Performance Appraisal Plan

Summary of 6 performance appraisal plan templates

In order to ensure that things or work are carried out in a solid manner, it is often necessary to formulate a plan in advance. The plan is a written plan, which is the detailed rules, steps, etc. for the implementation of specific actions. . What issues need to be paid attention to when formulating a plan? Below are 6 performance appraisal plans that I have carefully compiled for your reference. I hope it can help friends in need.

Performance Appraisal Plan Part 1

Production management work, job responsibilities plus long-term supervision and management of performance, encourage employees to work hard for a long time and be practical and meticulous. Tangshan production management consulting company Hongzhirida Enterprise Management, the following introduces the performance appraisal plan for warehouse accountants of a certain company:

The assessment of warehouse accountants mainly includes work performance, system compliance, attendance, and rationalization suggestions Four parts, among which, system compliance and attendance are deducted points, while rationalization suggestions are bonus points.

1. Accounting registration error rate.

2. Timely completion rate of account card verification work.

3. Financial data is recorded on time and accurately.

4. Quality of warehousing financial statements.

5. Timely preparation of warehousing financial statements.

6. Financial information completeness rate.

7. System compliance.

In addition, there are assessments on attendance and rationalization suggestions. Performance Appraisal Plan Part 2

In order to mobilize the enthusiasm and creativity of employees in this department, guide employees to work hard to do their jobs, and continuously improve work efficiency and work quality, in accordance with the relevant regulations of the company and combined with the actual situation of the department , specially formulated these measures.

1. Basic principles of performance-based salary distribution

1. The principle of linking it to performance, position, skills and contribution, and reasonably widening the gap;

2. The principles of openness, fairness and impartiality;

3. The principle of regular assessment and monthly allocation.

2. Performance Appraisal Content

1. Monthly Appraisal

The monthly appraisal of personnel in this department shall uniformly use the "Employee Monthly Performance Appraisal Rules" to evaluate the performance of work responsibilities in that month. Assess the situation.

2. Annual assessment

The annual assessment of the department’s personnel is determined by the average of the monthly assessment scores of the current year, the annual work ability, and the attitude assessment.

Comprehensive score of employee annual performance appraisal = average employee monthly performance appraisal score × 70% + ability index assessment score × 15% + attitude index assessment score × 15%;

Department Those with comprehensive scores in the top 5% of the annual performance appraisal are considered outstanding.

3. Monthly Performance Salary Payment

Employees’ monthly performance salary payment is determined based on the monthly performance appraisal.

Employees’ monthly performance salary = monthly performance salary base × individual performance coefficient × monthly evaluation coefficient

The department’s performance salary base is determined by the department leader based on the completion of the department’s work indicators.

IV. Assessment Procedure

1. Organizational Assessment

1. Before the 28th of each month, each employee shall submit his or her work diary for the month to the department leader.

2. For employee assessment, the minister’s assessment score accounts for 60%, and the deputy minister’s and minister’s assistant’s assessment score each accounts for 20%.

2. Performance feedback interviews

Before the 5th of the following month, department leaders will conduct feedback interviews based on employee performance appraisals to help them improve and improve their work.

V. Other regulations

1. Those who ask for leave will be deducted 2 points/day, continuous or accumulated leave (excluding statutory rest days) for 10 days (including 10 days), and will not enjoy the performance of the month Salary;

2. If you are absent from work for half a day, 50% of your performance salary for the month will be deducted. For those who are absent from work for one day or more, your performance salary for the month will be deducted.

3. If the reporter fails to submit the workday of the month, the individual’s performance salary for the month will be withheld.

Marketing Department

October 28, ** Performance Appraisal Plan Part 3

1. Assessment objects

1. The following personnel will not participate in the assessment:

(1) Those who have not completed their probationary period

(2) Those whose continuous working years are less than half a year

(3) Those who are absent from work due to long-term absences (including Those whose attendance days during the assessment period are less than the number of absence days due to reasons such as official injury), suspension, etc.

(4) Those who are unable to participate in the assessment or cannot conduct the assessment due to special circumstances

2. Assessment objects must be classified and assessed to achieve good assessment purposes

(1) By position

(2) By function

(3) By department

3. During the assessment period, if the person being assessed is transferred out of the original department due to personnel changes, or if the assessment period is less than one month after being transferred to a new unit, the original unit will conduct the assessment

2. Appraisers

　1. Performance appraisal is conducted according to job level. In principle, there are two levels of appraisal, namely the first appraisal and the second appraisal.

　2. The person in charge of the first and second assessments, that is, the assessor, should follow the provisions in the table

In short, the assessor is in principle the direct superior of the person being assessed.

