Enterprise employee performance appraisal scheme

Enterprise employee performance appraisal scheme (5 general rules)

In order to ensure that work or things can be carried out in an orderly way, it is often necessary to make a plan in advance, and the content and form of the plan should be carried out around the theme, and finally achieve the expected effect and significance. How should the plan be made? The following is the enterprise employee performance appraisal scheme I collected for you (5 copies in total), hoping to help you.

Enterprise employee performance appraisal scheme 1 1. Annual performance appraisal:

Conduct an annual 360-degree performance evaluation for all managers. All managers (clerks and above) who have been employed for more than three months are evaluated by themselves, their direct superiors, their direct subordinates, their colleagues and customers who have close working contact but no direct leadership and guidance. Among them, the superior evaluation weight is 40%, the subordinate weight is 30%, the peer weight is 15%, and the customer weight is 15% (if there is no customer evaluation, it is included in the peer weight); The evaluation score of grass-roots managers is 50% for superiors, 30% for peers, and 20% for customers or frontline employees (if there is no customer evaluation, it is included in the weight of frontline employees); My evaluation is not included in the total score, but only as a reference for evaluation analysis, performance improvement and career development.

Second, the performance appraisal indicators:

The evaluation index consists of performance index, behavior index and ability index. Performance indicators (30%), behavior indicators (40%) and ability indicators (30%) of senior managers; Performance index (40%), behavior index (30%) and ability index (30%) of middle managers; Performance indicators (50%), behavior indicators (30%) and ability indicators (20%) of grass-roots managers.

1, performance indicator: pay attention to the achievement of employees' work objectives. 4-6 key performance indicators (KPIs) are determined according to the job responsibilities and performance objectives, and the performance indicators are objectively evaluated by the immediate superior according to the plan at the beginning of the year.

2. Behavioral indicators: Pay attention to employees' behaviors, work attitudes and consciousness in the process of work, such as cooperation spirit, pioneering and innovative spirit, sense of responsibility, safety awareness, discipline, civilized office, sense of ownership, independence and execution. Mainly based on corporate culture, corporate system and job requirements. Indicators unrelated to this position will not be evaluated.

3. Capability indicators: Pay attention to employees' personal characteristics and working ability, such as working knowledge, market analysis ability, emergency handling, effective communication ability, plan control, time management, organization and coordination ability, problem-solving ability, incentive guidance, decision-making level, authorization, etc. Mainly based on the key ability of this position. Indicators unrelated to this position will not be evaluated.

Three. Main achievements of the annual post (realization of key objectives, achievements, highlights, innovative work, etc.). ):

First, in the face of the new situation of personnel flow, meet the needs of front-line personnel in a timely manner. Attend the on-site job fair 5 times. Respond to the needs of the store in time through the talent network and employment agency. According to incomplete statistics, * * * recruited 36 announcers, cashiers and security guards, and 75 store managers and salespersons for Shiseido, Tongrentang, Lianhui Home, Rigao, shoes and bags, women's wear, sports and leisure, and the seventh floor sale. During the period of business suspension and renovation, we organized stores to create posts and personnel, and competed for 87 positions.

Two, around the practical problems in management, carried out multi-level training.

1, organized 45 trainings with 4547 person-times. Among them, there were 590 person-times of training 12, 6 professional and technical trainings, 2,560 person-times of counter service personnel training in 8 periods, * * 190 person-times of trainer training, and * * 8 13 person-times of new sales personnel training 10. Inviting internal trainers to train new salespeople enriches the training content of new salespeople and improves the practical ability of trainers.

2. Training for managers: leaders' quotient, winning execution, effective thinking and competitiveness, seminars on career planning and store sales skills, seminars on business analysis and financial analysis, and spring training courses for managers (20xx work opinions, management reform and innovation, win-win negotiation skills, financial management for non-financial personnel).

