First, the improvement of departmental performance appraisal system
1, design of department assessment system
A. Establishment of quantitative index system for departmental performance appraisal-Determining departmental key performance indicators is an important basic work, which is related to all aspects of enterprise management and requires the active cooperation and participation of all levels and departments. In the process of formulating key performance indicators, the general manager's office and human resources department of the enterprise play the role of organization, coordination and training. The steps of formulating key performance indicators can be divided into: listing indicators, screening indicators, setting weights, and modifying and confirming.
B. Establishment of qualitative indicator system for departmental performance appraisal —— The qualitative indicators of 360-degree performance appraisal method are mainly extracted through investigation and interviews with leaders in charge, various functional departments and subordinate branches, to understand the key points and typical work behaviors that play an important role in the workflow between the assessed department and the appraiser, and to conduct qualitative assessment on some important but quantifiable indicators such as work attitude, work efficiency and work support.
C. Source of key performance appraisal indicators of departments Now more and more enterprises attach importance to performance appraisal, especially quantitative appraisal is considered as a relatively fair and reasonable employee performance appraisal method. In practice, it is found that the performance appraisal of business departments is easy to quantify, such as sales volume, profit, output, customer development and other quantifiable indicators. But for functional departments, it is more difficult to determine objective and quantitative performance appraisal indicators.
An evaluation index generally comes from three sources: company-level objectives, job responsibilities or departmental responsibilities, and the needs and expectations of superiors and customers. (1) Company-level objectives are formed according to the development strategy and business priorities of the enterprise. After the company-level goal is determined, it needs to be decomposed into various departments, with business departments as business indicators and functional departments as work plans. Then, the department indicators are divided into posts. Each post also has clear assessment indicators. Through the assessment of departmental indicators and plan achievement rate, personal goals and departmental goals are closely linked to the company's strategic goals. For example, a company's annual work target is 5 million yuan in new product sales revenue, so for the production department and the sales department, the target is 5 million yuan in output value and 5 million yuan in sales revenue respectively. This is a relatively clear assessment standard. But for departments, the decomposition of company goals is a process that needs to be transformed.
Companies use the hoshin plan as their goal decomposition tool. Hoshin plan is a set of strategic planning and implementation table, which is connected with the upper and lower levels, so that the target "baton" can be handed over to different people. Xiao Jiang, the manager of human resources department, takes his goal decomposition as an example. Last year, his goal was to unify the performance appraisal of the group, and the key appraisal indicator KPI of this goal was that the coverage rate of the whole group's performance appraisal reached 100%. To this end, Xiao Jiang, the manager of human resources department, took his goal decomposition in the first half of the year as an example, and the satisfaction of the pilot effect reached 80%; Before the third quarter, the Group achieved its goal in the second half of the year. Xiao Li is Xiao Jiang's performance director, and Xiao Li took over the "baton". His goal is to achieve 65,438+000% group performance management coverage, which accounts for 20% of his year-end performance appraisal. To this end, one of his strategies is to publicize performance management. Through performance report and training, employees can have a deeper understanding of performance management. Among them, his kpi key indicators are: timely release of performance management reports, and his duty is to release five performance management reports. The completion of this work accounts for 65,438+00% of his performance appraisal weight. Xiao Jiang said: "The goals of each level are decomposed at different levels, from corporate strategy to top management goals to middle management strategy. When it comes to the tasks and work of employees, the baton is passed from high execution to low transmission and passed to the nerve endings of enterprises-employees. " For the goal that is difficult to decompose, if it is a non-quantitative goal, it can be transformed into a strategy, and by doing something specific, from contribution to the realization of this goal. These things can be measured, and then KPI can be formulated.
At the same time, it is considered that "strategic planning and implementation table is a tool of decomposition, and besides tools, the most important thing is people's understanding." Therefore, in the process of goal decomposition, superiors and subordinates must participate and communicate, rather than simply sending tasks. Therefore, managers must master the ability and skills of goal decomposition. "
The manager of a department said, "The goal decomposition discussion is generally carried out step by step. First of all, thank employees for their participation and summarize the importance of goal discussion; Then, introduce to employees what our department wants to achieve and how important it is for employees to participate in these departments; After that, be sure to ask employees what they think of these goals and what they think; Then, managers should introduce their ideas about the goal from the perspective of their own grasp; There may be some differences between them. Managers and employees should discuss their differences and finally reach an agreement. After completing the most critical goal unification steps, they should determine the tasks and actions to be taken to achieve these goals. After determining the tasks and actions, they should be filled in the form and signed by the employees. This completes the goal decomposition discussion process. Finally, managers should express their confidence in employees to complete their tasks. "
(2) Job responsibilities or departmental responsibilities
The second source of assessment criteria is job responsibilities or departmental responsibilities. Job responsibilities or departmental responsibilities can answer the following questions: Why did the company set up this department and this position? What functions and powers should this department or post exercise? What can this department or position do to help the company achieve its annual goals?
