Employee performance salary appraisal plan template (five articles)

Employee Performance Appraisal Plan 1　

Article 1 Assessment Purpose

In order to comprehensively understand and evaluate employee work performance, the implementation progress of the company and individual work These measures are specially formulated to carry out effective follow-up and control, discover outstanding talents, strengthen communication and incentives, and improve the company's overall work efficiency, thereby providing a strong reference for the formulation and adjustment of the company's business strategic policies and business goals.

Article 2 Assessment Scope

All employees of the company need to be assessed, and these measures are applicable.

Article 3 Assessment Principles

1. Guided by the principles of fairness, impartiality, comprehensiveness and objectivity;

2. Based on job responsibilities and tasks , adhere to the principle of combining top and bottom, combining left and right, and combining qualitative and quantitative;

3. In the evaluation work, adhere to the principle of focusing on the matter rather than the person, attaching importance to work attitude and team spirit, and conduct evaluation from a development perspective.

Article 4 Assessment Time

1. The company implements a regular assessment system, which is divided into monthly and annual assessments. The monthly assessment is conducted from the end of each month to the beginning of the next month, and the annual assessment is conducted at the beginning of the next year. conduct.

2. The company may hold irregular special assessments due to major work projects or special events.

Article 5 Assessment Forms

Various assessment forms include: superior evaluation, peer evaluation, self-appraisal, subordinate evaluation, external customer evaluation, etc. Due to the different purposes, time periods and characteristics of each assessment form, each assessment form has different weights in the assessment process.

Article 6 Assessment Methods

The assessment adopts grade assessment, target assessment, relative comparison, important events or comprehensive methods, based on daily work records, files, attendance status, departments and Employee written reports, major special events, etc. are carried out.

Article 7 Assessment Content

1. The assessment of employees at director level or above includes two parts: the overall performance of the department under their jurisdiction and individual performance. Among them, the overall performance assessment results of the department under their jurisdiction are The individual assessment weight is 60%, which is mainly based on the comprehensive assessment results of the overall work of the department under its jurisdiction; the individual performance weight is 40%, which mainly includes the employee's personal performance of job functions, ability to inform, and professional ethics performance. , please refer to the Company’s Employee Position Performance Appraisal Scale ⅰ for the specific content and weight of assessment items.

2. The assessment of the company’s grassroots employees is based on the individual’s actual work performance, including three aspects: employee’s performance of personal job functions, ability to inform, and performance of professional ethics. For specific assessment items and weights, see the company’s employees Job performance appraisal amount.

3. Business personnel determine the monthly sales minimum and target sales based on the total amount of personal tasks, which will be used as the quantitative basis for the monthly performance appraisal. If there are no sales tasks in the month, there will be no performance pay.

4. There are bonus points and deduction points for the assessment, which respectively correspond to the company’s reward and punishment regulations, attendance system and other related content. Among them, each project department business staff will add 1 for every 10,000 yuan in sales target that is exceeded. points, and 1 point will be deducted for every RMB 10,000 below the minimum sales volume. If employees from other departments make outstanding contributions, 1 point will be added each time. If there are obvious major mistakes in work, 1 point will be deducted each time.

Article 8 Special Assessment

1. Probation period assessment

Employees who have expired their probation period need to be assessed to decide whether to be formally employed;

For those who perform well or poorly during the probationary period, it may be recommended to be promoted to a regular position in advance or to extend the probationary period appropriately;

2. Assessment of underachieving employees

For employees identified as underachieving by the company Can provide evaluation and improvement suggestions at any time due to work performance.

3. Case assessment

Assessment opinions can be put forward immediately for major work projects involved in employees' work, and decisions can be made whether to reward or punish them.

4. Transfer assessment

When drafting job transfer candidates due to work needs, evaluation opinions can be provided as a reference for employees' appointment or work.

Article 9 Assessment Procedure

1. Before the monthly and annual assessment begins, the Human Resources Department shall issue an employee assessment notice based on the work plan, explaining the purpose, objects, methods and assessment progress. Make arrangements and issue relevant assessment scales.

2. The assessment objects should prepare self-summaries and appraisals. Relevant supervisors at all levels, colleagues at the same level, and subordinate employees should prepare assessment opinions, fill in the assessment scales, and submit them to the Human Resources Department.

