Chapter 8 Chapter VIII Personnel Assessment and Performance Management

Personnel appraisal and performance management are two important components of human resource management. The function of personnel appraisal is to determine the contribution of each employee to the organization through fair and reasonable evaluation methods, and use this as the standard for salary, benefits and rewards.On the other hand, enterprises need to conduct frequent personnel assessments in order to keep abreast of the working conditions of employees and provide the premise and basis for correct personnel decisions.The purpose of performance management is to tap the potential of employees, improve their performance, and improve the performance of the company through the combination of employees' personal goals and corporate strategies.

Personnel assessment is a process in which managers at all levels of the organization conduct quantitative and qualitative evaluations of the work completion of their subordinates through certain means.The process of completing this evaluation is not only to explain the work completion of employees at all levels, but more importantly, to guide employees to improve their work in a planned way through these evaluations to meet the requirements of organizational development. 1. Formulate work requirements This part of the work is to write job descriptions for each position and position. Writing job descriptions is the basis for the assessment work and a necessary prerequisite for the assessment work.

2. Determination of Performance Standards The so-called performance standards refer to the conditions that employees must achieve to complete their work.In general, performance standards should have the following characteristics: (1) The standard is based on the work rather than the worker, that is, it is not against the person. (2) Standards are achievable through hard work. (3) The standard is well known. (4) The standard is determined through discussions with multiple parties. (5) The criteria should be as specific and measurable as possible. (6) Standards should be printed in written form.

(7) Standards should have practical limitations. (8) Standards can be changed and updated in a timely manner according to changes in circumstances. 3. Precautions for assessment work (1) The assessment work should be combined with the work characteristics of the organization. (2) Adequate communication is required during the assessment process. (3) The assessment must ensure that the people being assessed are convinced, not to use power to overwhelm others, and must pay attention to coordinating with ideological work. (4) Examiners must receive training and possess corresponding assessment skills.

(5) Management and control should be moderate, and assessment itself is a mandatory task rather than a voluntary one.Proper controls are essential. Personnel assessment mainly includes daily attendance, performance assessment, qualification assessment, etc. Each assessment has its specific function and purpose. Only by comprehensively using these assessment methods can we get perfect, fair and true assessment results. 1. Daily attendance Employees' daily attendance is the basis of employee work assessment. First, each department uses the attendance book to assess the daily attendance of its employees, and then prepares monthly employee attendance reports based on the department's attendance status, and reports to the personnel department as the basis for rewards and punishments and salary distribution.

2. Staff qualification assessment and evaluation The assessment of employee qualifications is firstly filled out by the individual in the self-evaluation form (Appendix 1), which is reviewed by the department head, who fills in the evaluation opinions, and then submits to the personnel department for approval, and the company's supervisor for instructions, as the basis for personnel adjustment.The specific working procedure is shown in the figure. Figure 8-1 Employee Qualification Assessment Work Procedures 3. Work performance appraisal Work performance appraisal is mainly to assess and evaluate employees' daily work achievements and achievements, and use them as an important basis for determining employees' salaries, providing promotions and improving existing work performance.The specific working procedure is shown in the figure.

Figure 8-2 Work schedule for employee performance appraisal 1. What is performance management Performance management is the core component of human resources work. Performance management is a work that manages all elements in the process of performance realization. A management process in which organizations, groups and individuals achieve better work results based on mutual understanding.From this we can understand that performance management is the means and process used by managers to ensure that employees' work activities and work outputs are consistent with the goals of the organization.

The purpose of performance management (1) Improve work performance and achieve company goals. (2) While achieving the company's goals, promote the common development of the company and employees. (3) Establish a strong performance culture and build a good mechanism for educating, selecting and employing talents. The main content of performance management Performance management mainly includes four links: performance planning, performance coaching, performance evaluation, and application of performance results. (1) Performance plan: This is a process of setting goals, the purpose of which is to combine the company's strategy with the actions of each employee, to ensure that the employees' work goals are consistent with the company's strategic goals, so that the maximum guarantee can be achieved. Achievement of company goals.

The performance plan is mainly to decompose the company's business objectives into the second-level departments by decomposing the goals layer by layer, and then decompose the second-level departments into branch factories and workshops, and then decompose the branch factories into operation areas, teams and groups, and individuals. Form a performance ensemble that achieves goals. (2) Performance coaching: The performance coaching stage is an intermediate link in the entire performance management process, and the quality of this process directly affects the success or failure of performance management.Specifically, the main tasks in the performance coaching stage are continuous performance communication and data collection to form assessment basis.

The purpose of counseling is to improve and enhance the relationship between managers and subordinates, and create a harmonious and harmonious working atmosphere. At the same time, through performance counseling, point out the shortcomings and strengths of the coaches in their work, and the superiors and subordinates will work together to find ways to improve the shortcomings and improve their work. performance to be able to perform better. (3) Performance appraisal: This is the link that attracts the most attention in performance management. All employees will be classified as excellent, good, medium and poor here. It should be pointed out that the evaluation result is not the purpose, but the purpose is to make All employees know how to achieve excellent performance. Through such methods, everyone can become a creator of excellent performance.

