Model essay on enterprise performance appraisal plan in 221

Year-end performance appraisal is a process and method in which an enterprise evaluates employees' work behavior and work performance in one year by using specific methods and indicators under the established strategic objectives, and uses the evaluation results to positively guide employees' work behavior and work performance in the next year. The following is some information about the 221 enterprise performance appraisal plan that I have compiled for your reference.

221 enterprise performance appraisal plan (1)

1. Annual performance appraisal:

Conduct an annual 36-degree performance appraisal for all managers. Managers (section chiefs and above) who have been employed for more than three months are evaluated by themselves, their immediate superiors, their immediate subordinates, their colleagues and customers who have close work contacts but have no direct leadership/guidance relationship. Among them, the superior evaluation weight is 4%, the subordinate weight is 3%, the peer weight is 15%, and the customer weight is 15% (if there is no customer evaluation, it will be included in the peer weight); The evaluation score of grass-roots managers is 5% for superiors, 3% for peers, and 2% for customers or front-line employees (if there is no customer evaluation, it will be included in the weight of front-line employees); My evaluation is not included in the total score, but only used as a reference for evaluation analysis, performance improvement and career development.

Second, performance evaluation indicators:

Evaluation indicators are composed of performance indicators, behavior indicators and ability indicators. Performance indicators (3%), behavior indicators (4%) and ability indicators (3%) of senior managers; Performance index (4%), behavior index (3%) and ability index (3%) of middle managers; Performance indicators (5%), behavior indicators (3%) and ability indicators (2%) of grass-roots managers.

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

2. Behavior indicators: Pay attention to employees' behavior, work attitude, awareness, 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. Indices irrelevant to this position will not be evaluated.

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

III. Main achievements of the post in the year (achievement of key objectives, achievements, highlights, innovative work, etc.):

I. Face the new situation of personnel flow and meet the needs of front-line personnel in time. 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 recruited 75 store managers and salespersons for Shiseido, Tongrentang, Lianhui Home, Rigao, shoes and bags, women's wear, sports and leisure, and special sales on the seventh floor. During the period of closure and renovation, we organized the store to set posts, quota and personnel, and competed for 87 posts.

second, around the practical problems in business management, multi-level training was carried out.

1. Organize 45 trainings with 4547 person-times. Among them, there were 12 business management trainings with 59 person-times, 6 professional and technical trainings, 8 trainings for counter service personnel with 256 person-times, 1 trainings and drills for trainers with 19 person-times, and 1 trainings for new salespersons with 813 person-times. 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: seminars on Leadership Quotient, Winning in Execution, Effective Thinking and Competitiveness, Career Planning and Sales Skills in Stores, seminars on business analysis and financial analysis, and spring training classes for managers (Work Opinions in 24, Management Reform and Innovation, Win-Win Negotiation Skills, Non-Win Negotiation Skills)

3. Training for sales managers, assistants, counter managers, salespersons, cashiers and logistics personnel: daily specification, dress etiquette, merchandise display, action route, safety knowledge, color analysis and clothing collocation, and operation practice. Instructed the shoe salesman to squat service. Organized rotation training for goodwill service, after-sales service and professional quality improvement with the store, and issued the "Training Guidance Tracking Form for New Salespersons".

third, refine the assessment and performance management, and improve the standardized management and work performance level.

1. revise and improve the "regular assessment system", formulate the "attendance management system", and implement the attendance system for all employees. Formulated the Supplementary Opinions on Performance Appraisal, so that the pressure can be transmitted to every employee layer by layer, forming an interlocking performance system.

2. Explore the implementation of 36-degree performance appraisal, understand the competence of managers, help find out their own strengths and weaknesses, and provide an effective basis for post performance improvement.

fourth, implement basic work, effectively control labor costs and improve employees' social insurance. Fangcaoyuan enjoys a policy subsidy of 27,4 yuan. Adjusted the calculation method of the salary of the self-operated counter head to realize more work and more pay. Sign the Temporary Employment Agreement, and apply for social insurance subsidies for temporary workers in 15 yuan every month. Supervise the suppliers to handle social insurance for the promoters, and more than 85% of the factory staff have paid social insurance, effectively alleviating the worries of the factory promoters.