3． The person who takes the second assessment will be the final person who takes the assessment

4. During the appraisal period, if the appraiser encounters personnel changes and is transferred from his current position, the appraisal work performed by the appraiser will continue until the person is transferred, and the successor will serve as the appraiser to continue the appraisal work

3. Assessment principles

1. General principles

(1) Both managers and subordinates understand the reasons for performance appraisal

(2) There are predetermined and clear work goals and fact-based evaluation of results, with fair results attitude towards performance appraisal

(3) The conduct and results of the performance appraisal must be kept confidential

(4) Environmental factors that affect the performance appraisal results must be considered

(5) Different personnel should use appropriate assessment scales

2. Specific principles

(1) Under the same supervisor, each employee will be evaluated once a year

(2) In the following three situations, a supervisor will evaluate his subordinates Twice

A. This employee is a new employee

B. The employee was transferred from other departments within two appraisal periods

C. The person in charge of this department has been replaced

(3) No assessment will be conducted if the following conditions are met

A. He has been evaluated under the same supervisor for five years; during these five years, the person being evaluated has stayed in the same position and his salary level has reached the highest level in the same grade.

B. The employee has participated in the "Training and Development Plan", and according to the records, the employee has reached the last year of the five years mentioned in the previous paragraph. At this time, the employee does not need to take the assessment anymore

IV , Assessment period

Frequency of implementation: twice a year; four times a year.

5. Rating

1. Scoring grade

When scoring, each assessment element will be divided into five grades: A, B, C, D, E or 5, 4, 3, 2, 1.

2. The performance appraisal results shall not be listed as first-class or above:

(1) Those who have been punished

(2) Those who are late or leave early for more than three times

(3) Those who are absent from work (regardless of reasons) for more than one day

(4) Those who are absent from work for more than three days

3. Performance appraisal results shall not be classified as second-class:

(1) Those who received demerits during the appraisal period but have not yet revoked them

(2) Those who were late or left early for more than three times

(3) Those who are absent from work for more than one day

(4) Those who are absent from work (regardless of reasons) for more than one day

4. The first-time assessment score for new recruits shall not be higher than second-class

5. Add or subtract points

(1) Points will be added once for a major deed, points will be deducted for a commendation. (2) Points will be deducted for a major demerit, and points will be deducted for a demerit. Points will be deducted for one warning

Grade evaluation standard reference table

6. Precautions

1. Don’t let you and your subordinates wait until the evaluation conclusion is released to understand what you require of them

　2. The evaluation should summarize employee performance throughout the year, so necessary written records must be maintained throughout the year

3. Evaluation should not be the supervisor's word. Subordinates should be given the opportunity to express their views, opinions and assumptions.

4. See if your subordinates feel your evaluation is fair. They don’t have to agree 100%.

5. Don’t forget to praise employees’ achievements and appreciate their abilities during the evaluation interview

6. Evaluate the behavior, not the actor. At any time, base your evaluation on observed behavior

7. Be good at listening. Assessment is our opportunity to get valuable feedback

8. Encourage employees to speak out about certain habits that make their jobs unnecessarily difficult

9. Continue to maintain continuous communication with employees after each evaluation

10. Establish a relationship of mutual trust and evaluate not to chase the past, but to improve the future

11. When evaluating, please consider the reward and salary of the person being evaluated, and compare it with the value of their work performance

12. The mid-year assessment is from January 1st to June 30th, and the year-end assessment is from July 1st to December 31st. Previous results during the assessment period, whether good or bad, will not be taken into account

13． Be sure to understand the specific content and standards of the employee's duties and responsibilities

14. Do not attach too much importance to the special results just completed before the assessment

15. Don’t overestimate things you agree with

16. Avoid overestimating the subordinates you have trained yourself

17. Regarding the work performance and quality of supervisors at all levels, the performance of all subordinates shall be regarded as the actual performance

18. Each assessor should note that the assessment results will directly affect the treatment and status of subordinates, so they should strive to be fair and objective when conducting assessments

19. If there are any matters that require demerits in the performance appraisal, behavior, suitability, treatment, etc. of the person being assessed, please record them in the assessment comments without reservation, and please pay attention to the wording and content

20. The employee assessment score is based on 100 as the full score and the ranking is divided into five levels. When grading, please do not grade all assessment items at the same time for the same person.