Effective performance evaluation depends on two factors: one is that the evaluation system must be reasonable, and the other is that evaluators must have evaluation skills and be able to ensure the accuracy of performance interviews, and the latter is particularly important.Through performance interviews, superiors and subordinates will analyze the reasons for good or bad performance together, and propose improvement methods for next year. (4) Application of performance results: The evaluation results can be linked to the current rewards of employees. If employees continue to perform well, they can be included in the scope of job promotion and salary adjustment; if compared with the job competency model, it is found that employees lack certain Competent quality, then targeted training and job rotation can be carried out. These four links are interlocking and complement each other to form a complete management system.If our work is all about performance evaluation without planning, ongoing communication and coaching, data collection and analysis, then we are wasting time.Because performance management is not just performance evaluation, more importantly, it is also an opportunity to solve problems.Therefore, the above four links are indispensable in performance management. 4. Performance appraisal Performance appraisal is an important management process in performance management. It is a process for enterprises to evaluate employees' work attitude, work ability and work performance through reasonable assessment methods.Performance appraisal undertakes the functions of management, supervision, guidance, education, motivation and restraint of people.It is the basis for contacting all other human resource management systems, and we will introduce it in detail. (1) Determine the content of the assessment In order to make the performance appraisal more reliable and operable, the contents of the appraisal should be classified according to the management characteristics and actual situation of the enterprise on the basis of analyzing the work content of the position.For example, the assessment content is divided into three aspects: "key work" assessment, "normal work" assessment and "work attitude" assessment. 1.Key work: "Key work" refers to the 1 to 3 most critical tasks listed by the examinee during the assessment period. For example, for developers, it can be the development tasks during the assessment period, and for sales personnel, it can be the sales performance during the assessment period. "Key work" assessment has the nature of objective management assessment.For employees who do not have critical tasks (such as cleaners), the assessment of "critical tasks" will not be carried out. 2.Ordinary work: The assessment terms of "ordinary work" are generally based on the content of job responsibilities. If the content of job responsibilities is too complicated, only important items can be selected for assessment.It has the nature of assessing the work process. 3.Work attitude: The assessment of "work attitude" can select personal attitudes that can have an impact on work, such as collaboration spirit, work enthusiasm, politeness, etc.There are different emphasis on assessment for different positions. (2) Formulate assessment standards There are usually two steps in formulating assessment criteria: writing assessment questions and formulating assessment criteria: 1.Write assessment questions When writing assessment questions, pay attention to the following questions: First, the content of the questions should be objective and clear, and the sentences should be fluent, simple and clear, and there will be no ambiguity; There should be no overlapping content in between, and at the same time there should be no omissions; the number of questions should not be too much. 2.Formulate assessment standards Evaluation standards are the standards and scales for evaluating employee performance.To evaluate the performance of employees, each indicator needs to be measured according to certain standards, so performance evaluation standards are needed.Assessment standards have an important impact on the direction and enthusiasm of employees in a certain period of time, and should be treated with caution. The following principles should be followed when formulating the assessment criteria: (1) Accurate quantification: When the standard can be expressed in quantity, quantity should be used as much as possible. (2) The content should be advanced and reasonable: the assessment standard should reflect the scientific and technological level of the enterprise, so as not to make every indicator of the employees achieve full marks; but it should not be too harsh so that the assessment scores of the employees are all low. (3) Assessment standards should be targeted: that is, different assessment standards should be formulated according to the characteristics of different positions and the persons being assessed. (4) Concise and popular writing: In the assessment criteria, commonly used popular language and vocabulary should be used as much as possible, and the expression should be concise. (3) Select the assessment method For different employees, the assessment content and assessment methods