Feedback and promotion principles.
Principles of regularization and institutionalization.
Principles of reliability and correctness.
Feasibility and practical principle
What principles should be followed in the formulation of performance appraisal? Reprint the following information for your reference.
Principles to be followed in performance appraisal: 1 and the principle of fairness. Fairness is the premise of establishing and implementing the personnel performance appraisal system. If it is unfair, it will not play its due role in performance appraisal. 2. Strict principles If the performance appraisal is not strict, it will become a mere formality and exist in name only. Poor performance appraisal can not only fully reflect the real situation of employees, but also have negative consequences. The strictness of performance appraisal includes: there must be clear appraisal standards; Have a serious assessment attitude; There should be a strict assessment system and scientific and strict procedures and methods. 3. The principle of single-headed evaluation must be carried out by the "immediate superior" of the appraisee. The direct supervisor knows the actual work performance (achievement, ability and adaptability) of the assessed person best, and is also most likely to reflect the real situation. The evaluation opinions made by the indirect superior (that is, the superior of the superior) to the direct superior shall not be modified without authorization. This does not rule out the adjustment and correction of the evaluation results by indirect superiors. Single-head evaluation clarifies the responsibility of evaluation, makes the evaluation system consistent with the organization and command system, and is more conducive to strengthening the command function of business organizations. 4. The principle of open results The conclusion of performance appraisal should be made public, which is an important means to ensure the democratization of performance appraisal. In doing so, on the one hand, let candidates know their own advantages and disadvantages, and let those with good assessment results make persistent efforts to continue to advance; It can also convince people with poor assessment results and make progress. On the other hand, it is also helpful to prevent prejudice and various errors that may occur in performance appraisal and ensure the fairness and rationality of the appraisal. 5, combined with the principle of rewards and punishments according to the results of performance appraisal, there should be rewards and punishments according to the size and quality of work performance, and there should be ups and downs, and this kind of rewards and punishments is not only spiritual encouragement. Moreover, the real purpose of performance appraisal can only be achieved by linking wages and bonuses with material benefits. 6. Principle of objective evaluation Personnel evaluation should be based on clear evaluation criteria and objective evaluation data to avoid the infiltration of subjectivity and sense of * * *. 7. The results (opinions) of feedback principle evaluation must be fed back to the appraisee, otherwise it will not play an educational role in the evaluation. While feeding back the evaluation results, we should explain the comments to the appraisee, affirm the achievements and progress, and explain the shortcomings, so as to provide reference for future efforts. 8. There should be a clear difference between the assessment levels of the difference principle. According to different evaluation opinions, there should be obvious differences in salary, promotion and use. , use * * * to evaluate and encourage employees to be self-motivated.
What are the implementation steps of performance appraisal? Implementation steps of performance appraisal KPI (for reference only):
1, formulate performance appraisal scheme.
2, the determination of performance goals
1) Determine performance targets and indicators; And clearly defined.
2) Selection and decomposition of performance target indicators (decomposed into small departments and individuals)
3) Sign a performance target contract (including detailed information such as targets, indicators, definitions and data collectors). )
3, the implementation of performance appraisal
1) performance data collection
2) Supervision of performance appraisal
3) Performance implementation training
4. Confirmation and application of performance results
Calculation and confirmation of performance results.
2) Report and feedback of performance results
3) Application of performance results
5. Performance feedback and improvement
1) Performance interview and feedback
2) Analysis and improvement of performance problems
6. Revise new performance plans and targets; Enter the next cycle.
What are the implementation principles of physical exercise? First, the principle of proceeding from reality.
Second, the principle of perseverance.
Third, the principle of comprehensiveness.
Fourth, the principle of gradual progress.
Five, the principle of reasonable load
What principles should the results of performance appraisal follow? 1. Performance appraisal indicators should be consistent with the strategic objectives of the enterprise.
