What are the classifications of performance target values?

What are the classifications of performance target values? First, perform job responsibilities

Second, perform public * * * duties

Three. Work task planning and completion

The performance target value cannot be set too high or too low. The reason is that the formula is simplified. The result shows that the index score = weight * (target value *2- actual value)/target value.

Generally used for negative indicators, it is a negative quantitative assessment method that indicators set weights and target values and can deduct points.

Specifically, this algorithm means that the maximum allowable limit is twice the target value, such as failure rate. Generally speaking, the greater the actual value, the lower the score, and the smaller the actual value, the higher the score.

How to calculate the personal performance score of the completion value of the weight target value? The sum of the weights of each index is equal to 100%, which is generally set as single performance score = completion value/target value * weight.

What are the goals worth pursuing in life?

What is the performance goal of inventory management? What improvements have been made in warehouse material management and inventory control rate? Accuracy of inventory material counting? Accuracy and completeness of warehouse accounts/documents.

What are the categories of performance goals? Types of performance goals

1, short-term goal. 2. Long-term goals. 3, routines or keep the goal. 4. Organizational goals. 5. The goal of solving the problem. 6, innovation goals. 7. Personal development goals.

Formulation and decomposition of performance objectives

1. Following the process of setting and decomposing performance goals, it is required that the process of setting and decomposing goals must be carried out step by step from top to bottom: first, set the company's strategic goals, then decompose the company's strategic goals into departments, and then set and decompose the performance goals of departments into individuals. This is the most basic process of setting and decomposing performance goals that HR people all know. However, there will be a little deviation in the process of decomposing departmental goals into individuals: many department heads often ask employees to establish their own performance goals first because of their busy work, and then submit them to the supervisor for review and make suggestions for revision. This process seems to omit the communication link in the early stage of index decomposition, which can save time in establishing personal goals. In fact, it is not: employees often evaluate performance goals from a personal perspective, and it is difficult to plan their work from the perspective of a company or department. When supervisors put forward audit opinions, they are easily misled by existing indicators, and it is difficult to audit employees' work from the perspective of departmental goals. At the same time, it is inevitable that the supervisor will have to communicate with his subordinates again after revising the indicators, which will be more time-consuming and laborious. Therefore, in the early stage of setting performance goals, it will be essential to communicate on task allocation. Second, pay attention to the ways and means of formulating and decomposing performance goals. When setting performance goals, you usually encounter the following two situations: in one case, the company's strategic goals and departmental goals may not be very clear, specific and feasible. At this time, when establishing the goal, we should design the index system from top to bottom from the aspects of work performance, work attitude, work behavior, personal quality and workload around the responsibilities and functional strategies (or goals) of various departments of the company. However, the design of the index system must meet the overall management and development needs of the company, which needs to be consistent from top to bottom, that is to say, the setting of indicators and target values still needs to be based on the development needs of the company, rather than the completion of personal performance. In one case, the company's strategic objectives and departmental objectives are clear, specific and feasible. In this case, it is relatively easy to establish relevant indicators, but we need to pay attention to the comprehensiveness and operability of indicator refinement, that is, when designing the performance management system, we should pay attention to the comprehensive and reasonable decomposition of the company's strategic objectives into departments and individuals, so that the strategic objectives can be implemented smoothly. The tool commonly used here is the balanced scorecard. Third, grasp the key points of performance goal formulation and decomposition In addition to paying attention to the process and method of goal formulation and decomposition, we should also grasp the following key points in the process of performance goal formulation and decomposition: 1, people at different levels have different performance goal formulation principles. Senior staff can use the balanced scorecard to set personal performance goals from four dimensions, which is similar to setting corporate strategic indicators. For ordinary grass-roots personnel, more indicators are extracted from specific job functions and responsibilities; 2. Performance objectives are different from work plans and should strictly follow the SMART principle. Whether it is a company, a department or an individual's performance goals, the number of goals is 5-8. Too much will become a specific work plan, diluting the guiding role of performance goals; 3. The performance target is supported by the company's relevant systems and norms, which is a comprehensive embodiment of the system norms. When setting goals, many managers try to reflect all job requirements and norms item by item in their performance goals, which is a misunderstanding. It must be remembered that performance management is not unique and omnipotent, nor can it replace everything. It must be combined with system management, team management and plan management. 4. The establishment of performance goals is a process of "establishing first and then perfecting". When establishing the company's strategic indicators, departments and individual performance targets, organizations should first require supervisors at all levels to master the processes and skills, and then gradually optimize the performance targets on this basis, as concise and effective as possible, but not necessarily perfect. Most importantly, the performance target must be an indicator confirmed by both parties after communication. When decomposing and establishing goals, the superior supervisor must fully communicate with his subordinates to make them agree with personal performance goals. If the two sides lack communication to confirm performance goals and reach a consensus, performance management will lose its original meaning. Performance indicators are special, and both parties need to communicate with each other when they are released, but the content of communication should no longer be the size of the indicators (sales indicators are hard to release), but the ways and means to achieve the indicators. In short, in the process of performance management, we should pay attention to whether the performance objectives are formulated and decomposed according to the prescribed process, whether the methods and methods are reasonable, whether the company's strategic indicators can be successfully implemented in departments and individuals, and whether some key control points are noticed in the process of performance management. The performance evaluation indicators established in this way can truly achieve the guidance and authenticity of performance management and ensure the effectiveness of the final evaluation results.