are different, and various forms of assessment can be used.This can measure and assess a person from many aspects, which can effectively reduce the assessment error and improve the accuracy of the assessment.The following is a detailed explanation of several commonly used assessment methods: 1.Rating Scale Method.The rating scale method is the most common method used in the assessment. The assessor evaluates and scores each assessment item of the employee according to the scale. A 5-point scale is commonly used.As shown in the following table: Example of Rating Scale Method Assessment content Assessment item description to assess whether the basic ability knowledge is sufficient to meet the basic knowledge and practical requirements required by the current position Business Knowledge ABCDE 108642 Business Ability Comprehension Judgment Expressive Work Attitude Negotiation Ability Discipline Collaboration Enthusiasm Sense of Responsibility Evaluation Criteria A: Very good, ideal condition B: excellent, meet the requirements C: Basically meet the requirements D: slightly insufficient E: does not meet the requirements fraction conversion A: 64 points or more B: 48 to 63 points C: Below 47 points total score comment Examiner's signature 2.individual ranking.The individual sorting method is also called the queuing method, which is to arrange the employees in order from good to bad.For example: To evaluate the employees of the financial department of a certain company, first of all, list the employees of the financial department, a total of 10 people.Then, find the worst employee A from the list and write "10" next to his name.Then find the best employee F from the list of the remaining 9 people, and write "1" next to the name.Then find the worst employee G from the list of the remaining 8 people, and record "9".This is repeated until all the names are marked with numbers, and then the order of the employees' pros and cons is sorted out. Number of employees in the financial department of the department 10 Name serial number Name serial number A10F1B7G9C4H3D8I5E6G2 3.Paired comparison method.Match each employee with every other employee and compare them individually.For each comparison, record "+" for the employee who performed well, and record "-" for the other employee. After all employees are compared, count the number of "+" for each employee, and evaluate the employee's work performance accordingly. Compare the number of ABCDE "+" in the name of the person A--++2B++++4C++-++3D----0E---+1 4.character comparison.Before the assessment, an employee is selected first, and other employees are assessed based on his performance in all aspects. 5.Plovst method.This is an assessment method created by the American Plovst.The essence of this assessment method, there is a common saying in management circles, that is, "the examiner only needs to know the facts about the examinee".The specific operation steps are as follows: the first step is to formulate a comparative participation form, and carry out item-by-item verification according to the work facts of the examinee. Example of Provost Control Panel Mark column fact Mark column fact 1 time Evaluation 2 times Evaluation 3 times Evaluation 1 time Evaluation 2 times Evaluation 3 times Evaluate〖4〗Lazy〖8〗Correct but overly cautious〖4〗Sluggish〖8〗Very proficient at my job〖4〗Agile and proactive〖8〗Can probably be relied on〖4〗Too old to work〖 8〗Probably unreliable〖4〗Short and flawed〖8〗Generally worth relying on〖4〗Indifferent and uninteresting〖8〗Facial senses are still correct〖4〗Googling〖8〗Five senses are not important〖4〗Immortal , rude speech〖8〗 unnecessary actions too much waste Time〖4〗Arrogant〖8〗Coordinated〖4〗No unnecessary movements, not wasting time〖8〗Uncoordinated〖4〗Hate advice and criticism〖8〗Voice and attitude are very clear〖4〗Easy Turn against others 〖8〗Good interpersonal relationship In the second step, hit "∨" in the corresponding blank.If a certain item does not match the situation of the person being assessed, it will be left blank and will not affect the result of the assessment. The third step is to calculate the score against the "scoring table". Scoring Example for the Provest Evaluation Method Score Facts Score Facts - 2 Slack 1 Coordinated - 1/2 Slow - 1 Uncoordinated 1 Agile and Active - 1 Dislikes Advice and Criticism - 1 Too Old to Work - 1 Forgetful - 1/2 Body Short and flawed - 1 Negligent things - 1 Bulky and flawed - 1 Mistakes - 1 Indifferent, dull 0 Roughly right - 1 Gabby - 1/2 Never wrong The fourth step is to convert the evaluation grade according to the "conversion table".There are 10 evaluation grades, namely A, B+, B, C+, C, C-, D+, D-, E+, E-.The determination of the evaluation level is as follows: For example, the number of approved "+" items is 3, the value of "+" is 4 points, the value of "-" is 10 points, and the total score of "+" and "-" is -6 points. In the column on the left side of the 4th column of the Lovester Evaluation Scoring Example Table, you can find that the "evaluation grade" corresponding to the "-10-(-5)" column is E, and E is the evaluation grade of the examinee . Provest Evaluation Scoring Example Sheet E-ED-DC-CC+BB+A-12 and below-11～ (-7)-6～ (-3)-2～ (-1) Below 0-12 -11～ (-6)-5～ (-3) -2～01～23-11 or less -10～ (-6)-5～ (-2) (-1) ~ 12 ~ 34 - 11 or less - 10 ~ (-5)-4～ (-1) 0～23～45-10 or less -9～ (-4)-3～ (-1) 0～23～45～78-9 or less -8～ (-4) -3～01～34～56～78～10-9 or less -8～ (-3) -2～01～34～56～89～1112-8 or less -7～ (-3) -2～12～45～67～910～1112～14-8 or less -7～ (-2) -1～23～56～78～910～1213～1415 -7 or less -6～ (-1) 0～23～56～78～1011～1213～151617 above -6 below -5～ (-1) 0～304～67～89～1011～1314～1516～1718 or more... 6.Key event record evaluation method: It is to record the "key" facts about the success or failure of the work through observation, and evaluate employees accordingly.Such as "physical condition", "body coordination", "arithmetic operation ability", "knowledge and maintenance of machinery and equipment", "productivity", "ability to get along with others", "cooperation", "work enthusiasm", "Comprehension" and so on.Then, the front-line foremen of the factory were asked to describe the key facts of their subordinates’ recent work behaviors according to the following requirements: - Background before the fact - the situation when it happened - the fact that the act is valid or invalid - the extent to which the factual consequences are under the individual employee's control For example, a foreman recorded the "collaboration" of a subordinate employee in this way: Effective behavior: Although Jack did not work overtime today, he still took the initiative to stay and work overtime until late at night, and assisted other colleagues to complete a proposal, so that the company could successfully sign the contract with the customer the next day. Ineffective behavior: The general manager came to inspect today. In order to express himself, Jack pointed out the mistakes of John and Charlie in public, which caused tension among colleagues. 7.Balanced Scorecard Approach: The Balanced Scorecard integrates the strategic goals of the organization with the needs of employees.This approach requires managers to focus not only on economic indicators that describe past conditions, but also on the strategic direction of the organization.The information on the balanced scorecard communicates the strategic goals of the enterprise to employees and motivates their development and change.This method helps to determine the success rate of the compensation package designed by the enterprise for employees, and helps to enable employees to better understand the strategic framework of the enterprise. (1) Four perspectives: Financial (e.g. cash flow, return on investment) Internal process perspective (e.g. unit efficiency, on-time shipments) Corporate learning and development perspective (e.g. project development, innovation) Customer perspectives (e.g. customer surveys, focus groups, market share) (2) The basic idea of ​​the Balanced Scorecard: On the basis of the traditional financial assessment indicators, the Balanced Scorecard also takes into account the performance reflection of the other three important aspects. The basic framework of the Balanced Scorecard is as follows: ①Customer perspective——how do customers see us?In order to obtain long-term financial benefits, enterprises must create products and services that satisfy customers.The Balanced Scorecard provides two levels of performance appraisal indicators. One is the various goals that enterprises must accomplish in terms of customer service to achieve performance, mainly including market share, customer retention rate, customer acquisition rate, and customer satisfaction.The second is to subdivide the objectives of the first level layer by layer, select specific evaluation indicators, and form a specific performance evaluation scale. ② Internal process perspective - what must we be good at?This is one of the notable features of the Balanced Scoring Method breaking through the traditional performance appraisal.Although the traditional performance appraisal has added assessments such as production lead time and product quality return rate, it often stays on the performance of a single department. Renovating these indicators alone can only help the organization survive, but cannot form a unique competitive advantage for the organization.From the perspective of meeting the needs of investors and customers, the Balanced Scoring Method analyzes internal business processes from the value chain and proposes four performance attributes: quality-oriented assessment, time-based assessment, flexibility-oriented assessment and cost index assessment . ③Learning and development perspective——Can we continue to improve and create value?This perspective provides the means for performance breakthroughs in other areas.One of the purposes and characteristics of the implementation of the Balanced Scoring Method is to avoid short-term behavior and emphasize the importance of future investment. At the same time, it does not limit traditional equipment transformation and upgrading, but pays more attention to investment in employee systems and business processes.Pay attention to the analysis of the gap between the ability to meet the needs and the existing capabilities, and focus on internal skills and capabilities. These gaps will be filled through employee training, technological transformation, and product services.Relevant indicators include new