Chapter 1: Performance summary and planned performance appraisal are one of the core work contents in human resources, and they are also the most changeable and technical work contents. To a certain extent, performance appraisal first plays the role of a ruler. Through effective performance appraisal means, we can correctly reflect the advantages and disadvantages of the assessed, thus guiding the formulation of reasonable employee work and ability evaluation. Secondly, a good performance appraisal system, the most important thing is to play a good guiding role, through the sequential guidance of performance appraisal settings, to achieve the optimization and ability improvement of departments and individuals. But from an objective point of view, if the performance appraisal method is not used properly, it will inevitably become a double-edged sword. How to adaptively carry out performance appraisal and establish a performance appraisal system that meets the needs of the company and adapts to the development characteristics of the company is not only the main point of the performance appraisal management department, but also the focus of the work development and department construction of each department. As a management method of process management and result feedback, performance appraisal should be given due attention.
Reviewing the performance appraisal work of the company's managers since last year, the summary is as follows:
1. In terms of performance appraisal management tools, the main body continues to use KPI performance appraisal method, but appropriately integrates the performance appraisal method based on MBO. At the same time, pay attention to the actual situation of the company and build a monthly performance appraisal system for managers.
2. Based on the original monthly performance appraisal template for managers, the contents of monthly performance appraisal for managers are divided into fixed items and non-fixed items. Monthly projects tend to follow up the assessment of daily management affairs, solidify daily management through monthly project assessment, and guide and pay attention to the arrangement and configuration of daily work of departments. Monthly irregular projects tend to follow up the assessment of important tasks, strengthen implementation through monthly irregular project assessment, and guide the distribution and transfer of work energy and focus.
3. On the basis of the quantitative assessment of the original monthly performance assessment template for managers, the qualitative evaluation of "general manager satisfaction" is added, emphasizing the work interaction between managers and general managers.
4. Improve the formulation of performance appraisal management system, strengthen institutionalized construction, and stipulate the annual performance appraisal system. Try to conduct a preliminary performance appraisal system architecture and construction.
First, the current performance appraisal problems
The 1. evaluation system is now in its infancy, and the evaluation objectives have not been refined. While distinguishing efficient employees from inefficient employees, it can not better guide the improvement work;
2. The performance appraisal cycle is monthly and the performance appraisal cycle is annual. So the evaluation period is too long;
3. The salary plan and personal performance appraisal plan are not well combined, so it is necessary to establish a short-term feedback and personal performance-oriented salary plan;
4. The definition and implementation of job description are still missing, and the personal work goals and company goals of the assessed cannot be clearly linked and established.
Second, managers should pay attention to problems in performance appraisal and evaluation
1. It is necessary to appropriately change the way of thinking, attach importance to management from the consciousness level, treat performance appraisal with management thinking, put an end to the superficial idea that "assessment is just a problem for me" and realize the change of self-positioning of managers from "average" to "handsome";
2. The execution needs to be improved qualitatively, and the concept of time needs to be further strengthened;
3. "Individualism, egoism and selfish departmentalism" should not appear or increase;
4. The purpose of performance appraisal is to improve or promote the work, appraisal is the means, appraisal report is the tool, and bonus linkage is the incentive means. This concept cannot be biased.
Three, the examiner should pay attention to the problems in performance appraisal and evaluation.
1, to avoid the tendency of being too wide or too strict, we should proceed from objective reality and take objective evaluation as the basic standard;
2. Avoid leaning towards the middle. The evaluation results should be fair and divided into good and bad. Make an objective record through a comprehensive understanding of the work of the appraised party;
3, avoid subjective assumptions and rely on the first impression or subjective impression for performance appraisal and evaluation;
4. The communication after the performance appraisal should be in place in time. The purpose of the follow-up communication of the performance appraisal should be to explain the situation, find the crux of the problem and improve the work performance, rather than arguing for the judgment of the score.
Four, the key to the effective implementation of performance appraisal and evaluation
1. Concept: A correct understanding of appraisal is the most critical factor affecting the performance appraisal effect, and the correct concept is the first thing that appraisers and examinees need to establish;
2. Attitude: The attitude of the assessed party to the performance appraisal is the key issue to be solved in the performance appraisal publicity work. If the assessed party thinks that performance appraisal is just a gesture, or has bad feelings about performance appraisal, then performance appraisal will lose its meaning;
3. Setting of performance appraisal and evaluation methods: It should be related to the company's development strategy, have good performance targets and indicators, and be revised and adjusted in time. This is the key content that the performance appraisal method needs to be improved.