5. Carry out various creation work and team activities to enhance enterprise cohesion.

1. We have carried out all kinds of creation work, and successively won honors such as Jiangsu Advanced Political Research Association, Advanced Collective of Factory Affairs Openness, Model Workers' Home, Changzhou "Five Good" Demonstration Site of Party Building in Non-public Enterprises, Advanced Party Organization, Model Unit of Learning Enterprises, Model Unit of Civilized Units, etc.

2. Undertaking karaoke contest for employees, poker upgrade contest, water sports meeting, business skill exhibition for salespersons (shoes, makeup, clothing), and participating in the business skill competition of clothing collocation for employees in the city.

organized a great reflection on "improving management and providing warm service", received 179 opinions and 126 suggestions, and fed them back to relevant departments to implement rectification measures. Organized a big discussion and speech contest on "Learn from the East and Look at Taifu".

221 enterprise performance appraisal plan (II)

I. Appraisal principle

1. Performance-oriented principle.

2. Principles of fairness, justice and openness.

3. The principle of combining assessment with appraisal.

4. the principle of seeking truth from facts and improving.

II. Appraiser

1. Department General Manager and Assistant General Manager.

2. All staff of the institution.

3, the project department production manager or above.

4. All staff of the project department.

III. Appraisal institutions

1. The chairman and general manager of the company are the general leaders of the year-end performance appraisal.

(1) Be responsible for approving the year-end performance appraisal implementation plan.

(2) supervise and inspect the year-end performance appraisal process.

(3) determine the year-end performance appraisal results.

2. The Administration Department is the organization department of year-end performance appraisal.

(1) formulate the implementation plan of year-end performance appraisal.

(2) organize and guide all departments to implement year-end performance appraisal.

(3) summarize the results of year-end performance appraisal.

3. The general manager of each department and the project manager are the first responsible persons for the year-end performance appraisal of this department.

(1) organize and lead the overall work of year-end performance appraisal of this department.

(2) Set up an assessment team consisting of 2-3 people, who will be responsible for interviewing all employees in the department, truthfully fill out the Year-end Performance Assessment and Evaluation Form, and then hand it over to the Administration Department.

(3) organize the annual work summary meeting of the department.

IV. Distribution of assessment grades After summarizing the assessment results, it is determined that the assessment score is above 9 points, 7-89 points, 6-69 points and below 6 points

Assessment grade ABCD

Weight ratio is 1%4%4%1%

1. Assessment score is 85-89 points.

2. If the assessment score is 75-79, the assessment level is determined to be C+, and C+ does not exceed 2% of the employees in this department.

3. The employee has one of the following behaviors. The assessment grade shall not be rated as Grade A

(1) Being absent from work for no reason or being late for more than 2 times a month or leaving early.

(2) those who have taken leave for marriage, funeral, illness or personal leave for more than 15 days.

(3) causing economic losses and adverse effects to the company.

(4) individuals accept benefits and intentionally harm the interests of the company.

(5) other violations of company rules and regulations.

4. The assessment grade of each department shall not exceed the above ratio, and it shall be re-evaluated if it exceeds the above ratio. Special circumstances exceed the above ratio, and sufficient reasons must be explained.

5. lead and organize the year-end performance appraisal as one of the important achievements of the assessed.

V. Assessment time and method

This assessment is for 215, and the assessment and assessment time is from December 25th, 215 to January 12th, 216.

1. Before December 2, 215, the department general manager, deputy general manager and assistant general manager will submit their personal debriefing reports to the Administration Department, and other employees will submit their personal work summaries to the department general manager.

2. from December 2 to December 25, 215, the administration department determined the assessment implementation plan, communicated with the general managers of all departments, and informed the assessment process and arrangement.

3. December 25, 215-January 5, 216, the general manager and project manager of each department talked with all the staff of the department individually and filled in the Year-end Performance Appraisal Form carefully.