3. Training for sales managers, assistants, store managers, shop assistants, cashiers and logistics personnel: daily norms, dress etiquette, merchandise display, action route, safety knowledge, color analysis and clothing collocation, and operation practice. Instruct the squatting service of the shoe seller. Organized rotation training on goodwill service, after-sales service and professional quality improvement with the shopping mall, and issued the "Training Guidance Tracking Form for New Salesmen".

The fourth is to refine assessment and performance management, and improve standardized management and work performance.

1. Revise and improve the regular assessment system, formulate the attendance management system, and implement the attendance system for all staff. The supplementary opinions on performance appraisal are formulated, so that the pressure is transmitted to each employee layer by layer, forming an interlocking performance system.

2, explore the implementation of 360-degree performance appraisal, understand the competence of managers, help to find their own strengths and weaknesses, and provide an effective basis for post performance improvement.

Five, the implementation of basic work, effectively control labor costs, improve employee social insurance.

Fangcaoyuan enjoys a policy subsidy of 27,400 yuan. The calculation method of the salary of the person in charge of the self-operated counter was adjusted to realize more work and more pay. Sign a temporary employment agreement, and handle social insurance subsidies for temporary personnel on a monthly basis 150 yuan. Supervise suppliers to handle social insurance for promoters, and more than 85% of factory employees have paid social insurance, effectively alleviating the worries of factory promoters.

Six, to carry out the creation work and team activities, enhance enterprise cohesion.

1, started the founding work, and successively won the honors of Jiangsu Advanced Political Research Association, Advanced Collective of Factory Affairs Openness, Model Worker's Home, Changzhou "Five Good" Non-public Enterprise Party Construction Demonstration Site, Advanced Party Organization, Learning Enterprise Demonstration Unit, Civilized Unit Model, etc.

2. To undertake karaoke competitions for employees, poker upgrading competitions, water sports meetings, sales staff's business skills display (shoes, cosmetics, clothing), and participate in the city employees' clothing matching business skills competition.

Organized a great reflection on "improving management and providing enthusiastic service", received comments 179 and suggestions 126, and fed back to relevant departments to implement rectification measures. Organized a big discussion and speech contest on "learning from the East and watching Taifu".

The second scheme of enterprise employee performance appraisal is to implement the reasonable distribution of school teachers' performance pay in compulsory education stage and safeguard the vital interests of teaching staff. According to the spirit of the documents "Implementation Opinions on School Teachers' Performance Appraisal in Compulsory Education Stage in Huoqiu County (Trial)" (J [20xx] No.34) and "Opinions on Further Improving Incentive Performance Pay Appraisal in Compulsory Education Schools" (J [20xx] 10),

I. Guiding ideology

Guided by the relevant theories, laws and regulations on building China characteristics, based on the relevant policies at the next higher level, and guided by improving the performance of teaching staff, we should give full play to the leverage of performance pay, truly achieve "doing more and doing less is different, doing well is different", and encourage the majority of teaching staff to love their jobs, work hard and actively achieve various work goals. Promote the faculty to contribute their wisdom and strength to the comprehensive implementation of quality education and people's satisfaction education.

Second, organize and lead.

In order to do a good job in performance appraisal, the central school has set up a leading group for village-level appraisal.

Team leader: Li Xxiu

Deputy leader: Xie

Members: Guo Han, Feng Kunfu, Liu Changcheng, Sun Changquan, Sang Tao.

Third, the implementation objectives

All staff of Central Primary School, Mingde, Yinxian, Mingjiahui, Yin Bei, Dongtan, Wuci, Cifo, Gaolou, Wangdian, Liangtang, Chenlou and other 12 primary schools (teaching points).

Four, performance appraisal content and quantitative scoring method

(A) the assessment and distribution of basic performance pay

If the performance appraisal results of faculty and staff are qualified or above, the basic performance salary will be paid in full; If the assessment results are unqualified, incentive performance pay will not be paid, and basic performance pay will be withheld as appropriate according to its specific conditions, with the withholding ratio not less than 20%.