The above three keys can be expressed by an identity: effective performance evaluation = idea × attitude × setting of performance evaluation method. Among them, the concept is the most important, which determines the direction of performance appraisal and evaluation. If the concept is negative, the result is also negative. The setting of attitude and method determines the effectiveness of performance appraisal. If one item is zero, the result will be zero.
Five, two misunderstandings about performance appraisal and evaluation
1, uselessness
It is considered that performance appraisal is not practical, and the cost of performance appraisal is greater than the income.
The role of performance appraisal is mainly reflected in:
1. 1 The leading role of performance appraisal and evaluation
Performance appraisal is one of the basic tasks of human resource management, which provides a basis for salary distribution, staffing and adjustment, staff development and training.
1.2 Implicit function of performance appraisal and evaluation
(1) Save management costs. Performance appraisal can make the assessed party clear about their work goals, the way to achieve the established goals and the degree of completion. It avoids the process that managers repeatedly describe the work content and stipulate the working period to the assessed party, and reduces the management cost.
② Improve effective communication within the company. The core of performance appraisal is communication. Through continuous communication, create a good, developed and positive atmosphere. When the assessed party correctly realizes the substantive significance of performance appraisal, the relationship between the assessed party and the assessed party will be more friendly and the communication within the company will be smoother.
(3) It is beneficial to employees' self-development. Through performance appraisal and evaluation, the assessed party has made clear the work objectives, understood the possible remuneration after reaching the objectives, and maintained the mechanism of continuous communication with the assessed party, all of which are helpful for employees to constantly examine themselves and learn new knowledge and skills for better development.
2. Collision theory
Performance appraisal and evaluation are endogenous within the organization, and there is no ready-made model or template to apply. The understanding of performance appraisal and evaluation and the accumulation of experience in performance appraisal and evaluation all need a process. Secondly, in the setting of performance appraisal, it also needs a process to gradually realize the effectiveness of performance appraisal.
The development of performance appraisal and evaluation has three stages:
The first stage is the initial stage of performance appraisal;
The second stage is the improvement and initial effect of performance appraisal; The third stage is the effective stage of performance appraisal. We are now in the initial stage of gradual exploration and experience accumulation.
In the initial stage of performance appraisal, the development of performance appraisal will inevitably encounter a series of problems. At this time, you should avoid the idea of quick success and instant benefit, and know that persistence and perseverance are the key to performance management. Only by unifying thoughts, changing attitudes, continuous improvement, step by step and steady progress can the effectiveness and scientificity of performance appraisal be realized.
Part II: Summary and Plan of Performance Work Part I: Summary of key work contents in the first half of 20xx.
1, daily salary accounting, related expense budget and data summary;
Earnestly perform their duties, strictly abide by the confidentiality system, and complete the accounting, distribution and data summary of monthly salary with good quality and quantity;
Remarks:
20xx1-May, a total of 4022 people were paid, and the amount (payable) was 8738560 yuan;
2. Changes in employee social security and commercial insurance payment;
3. Promote performance appraisal;
In March of 20xx, the performance appraisal scheme of positive motivation was formally tried out; March-June is the key first three months, during which this work has made a great breakthrough, and the leaders and employees of various departments have a clear understanding of performance appraisal ideologically; And can practice seriously; However, there are still many areas that need continuous improvement in this work, which require the active cooperation and cooperation of leaders and employing departments;
4. Complete the temporary arrangement of the leader; Assist the work of other modules;
(1) social security and salary expenditure budget;
(2) the increase, transfer and decrease of social security;
(3) Handling matters such as "increase, decrease and claim settlement" of commercial insurance;
(4) Assist each position in the department to complete the monthly performance appraisal;
(5) Assist sales and production factories in daily employee relationship management;
Part II: Main problems and countermeasures in the first half of 20xx.
1. Problems and Countermeasures in Salary Management
(1) The salary system design lacks scientific standardization.
The salary standard of employees is usually decided by business leaders at will, or when negotiating with candidates. It is difficult to keep the consistency of salary before and after, and the arbitrariness is great, which leads to confusion and nonstandard salary standards for employees in enterprises. This nonstandard and unscientific salary system makes salary not only uncompetitive and stimulating, but also leads to abnormal employee turnover, making it difficult to recruit and retain people.
