How to do performance appraisal?

I. Performance diagnosis and evaluation

The design of any management system has a gradual process from the initial state to the intermediate state and then to the ideal state. If managers expect the management system to be in place in one step, it will not only lead the enterprise to an ideal state, but also lead the enterprise to destruction. Therefore, the primary task of consulting is to diagnose the current situation of enterprise management thoroughly and systematically, find out the management level of enterprises, and thus design a scientific and reasonable performance appraisal system for enterprises.

1, enterprise organization setup and workflow

2, department setting and job responsibilities and authority division

3, enterprise strategic objectives and enterprise target management

4. Work plan system and enterprise data.

5. Performance of relevant departments or positions in the past 1-3 years

6, enterprise system and salary system

7, work objectives and plan implementation cycle

8, employee business skills evaluation

9, work instructions

10, enterprise strategic objectives and business plans

Second, the determination of performance goals

All enterprise management systems serve the strategic objectives of enterprises. Therefore, making clear the direction of the enterprise goal is helpful to achieve the goal, unite employees and let employees experience the results of achieving the goal. In addition, managers should realize that there is no performance without goals and plans.

1, formulation and confirmation of enterprise strategic objectives

2, the enterprise long-term business plan

3, enterprise work planning system (project plan, department work plan, personal work plan, etc. )

Third, the performance management program

This is an important step. It is necessary to extract key performance indicators (KPI indicators) according to the characteristics of each position, and prepare standardized assessment benchmark books as assessment contracts. Design the process of performance appraisal, clearly define the procedure of appraisal, and reasonably arrange the application of appraisal results, which is mainly reflected in the link with performance bonus and applied to work improvement, education and training and career planning.

Fourth, the performance management organization construction

1, performance management implementation plan

2, post key indicators and weights

3, evaluation cycle and management evaluation or cross-departmental evaluation

4. Quantitative design of index data.

5, performance management form design

6. Performance management organization design, performance analysis and evaluation improvement process design.

Verb (abbreviation of verb) performance evaluation and analysis

This is the daily work of assessment, focusing on counseling the organization and management departments of performance assessment and learning how to conduct accounting work of assessment. Members of performance management organizations must be trained to be familiar with performance management tools. This is the publicity and trial operation stage of performance appraisal. To carry out all-staff training, every employee should deeply understand the significance and operation method of performance appraisal.

This is the perfect stage of performance appraisal. According to the actual situation of the enterprise and the implementation of the evaluation, some adjustments can be made to the relevant evaluation schemes to ensure the effectiveness and scientificity of the evaluation. Use the evaluation in the simulation implementation stage to calculate the performance results, analyze the results, dig out performance problems and organize corresponding performance interviews, so as to continuously improve performance.

The purpose of improving employees' performance is to help low performers find the problems that really affect their performance and improve them, improve their work performance and promote their development and growth.

1, test work performance and performance appraisal results, and evaluate errors.

2. Performance management training (introducing the significance, principles, general methods and cases of performance management)

3. Enterprise target management (introducing the function, basic idea, target setting and application of target management table)

4. Performance management and balanced scorecard training (introducing the theoretical source of balanced basic cards, the classification of key performance indicators, the source of indicators and its significance to performance management).

5, comprehensive performance improvement plan training

Sixth, the improvement of performance coaching.

Through the evaluation and analysis in the previous stage, the problems at all levels of the enterprise are exposed, including the problems of objectives, organizational system, management process and workflow, division of labor among departments or posts, and business ability of employees. According to the problems exposed in various aspects, professional consultants enter the department for counseling and improvement.

1, Marketing Management Training and Counseling

2, production management training and counseling

3, procurement management training and counseling

4, quality management training and consulting

5, warehouse management training and counseling

6, administrative logistics management training and counseling

7, human resource management training and consulting

Seven. Implementation of performance appraisal

Enterprise performance management organizes and operates, implements performance management and assessment, and regularly analyzes and evaluates according to the performance management plan, and constantly improves and perfects all aspects of performance management and enterprise management.

1. Elect the person in charge of assessment implementation (with professional performance management knowledge, management prestige in the enterprise, familiarity with management process and rich communication skills).

2. During the trial period, collect the opinions and suggestions of the assessed extensively (let the assessed feel the right to be respected and participate in the formulation).

3. Collect assessment data in sections and arrange counseling (special attention should be paid to the early stage of an assessment cycle, and performance counseling will be arranged by the implementation leader before the middle stage).

4. Communicate before the middle of the evaluation cycle (especially informal communication to reduce the evaluation pressure of the assessed).

5. At the end of the appraisal period, the appraisee agrees with the appraisal results (* * * understanding is reached before publication, and different opinions are reserved).

6, performance appraisal (let candidates analyze the reasons for the lack and improvement programs, and put forward opinions and suggestions for the assessment; Lack of key points of auxiliary analysis)

7. Performance indicators should be revised in a timely manner (opinions should be widely absorbed and revised at least once every three assessment cycles).

8. Use performance appraisal results (salary, rewards and punishments, welfare, transfer, etc.). )

Extended data

The Key of Performance Management —— Formulation and Decomposition of Performance Objectives

Speaking of performance management, everyone is no stranger. Many companies are trying or have implemented performance management. However, all HR managers who have been promoted will fall into a dilemma: on the one hand, performance management is a magic weapon, which can objectively assess and evaluate employees' daily work performance, so that employees' salary increase, promotion and training can be based on evidence.

On the other hand, if performance management is improperly applied, it will have serious consequences: it will reduce the enthusiasm of employees, and there will be a phenomenon of "not going to stay", a large number of outstanding employees will be lost, and the performance of departments with good personal performance will be poor, and the assessment will be unfair ... The reason for this dilemma is nothing more than a misunderstanding:

Performance management is performance appraisal, with emphasis on how to evaluate and score, while the importance of performance target management is relatively neglected. However, we often ignore a problem, that is, the key to performance management lies in performance target management rather than performance appraisal. Whether the performance target is effectively formulated, whether it is combined with the company strategy, and whether it is reasonably decomposed from top to bottom will affect the final performance management operation effect.