(B) Incentive performance pay assessment

1, the principal of the village primary school (including the person in charge of the teaching point) is assessed.

The central school will be paid at 1 10% of the per capita incentive performance salary. Combined with the assessment of the assessment team of the central school and the assessment of school staff, it will be assessed once in spring and autumn respectively according to the assessment score of Annex No.34 of the County Education Bureau (specific measures will be determined separately).

2, the class teacher assessment.

Schools should formulate assessment methods and detailed rules, and conduct assessment and distribution by semester (February-July in spring and August-1month in autumn). According to the number of students in each class, each school can co-ordinate the monthly allowance of the head teacher, and each class is 50-80 yuan. Those who pass the examination and above will be paid the allowance of the head teacher in full. After passing the examination, part of the head teacher's allowance will be deducted in proportion, and the head teacher will not be employed next semester. The workload of the head teacher is half of the standard class hours of teachers in our school, which is included in the basic workload of teachers.

3. Teacher evaluation.

The assessment score is * * * 100, including 30 points for workload, 30 points for work performance and 40 points for work effectiveness. Schools should adopt a combination of school assessment group assessment, subject group assessment and student teaching evaluation, and conduct assessment according to the assessment indicators in Annex 2 of County Education Bureau [20xx] No.34.. Details are as follows:

(1) The workload of the headmaster is calculated according to the average workload of the teaching staff in our school. The headmasters of schools with 200 students or less are counted as 0.5 workload, and the headmasters of schools with 20 1-450 students are counted as 0.6 workload.

(2) The workload of personnel in other positions shall be calculated based on the workload of the principal of our school (the maximum workload shall not be calculated repeatedly). Vice-principals and academic directors are calculated according to 0.8 workload; Party organizations, young pioneers and other responsible personnel are calculated according to 0.3 workload; The teaching and research team leader is calculated according to 0.2 workload.

(3) Take the work of controlling flow and keeping learning into the scope of performance appraisal as one of the important indicators. Each school can quantify the weekly workload of all posts, and the weekly workload of all faculty members adds up to calculate the total weekly workload, and then divides it by the total number of faculty members to calculate the weekly workload of each faculty member. The actual workload of the faculty per week is divided by the average workload of the faculty per week and multiplied by the workload score, which is the workload score of the faculty.

4, other personnel assessment.

(1) Staff and accounting clerks of the primary school academic affairs office: conduct democratic assessment in combination with the assessment team of the central school and the principals and teachers' representatives of each school, and conduct accounting according to the performance of teachers' morality, attendance, workload and work performance.

(2) the assessment of this year's retirees, according to the retirement documents, actual working hours and school work, accounting according to the facts.

(3) The assessment of new employees in this year shall be based on the time and work conditions.

(4) Documentary allowance: Each of the four librarians in the four films completes the task as required every year, subsidizing 800 yuan, and deducting the allowance if they fail to complete the task.

5. Establish an incentive fund.

Each person draws 5% of the total reward salary every month as a reward fund to reward schools and individuals who have made outstanding achievements in examinations, teaching and research, competitions, etc. In case of absenteeism from meetings, activities and competitions in cities and towns, 30 yuan will be deducted from 50 yuan every time and credited to the fund.

(C) the allocation of incentive performance pay

Main reference factors of incentive performance pay assessment and payment;

(1) Number of students, class size and average class hours, among which the number of students is the most important factor.

(2) Take care of remote village-level primary schools, teaching points and special posts.

(3) Educational and teaching research results.

(4) Considering the number of existing teachers and the actual demand for teachers.

The central school will continue to calculate the total amount of incentive performance pay to the school according to the ratio of half teachers, half classes and half students, and then the school will allocate it according to the school's performance pay distribution plan.