Countermeasures: formulate salary management system in line with the development of enterprises
Enterprises should conduct salary survey when formulating salary system, so that salary can fully reflect internal consistency, external competitiveness, incentive and enterprise feasibility on the basis of conforming to enterprise reality, enterprise strategy and core competitiveness, and improve employees' job satisfaction.
(2) Employee compensation is decoupled from performance.
At present, the pilot performance appraisal system accounts for a small proportion of wages, and the gap between employees' performance wages is very small, which can not effectively reflect the degree of employees' efforts and contributions. Some employees even think that more work is the same as less work, which greatly discourages the enthusiasm of employees; The lack of quantitative standards in performance appraisal makes it impossible for performance results to be objectively and fairly fed back to salary distribution; The unscientific and unfair performance appraisal makes it impossible to accurately measure employees' work contribution, and the salary naturally cannot be linked with employees' performance; The correlation between salary and performance is insufficient, and the salary fails to convey the company's goals in time, which can't stimulate employees' enthusiasm, reduce work efficiency and weaken the incentive effect of salary, which leads to the increase of employees' dissatisfaction;
Countermeasures: establish a scientific and fair performance appraisal system to ensure that salary is linked to performance.
Making a fair and reasonable performance evaluation system is an important prerequisite to realize the linkage between salary and performance. Fair and just performance appraisal can make employees believe that their salary is related to their efforts, so as to really mobilize the enthusiasm of employees and give full play to the incentive role of salary, which is beneficial to both the career development of employees and the economic development of enterprises.
(3) employees' salary promotion channels are not smooth.
In a sense, salary is all kinds of rewards made by enterprises to employees, including employees' attitudes, behaviors and performance. Employees make great contributions, and the return of enterprises to employees should be increased accordingly, so as to stimulate the enthusiasm of employees; But in many cases, salary adjustment is limited to the change of position. This unscientific salary adjustment mechanism has greatly dampened the employees who have worked in the company for many years and made many contributions, but their positions have never changed. Therefore, the company does not have a standardized salary promotion mechanism, the salary promotion channels are not smooth, and employees do not know their own salary growth probability, which can neither effectively motivate employees nor benefit personal career planning;
Countermeasures: Establish broadband salary structure and improve the salary promotion mechanism of employees.
The establishment of broadband salary structure is conducive to guiding employees to shift their attention from position promotion or salary promotion to personal development and ability improvement. In this salary system design, most or all of employees' careers may only be in the same salary broadband, and their flow in the enterprise is horizontal. With the improvement of their ability, they will undertake.
Take on new responsibilities, as long as you constantly improve your performance in your original position, you will get higher wages. Even if you don't get promoted, you still have a chance to get a higher salary. Broadband salary structure not only improves the salary promotion mechanism of enterprises, promotes the career development of employees, but also trains a variety of compound talents for enterprises;
(4) The welfare measures are not perfect and the incentive effect is not good.
Salary includes monetary and non-monetary. Non-monetary welfare salary is a concern for employees and a spiritual incentive for employees. Lack of these welfare measures will increase employees' job insecurity, lose their previous work enthusiasm in the enterprise for a long time, and reduce employees' satisfaction with the enterprise. Many employees will choose to resign and even cause tension in labor relations.
Countermeasures: Improve the salary and welfare system to attract and retain outstanding talents.
In order to attract and retain talents, enterprises should not only provide employees with competitive salaries in the market, but also provide generous benefits. To improve the salary and welfare system of enterprises, enterprises can consider the following points: purchasing social insurance and providing various subsidies; Improve the paid vacation system, provide various learning and training opportunities, organize tourism, etc.
2. Problems and countermeasures in performance appraisal:
(1) Lack of understanding of performance management
Complete performance management includes performance planning, performance evaluation, performance analysis, performance communication, performance improvement and other management activities. In the process of performance management, we should not only emphasize the realization of performance results, but also emphasize the process of realizing results through planning, analysis, evaluation and feedback. Performance management involves not only the personal performance of employees, but also the planning, evaluation, analysis and improvement of organizational performance. At present, our company lacks a complete performance management system and still stays in the performance appraisal stage;
Countermeasures: organize leaders and employees of all departments to participate in relevant training regularly, and the human resources department regularly feedback and communicate the results of performance appraisal to ensure that employees correctly understand the role and significance of performance appraisal from the consciousness level;
(2) Poor communication and untimely feedback.