3. The Human Resources Department counts the total scores of the assessment objects based on the assessment methods, summarizes the assessment results of each department, and submits the assessment results to the company management committee for review.

4. The management committee will review and determine the assessment results based on the impact of subjective and objective factors on the work of the current period.

5. The Human Resources Department announces the assessment results, puts forward corresponding improvement suggestions for the assessment objects, and asks employees to make job goals and plans.

6. The assessment results are archived and stored in the personnel department, employee personal files, and assessment target departments.

Article 10 Assessment Results

1. According to the specific circumstances of the assessment, the results are generally divided into five grades: excellent, good, qualified, poor, and poor. Among them:

①The total assessment score is ≥90 points, excellent, and 100% of the actual performance salary will be paid that month;

②90 points>The total assessment score ≥80 points, good, and the actual performance salary will be paid that month Salary 80%;

③80 points> total assessment score ≥ 60 points, qualified, actual performance salary of 60% for the month;

④60 points> total assessment score ≥ 50 points, poor , unqualified, the actual performance salary of the month will be 40%;

⑤50 points> total assessment score, poor, unqualified, the actual performance salary of the month will be less than 40%.

2. During the annual work, those who have outstanding monthly assessment results for more than 8 times can participate in the annual assessment and evaluation; those who have failed for more than 3 times will be dismissed by the company.

Employee Performance Appraisal Plan Part 2 When an enterprise formulates development plans and strategic goals, in order to better achieve this goal, it needs to decompose the goals into various departments in stages, and finally implement them to each employee. That is to say, everyone has a task. Performance appraisal is the tracking, recording, and evaluation of company personnel's achievement of goals. Pay attention to the timeliness of performance appraisal. Performance appraisal evaluates the past of the subject being assessed and has an impact on its future.

The employee performance appraisal implementation plan mainly includes employee performance appraisal procedures, employee performance appraisal method design, employee performance appraisal and training, employee performance appraisal and performance management, employee performance appraisal and promotion plans, and employee performance appraisal training lectures , performance appraisal form for middle and high-level employees, etc.

1. Purpose of performance appraisal

1. To strengthen and improve employees' work performance and company performance to ensure the realization of the company's business objectives.

2. Check employees' adaptability and competency for their jobs, publicly evaluate work effects and their value, and provide a basis for improvement and adjustment of work.

3. Establish feedback channels for work information and communication channels with employees.

4. In order to motivate employees' work performance and discover outstanding talents, this can be used as the basis for rewards, punishments and promotions.

Promote employee promotions and fair and reasonable rewards and punishments. .

2. Performance Appraisal Principles

1. Consistency - within a continuous period of time, the assessment content and standards cannot have major changes,

At least The assessment methods within a year should be consistent.

2. Objectivity-the assessment should objectively reflect the actual situation of employees.

3. Fairness - use the same assessment standards for employees in the same position.

4. Openness--employees should know their detailed assessment results.

3. Performance Appraisal Form

1. During the appraisal, the appraisal should be conducted by department, position, and responsibility classification to achieve good appraisal purposes.

2. Each employee must have a work log to record the main events and quantities of daily work, and use this as the basis for assessment to clearly reflect work performance.

3. During the assessment, the assessor and the person being assessed must have face-to-face communication. During the interview, the assessor must summarize the work performance of the assessee during the assessment period, and the assessee must be clear about his summary and evaluation. At the end of the interview, both parties should formulate improvement methods and development plans.

4. For the assessment of personnel below middle-level management, the method of comprehensive assessment by superiors shall be adopted, and a comprehensive assessment shall be given based on this.

5. The assessment of senior managers adopts the method of self-report and comprehensive assessment by superiors, and provides a comprehensive assessment based on this.

4. Performance Appraisal Requirements

(1) The evaluation of employees should be based on their work during the period of evaluation. The appraiser should record and record the daily work performance of the employees at any time. Rigorous assessment.

(2) The appraiser must fully understand the daily work performance of the person being assessed, clarify the content and standards of the person being assessed, and collect various data, information, and daily reflections from relevant departments, etc. , to ensure the accuracy of the assessment results and make the assessees convinced.

(3) Appraisers must be fair. Conduct assessments from an impartial standpoint. The assessment must be serious, meticulous, and fact-based. Do not rely solely on subjective feelings or impressions to ensure the objectivity and fairness of the assessment results.