In the process of formulating performance appraisal indicators, the strategic objectives of the enterprise should be transmitted and decomposed layer by layer, so that every position in the enterprise is given strategic responsibility and every employee assumes his own post responsibilities. Performance management is an effective tool for the implementation of strategic objectives, and performance management indicators should be decomposed around the strategic objectives and should not be separated from the implementation of strategic objectives. Only when the direction of employees' efforts is consistent with the strategic objectives of the enterprise can the overall performance of the enterprise be improved.
Second, performance appraisal indicators should highlight key points.
Don't be vague about the key, but grasp the key performance indicators. Indicators are related, and sometimes they don't have to be comprehensive. By grasping the key performance indicators, the behavior of employees is guided to the goal direction of the organization. Generally, there are about five indicators, and too few indicators may not reflect the key performance level of the post; However, too many complicated indicators can only increase the difficulty of management and reduce employees' satisfaction, but can't guide employees' behavior.
Third, the performance appraisal indicators should pay equal attention to quality and performance.
Emphasize quality and performance, both of which can not be neglected. Too much emphasis on "quality" will bind people's hands and feet, and too much emphasis on personal behavior and interpersonal relationships will not be effective, and will hinder the development of people's personality and creativity, which will ultimately be detrimental to the overall development of organizations and society. Too much emphasis on "performance" is likely to encourage people's luck, make people opportunistic, take shortcuts, get quick success, and do whatever it takes. A good set of assessment indicators must arrange an appropriate proportion between "performance" and "quality". On the premise of outstanding performance, we should take into account the requirements for quality.
Fourth, the performance appraisal index focuses on the word "fitness".
Performance appraisal indicators are rooted in the "soil" of the enterprise itself and are very personalized. Enterprises with different industries, different development stages and different strategic backgrounds have different purposes, means and results of performance appraisal. The key to the performance of performance appraisal indicators is not how profound and accurate the appraisal scheme is, but the word "fit". Being "suitable" now does not mean being "suitable" forever. It must be adjusted in time according to the development of enterprises and the strategic planning requirements of enterprises in order to be applicable forever.
Briefly describe the principles of performance appraisal? The first principle is that performance evaluation should be consistent with corporate culture and management philosophy. The content of evaluation is actually the requirements and goals for employees' work behavior, attitude and performance, and it is the guidance for employees' behavior. The evaluation content is the concretization and visualization of enterprise organizational culture and management concept. In the evaluation content, we must be clear: what the enterprise encourages and what it opposes, and give employees correct guidance.
The second principle is that performance evaluation should be important and focused. The evaluation content cannot cover all the work contents of the post. In order to improve the evaluation efficiency, reduce the evaluation cost, and let employees know the key points of work, the evaluation content should choose the main content of post work for evaluation, and do not cover everything.
The third principle to be followed in performance evaluation is not to evaluate irrelevant content. Performance appraisal is the evaluation of employees' work, and other things that do not affect the work should not be evaluated. For example, employees' living habits, behaviors and other contents should not be used as evaluation contents, otherwise it will naturally affect the evaluation results of related work.
What are the implementation principles of knowledge management? 1. The driving force for implementing knowledge management comes from the demand for change within the enterprise.
In order to accurately grasp the core knowledge to meet the future challenges, enterprises must rely on knowledge management to effectively improve the knowledge level of employees, increase the content of core knowledge in products and services, clearly grasp all kinds of customers, and deeply understand the needs of existing and potential customers, so as to continuously innovate enterprise products. Therefore, the driving force of implementing knowledge management is not so much the pressure from the external police chief as the demand for change within the enterprise. The demand of internal organization and process change can drive enterprises to share, accumulate and apply knowledge from top to bottom, and make enterprises move closer to the direction of "core knowledge".
2. The implementation of knowledge management must have clear objectives.
It is an important task to carry out the concept of knowledge management in all business activities of enterprises, but successful cases show that enterprises should formulate clearer implementation objectives to improve overall performance. The improvement of various performance indicators such as quality, R&D, sales and production is very important for enterprise management. Therefore, before implementing knowledge management, enterprises should give priority to the problems that need to be solved and the most anticipated changes according to their own status quo, so as to determine the implementation objectives.