To do a good job in performance management, we must have a good communication and feedback mechanism, so that employees can fully understand the objectives, functions and achievements of enterprise performance management. At present, the communication and feedback mechanism in the company's performance management process is not perfect, employees don't know their own shortcomings and the direction of future efforts, and performance appraisal can't achieve the purpose of improving management performance, which further hinders the guidance and encouragement of performance appraisal to employees;
Countermeasures: create a good atmosphere of equal communication, do a good job in performance interview, and establish and improve the performance feedback mechanism.
(3) Performance management is out of line with strategic objectives.
The performance objectives of each department of the company are not decomposed from the strategy of the enterprise, but are put forward according to their respective work contents, that is, bottom-up declaration, rather than top-down decomposition. In this way, performance management is out of touch with strategic goals, and it is difficult to guide all employees to work hard towards organizational goals.
Countermeasures: establish a top-down performance evaluation mechanism, all evaluation indicators come from the further decomposition of enterprise strategic objectives, and ensure the high consistency between departmental objectives and enterprise strategic objectives;
(4) The setting of performance indicators is unscientific
Many department leaders set assessment indicators and standards not from the aspects of employees' morality, ability and diligence, but according to their own.
Subjective judgment, determine the evaluation index and its weight at will; After the assessment indicators are set, there is no feedback and communication with employees, which is inconsistent, which also leads to employees' dissatisfaction with performance appraisal;
Countermeasures: the setting of assessment indicators must conform to the smart principle;
1, s: (concrete)-clear and specific, with clear indicators.
Clear, clear, so that examiners and candidates can accurately understand the goal;
2, m: (measurable)-quantifiable; Clear figures can be used for assessment to prevent the randomness of assessment;
3. A: (Achievable)-Achievable. Goals and assessment indicators must be achieved through hard work, neither too high nor too low; The target value of indicators should be set according to personal situation, post situation and past history;
4, r: (correlation)-practical, realistic, not hypothetical. The definition of reality is having existing resources, which is objective and true;
5.t: (limited time)-limited time. Goals and indicators must have a time limit and be completed within the specified time. We'll see the result then;
(5) The performance appraisal is subjective and one-sided.
The perfect performance appraisal system aims to judge the potential development ability of employees through the evaluation of their work in the past period, and serve as the basis for rewarding and punishing employees. However, in practice, the correctness of performance appraisal is often influenced by human factors, such as: lunar halo deviation, self-similarity effect, convergence effect, recency effect and so on. The defects of the performance appraisal system mostly come from the subjectivity and one-sidedness of the appraisal, and the result will inevitably affect the credibility and effectiveness of the performance appraisal.
Countermeasures: The assessment criteria should follow three quantitative principles: superior expectations, historical data and peer data. Superior expectation means that if your superior expects you to complete 100%, you should complete 100%. Historical data means that under normal circumstances, the standards set this month can not be lower than last month, at least the same as last month. Peer data sets its own standards according to peer standards; Adjectives do not make quantitative assessment criteria; For example, "timely communication" and "try to" often appear; Must be quantified, such as ordinary documents delivered in 8 hours, urgent documents delivered in 3 hours, so as to assess; Assessment indicators should be quantified as much as possible, and progress assessment can be used if they cannot be quantified;
3. Problems and countermeasures of social security and commercial insurance
(1) The coverage rate of social security payment is low, and the employment risk is high.
At present, the participation rate of functional departments is 39%, the sales system does not exceed 25%, and the production system does not exceed 20%. The overall participation rate is low and the employment risk is high. On the other hand, the proportion of whether to pay social security in labor dispute cases is also increasing;
Countermeasures: If the company's budget allows, buy insurance for employees in combination with the actual situation of the company, and adopt the model of social security+commercial insurance to realize full participation;
(2) The new insurance system is not clear, and the examination and approval procedures are not standardized.
Every year, the conditions for new employees to participate in insurance are not clear, the time is not fixed, and the approval process is not clear, which increases the difficulty of social security management; Every year, the conditions for new employees to participate in insurance are not clear, which is also one of the important reasons for many old employees to leave;
Countermeasures: formulate clear new social security conditions and standardized processes, and all departments strictly abide by them;
(3) Commercial insurance cannot completely replace the role of social insurance.