(4) During the assessment interview, both parties should focus on candid conversations, based on the long-term progress and development of employees, make up for the shortcomings at work, and carry forward the strengths at work.

(5) Advocate the assessment idea of ????the speed and extent of improvement of employees' personal abilities, fully mobilize the enthusiasm of employees and improve work efficiency.

(6) Promote the design of "personalized assessment indicators" for performance assessment.

(7) Do not attach too much importance to the special results completed just before the assessment.

(8) The assessment results will directly affect the employee's treatment and position, so the assessment should be fair and objective. Pay attention to the wording and evaluation of assessment comments.

(9) During the performance appraisal, do not rate the same person for all assessments at the same time, but must rate all the appraisees on the same item, and then evaluate the performance after all the appraisees have finished scoring. Proceed to score the next project. At the same time, the distribution of grades for each item should take into account the normal distribution ratio of performance appraisals. If the difference between the ratios is too high, reviewers are asked to make adjustments as appropriate.

Employee Performance Appraisal Plan Part 3 1. Assessment Purpose:

Standardize and improve employees’ service awareness and service standards, improve employees’ work ability and enthusiasm through assessment, and use the economic situation to It serves as a lever to promote the continuous improvement of service quality, management level and economic benefits, and ensure the successful completion of various work goals set by the head office.

2. Assessment principles:

1. Standardization and normalization of service behavior;

2. Level-by-level assessment and unified assessment;

3. Fair, impartial and open.

3. Assessment targets: all employees of the Property Management Office.

4. Assessment details:

1. Appraiser: Each project supervisor is the main assessor; the company’s Quality Assurance Department and Human Resources Department are responsible for the daily work follow-up, supervision and implement.

2. Assessment cycle: once a month.

3. Assessment basis: the company's rules and regulations and the standard documents of each operation manual; evaluate the completion of the individual's key tasks for the month.

4. Assessment content:

Labor discipline: whether there are late arrivals, early departures, absenteeism, etc., and compliance with company rules and regulations;

Work situation : workload, work attitude, work performance and owner satisfaction;

Safety: whether any accidents occur during the work process;

Execution: the completion of the company's planned tasks and Innovation and improvement in execution;

Etiquette image: whether the behavior is civilized, whether the service terms are appropriate, and whether the clothing is decent;

Finished product protection: whether the equipment is lost, defective, and fair** *Facility maintenance status;

Leadership and decision-making: the handling of daily affairs and emergencies, the command and dispatch of the department's human, material, financial and time, the overall combat effectiveness of the department, and the decision-making of major activities of the department and adjustments;

5. Inspection method: daily inspection by the supervisor, random inspection by the property director from time to time every week, and random inspection by the company's quality assurance department and other functional departments.

Special note: If any person obstructs the inspection or commits fraud during the inspection, he will be punished double if the situation is confirmed to be true.

6. Assessment procedures:

On the 25th of each month, the heads of various departments will summarize and report to the director for review and release;

The Quality Assurance Department will inspect, Take photos and records. Random assessment records of other relevant functional departments are submitted to a dedicated person for summary. After calculating the score, they are reported to the Human Resources Department and finally summarized by the Human Resources Appraisal.

5. Comparison of employee evaluation results and salaries for each position:

Employee Performance Appraisal Plan Part 4 1. General Principles

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

2. Assessment purposes

1. To create a team of high-quality, high-level talents 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 adjustment of employee shareholding weight), 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 the operation and management professional and technical personnel 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. The employee has been absent from work for less than six months continuously or has been on leave for more than six months before the assessment.

3. Part-time and special staff

5. Various assessment time schedules

Assessment category, assessment time, review time, assessment final time

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

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

The regular assessment will be carried out according to the company's recruitment and deployment system

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

Note: 1. The assessment time mainly refers to the time determined by each business The time when department and functional department heads discuss performance, performance improvement plans, and new performance goals with their subordinates***

2. The personnel review time is mainly for the personnel decision-making committee to review controversial assessment results Investigation, understanding and arbitration of employee complaints

3. The assessment finalization time is the time when the Human Resources Department summarizes the assessment results and files the 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 an assessment of the two categories of personnel whose annual assessment scores are "to be improved" and "in urgent need of improvement".

