Appraisal plan for new employees

Assessment plan for new employees

Nowadays, it is the peak period of corporate talent recruitment, and the recruitment of new employees is in full swing. After experiencing the many difficulties of "passing five hurdles and killing six generals" After the test, the new employee finally entered the company he yearned for, but passing the interview does not prove that a new employee is really suitable for the company and qualified for the position. The probation period inspection is a necessary link. What to try during the trial period? How to try? Who is responsible? How long to try? How to evaluate? etc. For most companies, they cannot find a feeling, or they just follow their feelings and cannot find a better solution. This article explains the probation period assessment system so that companies can have a reference for the assessment of new employees during their probation period.

Why—Why should a probationary period assessment be conducted?

Most companies know that the probationary period assessment for new employees is a necessary part of human resources management. Usually Said that the purpose of the probation period assessment is roughly as follows:

1. To ensure that new employees meet the job requirements, promote employee development to be consistent with the strategic goals of the company's human resources planning, and guide new employees to integrate into the company's corporate culture as soon as possible.

2. Provide the basis for whether new employees should stay or leave to avoid labor disputes. Many companies misunderstand the Labor Contract Law, saying that "employees can be fired at will as long as they are in the probation period." According to the Labor Contract Law, "the employer can unilaterally terminate the labor contract only if the employee is proven not to meet the employment conditions during the probation period." "This requires the company to provide evidence that the new employee does not meet the employment conditions during the probation period. Where the evidence comes from is to pass the probation period assessment. There are many companies that cause labor disputes when they fire new employees because they did not properly evaluate them during the probation period.

3. Through the probation period assessment, new employees can understand their shortcomings and clarify their work goals and direction after becoming regular employees.

4. Help enterprises examine the shortcomings and deficiencies of their own work and make progress through examination. For example, new employee assessments are used to evaluate recruitment effectiveness and whether the recruitment system is complete, etc.

The significance of the probation period assessment of new employees is not to eliminate them, but to test and give feedback, retain employees who are suitable for the company, and provide conditions to enable them to quickly integrate into the company, be qualified for their positions, and create value for the company.

　What—Determination of assessment indicators and standards

Because many companies do not know the assessment standards, they often make decisions based on their heads when new employees become regular employees. Some companies also have some standards, but these standards Because there is no quantification or refinement, it cannot serve as a reference, so it is determined based on feeling. What is assessed during the probation period of new employees? Generally, it includes the following content:

Work ability

It is the ability to complete the work of the position that is necessary to achieve the work performance expected by the organization, especially Competencies in key business areas meet the company's job requirements. General employee ability requirements include familiarity with the position, learning ability, job suitability, work efficiency, work quality, etc. The abilities required for managers include: interpersonal skills, influence, leadership (motivation, authorization, training, etc.), communication skills, plan execution skills, judgment and decision-making skills, etc. According to the needs of different positions, enterprises should adjust the indicators for assessment and assessment capabilities accordingly.

Work Attitude

If a person has different views on work, he will naturally take different actions. Behind this are a person's values ????and motivation for achievement. A person with a bad attitude and weak behavioral motivation will not perform well at work. Attitude indicators include: discipline, enthusiasm, responsibility, collaboration, team awareness, etc.

Work results

It is unrealistic for a new employee to create obvious performance in just a few months of trial period. However, for some management positions, it is still necessary to set some tasks that can be completed in the short term. Through the completion of these tasks, we can check whether the work has results. Generally, people with high performance are planned and organized, can make overall arrangements, and follow up in a timely manner. , until there are clear results.

The assessment of the above three aspects needs to focus on different objects. For example, some companies mainly focus on new employees who are fresh graduates: learning ability, work efficiency, work quality, responsibility, Discipline, collaboration, etc.; for social recruiters, the focus is on: adaptability, problem-solving ability, work efficiency, sense of responsibility, public welfare, etc. In addition, the focus of the examination is also different for newcomers working in different positions. Generally speaking, for technical and professional positions, companies will pay more attention to their mastery of professional knowledge, and will also focus on their learning ability, work ability, and ability to adapt to the environment. For other positions, such as office clerks, customer service and other positions, companies will focus on examining their plasticity, teamwork skills, interpersonal skills, etc.