All subordinates must be graded on the same project, and the next project can be graded after all subordinates have finished scoring. At the same time, the performance distribution of each project should consider the performance appraisal normal distribution ratio. If the difference between the ratios is too high, please The review personnel will make adjustments as appropriate

21. Reviewers at all levels can modify the results of lower-level assessors in accordance with regulations, but they do not require lower-level staff to change the assessment results

22. The evaluation results (except for directly notifying the parties concerned of the results) are requested to keep the confidentiality strictly confidential and not leak it

7. Comprehensively understand the work of the person being evaluated

Comprehensively understand the work of the person being evaluated, It is the basis for correct assessment. It includes those being assessed:

1. What should be done

(1) What tasks should be completed and what responsibilities should be performed

(2) Accurately grasp the main aspects of the work being assessed

(3) The main aspects of the work are determined as the focus of the assessment

2. What should be done

(1) What rules and regulations should be followed

(2) What work procedures and operating procedures should be followed

3. What work results should be achieved

(1) Quality of work

A. Correctness of work process

B. Validity of work results

C. Time limit of work results

D. Correctness of selection of work methods

(2) Quantity of work

A. Work efficiency

B. Total workload

4. What knowledge, experience and skills should be possessed

(1) What knowledge does the job require the executive to possess

A. Management knowledge

B. Professional knowledge

(2) What experience and skills are required for the executive to have the job?

A. Organization and coordination: work allocation, implementation supervision, coordination of internal and external relations

B. Interpersonal communication: effective communication, conflict handling, friendly cooperation

C. Training guidance: training development, work guidance, helping subordinates solve problems

D. Solving problems: timely discovery, correct judgment, and appropriate methods

E. Motivating subordinates: fair and equitable, effective delegation, team awareness building

F. Planning and decision-making: correct decision-making, careful planning, and effective execution

G. Innovation and pioneering: good at thinking, original methods, reasonable improvement

5. What attitude and behavior should be used to do work

(1) Work attitude

A. Professionalism

B. Initiative

C. Diligence

D. Dedicated to duty

E. Dare to be responsible

(2) Work behavior

A. Be the first to set an example and lead by example

B. Seeking truth from facts, solid and robust performance appraisal plan Part 4

1. General principles

In order to stimulate employees’ potential, work better, and promote outstanding employees to stand out, in order to better evaluate each professional This plan is specially formulated based on the comprehensive performance of technical personnel in terms of morality, ability, diligence, and performance during the assessment period.

2. Assessment cycle

According to the nature of the work outside the construction, the performance appraisal of professional and technical personnel is conducted once a year.

3. Assessment objects

Professional and technical personnel of the Engineering Construction Division (including own employees, labor workers and retired retired personnel).

IV. Assessment Requirements

Strict procedural standards, fully promote democracy, adopt a combination of qualitative and quantitative methods, and a combination of self-scoring and leadership scoring to ensure the fairness and impartiality of the assessment results .

5. Assessment content

1. Work attitude and sense of responsibility.

2. work ability.

3． Work tasks.

4. Quality of work.

5. Coordination.

6. Discipline.

6. Assessment methods

1. An assessment team is established, composed of business department leaders, center leaders and performance management personnel.

2. The persons being assessed shall fill in the relevant forms and describe the assessment contents.

3． Quantitative and fixed-point methods are used for employee self-evaluation, employee mutual evaluation and leadership rating. Employee self-evaluation accounts for 30% and leadership rating accounts for 70%. A score of 90 or above is considered excellent, 80-90 is considered good, and 60-80 is considered qualified. Scores below 60 are considered unsatisfactory.

4. The proportion of outstanding personnel accounts for 10% of all assessment personnel, and the proportion of good personnel accounts for 15% of all assessment personnel.

7. Assessment time

The assessment of the previous year is conducted in January of each year, and the assessment results are announced in early February of this year.

8. Bonus points

The maximum bonus points are 10 points.

1. For each certificate obtained through company training, 1 point will be added.

2. For every certificate obtained after passing the social examination (the certificate must be filed with the Engineering Construction Division), 2 points will be added.

3. For each document that a staff member on the project participates in writing, 2 points will be added.

4. Technical summary awards will add 1-3 points according to the level.

5. If you receive commendation from the company or above within the year, 2 points will be added.

9. Others

The performance appraisal of professional and technical personnel is based on the company's annual performance appraisal, with bonus points added to the company's annual performance appraisal score. Employees who are rated as excellent and good in the assessment will be reflected in the performance pay and training in the next year. Performance Appraisal Plan Part 5

1.0 Purpose

To standardize employee performance appraisal work and ensure fair, impartial and open evaluation of employees.

　2.0 Scope of application

Applicable to the performance appraisal work of all employees of industrial companies.

3.3 The Administration Department is responsible for summarizing the evaluation results of each department and proposing performance evaluation recommendations;

3.4 The Director of the General Manager’s Office is responsible for reviewing the performance evaluation of each department;

3.5 The general manager of the company is responsible for maintaining the impartiality, fairness and openness of performance appraisal and reviewing and approving performance appraisal suggestions.