Determination of verb (abbreviation of verb) evaluation grade

The assessment results are divided into three grades: excellent, qualified and unqualified. The proportion of each grade should be defined from high to low according to the performance appraisal results, and the proportion of excellent grades should be appropriately tilted to the front-line teachers. Violation of teachers' ethics, failure to complete normal education and teaching business or failure to perform normal work duties, directly assessed as unqualified:

Teachers and staff have different opinions on the results of performance appraisal, and can appeal to the school or education department through normal channels.

VI. Application of evaluation results

1, the performance appraisal results of faculty and staff are used as the main basis for performance salary distribution, and as an important basis for job recruitment, job promotion, training, recognition and reward and annual assessment.

2, the distribution of performance pay for faculty and staff, based on the results of work performance appraisal. Add up the job evaluation scores of each faculty member to get the sum of the performance evaluation scores of all faculty members in the school. The total performance salary of the whole school is divided by the sum of the performance appraisal scores of the whole school staff, and the obtained score is multiplied by the performance appraisal scores of the staff, which is the amount of performance salary that the staff personally deserve.

3. Those who are absent due to illness, personal leave, and further study shall not enjoy the incentive performance salary.

Enterprise employee performance appraisal scheme 3 (1) establishes and improves the performance feedback mechanism.

Performance information feedback is mainly divided into information feedback in the process of setting performance goals and information feedback of performance appraisal results. The information feedback in the process of setting performance goals can make the performance goals set by prisons conform to their own reality and be more operable. At the same time, it can make the prison agree with the performance goal, enhance the sense of responsibility for performance, and improve its initiative and enthusiasm to complete the performance goal. After the performance appraisal, the information feedback on the appraisal results can help the assessed find the gaps in their work, make clear the direction of their efforts, and provide guidance and support for the prison area to further improve and maintain the expected behavior of the organization.

(two) to develop a scientific and fair assessment index system.

Refine the assessment content into quantitative regulations and scale-based models, and expand the numerical indicators in quantitative assessment as much as possible, so that the complexity and simplicity of work and the weight and intensity of responsibility can be fully reflected. In addition, the software system of prison assessment is developed, the assessment data is input into the computer database, and all kinds of related data are processed by special software, which relatively reduces the interference of human factors, improves the operability of assessment work and ensures the objectivity and fairness of assessment results.

(3) Pay attention to enhancing the credibility of the assessment.

First of all, the content, procedure and calculation method of performance appraisal in prison area should embody the principles of fairness, justice and openness, and the assessed will be evaluated fairly and objectively. Second, people who use performance appraisal should combine dynamic indicators with static indicators, qualitative indicators with quantitative indicators in the specific operation process to ensure the relative fairness of the appraisal index system, so that all appraisers can conduct appraisal on a fair and just platform and make the appraisal results convincing.

(4) the combination of responsibility, right and benefit.

As the leading group of the prison area is fully responsible for the performance appraisal, it is not only necessary to set an example and complete its own part of the indicators, but also to command, organize and supervise the police officers of the unit to complete other indicators. For them, the responsibility is greater and the pressure is heavier. In order to embody the principle of consistency of responsibility, power and benefit, it is necessary to reward the members of the leadership team in the prison area according to the assessment results of each prison area.

Enterprise employee performance appraisal scheme 4 I. Overview of performance appraisal implementation objectives

Since the company began to conduct performance appraisal in xxxx, it has made some achievements in improving employee performance, and there are also many places that need to be improved and perfected in specific operations. The Human Resources Department lists this work as one of the important tasks this year, and its purpose is to achieve the due effect of performance appraisal and realize the fundamental purpose of performance appraisal by improving the performance appraisal system.

On the basis of last year's performance appraisal, the Human Resources Department will begin to improve the company's performance appraisal system this year to better serve the company's development.

Second, the specific implementation plan of performance appraisal

Before 1.xxxx, 65438+ 10, 3 1, complete the revision and writing of the performance appraisal system and supporting appraisal scheme, and submit them to the general manager's office meeting for deliberation and approval.