product development cycle period, new product sales ratio, process improvement efficiency and so on. ④ Financial perspective - how do we satisfy the owners of the business?As the main body of the market, enterprises must take profit as the basis for survival and development.Improvement in all aspects of a business is only a means to an end, not an end in itself.All improvements in the business should ultimately be attributed to the achievement of financial goals. (3) Basic procedures for introducing the balanced scorecard: The establishment of an enterprise performance appraisal system based on the balanced scorecard generally requires the following four basic procedures.These four processes work individually or together to link long-term strategic goals with short-term actions. The first process is visioning, which helps managers agree on the organization's mission and strategy. The second process is communication, which enables managers at all levels to communicate strategic requirements up and down the organization and link it to departmental and individual goals.The Balanced Scorecard enables managers to ensure that long-term strategy is understood at all levels of the organization and that departmental and individual goals are aligned with it. The third program is business planning, which enables companies to integrate business planning with financial planning.When managers use the goals established for the balanced scorecard as a basis for allocating resources and setting priorities, they will only adopt and coordinate new initiatives that will advance their long-term goals. The fourth program, Feedback and Learning, empowers companies with a capability called strategic learning.Existing feedback and review procedures focus on whether the company, its departments, and employees are meeting the budgeted financial targets.When the management system is based on the balanced scorecard, the company can monitor short-term results from the other three perspectives (customers, internal processes, and learning and development), and evaluate strategies against recent performance.Thus, the Balanced Scorecard enables companies to revise and adjust strategies to reflect learnings over time. Attached Table 1 Employee Self-evaluation Form Declaration date: year month day Name Title Department Education Date of entry into the company, year, month, day, year, position, date of birth, current main job, current working hours, wages, reasons and suggestions, departmental instructions, general manager's instructions current job 1.Do you think the current job is suitable for you? (□suitable □not suitable □not suitable) 2.Is the "amount" of work appropriate? (□ Too much □ Moderate □ Rarely) 3.What difficulties did you have when you performed your work? job hope 1.What kind of work do you think you are more suitable for? 2.What kind of jobs are you not suitable for? 3.What is the best job for you? 4.What are your hopes for your current job? salary and position 1.Do you think you are paid fairly for your work? (□reasonable □unreasonable) 2.Is the position reasonable? (□reasonable □unreasonable) 3.Is the job title reasonable? (□reasonable □unreasonable) 4.What is the reason? 5.what is your hope Education Training 1.Have you ever participated in any training held within the company this year? (□Participated □Never participated) 2.What training did you take part in? 3.What project would you like to train for? 4.What is your opinion on the corporate training? Assignments 1.Do you think the distribution of work in your department is reasonable? (□reasonable □unreasonable) 2.What needs to be improved? work goals 1.What are your work goals? 2.How far have you achieved this goal? special contribution 1.What do you think is the most special contribution to the company this year? 2.How well have you done this job? Continuation Job Ideas Do you have a better idea for the job you hold?Please be specific. other 1.Please arrange and interview on your behalf. 2.I hope or suggest. Attached Table 2 Performance Appraisal Form for Ordinary Employees Name: Department: Position: Date of assessment: The main points of the evaluation factors for the evaluation of the work performance during the evaluation period The evaluation scale is good, moderate or poor service attitude A．Strictly abide by the work system and make effective use of working hours. 14121086 B．Be positive about your new job. 14121086 C．Loyal to duty, stick to the post. 14121086 D．Work in a collaborative spirit, assist superiors, and cooperate with colleagues. 14121086 Ordered to prepare A．Correctly understand the work content and formulate an appropriate work plan. 14121086 B．Detailed instructions and guidance from superiors are not required. 14121086 C．Get in touch with colleagues and collaborators in time to make the work go smoothly. 14121086 D．Handle failures and temporary additional tasks in the work quickly and appropriately. 14121086 Business Activity A．Work hard together with colleagues with the spirit of being the protagonist. 14121086 B．Correctly understand the purpose of work and handle business correctly. 14121086 C．Actively strive to improve working methods. 14121086 D．Do not disturb the work order, do not hinder other people's work. 14121086 work efficiency A．