4.0 Procedure

4.1 Principles of performance appraisal

1) The principle of fairness and objectivity;

2) The principle of comprehensiveness;

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3) The principle of accuracy;

4) The principle of timeliness;

5) The principle of economy;

6) The principle of ease of operation .

4.2 Measurement criteria for performance appraisal

1) Work behavior;

2) Work results;

3) Work ability;

4) Work attitude.

4.3 Performance Appraisal System and Structure

4.3.1 Performance Appraisal System

1) Operating procedures are the only basis for evaluation;

2 ) The evaluation results are linked to wages and bonuses;

3) The evaluation results are linked to administrative rewards and punishments;

4) The evaluation results are linked to promotion, transfer, and demotion;

5) Administrative review of the evaluation results is allowed.

4.3.2 Composition of the performance evaluation system

Performance evaluation consists of weekly inspection, monthly inspection, random inspection, half-year evaluation, and year-end evaluation.

4.4 Salary composition and payment

4.4.1 Salary composition

Salary = basic salary, fixed position, salary assessment, salary subsidy

Explanation:

The evaluation salary base for employees and grass-roots and middle-level management employees = 30*total salary for the position

The evaluation salary base for senior management employees = 50*total salary for the position

4.4.2 Method of payment of assessment wages

4.4.2.1 Payment of assessment wages to employees and grass-roots and middle-level management employees

Adopt the method of "assessment in the same month, payment in the same month", and the payment formula As follows:

Evaluation salary = evaluation salary base * issuance ratio corresponding to the evaluation score

4.4.2.2 Evaluation salary payment to senior management employees

At the end of the year according to The target assessment status will be issued in accordance with the (News Industry Company ~ Annual Target Assessment Management Measures).

4.4.3 Appraisal salary issuance ratio

Evaluation salary issuance ratio for individual evaluation

≥95 100

60≤examination score﹤ 95 Assessment Score/95*100

Assessment Score﹤60 0

4.5 Assessment Index System

Attachment 1 (News Industrial Company Performance Appraisal Index System)

4.6 Evaluation method

4.6.1 Evaluation relationship

Company general manager and department manager

Department manager in charge of employees

4.62. Weekly inspection and monthly inspection

Appraisal personnel will conduct comprehensive scores on the work of the employees being evaluated from time to time every week and every month, and record the evaluation results in the department work checklist;

4.6.3 Sampling inspection

The company's quality inspection specialist (who concurrently serves as the quality inspector of the property management company) conducts random inspections of each department and position from time to time, and records the results of the random inspections in the random inspection worksheet. The random inspection results will be reported to the Administration Department for verification the next day. If there are no objections, they will be processed according to normal procedures. And recorded in the performance appraisal statistics at the end of the month.

4.7 Statistical Methods

4.7.1 In principle, a two-level review system is implemented, that is, the company evaluates the department based on the completion of the department's work plan, and then the department evaluates the department employees' work completion Assess the situation.

4.7.2 The statistical method of the total score of the half-year assessment:

The total score of the half-year assessment = ∑ Monthly assessment score × 80 Half-year assessment × 20

4.7. 3. Statistical method of the total score of the year-end evaluation:

Total score of the year-end evaluation = ∑ Total score of half-year evaluation × 80 Year-end evaluation × 20

4.8 Evaluation process

4.8 .1 Before the 5th of each month, each department will collect statistics on employees’ evaluation scores and hand them over to the Administration Department to calculate employees’ evaluation salaries for that month;

4.8.2 The Administration Department is responsible for the ((semi-)annual evaluation score statistics table) The Statistics and Administration Department is responsible for calculating the year-end bonuses of senior managers and disbursing them at the end of the year.

4.8.3 For employees who apply for review of scores, a reply will be given within 5 working days. Before the review result is determined, the original score will continue to be valid, and the reviewed score will be the final score. If there is a difference, the score will be included in the monthly inspection score of the next month.

4.8.4 The personnel specialist of the administrative department must include the evaluation of managers and employees in the personnel file, and archive and retain (department monthly evaluation score statistics table), (department (semi-) annual evaluation score statistics) surface).

4.9 Performance Appraisal Discipline

4.9.1 Appraisers should independently check, judge, think, and score during the evaluation. The supervisor shall not interfere with their scoring and can only communicate with the appraiser during the review. When the personnel discuss and disagree, they must explain it in the remarks column.

4.9.2 Appraisers must make ratings in accordance with the (News Industry Company Performance Appraisal Index System), and arbitrary grading is strictly prohibited.