2. From February 1 day of xxxx year, according to the revised and improved performance appraisal system, the performance appraisal is fully implemented in the company.

3. Specific ideas

(1) It is suggested to improve the existing basic system.

Combined with the shortcomings in the performance appraisal work in the previous year, the current performance appraisal rules, performance appraisal implementation methods and related use forms were revised. It is suggested that the form, items, methods, feedback of results, improved tracking and application of results of performance appraisal should be greatly revised to ensure the benign operation of performance appraisal.

(2) It is suggested that target management and performance appraisal should be separated and carried out in parallel.

Management by objectives inspection is a regular work to correct objectives, and its result is only one of the reference items of performance appraisal.

(3) It is recommended to conduct performance appraisal for all employees.

Last year, only employees below the level of department manager were assessed, but the performance assessment of senior management was ignored, which greatly reduced the assessment effect. This year, after improving the performance evaluation system, the human resources department will evaluate the performance of all employees.

4. The starting and ending time of this year's performance appraisal is from June 65438+1 October1to February 3 1. The standard for the human resources department to complete this work is to ensure the smooth and effective operation of the performance appraisal system.

Iii. Matters needing attention in the implementation scheme of performance appraisal

1. Performance appraisal involves the vital interests of employees in all departments. Therefore, on the basis of ensuring the scientific and rational utilization of performance appraisal results, the human resources department should do a good job in the publicity and training of performance appraisal of all departments, and guide employees to treat performance appraisal with a positive attitude, so as to achieve the purpose of improving work flow and improving work performance through performance appraisal.

2. The performance evaluation system is still a new thing for the company. Due to lack of experience, it is inevitable that some unexpected difficulties and problems will arise. During the operation, the human resources department will listen to the opinions and suggestions of all personnel and adjust and improve the working methods in time.

3. Performance appraisal itself is not only a communication work, but also a process of continuous improvement. The human resources department should pay attention to vertical and horizontal communication in the operation process to ensure the smooth performance appraisal.

Four. Matters and departments that need support and cooperation

1. The revised performance appraisal system, scheme, forms and other texts need to be reviewed by the managers of all departments, deputy general managers in charge and the board of directors.

2. In order to ensure the smooth implementation of performance appraisal, the company needs to set up a performance appraisal implementation committee to be responsible for the implementation and execution of performance appraisal. It is suggested that the company should have at least one senior leader, and the human resources department, as the specific undertaking department, should undertake the responsibilities of scheme drafting, method formulation, coordination and organization, record verification and summary statistics.

Enterprise employee performance appraisal scheme 5 In order to strengthen the reform of hospital distribution system and further mobilize the enthusiasm of employees, according to the spirit of the document of the Ministry of Health and the provinces and cities on the reform of distribution system, combined with the actual situation of our hospital, we formulated the performance salary distribution scheme of our hospital.

Guiding ideology

Hospital economic management follows the laws of market economy and draws lessons from the successful experience of modern enterprise management. On the basis of quasi-full-cost accounting, the reform of distribution system adheres to the principle of giving priority to performance and giving consideration to fairness, implements the principle of distribution according to work and getting more for more work, divides accounting units, separates actual wages from file wages, reflects a moderate inclination to front-line and special posts, and strives to stimulate the enthusiasm, initiative and creativity of all employees. Stimulate the internal vitality of the hospital, improve the sense of ownership of employees, shape the operation mechanism with quality as the core and standardize performance management, and effectively promote the all-round construction and sustained and rapid development of the hospital.

Basic idea

1, actively carry out quasi-full cost accounting, and the balance of income MINUS expenditure (including hospital-level management and operating cost allocation) is included in the accounting unit allocation;

2, the department or medical group as the basic accounting unit;

3. Quality assessment and management target assessment are linked to departmental benefits;

4. File salary and actual salary are separated. That is, the wages of employees stipulated by the state are kept as file wages, which are recorded in employee files after being submitted for approval according to regulations as the basis for paying endowment insurance, medical insurance and calculating retirement expenses. The actual salary is deducted from the file salary as a performance and participates in the bonus distribution.