The work speed is fast, and the construction period is not delayed. 14121086 B．The business is handled properly and often maintains good results. 14121086 C．Reasonable working methods and efficient use of time and funds. 14121086 D．There is no phenomenon of giving up halfway, leaving nothing and causing sequelae in the work. 14121086 achievement A．The work product meets the intended purpose or plan requirements. 14121086 B．Organize work results in time to create conditions for future work. 14121086 C．The work summary and report are accurate and true. 14121086 D．Proficiency and skills at work improve rapidly. 14121086 1. Through the scoring of the above items, the employee's comprehensive score is: points 2. What level do you think the employee should be in: (choose one) A[]B[]C[]D[] A: Above 240 points B: 240~200 points C: 200~160 points D: Below 160 points 3. Opinions of examiners Examiner's signature: Date: Year Month Day Continuation Reviewer's comments: Total score: Evaluator's signature: Attached Table 3 Performance Appraisal Form for Managers Name: Department: Position: Date of assessment: The main points of the evaluation factors for the evaluation of the work performance during the evaluation period The evaluation scale is good, moderate or poor service attitude A．Put work first and work hard. 14121086 B．Demonstrate a positive attitude toward the new job. 14121086 C．Loyal to duty, strictly abide by the post. 14121086 D．Take responsibility for the mistakes of subordinates. 14121086 business work A．Correctly understand work instructions and policies, and formulate appropriate implementation plans. 14121086 B．Assign work reasonably according to the abilities and personalities of subordinates. 14121086 C．Make necessary work contacts with relevant departments in time. 14121086 D．Always maintain a collaborative attitude in the work, and promote the work smoothly. 14121086 management supervision A．There is no dissatisfaction or complaints from subordinates in terms of personnel relations. 14121086 B．Good at letting go of subordinates to work and encouraging them to be willing to cooperate. 14121086 C．Pay great attention to the safety and sanitation of the production site and the finishing work. 14121086 D．Properly handle work failures and temporary additional work tasks. 14121086 guidance coordination A．Always pay attention to maintaining and improving the labor enthusiasm of the subordinates. 14121086 B．Actively strive to improve work and increase efficiency. 14121086 C．Actively train and educate subordinates to improve their skills and qualities. 14121086 D．Pay attention to target management to coordinate work. 14121086 work effect A．Correctly understand the meaning of work and strive to achieve the best results. 14121086 B．The working method is correct, and the time and cost are used reasonably and effectively. 14121086 C．The work performance meets the expected goals or plan requirements. 14121086 D．The work summary report is accurate and true. 14121086 1.Through the scoring of the above items, the employee's comprehensive score is: points 2.What level do you think the employee should be in: (choose one) A[]B[]C[]D[] A: Above 240 points; B: 240~200 points; C: 200~160 points; D: Below 160 points 3.Examiner opinion Examiner's signature: Date: Year Month Day Continuation Reviewer's comments: Total score: Evaluator's signature: Note: The following part is to be filled by the administrative personnel department and the general manager. Evaluation by the HR department: 1.Comments: 2.Based on this assessment, it is decided that the employee: [] Regularization: in office [] promotion to tenure ［］Renewal of the labor contract from date of year to month of year [ ] demoted to ［］Salary increase/decrease is []dismiss []other Manager's signature: Date: Year Month Day Signature of General Manager: Date: Year Month Day Attached Table 4 Annual Performance Appraisal Form for Middle Managers Name, Position, Evaluator, Business Department, Department, Assessment Range, Assessment Scale and Scores Excellent (10 points), Good (8 points), Fair (6 points), Poor (4 points), Extremely Poor (2 points) Score Average weight coefficient in this column work performance 1.The degree of work completion is compared with the annual goal or expected value, and the gap between the work achievement and the goal or standard, and the objective difficulty of the work should be considered 2.Work quality only considers the quality of the work, compared with the expected value, the degree of conformity of the work process and results (accuracy, repetition rate, etc.) 3.The speed of work only considers the speed of work, the rapidity and timeliness of completing the work, and whether there is time wasting or procrastination 4.Workload only considers the amount of work done.The total amount of work within the responsibility, work assigned by superiors and autonomous work 4 working ability 5.The degree of pre-planning of planned work, the rationality and effectiveness of the arrangement and distribution of work (content, time, quantity, procedure) 6.Coordinating communication and all aspects of relationship coordination, resolving conflicts, persuading others, and