The selection of indicators is also closely related to the core values ??of the company. What the company advocates will be considered accordingly when designing the probation period assessment for new employees. This makes it easier to select people who are suitable for identifying with the company's values ??and develop together with the company. Sometimes people with strong abilities may not necessarily agree with the company's values, and such people may not necessarily have good performance. The so-called "management comes from recognition."

Who—Relevant person responsible for assessment

In order to help new employees become familiar with the work business and integrate into the work environment as soon as possible, it is necessary to clarify the relevant person responsible for assessment management so that the assessment of new employees can proceed smoothly. . Generally, the persons responsible for the probationary assessment management of new employees are: department heads, instructors, and relevant persons in charge of the human resources department.

Mentor

The mentor should be a department manager, supervisor or a key employee with rich work experience and good conduct. In order to ensure the guidance effect, one instructor is allowed to guide up to 3 people at the same time, and the operating positions can be adjusted appropriately according to the actual situation. The mentor is specifically responsible for guiding new employees during their probation period, formulating work goals and evaluation criteria, and participating in performance evaluation. The work content and assessment design are as follows:

Help new employees understand the company's relevant regulations, and guide new employees to become familiar with the work environment, department/position business processes, and relevant work associates;

According to the department Work objectives, formulate work plans with new employees ***; based on job responsibilities, determine new employee assessment standards (assessment content and objectives) with department heads ***, and rationally arrange daily work and stage goals for new employees ;

Conduct regular formal interviews with new employees (at least once a month). Based on the completion and performance of the new employee's work plan and in conjunction with the assessment standards, promptly summarize the achievements and deficiencies, and provide timely encouragement or guidance. ;

After the guidance, the department head interviews the supervisor and the new employee to understand the supervisor's guidance to the new employee and evaluate the supervisor's work. The head of the department inspects the instructor's guidance from different aspects. Assessment evaluation can be used as a reference indicator for the performance evaluation of the instructor.

Department head

The department head is the person directly responsible for the probationary assessment and management of new employees. He is responsible for the determination and assessment of new employee mentors, the determination of new employee assessment standards, and the determination of new employee evaluation standards. Provide employee probationary assessment, evaluation and feedback, etc., and cooperate with the Human Resources Department to conduct probationary assessment interviews with new employees when necessary. The specific work content and assessment design are as follows:

The department head guides the instructor to confirm the new employee probation assessment work plan, participate in the new employee's onboarding interview, understand the new employee's state of mind and work status during the probation period, and promptly Summarize achievements and shortcomings, and provide timely encouragement or guidance. When a new employee becomes a regular employee on probation, the assessment results must be fed back to the new employee.

The assessment and training management of new employees in the employment department will be used as reference data for the annual performance appraisal indicators of department heads. The human resources department can combine the questionnaire survey of new employees and follow-up training interview data to understand the situation of department heads in the guidance and management of new employees.

Relevant person in charge of the Human Resources Department

Relevant person in charge of the Human Resources Department is responsible for organizing and implementing the probation assessment, training and tracking work of new employees, coordinating and supervising the probation assessment of new employees by the employing department , management work. Supervise the signing of probation period work standards between the employing department and new employees, promptly remind the employing department to provide feedback on probation assessment materials, and coordinate the employment department and new employees to conduct assessment results feedback interviews.

In addition, they must also be responsible for handling employees’ complaints about assessments, investigating whether the assessments are fair and reasonable, and giving the results. If the mentor and new employees have disputes about the assessment results, they must submit them to arbitration, which will be handled by human resources. The Ministry of Resources will provide an arbitration result after investigation.