Performance indicators and behavior indicators can be divided into two categories. Different levels of post assessment objectives and contents are different, and the proportion of performance and behavior indicators is also different.

What are the principles for checking the effectiveness of performance goals? 1. Is it specific?

Invalid goal: I want to improve code quality.

Specific expression: I want to reduce the Bug rate (thousand code defects rate)

Invalid goal: I want to be a programmer.

I want to master C++ language.

2. Can it be measured? Is there a standard for measurement?

Goal 1: We want to control the Bug rate within 2.39‰ (CMMI3 standard).

Goal 2: I want to master the basic syntax of C++, inheritance, polymorphism, virtual function and the usage of common container classes in STL, and complete a project with 10000 lines of code.

3. Whether it can be achieved: the goal must be achieved through hard work. It should be higher than the status quo, but it can be achieved by jumping.

4. Can it be broken down? Can a big goal be broken down into several small goals and completed step by step?

4. Relevance: whether the subordinate target of the decomposition target is related to the superior target. In other words, whether achieving lower-level goals has an effect on achieving higher-level goals.

5. Is there a time limit for completion?

In short, whether it plays an incentive role is the only criterion to test performance goals.

The performance goal of the person in charge of the supermarket and the performance goal of the cashier must first have the post responsibility of the person in charge of the supermarket (department manager or cabinet director) and the post responsibility of the cashier of the supermarket, and then make the performance goal according to the post responsibility. Do a good job at the cashier level first because: job performance evaluation refers to the method of checking and evaluating the performance of relevant personnel in the prescribed duties by adopting scientific methods according to certain standards. Performance appraisal can provide a basis for employee salary payment and bonus increase and decrease; Provide a basis for employee job changes; It provides a formal communication channel between employees and superiors; Let employees clearly understand the expectations of enterprises and their true evaluation, that is, let enterprises adjust their current policies. I. Purpose

1. In order to better guide employees' behavior, strengthen employees' self-management, improve work performance, tap employees' potential, realize better communication between employees and superiors, establish an excellent team with development potential and creativity, and promote the realization of the company's overall strategic objectives.

2. Evaluate the daily work and code of conduct of supermarket cashiers, judge whether they are competent, and take this as the basis of human resource management to ensure the scientificity and seriousness of their salary, promotion, transfer, reward, professional skill development or dismissal. Ensure the realization of company performance target management.

Second, the scope of application

Performance appraisal is mainly a regular assessment of all regular employees. Third, the cashier performance appraisal content

1, the cashier evaluates it once every six months and comprehensively evaluates it at the end of each year.

2. Evaluation methods include: percentage evaluation summary, customer opinion survey summary, typical events addition and subtraction, work completion evaluation, democratic evaluation, sales completion rate, work plan completion and work goal achievement evaluation.

3, evaluation (accounting for 40% of the total performance evaluation)

① Behavior and Morality (10%): summarize the performance of service standards and the survey results of customers' opinions, evaluate employees' service behaviors, add customers' favorable comments and deduct customers' complaints. Satisfaction adds points, dissatisfaction subtracts points.

② Work attitude (65,438+00%): assess the attendance and overtime of employees such as being late, leaving early, taking personal leave and working overtime; Personal leave is deducted one point each time or one point every day, and sick leave is not deducted. In order to finish the work better, take the initiative to work overtime once and try to obey the unplanned work arrangement once. Have the spirit of cooperation and cooperate with all work. In particular, temporary work takes the initiative to get extra points, and points are reduced without reason.