the ability to communicate with others Name Job Evaluator Business Department Department Assessment Interval Work Ability 7.Resilience to change, the initiative and effectiveness of taking measures or actions, and the degree of dependence on superiors at work 8.Guidance and control: Incentives, guidance, and training of the department or subordinates, management and control of the department 9.Thorough and meticulous work, meticulous and in-depth, consider the comprehensiveness and omission rate of the problem 10.The degree of emphasis on talent training and the training of reserve talents 11.Job skills The mastery and application of job-related knowledge and job proficiency 3 work attitude 12.Collaborative interpersonal relationships, teamwork and working with others (other departments) 13.Set an example and set an example, strictly demand yourself, and abide by the system and discipline 14.Work attitude Consciousness, enthusiasm; dedication to work; enterprising spirit, diligence, sense of responsibility, etc. 15.Execution is the degree of implementation of superior instructions, resolutions, and plans, and the degree of follow-up to subordinate inspections during implementation 16.Whether words and deeds are honest, honest, and professional ethics 3 evaluation score A (average score of items 1~4)×4+(average score of items 5~11)×3+(average score of items 12~16)×3= points Attendance and Rewards and Punishments B Attendance: late arrivals and early departures × 05 + days of absenteeism × 2 + days of personal leave × 04 + days of sick leave × 02 = points C penalty: warning times × 1 + minor violations × 3 + major violations × 9 = total points A points - B points - C points = points Assessment level □A90 points or above □B70～89 points □C40～69 points □D40 points or less Examiner opinion Signature of the manager of the person being evaluated: Attached Form 5 Technical Personnel Ability Assessment Form A very good B excellent C ordinary D needs hard work E poor High professional skills, able to accurately implement the instructions of superiors, with a strong sense of responsibility Have good technical quality and innovation ability, be able to adapt to changing circumstances, and have good personnel coordination Proficiency in technology, able to obey the instructions of superiors, and have a certain degree of technological innovation Accurately grasp the technology, aggressive, able to adapt to changing circumstances, barely able to complete the task, average technical ability Full score 15 points 15 points 14~12 points 11~9 points 8~6 points 5 points or less Full score 10 points 10 points 9~8 points 7~5 points 5~4 points 3 points or less Full score 5 points 5 points 4 points 3 points 2 points 1 point Working status standard Number of working days Recorded items Comprehensive opinion Absent (casual leave) days Absent (bereavement) days Grading: A score of 25 or more is considered "excellent", 20-25 is considered "excellent", 5-20 is considered "average", 10-15 is considered "need effort", and below 10 is considered "poor". Attached Form 6 Manager Ability Assessment Form Category evaluation content full score 1 time 2 times 3 times 4 times work attitude 1. Whether there is sufficient preparation for filing and implementing the business plan5 2. Whether to explore the future of the company with a long-term outlook 15 3. Whether to pay attention to all 5 from the perspective of the person in charge 4. Do you attach importance to business philosophy? 55. Do you have a keen sense of interests? 5. Basic ability 6. In order to achieve the goal, do you stand at the forefront and command 15 7. Whether it can save costs and achieve the goal early and surely 5 8. Whether to attach importance to the implementation of long-term goals5 9. Whether you can strictly abide by the deadline and achieve the goal 5 10. Whether it can adapt to changing circumstances and achieve the goal while modifying the target value 5 business proficiency 11. Can you speak and make proposals from the standpoint of the whole company? 12. Whether the plan can be formulated from a long-term perspective 5 13. Whether intelligence can be collected on the company's point of view 10 14. Whether it can exchange information with other departments 5 15. Are you actively coordinating with other departments? sense of responsibility 16. Do you really grasp the strengths and weaknesses of your subordinates? 17. Whether it can coordinate with other departments 5 18. Is it right for the right place? 10 19. Are you enthusiastic about cultivating successors? 5 coordination 20. Do you listen carefully to the opinions of your subordinates? 21. Do you pay attention to your health? 5 22. Whether to use money carefully 10 23. Are you enthusiastic about communicating opinions within the group? 10 24. Does it cause problems of the opposite sex? 5 self inspiration 25. Whether to collude with customers 5 26. Are you sensitive to changes in society and the times? 27. Are you enthusiastic about absorbing new technologies and knowledge? 