When—Probation period

According to the Labor Contract Law, after a new employee is hired, the probation period is generally 1-3 months (the longest shall not exceed six months): Labor Contract If the term of a labor contract is more than three months but less than one year, the probation period is one month; if the labor contract term is more than one year but less than three years, the probation period shall not exceed two months; for a fixed-term or non-fixed-term labor contract of more than three years, the probation period No more than six months. If a labor contract is limited to the completion of certain work tasks or if the labor contract is less than three months, a probation period shall not be agreed upon.

Within labor laws and regulations, the length of an enterprise’s probation period will vary. The trial period we usually talk about is three months. Is it long or short? It depends on the content of the trial and the level of the person taking the trial.

For some operational and highly mobile positions, such as operators and technicians, the probation period can be agreed to 1-2 months; for general managers, a 3-month probation period can be agreed; for senior managers , the situation is more complicated. To test out the manager's work attitude, working methods and work results, generally speaking, it takes about a month. If you want to test out a person's professional shortcomings, one month of values ??orientation is simply not enough. For a more extroverted person, it takes about three months; for an introvert, it takes about six months; for a person who is good at hiding, it takes about a year. Because only one year can be used to complete a performance year and assess people's reactions under different workplace conditions. Therefore, the trial period for senior managers may take about half a year, or even a year.

　How—How to assess

In order to better assess new employees, effectively monitor the assessment process, and clarify responsibilities, time points, and work content, the company should first establish an assessment management process.

Common evaluation methods for new employees include: practical operation test, written test, training/work summary report, thesis defense, work log, 360-degree assessment, etc. Enterprises need to choose appropriate assessment methods based on internal conditions.

Communication

Many studies have shown that a new employee’s work performance in the initial stage has a significant impact on his subsequent performance. High performance in the initial stage will help new employees build self-confidence and form a positive work attitude and high performance standards. This work attitude and standards will in turn form good performance and success in the future, and at the same time have a positive impact on subsequent performance and performance. Success further reinforces this attitude and standard. This requires department heads or instructors to provide new employees with necessary skills and knowledge training, as well as regular communication with new employees.

With the reference to the "Leather Marion" effect in management, people have begun to realize the important impact of managers' "expectations" on the work performance of their subordinates. There are many studies and experiments that have proven the relationship between the two. As the field of psychology has long discovered: people generally act in accordance with what they think others expect of them. That is, "prophecy leads to the fulfillment of prophecy." If managers show high expectations during the communication process, subordinates will increase their self-confidence and work hard to fulfill their superiors' predictions.

During the probation period assessment process for new employees, both department heads, instructors, and relevant personnel of the human resources department should conduct two-way communication with the new employees based on the belief that "communication starts from the heart" and Encourage and support them so that new employees can eliminate psychological pressure and integrate into the company smoothly.

Culture-Corporate Culture

It is no longer rare for new employees to be unable to join the company because they cannot integrate with the corporate culture and values. During the probation period assessment process for new employees, we should strengthen the publicity and guidance of the core concepts of corporate culture, and train new employees to develop good working habits, as well as behavioral patterns and ways of thinking that meet the company's work requirements. Through the improvement of work concepts, It can promote the improvement of abilities or make up for the lack of abilities, thereby improving work performance and being qualified for the position.

In short, different companies should adopt different methods for the probation period assessment of new employees. The most important thing is to establish a probation period assessment system for new employees, clarifying the assessment process, assessment content, assessment responsibilities, assessment period, and evaluation methods. etc., through the promotion and guidance of the core concepts of corporate culture, and at the same time, conduct timely, sufficient, and effective two-way communication with new employees and encourage, guide, and assist new employees, thereby eliminating the psychological pressure of new employees, enhancing their confidence, and enabling them to achieve good results. performance, quickly integrate into the company, become a qualified business person, create value for the company, and achieve a "win-win" between the company and its employees. ;