Performance pay range:

The scope of performance pay includes: doctor's personal technical performance, living salary, department benefit performance, etc.

1. Personal technical performance: projects with high technical content, high risks, high intensity and heavy responsibilities are included in the personal performance according to the proportion of comprehensive benefits realized.

2. Live salary: deduct a part from the file salary, check it with the department income index, and pay it as performance salary.

3. Department benefit performance: The medical group and department are the accounting units, and the bonus is included in the department according to the economic benefit accounting results and work quality.

Efficiency principle and departmental performance distribution

1, each department shall, according to the characteristics and nature of its own work, refer to the individual workload and the factors of creating benefits, and make secondary distribution of bonuses in line with the principle of leaning towards high technology, high risk, high intensity and heavy responsibility.

2. Secondary distribution scope of performance salary: the living salary deducted by each person (300 yuan, 200 yuan, 100 yuan) and the bonus of the department shall be distributed twice by the department director and the head nurse, and no average distribution shall be made.

3 before the internal distribution of the department, the department fund can be extracted according to the proportion of 5% of the bonus, and used as the department public welfare fund for the external academic exchanges and social welfare activities of the department. This usage should be made public in the department

4, presided over by the director, the head nurse respectively enjoy the department per capita bonus coefficient of 0.5, paid by the hospital.

Hospital accounting unit

Internal medicine, internal medicine, surgery, orthopedics, orthopedics, obstetrics and gynecology, pediatrics, radiotherapy, tumor ward, hemorrhoid and fistula department, acupuncture department, emergency department, operating room, dermatology department, intensive care unit, outpatient department, laboratory department, B-ultrasound room, CT room, electrocardiogram, medical and mechanical department, physical examination department and magnetism department.

The newly-built departments should make specific accounting according to the hospital business development plan.

Measures for personal technical performance accounting

A, outpatient personal performance calculation method

The personal performance of outpatient doctors is 2% of the income of outpatient auxiliary examinations (including radiation, B-ultrasound, CT, magnetic vibration and electrocardiogram) and laboratory income (including laboratory examination, pathology, bacterial immunity, etc.). ) and 2% of operating income. 5% is calculated for the individual doctor.

Second, the calculation method of hospital personal performance

1, according to the principle of first-visit doctor, each hospitalized patient is regarded as an individual doctor according to 5 yuan/person; (Not including observation of patients)

2. 2% of the income from auxiliary examinations in the hospital (including radiation, B-ultrasound, CT, magnetic vibration and electrocardiogram) and laboratory examinations (including laboratory tests, pathology and bacterial immunity). ) included in the department or medical group, assigned by the department director or medical team leader and submitted to the hospital allocation table, and transferred from the hospital to the doctor's personal account;

3. The operation income is calculated as 2% for individual surgeons and 1% for individual surgeons (regardless of the number of surgeons, * * * is calculated as 1%);

Anesthesia income (anesthesia fee) is allocated to individual anesthesiologists by 2% (regardless of the number of anesthesiologists, the anesthesiology department will report the allocation list in detail).

Department benefit performance accounting method

Accounting formula: income-expenditure = balance

Department benefit performance = balance * royalty ratio * relevant control indicators

Relevant control indicators: including the quality assessment indicators of clinical medical technology departments and administrative logistics departments.

Calculation and payment method of living wage:

According to the different risks of personnel, each person deducts a certain amount from his salary every month to participate in the secondary distribution of performance pay; The director of the department, the head nurse and the personnel with senior titles will be deducted 300 yuan every month, the personnel with intermediate titles will be deducted 200 yuan every month, and the personnel with junior titles and labor service companies will be deducted 100 yuan every month.

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