③ Mental outlook and psychological quality (65,438+00%): the daily words and deeds of employees, such as whether to actively publicize the company's reputation, whether to correctly understand and publicize the company's policies to evaluate employees, whether to love the company and whether to support the company's policies and guidelines.

④ Evaluate employees' mental outlook and psychological quality by their daily working status (65,438+00%) and attitude towards colleagues. Add or subtract points from typical events, or conduct democratic appraisal regularly. It is necessary to prevent only deducting points without adding points, and to prevent being too sensitive to bad behaviors but unaware of positive good behaviors.

4, performance appraisal (accounting for 60% of the total performance appraisal)

① Performance of job responsibilities (20%): points will be deducted for dereliction of duty, and points will be added for completing this work or other temporary work efficiently and with high quality as required. Keep uninterrupted records and evaluate them once a month. Summarize once every six months and conduct a complete evaluation. ② Execution of temporary work tasks (20%): The task scheduler is responsible for evaluating the execution effect of temporary work tasks assigned to employees, once after each large-scale activity or task, or once a month by the department head. (3) Business skill test (20%): All the more important tests and examination scores organized by the department are converted into average score 100%.

Four. Evaluation results: The supervisor evaluates the performance of employees, which is divided into four grades: excellent, competent, in need of improvement and dereliction of duty.

1. Excellent overcame the unfavorable conditions in previous work, completed the basic work of employees and important tasks assigned by superiors on time, strictly implemented the company's rules and regulations, and achieved great benefits or improvements in business, production or management;

2. Competency: In the preliminary work, employees completed their basic work and important tasks assigned by superiors, strictly implemented the company's rules and regulations, and achieved the work performance goals set in the previous period;

3. The need for improvement is because employees did not complete their basic work and important tasks assigned by superiors in the early stage, did not strictly implement the company's rules and regulations, and did not complete the work performance goals set in the previous stage;

4. Dereliction of duty refers to employees' failure to complete their own jobs and important tasks assigned by superiors in the preliminary work, failure to strictly implement the company's rules and regulations, and multiple or major mistakes in their work, which have caused great losses to the company's interests.

Five, performance management and performance evaluation should achieve the effect.

1. Employee's salary consists of basic salary and performance salary, accounting for 90% and 10% of the total salary respectively, and performance salary is linked to the assessment results;

2. The total performance score is 20 points, 0-5 is dereliction of duty, and the performance salary is 0% to 5%; The score of 6- 10 is to be promoted, and the performance salary is 6% to10%; 1 1- 15 is competent, and the performance salary is 1 1% to15%; 16-20 excellent, performance pay 16% to 20%;

3. Those who are qualified for a long time can enjoy a paid vacation on a certain day;

4. At the end of each year, the company will summarize the annual work performance according to the performance of the general manager in charge and his department, so as to determine the year-end bonus and promotion of the supervisor.

Performance appraisal is to understand the conduct and performance level of everyone in the organization and provide constructive feedback, so that employees can understand the company's evaluation of his work, know his boss's expectations and requirements, and know what the standards and requirements of excellent employees are. Help managers to strengthen the correct behavior of subordinates, promote effective and continuous communication between superiors and subordinates, and improve management performance; Understand the needs of employee training and education, and provide basis for the company's training development plan. It provides accurate and useful basis for the company's salary decision, employee promotion, post transfer and bonus distribution. Strengthening the clarity of work plans and objectives of all departments and employees, and changing from extensive management to monitorable assessment will help improve the overall performance of the company and promote the realization of the overall goals of the company.

What are the characteristics of Lenovo's performance target setting? If you see Lenovo's performance appraisal form, you will definitely feel irregular and even a little messy, but this is Lenovo's characteristic performance management. "For departments that are inconvenient to refine the indicators to everyone, Lenovo Group believes that this part of the business is only a business that emphasizes teamwork, and the quality of team performance directly affects individual performance."