At present, the sales system of our company has achieved the goal of full participation in insurance, but the items included in commercial insurance do not involve employees' daily disease treatment, unemployment protection and reimbursement of maternity expenses. Commercial insurance is a short-term guarantee item, so it is commercial.
Insurance cannot completely replace social insurance;
Countermeasures: for the sales system personnel, considering the particularity of their jobs, all purchase social insurance;
Part III: Key Work Plan for the Second Half of 20xx
1. Continuously improve the salary system and establish a scientific, reasonable and effective salary scheme suitable for the development of this enterprise;
(1) Conduct salary level survey in the same industry and region;
(2) Put forward reasonable suggestions according to the actual situation of the company;
(3) Communicate with employees regularly, collect effective salary information and form a written report;
(4) In the month of 65438+February, based on the breakthrough of performance appraisal, I hope to put forward constructive suggestions on the current salary system;
2. Optimize the performance appraisal scheme and process to form a good performance appraisal feedback system;
(1) June-September is the focus of this position, and repeated communication and feedback with the leaders of various departments will make the performance appraisal play a positive role in promoting the realization of the goals of enterprises and departments;
(2) gradually participate in the performance appraisal of the production system;
(3) After more than half a year's performance appraisal from March to September, establish a performance appraisal scheme suitable for enterprises;
3. Standardize the process of social insurance participation and transfer;
(1) In July and August, the social security and commercial insurance processes will be sorted out, and this * * * work plan will be done together with Fashion in the second half of the year;
(2) In July, we need the support of leaders, formulate a clear new social security system and approval process, and require all departments to strictly abide by it during the declaration process;
4. Strengthen the study of professional knowledge and relevant laws and regulations;
(1) Strengthen the study of their own professional knowledge, especially in performance management and salary management, and make a breakthrough in performance appraisal in the second half of the year;
(2) Always pay attention to relevant national laws and regulations, especially social insurance, labor law, labor contract law and other relevant policies and regulations;
(3) I hope to have the opportunity to participate in some professional training, such as salary management, performance management, labor risk prevention and other courses, in order to improve my professional level;
(4) Sharing learning meetings are held regularly within the department to continuously improve the overall ability of the team and let everyone make progress together;
Chapter III: Summary and Plan of Performance Work In 20xx years, the performance appraisal work was closely focused on the goal of "transforming simple performance appraisal into performance management, emphasizing performance management and performance improvement" proposed by the branch company. Under the direct leadership of the central party and government team, combined with the production tasks and management objectives of the central government, the performance appraisal work was successfully completed. The performance appraisal of this center for 20xx years is reported as follows:
First, the development of performance appraisal in 20xx
1, department performance appraisal
At the beginning of 20xx, according to the requirements of the organization's personnel department and the branch center, after summarizing the problems and deficiencies in the performance appraisal in 20xx, the department's performance appraisal methods and target responsibility books were revised and improved. The new method fully combines the characteristics of various departments' job responsibilities, and is more comprehensive, detailed, operable and practical. In the new method, there are five special assessment groups under the assessment office, which are mainly responsible for revising the responsibility book and assessment standard table and conducting special assessments on various departments, branches and sub-branches; Six letters of responsibility were simplified to five, the signing subjects of two letters of responsibility were adjusted, and the work of branches was strengthened; The assessment procedure was changed from the original comprehensive assessment of the assessment group to the special assessment of five special assessment groups, and the assessment results were summarized by the assessment office, making the assessment more professional and reasonable. The new method strengthens the organization and leadership of performance appraisal, so that the central assessment leading group, assessment office and special assessment team can fully play their roles; Further refine the special assessment standards, promote all departments to better improve the basic work, improve the standards, and improve the system execution.
The departmental assessment is based on the signed letter of responsibility and is conducted by a professional assessment team. The members of the assessment team follow the principle of fairness and justice, and implement "strict assessment, result appeal, summary report, leadership approval and announcement".
