Heyi believes: First, performance appraisal is closely related to the nature of the unit, and there are great differences in the content and methods of assessment between different units. For example, the performance appraisals we introduce to development zones, streets, state-owned enterprises, private enterprises and different industries are very different. If you need to learn from information from similar external units, it is recommended to collect information from units of similar nature and in similar industries or the same industry.

Second, further communicate with the unit leaders, especially the main leaders, to confirm the purpose of the assessment. The "improving work efficiency" you mentioned is a bit general, and the performance appraisal will naturally be different for different assessment purposes. For example: some units are just for allocating bonuses or wages, and it is enough to divide the levels into proportions through work reports; some units are for the purpose of implementing strategic goals, annual business goals and important staged work and projects, so KPIs or OKRs are introduced. It will inevitably become the first choice, but such a systematic approach has high requirements on the management foundation of the unit, the capabilities of the middle and senior management and the competent departments, and requires a lot of management energy. There are many matters that need to be balanced during the assessment process.

Third, the scope of application and presentation method of assessment results need to be clarified. There are generally two ways to present assessment results. One is to directly calculate or set assessment coefficients based on assessment results to cash out salary and bonus payments. The comprehensive assessment is also graded through forced distribution; the other is to apply regardless of the results. All are graded according to forced distribution. This also has a great impact on the content and methods of assessment.

Fourth, does the review unit have the assessment basis? 1. Whether there are clear department functions and job responsibilities. 2. Whether there are clear business management goals, and whether phased tasks and projects have progress and quality requirements. 3. Whether the competent department and middle and senior managers have the knowledge and skills of performance management. If not, experts can be invited to the unit to implement training on concepts and skills. 4. Will the competent departments encounter various internal contradictions and conflicts in the implementation? This is more serious in development zones, towns, public institutions, and state-owned enterprises. These units generally tend to find third parties for implementation, and even quarterly and annual assessments are outsourced. to third parties.