Daniel Hsia (pseudonym) is an ordinary employee in R&D department. She has just arrived at Lenovo Group for more than a year and often giggles before and after the Spring Festival. There is a simple reason. It's almost the year-end examination, and I feel I'm doing very well. However, when the result came out, Daniel Hsia's joy was suddenly much less: the motivation was not as high as he had imagined. What Daniel Hsia can't understand is that Zhang Fan (pseudonym), another R&D team, has not developed as many new projects as himself, and his performance is even higher than himself. Xia Wei wants to know: isn't the company's remuneration directly linked to performance? Daniel Hsia, who was full of doubts, went to the Human Resources Department and got the explanation that although Daniel Hsia has developed many new projects, the overall development performance of the team is average, so the overall performance of this project is not high; Zhang Fan's personal new project development is not as good as Xia Weiqiang's, but his team scored high. At present, the weight of team performance is relatively large. Under the weighting, Daniel Hsia's performance is not as good as Zhang Fan's. These assessment methods were announced at the beginning of the fourth quarter. This is one of the measures to balance the performance management of Lenovo Group. "For departments that are inconvenient to refine the indicators to everyone, Lenovo Group believes that this part of the business is only a business that abnormally emphasizes teamwork, and the quality of team performance directly affects individual performance." Wei Juji, recruitment director of Lenovo Group, said. Therefore, Daniel Hsia's formula for calculating the income after performance appraisal is: income =P×Q×G, where p is the department performance appraisal coefficient (also called weight); Q is the personal performance appraisal coefficient; G is the post salary. Although the formula of "income =P×Q×G" is simple, it is very difficult and complicated to operate as a complex multivariate function. Because in a certain period of time, the value of G is fixed (determined by the position and ability level), P and Q have become the guiding "flags", giving directional command to the work behavior and efforts of departments and employees, especially the P coefficient that employees can't control personally, which has strong guidance to employees, which is also one of the magic weapons for Lenovo Group to balance individual and team cooperation.

For products or sales departments whose indicators are extremely clear and even easy to be assigned to individuals, Lenovo tries its best to assess people, such as the annual sales tasks in East China. Through layer-by-layer decomposition, the goal of each salesperson will be very clear, and the group does not need to set assessment indicators for a sales team, so the direct appraiser is more clear. Cao Jinchang, director of human resources at the East China headquarters of Lenovo Group, believes that this seemingly chaotic dual-index system can * * the characteristics of Lenovo Group in the process of index setting: "Setting indicators is actually the key to performance appraisal, and Lenovo Group has also encountered many troubles caused by unclear and inhuman indicators. Slowly, we explored a method that was as comprehensive as possible when setting indicators. " The comprehensiveness mentioned by Cao Jinchang includes four aspects: First, different assessment indicators are set according to different businesses; Second, quantify as much as possible; Third, the definition of indicators must be very clear, and the description should also be understood by employees; Fourth, we must communicate with employees when setting indicators. "Now that the product is updated quickly, we will determine the research and development cycle according to the elimination cycle of similar products in the market and the industry standards that Lenovo Group wants." Everyone in Lenovo Group should have personalized goal setting, and every employee has two goals: short-term and medium-and long-term. In general, the short-term goal is broken down by the company according to the enterprise's goal, while the medium-and long-term goal is each employee's description of his future. At the beginning of each year, Lenovo employees should give their own copies to department leaders.

Long-term development plan, if this plan is consistent with the judgment of department leaders on employees, the plan will take effect, and the human resources department will also create various conditions and provide as many resources as possible to help employees. If the long-term development plan of employees is inconsistent with the observation and positioning of department leaders, both parties must sit down and communicate. Lenovo Group believes that no matter what kind of assessment method, mobilizing the initiative and creativity of employees is the ultimate goal, rather than doing things according to the wishes of superiors. In order to make the assessment as personalized as possible, Lenovo Group started with department personalization. For the sales department with less obvious personalization, Lenovo Group has established a sales system for each salesperson, and you can see all your plans, accomplishments and other information in one year by logging in to the system. For the difficulty of performance appraisal: the evaluation of functions and R&D departments, Lenovo Group also strives to be personalized. Lenovo Group has invested a lot of money in research and development, and also used a lot of manpower and material resources in the process of assessment. Lenovo Group divides R&D departments into research institutes and secondary R&D institutions (R&D departments). Although they are both R&D staff, the staff of these two systems are engaged in very different jobs. Most research institutes are engaged in basic and forward-looking research to ensure Lenovo's future competitiveness, while most secondary R&D institutions are engaged in product upgrading. Wang Ming is an R&D employee of a secondary institution in R&D.. Lenovo Group mainly considers two indicators when evaluating him: R&D cycle and engineering. "Now that the product is updated quickly, we will determine the research and development cycle according to the elimination cycle of similar products in the market and the industry standards that Lenovo Group wants." Cao Jinchang said that the R&D cycle reflected by the market is the market reflection speed of an enterprise, which directly determines whether the enterprise can keep up with the pace of consumers. Engineering indicators include time, number of pieces and one-time production success rate, which is an effective means to measure the transformation of R&D achievements into market value.