The responsibilities of a department or post are obtained through job analysis. A department has to accomplish many tasks, which can be divided into three types: necessary, should and need. The setting of assessment indicators is to find out what must be done and what should be done, and to refine it. Processing into an indicator that can be evaluated. These tasks should cover more than 80% of the work of a department or post. The objectives of daily administrative management and business support of functional departments are usually not directly reflected in the company's business objectives, and their performance indicators are mainly reflected in post responsibilities. Let's take the Human Resources Department as an example to illustrate the setting of assessment indicators.
The evaluation index setting table of human resources department must be done.
We should do the right work.
If the results are not achieved, the company/department will lead to major setbacks. Work is a necessary condition to improve work performance.
The work result is conducive to improving work performance.
(Generally, it is not required to be set in appraisal indicators)
1, establish and improve the company's human resource management business process and management system and guide the implementation;
2. Prepare and design the company's human resources development plan and employee career development plan;
3. Recruit, select, hire and assign employees of the company;
4. Establish and organize the implementation of the company's employee performance management system, salary system and training system;
5. Handle personnel transfer, insurance and other personnel procedures, coordinate labor relations, and manage labor contracts and personnel files; 2. Training, guiding and resettling the employees who are waiting for jobs for re-employment; 3. Organize job analysis and job evaluation regularly; 1, save all kinds of personnel reports; 2. Hold regular business meetings every Monday; 3. Keep the office clean and tidy. 4. Investigate and track the human resource allocation of competitors.
According to the different types and development stages of enterprises, the division of three types of jobs and the setting of performance indicators will also change accordingly. For example, establishing and perfecting the company's human resource management business process and management system, and guiding its implementation, this is the work that enterprises must do at the initial stage, but after a certain stage of development, various management systems and business processes are gradually improved, which becomes a work that should be done or suitable for doing. In addition, if the management of the enterprise is weak in some aspects, or the enterprise leaders pay special attention to a certain job, this job may change from suitable to necessary (such as investigating and tracking the human resource allocation of competitors) or from necessary to necessary (such as organizing job analysis and job evaluation regularly).
Different positions have different responsibilities, and the company has adopted a multi-level and personalized assessment system for management and employees. The assessment system of senior managers adopts the balanced scorecard, which includes four dimensions: finance, customers and partners, organization and process, and growth ability, while middle-level and general employees are assessed through performance, behavior/attitude and ability. Management assessment is generally conducted once a year, and the higher the level, the longer the cycle. Generally, there are more than a dozen assessment dimensions. Around the balanced scorecard. For example, the financial dimension should be included in management, accounting for a large part of the assessment indicators. However, the heads of different functional departments pay attention to different dimensions. For example, the sales department may be dominated by finance, accounting for 40%, and the human resources department may only account for 30%. The final assessment results will be reflected in the scores, which will affect our bonuses and even our positions.
The assessment of middle management employees and general employees is divided into three parts: performance, behavior/attitude and ability. Among them, employee behavior and ability indicators are different from business indicators, the former is qualitative and the latter is quantitative. Limited company has 8 qualitative indicators, including 3 behavior/attitude indicators and 5 ability indicators. The whole company is unified. The grading grades of qualitative indicators are determined by "line-oriented grade evaluation method", that is, the specific behavior grades and evaluation standards of each grade are defined through the behavior-oriented grade evaluation table. For example, evaluating employees' customer-oriented thinking, 0 ~ 2 points means "lack of desire and attitude to meet customer needs"; The independence of personal life is poor, and thinking about problems always starts from personal interests; Speaking or doing things may often show impatience or impatience and lack enthusiasm. "4 ~ 5 points" means "understanding the potential needs of customers and providing suggestions for the development of customer interests. It is a professional habit and behavior to develop customers and provide services with the value orientation of demanding oneself. "
However, managers think that an employee's customer-oriented thinking is 0 ~ 2 points, not 4 ~ 5 points, so it can't be completely subjective. The so-called critical event recording is the solution. The so-called critical incident method is to record the "key" facts of employees about the success or failure of their work in writing through observation as the basis for post-evaluation. For example, when scoring a qualitative indicator, employees give themselves 4 points and managers give 3 points. If employees are dissatisfied, it is a key event record. What have you done? What have you done well and what have you not done well? Employees naturally have nothing to say.
