some employees cannot accept the negative performance reflected in the assessment. We should increase the explanation of the assessment concept so that employees can truly understand and accept our assessment concept.
3. Some employees in the department are repulsive towards assessment and do not actively cooperate with the provision of assessment data, making it impossible to carry out the work effectively.
3. The work of the next year. Planning and arrangement.
The purpose of the summary is to better plan and arrange the work plan for the next year.
1. Clarify the work ideas and follow the established work goals for the next year. Continue to move forward in the direction and track, and avoid running around like a headless fly, which will deviate from the purpose of the assessment and go further and further away.
2. Find solutions to the problems encountered in this year's assessment work, such as each. The average performance of departments is uneven. In response to this, department performance should be gradually introduced in the next year and the work performance results of different departments should be further corrected. In addition, the workshop batch and output assessment are still unreasonable, and measures should be taken in response to abnormal situations. Specific corrective measures, such as the situation where the number of outstanding batches is too large, should be analyzed and reasonable additional provisions should be made.
3. Strengthen. When evaluating the performance of personnel, we must base everything on reality, speak based on data and facts, and come up with performance results that accurately reflect employees' work conditions.
4. Actively formulate an assessment work plan for XX to eliminate the past. Blind spots in the assessment, ensure that every employee is included in the assessment work and carry out reasonable performance management.
The new year means new opportunities and new challenges, and we decided to build on the existing ones. Keep up the good work, go to the next level, and strive to open up a new situation in work. Work summary of performance appraisal 5
Performance appraisal is the core work content of the human resources department and one of the company's main work contents in 20xx. In order to better gradually expand the implementation of the performance management system within the company, the Human Resources Department conducted a trial run of performance appraisal in three functional departments (Finance and Administration Department, Human Resources Department) from May to July. The following is the status of this trial run. The summary is as follows:
1. Trial results of functional department assessment
The performance appraisal system vigorously implemented in the functional department includes: department KPI indicator assessment, job target assessment, and employee work ability Through the final data collection and analysis, objectively speaking, the system is effective and feasible in the functional department, and has initially achieved the goal of quantitative performance management. The four aspects are summarized below. The collection of content in this aspect is explained as follows:
Department KPI indicator assessment (TP): The department’s performance assessment itself is difficult, and the design of this KPI indicator is not quite in place, so this Only partial data was collected this time. These data can only reflect part of the department's work from the side, and cannot fully reflect the performance of a department for the time being. Therefore, the collection of department KPIs this time provides valuable practical experience for the next step of work. One of the focuses of the next assessment work is to continue to improve and optimize the assessment of department KPIs.
Job target assessment (IP): Each department decomposes department goals based on the company's overall goals and turns them into employees' personal job goals. At the beginning of each month, department managers help employees formulate employee performance goals. The employee's personal work goals are assessed at the end of the month on the achievement of the employee's work goals. Judging from the three-month trial implementation of the IP assessment, all functional departments have effectively promoted the achievement of the employees' personal work goals through this assessment. Effectively It effectively conveys the department's work pressure, improves work efficiency, and at the same time drives the company's work goals and plan management, so this part of the assessment is basically effective.
Employee work ability assessment (CP): The CP assessment of functional department managers is based on multiple dimensions (such as: goals, guidance, communication, support for bosses, support for line departments, etc.) It is conducted from different perspectives (supervisors, subordinates, internal customers); the assessment of employees in functional departments is also multi-dimensional (work ability, cooperation and communication skills, support and cooperation with bosses, personal learning and self-development abilities), and uses the The method of direct assessment by supervisors reflects from the final data collection results that the CP assessment of functional departments more objectively reflects the ability level of employees, and this part of the assessment is effective.
Employee work attitude evaluation (AT): The employee's work attitude is the employee's daily work performance and behavior. This kind of behavior and performance in our company is mainly reflected in the degree of employees' commitment to work. This part of the assessment data mainly comes from employees' overtime hours, so the source of this part of the assessment data can very accurately reflect an employee's work attitude. How committed he is to his work. AT assessment is also valid. ,,
2. Problems and solutions in the trial implementation of the assessment
Main problems existing in the trial implementation:
1. Problems with the design of the assessment itself
As for the assessment itself, its operation requires a sound human resources system, such as a scientific and relatively stable organizational structure; a position system with scientific job descriptions and evaluations, fair and scientific quantitative methods, etc. These are exactly what we lack, and it also shows that our human resources background for implementing assessments is relatively weak.