10 28. Whether to stand in an international perspective and self-innovate 5 29. Whether to abandon the previous example 10 for improvement 30. Whether you are not negligent in predicting the future 5 Total evaluation score Grading: A score above 180 is considered "excellent"; a score above 150 is "good"; a score above 120 is "medium"; a score above 100 is "pass"; scores below 100 are "fail". Attached Form 7 Sales Department Employee Assessment Form Name, position (title), assessment interval, classification, evaluation content, full score, 1 time, 2 times, adjustment decision work attitude 1. Carefully complete the task 5 2. Quick and efficient work 5 3. Possess product knowledge and be able to respond to customer needs5 4. Not burnout, and report to superiors correctly5 basic ability 5. Proficient in job content and capable of handling affairs5. 6. Master the key points of the position 5 7. Strictly abide by the rules of reporting, liaison and negotiation5 8. Complete the task within the established time 5 business proficiency 9. Be able to grasp the progress of the work and effectively carry out the 5 10. Can adapt to changing circumstances 10 11. A valuable concept that can create new value 5 12. Be good at communicating with customers and be persuasive5 sense of responsibility 13. Set goals and move towards them5 14. Have faith and be able to persist 10 15. Have the confidence to develop new business10 16. Predict the possibility of negligence and come up with objects to prevent 5 coordination 17. Do things calmly and never act emotionally 5 18. Coordinating with others while also advancing toward one's own goals5 19. Willing to help colleagues at work 10 20. Do your best to obey the decision that disagrees with you 10 21. Have excellent communication and persuasion skills, and do not make enemies 10 self inspiration 22. Enterprising and decisive 10 23. Actively innovate and reform 5 24. Even if it is something extra, you can make a proposal 10 25. Keen to absorb new information or knowledge 10 26. Formulate goals or plans based on long-term planning and implement them 10 考核分数合计180 附表8 行政秘书绩效考核 姓名职务考核时间本部门业务考核07得分其他考核03得分公司文件、资料的打印、发放工作0～01公司资料复印、装订工作0～01出勤率0～005办公设施的维护和维修0～005报刊的订阅、发放；信件的发放0～005加班率0～005车票、饭票的办理0～005其他部门满意度（看有无投诉）0～01办公区卫生的维护0～005各种费用的办理及交纳0～005合理化建议、工作方法改进0～005财务中心票据的管理0～005规范费用支出0～005服务精神、合作精神及责任心0～005坚持四小时复命制，工作效率高0～005完成上级主管临时交办的工作0～005企业文化的认同度0～005 小计合计部门主管财务主管其他部门 附表9 仓库管理员绩效考核 姓名职务考核时间本部门业务考核07得分其他考核03得分库房商品安全、防盗、防火0～01出勤率0～005按信用流程发货0～01加班率0～005 Continuation 姓名职务考核时间 库房商品摆放整齐、合理有序0～005合理化建议0～0.05每天下班前提交库存表、数据准确0～01其他部门满意度服务精神、合作精神0～005渠道中心0～005坚持四小时复命制，工作效率高0～005商务中心0～005库房账目清楚、实物相符0～005财务中心0～005协助业务部门做好入库工作0～005工作有责任心，任劳任怨0～01 小计合计 附表10 办公室主任绩效考核表 姓名部门办公室职务主管任职时间考评 指标评分标准 远超目标（81～100分） 超过目标（61～80分） 达到目标（41～60分） 低于目标（21～40分） 权重资料来源评分计划费用的控制率低于目标10%以上低于目标5%～10%介于目标±5%之间超过目标5%10%财务部对固定资产的管理情况管理完善，设备完好，资产无损失，每季度查1次管理完善，资产基本无损失，每季度查1次，资产损失金额少于500元财物分明，每季度查1次，资产损失较少，金额少于1000元每季度察看少于1次，财务不清，资产损失严重，金额大于1000元10%分管领导、财务部根据检查结果评分采购与领用及时了解物品的需求，合理采购，节约成本在10%以上，领用记录清晰采购及时，价格合理，掌握库存，定期核对，节约成本在5%以上以上采购能满足公司的要求，领用有记录，价格合理拖延不及时，领用混乱或采购的价格超过正常水平15%监查审计部、人力资源部 Continuation 姓名部门办公室职务主管任职时间大型会议、大型活动组织得力、效果很好，节约费用在15%以上组织得力，效果较好，节约费用在10%以上组织得力，效果较好，费用未超支组织较混乱，效果差，费用超支5%经理室对车队的管理安全驾驶，无事故发生，车况可靠安全驾驶，无事故发生，车况较可靠，全年有2～3次违章处罚无事故发生，全年有4～5次违章处罚有交通事故发生，全年有6次以上违章处罚5%财务部车辆 调度及时、准确、分配合理较及时、准确、分配合理基本准确、分配合理不准确、分配不合理5%经理室宣传工作、公关效果在各类刊物上发表宣传稿件30篇以上在各类刊物上发表宣传稿件25篇以上在各类刊物上发表宣传稿件20篇以上宣传稿件发表不足20篇15%人力资源部满意度对各单位工作场所的选址和设备订购的支持度很强□□强□较强□一般□弱10%人力资源部（调查测评）公章管理、文字把关和文件归档管理非常满意□满意□不满意□5%人力资源部（调查测评）服务态度（包括后勤保障）很好□好□较好□一般□差□20%人力资源部（调查测评）合计100% 附表11 综合能力考核表（下级对上级） 评估步骤： 1.下属单独填写此项评估，不需要和任何人进行讨论。 2.如果你不是直接由分公司经理领导，那么你需要评估二位领导：你的直接上级以及当地分公司经理。 3.填写完毕，注明本人姓名和职位，以及被评估人的姓名和职位，独立发送给总部人力资源部。 4.人力资源部汇总的评估分数和评估意见，暂时作为内部审核参考意见，上交总部的首席执行官，不向被评估人进行反馈。 5.如果有必要对被评估人进行反馈，我们会先征求评估人的意见。请在以下的选择中打勾注明你的意愿。 可以记名形式向被评估人反馈此评估表的内容 可以不记名形式向被评估人反馈此评估表的内容 绝对不可以向被评估人反馈此评估表的内容 （人力资源部会将评估人的意见及其结果高度保密） 综合能力：5—非常优秀；4—很好；3—合格/称职；2—需要改进；1—不称职 1.员工业绩表现评定分数 5分—非常优秀 4分—很好 3分—合格，称职 2分—需要改进 1分—不称职 对上述五个级别评审均需做出评语，对3分以下的评审要提出改进的建议。 2.专业知识评定 21熟悉工作要求、技能和程序 22熟悉本行业及产品 23熟悉并了解对其工作领域产生影响的政策、实际情况及发展方向 24工作中使用工具的熟练情况及专业知识（例如：器材、电脑软件等） 25了解下属工作及职责 评语： 3.主动性和创造性评定 31为达到工作目标而积极地做出有影响力的尝试 32主动开展工作而非一味被动服从 33从有限的资源中创造出尽可能多的成果 34主动开展工作力求超越预期目标 35将有创造性的思想加以完善 36勇于向传统模式提出挑战并进行有创造性的尝试 37是否善于发现资源、进行完善并富于创造性 评语： 4对客户的关注程度评定 4．1对内部及外部客户能够坚持关注其期望值及需求 42掌握客户的第一手资料并用于改进自身的产品及服务 43对客户的需求进行积极响应并提出改进办法 44以客户为中心进行交谈并付诸行动 45赢得客户的信任和尊重 评语： 5.培养及领导下属的能力评定 51能够建立并保持一个高效的工作集体 52能够与员工沟通并鼓励下属分享信息资源 53能够全面、实时并及时地完成工作评估续表 54能够经常提供建设性的反馈及指导意见 55能够协助下属确定未来具有挑战性的目标 56能够与下属建立双向沟通 评语： 6.判断力及时效性评定 61判断准确并能够同时考虑到其它选择的后果 62能够及时并根据工作时间表做出判断 63尽管付诸行动时存在不确定性，但能够应对风险完成工作 64能够针对严重问题提出解决意见 65能够判断潜在的问题及形式 评语： 7.沟通能力评定 71能够倾听并表达自己对有关信息的认知 72能够征求意见并做出积极的回应 73能够通过书面和口头形式简明扼要地进行正确表达并产生同样的效果 74能够撰写高水平的书面材料并进行演示 75能够确保其书面材料在专业上的可靠性 76能够在有关交谈中引述相关资讯 评语： 8.工作责任心评定 81出席会议发问及遵守时间情况 82可信度和可依赖度 83接受工作任务情况及本人对完成工作的投入程度 84乐于与其他人共事并提供协助 85能够节约并有效控制开支 86能够对其他人起到榜样的作用 评语： 9.计划性评定 91能够有效制定自我工作计划并确定资源 92能够准确划定工作和项目的期限及难度 93能够预测问题并制定预案 评语： 10.工作质量评定 101对工作中的细节及准确度给予应有的重视 102能够按时高质量地完成工作 103准确完成工作并体现出应有的专业水平 评语： 11.团队精神评定 111能够与本组人员一起有效地工作并共同完成本组织工作目标 112能够与上级和下属分享资讯，乐于协助同事解决工作中的问题 113能够以行动表达对他人需求的理解以及成就的赞赏 114能够与他人共享成功的喜悦 评语： 评估人对被评估人的综合能力概述 评估人签名： 附表12 绩效考核面谈表 部门职位姓名考核日期年月日工作成功的方面工作中需要改善的地方是否需要接受一定的培训本人认为自己的工作在本部门和全公司中处于什么状况本人认为本部门工作最好、最差的人是谁？全公司呢？对考核有什么意见希望从公司得到怎样的帮助下一步的工作和绩效的改进方向 面谈人签名日期备注 illustrate: 1、“绩效考核面谈表”的目的是了解员工对绩效考核的反馈信息，并最终提高员工的业绩。 2、绩效考核面谈应在考核结束后一周内由上级主管安排，并报行政人事部备案。