(3) the needs and expectations of superiors and customers
For a department, some jobs are urgent tasks temporarily assigned by the superior leaders, and many jobs are to provide services to customers inside and outside the company. For example, the general manager's office often receives temporary tasks from superior leaders to cooperate with company leaders to deal with some emergencies. They have to deal with all departments of the enterprise, and all departments and personnel providing services in the enterprise are internal customers; At the same time, it also shoulders the responsibility of receiving company guests and handling public relations with the government, media and peers. These external units and personnel are their external customers. Then, the needs and expectations of superior leaders, enterprises and external customers for the work of the general manager's office will become the source of assessment indicators.
D. Calculation of key assessment indicators of departments
According to the evaluation results of each department's contribution to the enterprise, the general manager's office determines the weight of each department (department weight) in the enterprise, and accordingly verifies the "department monthly assessment score", that is, "department monthly assessment score = company monthly assessment score × department weight".
E. Design principles of key assessment indicators of departments
(1) Assessment indicators should be quantified as much as possible, but not as detailed as possible. It is certainly good to be able to quantify all performance indicators, but it is unrealistic for functional departments. Taking advantage of the characteristics of more daily work in functional departments, the daily work is refined and streamlined, and transformed into a behavior index system to measure the performance of functional departments or posts. For example, for the post of administrative secretary, keeping daily official documents is an important duty in his work, but the effectiveness of keeping documents cannot be determined by the number of documents kept, and the daily document keeping work can be refined from the process.
Schematic diagram of administrative secretary document storage workflow
(2) The formulation of assessment indicators should follow the SMART principle, that is, assessment indicators should be specific, measurable, achievable, realistic and time-limited.
(3) Assessment indicators can comprehensively and objectively reflect the performance of the assessed object and should be operable. F. Key indicator of departmental performance appraisal (1) Work performance: refers to the completion of the monthly work plan formulated by the department according to the company's annual work outline and implementation rules, combined with the system and the recent overall work arrangement of the department. The production department mainly assesses its output, and the marketing center mainly assesses its sales volume. The financial department mainly evaluates the return on investment, capital turnover rate and cash flow, while the purchasing and warehousing department mainly evaluates the quantity of goods in and out of storage and the turnover rate of goods. Performance weight accounts for 80% of the department score. (2) The overall working ability of the department refers to the overall working skills of the department staff, and the working ability of the department head includes the following five aspects: monitoring ability (the ability and effect of auditing, supervising and guiding the work of the department in charge). Planning ability (judging, making decisions, planning ability to realize will, thinking and innovative work), problem-solving ability (coordinating with other departments, straightening out working relations, solving practical problems, influencing and persuading others' work ability), adaptability (adapting to changes in internal and external environment and handling emergencies), organizational leadership ability (leading, guiding and motivating subordinates' work ability, leading departments in charge and their employees to achieve and complete work goals and tasks) The work skills of department employees include four aspects: executive ability (the ability to timely and accurately implement the company's management rules and regulations and instructions from superiors), understanding ability (the ability to understand the work intention of superiors and the ability to draw inferences from others), and the ability to coordinate and solve problems (the ability to cooperate with other departments and employees of this department without wrangling, influencing and persuading others).
(3) Quality of products and services: the production department refers to whether the products produced meet the quality standards promulgated by the state and the proportion of the first-time qualified rate of the products; Marketing center refers to the efficiency and quality of service for the first-line offices in the market; Management department refers to the quality of services provided to production and operation departments. The performance weight accounts for 5% of the department score.
(4) Customer satisfaction: refers to the satisfaction of all relevant business units outside the company with the work of all relevant departments of the company and the mutual satisfaction of all departments within the company. The performance weight accounts for 5% of the department score.
(5) Work efficiency and cost-effectiveness ratio: refers to the actual efficiency of the department to complete the work, whether it can complete the planned tasks within the specified time, and whether the cost of completing the work is cost-effective. The performance weight accounts for 5% of the department score.
G. Evaluation of evaluation indicators
(1) Set appraisal standards and grades.