4.9.3 If any missing items or unclear expressions in the assessment items are found during the assessment, they should be reported to the administrative department in time, and the administrative department will make timely supplements. Assessment personnel are not allowed to score according to their own understanding.

4.9.4 No malpractice for favoritism is allowed during the assessment, otherwise administrative penalties will be imposed and points will be deducted from the assessment items of the assessors in the following month.

5.0 These regulations will be implemented from January 1, 2020. Performance Appraisal Plan Part 6

1. General Principles

In order to standardize the company's inspection and evaluation of employees, this system is specially formulated.

2. Assessment purposes

1. To create a high-quality, high-level talent team with high cohesion and team spirit in Tongfang. And form a talent management mechanism with assessment as the core orientation.

2. Evaluate employees’ work performance in the past period in a timely and fair manner, affirm achievements, identify problems, and prepare for performance improvement in the next stage of work.

3. Provide personnel information and decision-making basis for the formulation of career development plans for Tongfang’s middle-level management and technical employees, employee remuneration (including adjustments to employee shareholding weights), and related education and training.

4. Transform personnel assessment into a management process and form a two-way communication platform between employees and the company to improve management efficiency.

3. Assessment principles

1. Based on the company’s operating performance indicators and related management indicators for employees, as well as the objective facts in the actual work of employees;

2. Take the content, procedures and methods specified in the employee assessment system as the operating guidelines;

3. Take comprehensive, objective, fair, open and standardized assessment concepts as the core assessment concepts.

4. Applicable objects

This system is mainly designed for the functional department personnel of Tongfang Company headquarters and professional and technical personnel in operation and management at or above the deputy general level of branches (deputy general level of branches) The following personnel shall be assessed by the branch company on its own with reference to the headquarters form). Personnel under the following circumstances are not included in the assessment:

1. During the probation period, employees who have not yet been regularized

2. Those who have been continuously employed for less than six months or have been on leave for more than six months before the assessment

3. Part-time and special staff

5. Various assessment time schedules

Assessment categories, assessment time, review time, assessment final time

Mid-year assessment from June 1st to 5th, June 5th to 8th, June 15th

Annual assessment from January 15th to 20th, January 21st to 23rd, January 25th

The regularization assessment shall be carried out according to the company's recruitment and deployment system

The promotion assessment shall be carried out according to the company's internal promotion system

Note:

1. Assessment The time mainly refers to the time when the heads of each business department and functional departments discuss performance, performance improvement plans, and new performance goals with their subordinates.

2. The time for personnel review is mainly determined by personnel decisions The committee investigates and arbitrates disputed assessment results and employee complaints

3. The assessment finalization time is the time when the Human Resources Department summarizes the assessment results and files new performance targets.

4. The annual assessment is the company's assessment of the annual work performance of all (formal) employees. The mid-year assessment is the assessment of the two categories of personnel who are rated "to be improved" and "in urgent need of improvement" in the annual assessment.

6. Assessment System

The assessment system is based on direct supervisors evaluating subordinates and department supervisors re-evaluating. The Human Resources Department has the functions of policy and system consultation, implementation supervision, and grievance investigation for employee assessment. The Personnel Decision-making Committee (composed of the company's president, executive vice president, relevant vice presidents, general manager of the human resources department and relevant department heads) is the final arbitration body for Tongfang's employee assessment policies. The specific authority is shown in the table below:

Note: For personnel below the deputy general manager level of a branch, employees will first self-evaluate, then be re-evaluated by their direct supervisor, and the employee’s indirect supervisor (two levels higher than the employee) will finally approved.

7. Assessment standards

Personnel assessment cannot use unified standards to evaluate candidates for different positions, especially for high-tech companies like Tongfang. Tongfang's core concept in designing assessment standards is hierarchical and classified assessment (employees) and objective evaluation of the past with an eye on the future. The company divides employees into three levels based on their operational responsibilities. The human resources department at the headquarters specially designs assessment standards and scales for the company's middle-level and above cadres. Secondly, based on the characteristics of Tongfang High-tech Company, employees are divided into management and technical categories. Business type, and specially designed assessment standards and scales.

The company’s assessment standards are mainly based on three aspects: business performance, work attitude, and job ability. Employees in different departments have different weights of assessment standards, as follows:

Chart of the assessment weight ratio of various types of employees:

Assessment project position categories: operation and management, functional management and technology

Performance appraisal accounts for about 70%, 50%, 40%

Ability assessment accounts for approximately 15% 30% 30%

Attitude assessment accounts for approximately 15% 20% 30%

Total employee assessment score = performance score + ability and attitude score;

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