4. The general manager of the general contracting department of the project completes the evaluation of all the staff of each project department. With the project as the unit, the general contracting department of the project and the assessment team of the project department will talk with the employees for assessment, and fill in the Year-end Performance Assessment Form carefully. The departmental assessment team and the project assessment team score the employee assessment, and the weight ratio is (department general manager: project manager 3: 7) < P > 5. From January 5 to January 9, 216, each department held a annual work summary meeting, and informed the administrative department of the meeting time and place, and the administrative department participated in the summary meeting of each department and project department. The annual work summary meeting of the general contracting department of the project was held with the project department as the unit. At the meeting, all the staff of the project department filled in the Annual Performance Evaluation Form to conduct democratic evaluation on the leaders above the production manager. The evaluation results can be used as a reference for the department general manager and the project manager to evaluate the employees of the production manager.

6. On January 1th, 216-January 11th, 216, the general manager, deputy general manager and assistant general manager of the department will hold a debriefing meeting. Each department will draw lots to select two or more employees in charge to attend the debriefing meeting. Participants will fill in the Annual Performance Evaluation Form and score the debriefing leaders by secret ballot.

7. The chairman and general manager are responsible for assessing and scoring the general manager, deputy general manager and assistant general manager of the department, and filling out the Year-end Performance Appraisal and Evaluation Form. The chairman and general manager are responsible for the assessment and scoring of the department general manager and assistant general manager, and the weight ratio of the assessment and scoring of reporting leaders by secret ballot is 6: secret ballot 4.

8. On January 12, 216, the administrative department will review the company's year-end performance. Unified summary, and report to the company chairman and general manager.

9. On January 13th, 216, the company held a year-end work closing meeting.

VI. Application of assessment results

1. Through performance assessment, the company has a correct and comprehensive understanding and evaluation of employees, laying a foundation for the use, adjustment and rational allocation of human resources.

2. through the performance appraisal, encourage the advanced and spur the backward, effectively mobilize the enthusiasm and initiative of employees, improve work efficiency, and guarantee to do a good job for 16 years.

3. The performance appraisal is linked to the year-end bonus, and there are rewards and punishments, and the rewards and punishments are clear.

Employees who have the following attendance problems will be punished appropriately:

(1) If they are late for more than 2 times a month or leave early, the total year-end bonus will be deducted every time, 5 yuan.

(2) In case of absenteeism without reason, the total bonus at the end of the year will be deducted by 5 yuan for each day of absenteeism.

(3) If the leave of absence exceeds 15 days, 2% of the total year-end bonus will be deducted, 5 days will be added, and 1% of the total year-end bonus will be deducted.

(4) If the marriage, funeral or sick leave lasts for more than 15 days, 1% of the total year-end bonus will be deducted, and 5% of the total year-end bonus will be deducted for every 5 days.

The year-end bonus will be deducted depending on the circumstances if the employee has the following behaviors that harm the interests of the company

(1) Personal behaviors cause economic losses and adverse effects to the company.

(2) individuals accept benefits and intentionally harm the interests of the company.

(3) causing engineering safety accidents.

(4) causing rework or delay of engineering construction.

(5) Inaccurate and untimely material planning causes material loss and waste.

VII. Several requirements

1. The year-end performance appraisal work must be serious, not going through the motions, and carried out in a down-to-earth manner.

2. Compared with the past, the year-end performance appraisal should make a qualitative leap to standardize the management of the company, March towards a modern enterprise and explore new ways.

3. At the end of the year, all the work is busy, so it is necessary to make overall arrangements, interspersed, and work overtime when necessary to ensure the effectiveness of performance appraisal.

VIII. If the assessed object to the assessment results, they can appeal to the administrative department, which will report to the company leaders as appropriate after receiving the appeal.

IX. The Administration Department is responsible for the interpretation of this implementation plan.

221 enterprise performance appraisal plan (III)

I. Appraisal purpose

To motivate employees to the maximum extent, mobilize their enthusiasm and tap their potential, promote the rational flow of personnel and optimize the allocation of human resources.

II. Scope of assessment

For employees (including dispatched employees) who joined the company on December 2th, 1916 and are still on the job, the assessment period is from January 1st to December 31st, 1917.

iii. assessment methods

17 The year-end assessment is divided into four parts, namely, front-line employees, general managers, team leaders and department leaders.

(1) The person in charge of the assessment team of front-line employees shall conduct the review, and the document controller of each management office shall review the scores and summarize the monthly performance appraisal scores.