Goals without standards cannot be evaluated. After the establishment of the target system, it is necessary to formulate evaluation standards. Evaluation criteria refer to the level and degree of evaluation indicators. Standards can be qualitative, quantitative, or based on standards that best reflect the nature of goals recognized by superiors. Qualitative evaluation criteria are indicators that are difficult to quantify with numbers and can only be expressed in form, such as timeliness, feasibility, innovation and practicality. Operability, etc. It can also be the result of an action, such as completion, approval, passing, passing, etc. Quantitative evaluation standard refers to a physical unit or result, such as output, sales, profit, number of customer visits, compliance rate, error rate, return on investment, complaint rate and satisfaction. Usually, the completion of evaluation objectives can be evaluated from the aspects of quality, time, cost, customer or superior evaluation. Evaluation can only be implemented. The specific assessment grades are formulated according to the assessment standards, and are generally divided into (a) excellent, (b) good, (c) qualified, (d) poor and (e) incompetent. Different grade standards can be divided according to the specific situation of enterprises.
(2) Clear assessment basis
Compliance evaluation should be based on evidence, and "empty talk" is not enough. Generally, it should be in black and white, and it should be a regular written record, such as all kinds of financial data, statements, management accounts, related systems, plans, summaries, reports, suggestions, plans and other written materials.
(3) Set weights
The assessment scale of routine work, planned work and temporary work should be designed for the assessment of departments, and the monthly work focus should be reflected by adjusting the weight of all kinds of work. The setting of weights in the evaluation table is not fixed, but should be adjusted according to the situation of temporary work before the evaluation is implemented.
(4) forming a target management card
Target management card is an effective tool to supervise and check the realization of goals. It systematically summarizes the activities of each employee in the process of completing the goal into an assessment scale in a fixed form, making performance management more systematic, institutionalized and standardized. Generally, it includes main tasks/objectives, evaluation basis, evaluation standards, grades and weights. The following is the monthly target management of the company office director.
H. Problems needing attention in the setting of assessment indicators Generally speaking, to determine the assessment objectives, we must first clarify the work priorities of departments and posts; Secondly, take the plan of the department as the work target of the post to implement, determine the main person in charge, implement the work target of the department to the specific post, and finally reach an agreement with the employees on the set work target. The problem that must be paid attention to when setting performance appraisal indicators is to strengthen the full communication between superior supervisors and subordinate employees in the department. In the past, people always thought that setting assessment indicators was the job of human resources departments. In fact, human resource management, especially performance management, should first be the responsibility of managers at all levels. Specifically, the immediate superior should be responsible for the performance appraisal of subordinates. At the beginning, the upper and lower levels should discuss and sign the target task book and make a detailed work plan. In the process of implementation, plan and guide subordinates, record key events, and conduct performance appraisal and interview at the end of the period. Only when the department head and subordinate employees reach an agreement can employees agree with the work goals set by their superiors and strive to achieve them. Performance appraisal is a systematic process, which involves a series of work, such as job analysis, determination of department or post responsibilities, decomposition of enterprise strategic objectives, and employee income distribution. The setting of assessment indicators is the key to the success or failure of performance appraisal.
Second, the improvement of employee performance appraisal ideas
1 How to determine the individual performance appraisal indicators of enterprise employees is the basic element of performance appraisal, and making effective performance appraisal indicators is the guarantee of the success of performance appraisal, so it has become the central link of establishing performance appraisal system and the most concerned issue for enterprise managers.
Let me talk about how to determine the performance appraisal indicators of middle managers in the company.
(1) job analysis (post analysis): according to the purpose of assessment, study and analyze the work content, nature and conditions for completing these tasks of the assessed object, so as to understand the objectives that the assessed should achieve in this post and the working methods adopted, and initially determine the various elements of performance assessment.
(2) Workflow analysis: performance appraisal indicators must be grasped from the process. According to the role and responsibility of the assessed object in the process and the relationship with the upstream and downstream, the performance indicators for measuring the work are determined. In addition, if there are problems in the process, the process should be optimized or reorganized.
(3) Performance characteristics analysis: the performance characteristics of each index element can be marked with icons and graded according to the degree of assessment. For example, the above index elements can be evaluated according to the principle of five grades: no assessment, very need assessment, low need assessment and almost no assessment, and then selected according to different weights according to the principle of less but better.
(4) Theoretical verification: According to the basic principles and principles of performance appraisal, the designed performance appraisal factor indicators are verified to ensure that they can effectively reflect the performance characteristics of the assessed object and the requirements of the assessment purpose.