The performance appraisal system is a new thing for the company. New things must be put into practice and must go through a process of trial testing in the company and finding the most suitable solution for us through running-in and improvement. Subjectively, we are When designing some indicators, the considerations are not very comprehensive, and some processes and indicators are not quite in place. Therefore, objectively and subjectively, some aspects of the design of this assessment system are not quite in place. For example, the design of department TP cannot collect complete data for the time being. Currently, the Human Resources Department is assisting various departments in accordance with the new department TP operation form. Set work goals for the next quarter.
2. Communication issues
After three months of trial implementation of the assessment, we believe that the key issue in the assessment implementation process is the communication and interaction between the assessee and the employee. If If a department manager does not fully communicate with employees when helping them to formulate personal work goals, there is no guidance and assistance in the process, and the final assessment result does not put forward work improvement points based on full communication with employees, then the final assessment result will definitely If it is invalid, it will not play a role in performance improvement. Judging from the trial implementation of this assessment, the failure of some assessment data is due to this problem. The communication and interaction between the assessee and the employee are the specific aspects of our assessment. The key question is whether the assessment results are valid.
3. Understanding the problem
Based on the experience of previous assessment trials, some employees are not fully aware of it. They think that this assessment will be just a formality like in the past, so Not enough attention is paid to it ideologically. In addition, during the implementation of the assessment, it is believed that assessment is nothing more than defeating employees, causing trouble for them, or just going through the motions, adding a lot of unnecessary trouble to their work, etc. These negative misunderstandings cause employees to have misunderstandings during operations. Obvious feelings of resistance and rejection.
4. Promotion issues
Before assessment becomes a habit, assessment promotion is still a very important issue. In addition to the strong promotion of the human resources department, the promotion of assessment also requires the middle and senior management to Strong promotion from leaders is a key issue. This time, there are only a few pilot departments for the functional department assessment, so the promotion issue is not very obvious. However, if it is fully promoted throughout the company, the promotion issue will be the key to the success or failure of the entire assessment system.
In response to the above problems, the main solutions for the Human Resources Department in the next step are as follows:
1. Explore and improve, and continuously optimize the assessment system in practice;
2. Through guidance and training, gradually introduce the assessment concept and gradually form assessment habits;
For example: the recent
3. Strengthen communication:
The Human Resources Department strengthens communication and guidance with the pilot department, and guides the communication between department managers and employees through forms or other methods. Assess communication and interaction.
4. Strong promotion:
The Human Resources Department takes the lead and implements strong promotion from top to bottom. The key is the intensity of promotion by middle and senior leaders, so the focus of the Human Resources Department is : Strengthen the promotion of performance appraisal system to middle and senior managers.
5. Linking to performance
Only by linking to performance can we fully attract the attention of employees and fully expose some problems that could not be exposed before, and then adjust the assessment system to achieve continuous improvement. Optimized results. Only in the end can the assessment system truly achieve the role of motivating employees to continuously improve their performance.
3. The next step of the assessment work objectives and work ideas
Work objectives: Establish and fully implement an effective performance management system that is in line with the company’s actual conditions. Work ideas:
The results of the functional department’s assessment trial proved that the system is effective and can realize the company’s development towards target-based management (May-July).
In September, the Human Resources Department will begin a comprehensive and objective evaluation of the performance appraisal system and propose specific measures for implementation in the logistics system. At the same time, preliminary training and guidance work will begin.
From October to December (three months is an assessment cycle), the performance assessment results of employees in the three departments of administration, human resources, and finance will be linked to their salaries. The Human Resources Department will issue interim regulations for specific operations. The logistics department will gradually link performance with remuneration (guaranteed to be achieved early next year).
In the next year and the previous year, the relatively mature assessment system that is already running in the company will be promoted throughout the company, and finally a practical, effective performance management system that supports the company's overall strategy will be implemented in the company. ;