3. The overall informatization must first realize knowledge management planning.
With the advent of the new economic era, informatization has become an important means for enterprises to enhance their core competitiveness. But without knowledge management, it is impossible for enterprises to benefit from informatization. Therefore, knowledge management should run through the whole process of enterprise informatization, effectively screen out valuable information, and realize information innovation and knowledge sharing, which is the guarantee for enterprises to successfully realize informatization.
4. The implementation of knowledge management begins with business processes.
A key factor that determines the success of an enterprise is whether knowledge management is organically combined with core business processes. In many knowledge management projects, enterprise managers often only pay attention to the collection, classification, storage, query and reuse of knowledge itself. Although information collection is an indispensable part of knowledge management projects, information collection and reuse can only play an effective role if it is closely related to specific business processes. Therefore, the success of process optimization will directly affect the success or failure of enterprise knowledge management.
What are the misunderstandings in performance appraisal? One of the misunderstandings: the assessment positioning is vague, and the deviation assessment positioning is the core issue of performance appraisal. The so-called positioning problem of performance appraisal is essentially what problems should be solved and what is the management goal of performance appraisal. The orientation of assessment directly affects the implementation of assessment, and different orientations will inevitably lead to differences in implementation methods. The ambiguity of performance appraisal orientation is mainly manifested in the unclear purpose of appraisal, which is only for appraisal. The result of this is usually that the evaluation is a mere formality. After the appraisal, the appraisal results can't be fully utilized, which consumes a lot of time, manpower and material resources, and the results are gone. The deviation of assessment orientation is mainly reflected in the one-sided view of assessment management objectives and the narrow orientation of assessment objectives. For example, the main purpose of a company's assessment is to pay bonuses at the end of the year. According to modern management thought, the primary purpose of assessment is to control the management process, and its core management goal is to realize the improvement of employee performance and enterprise management through understanding and assessment of employee and organization performance and feedback of results; Secondly, the assessment results can also be used to determine the promotion, rewards and punishments of employees and the distribution of various benefits. Many enterprises regard assessment as the basis and tool to determine the distribution of benefits, which will indeed bring some incentives to employees, but it will inevitably turn the image of assessment into a negative negative image in employees' minds, thus generating psychological pressure. This is a distortion of the evaluation image. Assessment must be regarded as a link in a complete performance management, so as to correctly locate assessment. The complete performance management process includes the determination of performance goals, the generation of performance, the assessment of performance, the promotion of performance and the determination of new performance goals, which constitutes a cycle. Therefore, performance appraisal is to improve performance first. The orientation of evaluation is the core issue, which directly affects other aspects of evaluation. Therefore, other misunderstandings about assessment are largely related to this issue. Myth 2: The determination of performance indicators lacks scientific choice, and what kind of performance indicators is a key and difficult problem to be solved in the assessment. The performance indicators adopted by many companies are usually the completion of business indicators on the one hand, and a series of factors such as work attitude and ideological consciousness on the other hand. It is good to consider these two aspects, but many enterprises are not very thoughtful about scientifically determining the index system of performance appraisal and how to make the indicators of performance appraisal operable. Generally speaking, some evaluable indicators of employee performance should be directly related to their work output, that is, direct evaluation of their work results. Some foreign management scientists call this part of performance task performance; The other part of performance indicators is the factors that affect the work results, but they are not expressed in the form of results. They are generally some performances in the work process, usually called peripheral performance. The evaluation of task performance can usually be evaluated by quality, quantity, timeliness, cost and others' reaction, while the evaluation of peripheral performance usually adopts behavior description. In this way, the indicators of performance appraisal form a set of system, and at the same time, it can also evaluate the operability. In a company's performance indicators, it is too simplistic to measure the completion of tasks only by business indicators, and many indicators are not included, especially many positions, not just business indicators. In the peripheral performance, the evaluation indicators used are mostly evaluative descriptions, rather than behavioral descriptions. Evaluation