(5) Factor investigation, determining indicators: According to the above preliminary elements, various flexible methods can be used to conduct factor investigation and finally determine the performance appraisal index system. When conducting factor investigation and determining the index system, we often combine several methods to make the index system more accurate and perfect.
(6) Revision: In order to make the determined indicators more reasonable, it should be revised. There are two modifications. One is the revision before the assessment. Through expert investigation, the determined assessment indicators will be submitted to leaders, expert meetings and consultants for comments, and the performance assessment indicator system will be revised, supplemented and improved. The other is the modification after evaluation. Judging from the application effect of evaluation and evaluation results, the evaluation index system is ideal.
2. The index and weight design of employee's personal performance appraisal.
(1) Work plan formulation (10): In the current month, the work plan for the next month can be formulated according to the requirements of the company's annual work plan and implementation rules and the company's recent work arrangements, and the employees can be fully communicated to ensure that the employees understand and complete the work requirements on time; Accuracy of the plan.
(2) Completion degree of work plan (30 points): completion degree of work tasks item by item; And whether the completed work meets the actual requirements and whether the work diary is complete.
(3) Work saturation (10): whether the workload of the current month is full.
(4) Improvement of business ability (5 points): constantly master and improve business knowledge, so as to give subordinates a reasonable workload and distribution method; Familiar with their own working environment and customer needs; Be able to supervise and confirm the work completed by subordinates; Can reduce the mistakes of subordinates through correct guidance; Be able to innovate constantly and put forward new working ideas.
(5) Management ability (5 points): the ability to lead subordinates with clear discipline and system; Whether words and deeds can inspire others' morale; Whether the management style is simple and rude; Whether to fully understand the working ability and personality of subordinates, and not to judge the actual ability of employees by occasional right and wrong; Do you have the ability to cultivate talents, fully tap the potential of employees, and help employees to foster strengths and avoid weaknesses?
(6) Control ability (5 points): Patience when attacked by subordinates and criticized by superiors, self-control under work pressure and setbacks; Be able to guide, supervise and inspect the work of subordinates; Cost and expense control; The ability to control the overall situation; In the process of project implementation, be able to control the progress and quality of task completion.
(7) Planning and organizing ability (5 points): make good use of resources and be able to arrange work according to priorities and plans; Always ensure that the plan is coordinated with the overall goal; Organize and manage the project implementation process according to the project schedule requirements.
(8) Basic qualities (5 points): exemplary (being able to take the lead for employees at any time), friendly (being able to reach an understanding with employees, being able to blend in with employees, rather than being inaccessible and difficult to communicate), and foreseeing (being able to predict the outcome of things and being ahead of the times).
(9) Customer and employee satisfaction (5 points): able to quickly handle the requirements of customers inside and outside the company; Whether the rationalization suggestions for employees can be analyzed and improved in time.
(10) Team spirit (5 points): Willing to establish cooperative relations with others and open to different suggestions; Sincerely establish a working relationship with colleagues and maintain mutual assistance; Willing to exchange information with others and provide help to improve work efficiency; Actively resolve disputes; Participate in planning and implementing team goals.
( 165438+
3. Calculation of the weight of employee performance indicators
Each department of the company determines the weight (post weight) of each position in the department according to the evaluation results of the contribution of each position in the department, and accordingly verifies the "monthly performance score of each position", that is, "monthly performance score of each position = monthly performance score of the department × post weight".
After the performance appraisal indicators are determined, the next task is to clarify which indicators are more important and which indicators are less important, that is, to allocate weights. Usually this is a situation that managers don't pay attention to, and it is always determined by experience dependence. Anyway, the sum satisfies 100%. In fact, the design of assessment weight is related to the guidance of work behavior, and an indicator is over-valued or over-despised. It will bring bad consequences. Suppose a department has two indicators of "service quality" and "sales quota", whether it is 377373 or not, which has a great influence on employees. It can be said that weight design is the link between performance and actual performance.
There are "Delphi method, analytic hierarchy process, binomial coefficient weighting method, chain rating method" and so on Among them, Delphi method and analytic hierarchy process are more representative and successful.
Delphi method is to invite several experts to assign values anonymously, and get the average value after many arguments. Its advantage lies in its high persuasiveness and easy acceptance by employees. Its disadvantage lies in the high cost of hiring experts, and it is not necessarily in line with the actual situation.