Fruit "five-step process, the average score of the four quarterly assessments at the end of the year is taken as the annual assessment result. And the assessment results are linked to personal income, and strict assessment and hard cash are implemented, which plays the role of promoting the implementation of work through assessment and stimulating work enthusiasm through assessment. In the process of assessment, the person in charge of assessment and the personnel participating in the assessment can treat the assessment with due diligence, adhere to the principle and grade in strict accordance with the assessment rules, thus ensuring the accuracy and authenticity of the assessment results. The performance appraisal office earnestly performed its duties, organized the assessment in a timely manner every quarter, accurately collected and saved all kinds of original assessment materials, and successfully completed the mission entrusted by the performance appraisal leading group.
2, employee performance appraisal work
In terms of employee assessment, we are divided into middle-level management cadre assessment and employee assessment. The assessment of middle-level cadres is divided into two parts: 70% is linked to the departmental assessment, and 30% is graded by the central leadership at the end of the year. The grading content mainly involves five aspects: morality, ability, diligence, achievement and honesty. Staff assessment is divided into managers and skilled operators. Every quarter, the department heads score from eleven aspects, such as target completion/working methods, working efficiency, working ability, working attitude, working saturation, self-motivation/safety and environmental awareness, development potential, compliance with rules and discipline, work coordination, responsibility and spiritual civilization. At the end of the year, the average score of the four quarterly assessments is taken as the annual assessment result.
In order to ensure the comprehensiveness, objectivity and accuracy of performance evaluation, we require the heads of all departments to strengthen the supervision and management of employees' work process, and record key events (main advantages and disadvantages) in the evaluation criteria. Through records, we can better find problems, guide improvement, find small progress of employees in time, and give recognition, thus fully mobilizing the enthusiasm of employees.
3, publicity assessment results
After the assessment, the center will publish the assessment results in the factory affairs public column in time, and issue rectification notices to all departments, so that all departments and employees can realize their main achievements and shortcomings during the assessment period. Monthly cash in advance, year-end cash in total, improve the enthusiasm and subjective initiative of cadres and workers, focusing on posts.
The contribution of labor and performance, the income of employees is linked to their job responsibilities, technical level and labor performance, which completely breaks many disadvantages such as seniority, good or bad, egalitarianism and so on, so that performance pay can really motivate employees, thus improving and improving work efficiency.
Generally speaking, the performance appraisal of the center in 20xx years has achieved satisfactory results. Performance appraisal fully embodies the attention of leaders, full participation and hard work. Taking the performance appraisal as an opportunity, the system was further improved, the post responsibilities were clarified, the working relationship was straightened out, the irregularities in the work were improved, and the daily management level of the center was improved. At the same time, the assessment has further enhanced employees' sense of responsibility and stimulated their enthusiasm for work. The results of performance appraisal also provide a basis for evaluating the performance of various departments and employees in 20xx.
Second, the main problems existing in the evaluation process and corrective measures
1. Some appraisal indicators in the performance appraisal of the department are not detailed enough and are not fully integrated with the production and operation objectives and tasks. Rectification measures: The Central Assessment Office will organize a professional assessment team to revise the assessment indicators in five assessment forms at the end of 20xx, and organize various departments to conduct assessments.
2. Some members of the assessment team are not professional enough, and the assessment standards need to be further studied and implemented. Rectification measures: train the members of the assessment teams of various disciplines and adjust some personnel according to the actual work and the nature of the work.
3. In terms of employee performance appraisal, during the internal control inspection in the second quarter, the branch was pointed out that "personal ethical behavior" was not explicitly included in the annual employee appraisal; The index of "professional ethics" in personal performance appraisal is not detailed enough. Rectification measures: when organizing the annual assessment of employees at the end of 20xx, the content of "personal moral behavior" will be included in the comprehensive assessment form for middle-level cadres and employees; Organize all departments to refine the assessment indicators in the Employee Performance Appraisal Form according to the post characteristics, and refine the "professional ethics" into various indicators, and implement a new assessment form in 20xx.
4. Employees' understanding of performance appraisal needs to be further improved. Rectification measures: in 20xx years, the center staff were trained in various forms to improve their awareness.
In 20xx, the performance evaluation team of the center will have a deep understanding of the production and operation contents of the unit, fully combine the production and operation objectives and tasks, and constantly improve the evaluation system for departments and employees. Starting from the interests of the center and employees, we should further revise the performance appraisal system and quantitative standards for post work, conscientiously do a good job in the performance appraisal of employees and middle-level cadres, collect employees' suggestions and opinions in time, communicate with each other, and do a good job in explanation and coordination, so as to make the performance management of the center go to a higher level.
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