depends on the subjective feelings of the evaluator and lacks objectivity. If it is a behavior description, it can be objectively evaluated. Myth 3: The assessment cycle is not set properly. The so-called assessment cycle refers to the frequency of assessment. Most enterprises conduct evaluation once a year, which is related to the purpose of evaluation. If the main purpose of assessment is to pay bonuses, it will naturally make the cycle of assessment consistent with the cycle of bonus payment. In fact, from the performance indicators of assessment, different performance indicators need different assessment cycles. For task performance indicators, a short evaluation period, such as one month, may be required. The advantages of doing this are: on the one hand, in a relatively short period of time, the appraiser has a clear record and impression of the appraiser's work output in these aspects. If they wait until the end of the year to carry out the appraisal, I am afraid they can only rely on subjective feelings; On the other hand, timely evaluation and feedback of the output of the work will help to improve the work in time and avoid problems accumulating until the end of the year. For the indicators of peripheral performance, it is suitable for assessment in a relatively long period of time, such as half a year or a year, because these people's performance indicators are relatively stable and it takes a long time to draw conclusions. However, some simple behavior records should be made as the basis for the usual assessment. Myth 4: The assessment relationship is not reasonable enough. In order to make the appraisal effective, it is necessary to determine who will carry out the appraisal, that is, to determine the relationship between the appraiser and the appraiser. The method adopted by a company is to be assessed by an assessment team, which is conducive to ensuring the objectivity and fairness of the assessment, but there are also some drawbacks. Generally speaking, information about different performance indicators needs to be obtained from different subjects. The subject who has the most say in performance indicators should be allowed to evaluate performance indicators. This is an effective way to maintain the relationship between evaluation and management, because managers have the most say in the performance of the managed. However, to some extent, the assessment team may not be able to obtain some performance indicators directly, and it is one-sided to conduct the assessment only through the assessment team. Of course, managers can't get all the performance indicators that are good at being managed, and they also need to get information from other aspects related to being managed. The so-called 360-degree assessment is to get the manager's evaluation from all aspects related to the assessed. Supplementary answer: Myth 5: Performance appraisal is not well connected with other work links before and after.
If you want to do a good job in performance appraisal, you must also do a good job in the diagnosis of work objectives and performance indicators at the beginning of the appraisal period, as well as the feedback of the results during the appraisal period. This premise is based on putting performance appraisal in a complete performance management process. Because many companies don't take performance appraisal into consideration in the performance management system and treat it in isolation, they can't pay attention to the related work in the early and late stages of assessment. Before the evaluation, the supervisor needs to communicate with employees to jointly confirm the work objectives and performance standards to be achieved. After the evaluation, the supervisor needs to have a performance interview with the employees to make a plan for future work improvement.
What are the relative evaluation methods in the form of performance appraisal?
(1) sequence comparison method
Sequential comparison method is a method to rank and evaluate employee performance. Before the evaluation, we must first determine the evaluation module, but we are not sure about the working standards to be achieved. All employees in the same position are compared in the same evaluation module. According to their working conditions, those with good jobs rank first and those with poor jobs rank last. Finally, add up the ranking figures of several modules of each employee, which is the assessment result of the employee. The smaller the total, the better the performance appraisal results.
(2) Relative comparison method
The relative comparison method is to compare employees with each other, and any two employees make a comparison. After comparing the two employees, the relatively good employee scored "1" and the relatively poor employee scored "0". After all the employees compare with each other, add up everyone's scores. The higher the total score, the better the performance appraisal results.
(3) Forced proportional method
Compulsory proportion method refers to the method of classifying candidates into several categories (best, better, medium, poor and worst) according to their performance.
Absolute evaluation method
(1) management by objectives
Management by objectives is a performance appraisal method that decomposes the overall objectives of an organization into individual objectives step by step, and finally evaluates the performance according to the completion of the work objectives by the assessed. Before the work begins, the appraiser and the appraisee should reach an agreement on the content, time limit and evaluation standard of the work to be completed. At the end of the period, the appraiser will make an appraisal according to the appraiser's work and the original appraisal standard.
(2) Key Performance Indicator Method
Based on the annual target of the enterprise, the key performance indicator method determines the key quantitative indicators reflecting the comprehensive performance of enterprises, departments and employees in a certain period by analyzing the performance characteristics of employees, and conducts performance appraisal on this basis.
(3) Grade evaluation method
According to the job analysis, the grading method divides the job content of the evaluated post into several independent modules, and in each module, the work standards required to complete the work of the module are described in clear language. At the same time, the standard is divided into "excellent, good, qualified, unqualified" and other grade options, and the evaluator evaluates the completion of each module according to the evaluator's actual work performance. The total score is the employee's assessment score.
(4) Balanced Scorecard
The balanced scorecard evaluates the enterprise from four angles: finance, customers, internal business processes, learning and growth, and gives different weights to each index according to the strategic requirements, so as to realize the comprehensive evaluation of the enterprise, enable managers to grasp and control the enterprise as a whole, and finally realize the strategic objectives of the enterprise.
Description method
(1) all-angle evaluation method
All-angle assessment method (360 assessment method) is an assessment method for superiors, colleagues, subordinates, themselves and customers to assess the assessed. Through this multi-dimensional evaluation, combined with the opinions of different evaluators, a comprehensive and fair evaluation can be obtained.
(2) Important event method
Important events refer to "important events" collected by appraisers at ordinary times. The "important events" here refer to those events that will have a positive or negative impact on the overall performance of the department. These performances should be recorded in writing. According to these written records, the appraisal results will be formed finally.
Quantitative performance management method is to scientifically process data, timely and accurately assess and coordinate the implementation of income, ability and distribution relations in different periods and under different working conditions.
Target performance evaluation method
Target performance appraisal is a process of decomposing the overall goal and implementing the responsibility from top to bottom. Accordingly, performance appraisal should also be subject to the completion of the overall goal and sub-goals. Therefore, as the KPI assessment of departments and positions, we should also start from the standpoint that departments support the whole company and employees support departments. At the same time, the leaders of companies and departments should also be responsible for the performance appraisal of their subordinates, and they should not shirk their responsibilities to their subordinates. Performance appraisal distinguishes between departmental assessment indicators and individual assessment indicators, and can also ensure that superiors can actively care for and guide subordinates to complete tasks from the mechanism.
SMART principle of evaluation index
S: (concrete)-clear and concrete, with clear indicators, so that both the evaluator and the evaluated can accurately understand the objectives;
M: (measurable)-quantifiable. An enterprise should quantify the boss, enterprise and organizational structure. Goals and assessment indicators should be quantified, and the words "relatively good" and "not bad" cannot be quantified, which will lead to the ambiguity of standards and must be digitized. Without numerical indicators, it is impossible to assess at will, and it is easy to make mistakes when assessing;
A: (Achievable)-Achievable. Goals and assessment indicators must be achieved through hard work, neither too high nor too low. For example, the sales manager's assessment showed that the sales revenue last year was 20 million, and the demand this year was 65.438+0.5 billion, and no support was given. This is an indicator that is completely out of reach. The target value of indicators should be set according to personal situation, post situation and past history;
R: (correlation)-seeking truth from facts, not assuming. The definition of reality is having existing resources, which is objective and true;
T: (limited time)-limited time. Goals and indicators must be time-limited, and must be completed within the specified time. We'll see the result then. If you ask for 20 million sales, it is meaningless to ask for it. It is meaningful to know how long it will take to complete the sales of 20 million yuan.
How to set goals
Target performance comes from the decomposition of business objectives, that is, the index design method of decomposing business objectives into various departments and related personnel in order to complete the strategy.
From the management point of view, the goal is a slightly higher requirement than the actual ability range, that is, the kind of "jumping and reaching". "Eyes" are what the eyes can see, want and want. This is a dream. "Standard" means scale. Goals are goals with scales, and dreams without scales are called fantasies, fantasies and whimsy.
The goal is not blown out of thin air, not fictional, not conceived behind closed doors, but created by the enterprise wholeheartedly. There must be detailed data, and some people agree that a completion cycle and a * * * must be accurately budgeted and planned.
After the goal is determined, the enterprise must find ways to turn it into everyone's dream and let every employee agree with it. Only when employees and the company have common beliefs can employees develop in a company for a long time.
The index obtained by target decomposition is the most important and necessary work for each post and everyone. The target indicators of personnel at all levels are decomposed layer by layer. Performance appraisal must be top-down, and the chairman and general manager should set an example. It is impossible to form an enterprise assessment culture simply through the assessment of ordinary employees.
General index
Sales (sales revenue) Production cost (defective rate, product cost, production personnel output value and production cost reduction rate) Procurement cost (raw material cost, equipment cost and procurement cost) Management cost (operating cost saving rate) Marketing cost (expense-sales ratio) Personnel salary cost (talent achievement rate, talent training rate, job saturation, salary-benefit ratio) Tax cost (tax saving rate, tax-sales ratio). Standardization and materialization) production system construction (production process, standard formulation, promulgation, training, implementation and revision) organization system construction (organization system scheme formulation, promulgation, training, implementation, revision and evaluation) business system construction (business process formulation, promulgation, training, implementation and revision) financial system construction (financial process, rules and regulations formulation, promulgation and revision)
Simple classification method
(I) The meaning of simple sorting method The simple sorting method is also called sequential method or sequential evaluation method, that is, the order of "1234 ..." discharges a group of evaluation objects according to certain standards. Advantages and disadvantages of this method.
(2) The operation of the simple sorting method first draws up the assessment items. The second step is to evaluate the candidates in each project and arrange the order. The third step is to add up the ordinal numbers of each person's respective assessment items to get their respective ranking scores and rankings.
Forced distribution method
(A) the meaning of compulsory distribution law. Forced distribution method is a method to assign the assessed to each performance category according to a predetermined proportion. This method is based on the principle of statistical normal distribution, and its characteristic is that there are few people with the highest and lowest scores on both sides, and most of them are in the middle.
(2) Applicability of compulsory distribution method
Factor evaluation method
(1) The meaning of factor evaluation method Factor evaluation method, also known as function evaluation method or evaluation scale method, is a method combining qualitative assessment with quantitative assessment. Advantages and disadvantages of this method.
(B) the operation of factor evaluation method
(1) Determine the assessment items.
(2) Indicators are graded according to their advantages and disadvantages.
(3) training examiners.
(4) Assess and score.
(5) Analyze, adjust and summarize the obtained data.
Work record act
Work record method is generally used to assess the operation of production workers. Advantages and disadvantages of this method.
MBO
(A) the understanding of management by objectives
1. The meaning of management by objectives Management by objectives is a comprehensive performance management method. Management by objectives was put forward by peter drucker, a famous American management master. Management by objectives is a process of two-way interaction between leaders and subordinates.
2. Advantages of target management The method of target management has many advantages and some limitations.
(B) the quantitative standard of management by objectives should conform to the "SMART" principle and its specific meaning.
(III) Implementation steps of target management 1. Determine the scope of job responsibilities. Determine specific target values. Review and determine objective 4. Achieve Goal 5. Summary 6. Evaluation and follow-up measures
360-degree evaluation method
(I) The meaning of 360-degree assessment method 360-degree assessment method is a relatively comprehensive performance assessment method from multiple angles, also known as comprehensive assessment method or comprehensive evaluation method.
(II) Implementation method of the 360-degree assessment method First, listen to opinions and fill in the questionnaire. Then, evaluate all aspects of the assessed. On the basis of analyzing and discussing the evaluation results, the two sides discuss and set performance targets for the next year.
(C) Advantages and disadvantages of 360-degree evaluation method