6. Assessment System

The assessment system is implemented by direct supervisors evaluating subordinates and department supervisors re-evaluating. The Human Resources Department has the functions of policy 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:

Initial evaluation of assessment objects (after employee self-evaluation) Summary department review

Deputy general manager of the branch, general manager of relevant functions, vice president in charge of the human resources department

Chief engineer of the branch, general manager of the branch, vice president in charge of the human resources department

General manager of the branch, vice president in charge of the human resources department, corporate management department, and finance department, human resources department, and relevant vice presidents President, company president

Functional deputy general manager, functional general manager, vice president in charge of human resources department

Initial evaluation of assessment objects (after employee self-evaluation) Summary department review

Functional general manager, employee self-evaluation, vice president in charge of human resources department

Assessment of personnel below branch deputy general manager

Department manager level supervisor, deputy general manager, branch HR general manager, related functions General Manager

Department staff’s direct supervisor shall be rated and approved by the company’s indirect personnel supervisor

Technical personnel and technical supervisor shall be rated and approved by the company’s indirect personnel supervisor

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

7. Assessment Standards

Personnel assessment cannot use unified standards to evaluate candidates for different positions, especially for high-tech enterprises 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 technical categories

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

Ability assessment accounts for about 15% 30% 30%

Attitude assessment accounts for about 15% 20% 30%

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

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8. Assessment form

1. The assessment form is classified according to the nature of the work, and is divided into three types: operation management type and functional management type R&D technology type. Each type is further divided into supervisor and For non-supervisors, the Human Resources Department and relevant departments will research and design a unified form. The Human Resources Department has formulated a certain universal scoring reference table for assessment indicators. Each department can adjust the assessment factors and key points according to the actual situation of the department. However, the assessment structure and key points cannot be adjusted without authorization without consultation with the Human Resources Department. Element assignment.

2. The year-end assessment results are stored in employees’ personal files by the Human Resources Department, and no other personnel, except the personnel decision-making committee and general managers of each department, are allowed to review them.

9. Assessment and Evaluation

1. Grading of assessment results:

All types of assessment results are classified as "Excellent" based on the total employee assessment score. , "Excellent", "Medium", "To be improved" and "In urgent need of improvement", and are defined as follows:

Level: Extra Excellent, Excellent, Medium, Need to be improved, Urgent need to improve

Assessment The total score is 95 points or more, 85-95 points, 70-84 points, 50-69 points, 50 points or less

2. Assessment grade proportional control:

In order to reduce the subjectivity and psychological errors of assessment (Halo effect, contrast effect, averaging, etc.), the assessment results are subject to department (branch) proportional control after ex-rights processing. When each department and branch reports the assessment results to the Human Resources Department, the following proportions will be used:

The number of outstanding people: no more than 5% of the total number of employees in the department (branch)

The number of outstanding people: no more than 15% of the total number of employees in the department (branch)

Medium number of employees: accounting for 65% of the total number of employees in this department (branch)

Number of people to be increased: approximately 10% of total number of employees in this department (branch)

Urgent need to increase number: approximately 5% of the total number of employees in this department (branch)

Note: Those who are listed as extremely outstanding or in urgent need of improvement must provide specific factual basis at the same time

10. Assessment Procedures

General operating procedures for assessment:

1. Employee self-evaluation: According to the "Appraisal Authority Table", employees select the appropriate assessment scale for self-evaluation

2. Direct Supervisor review: The direct supervisor reviews the employee's performance.

3. Indirect supervisor review: The indirect supervisor (level two above the employee) evaluates the assessment results and makes the final determination.

Additional suggestions:

When there is a large gap between the direct supervisor’s desired score and the employee’s self-rated score, or even across grades:

1. The direct supervisor should Let employees evaluate themselves again based on the principle of objectivity

2. If the employee’s self-evaluation score changes little, the direct supervisor can conduct a re-evaluation and explain the situation to the employee’s indirect supervisor

< p> 3. When there is a grade difference between an employee’s self-evaluation score and the score of his direct supervisor, it is recommended that the supervisor conduct an interview with the employee and complete the “Performance Interview Form”

When the employee’s final assessment score is classified into When "in urgent need of improvement" or "excellent"

1. It is recommended that the employee's supervisor conduct an interview with the employee and complete the "Performance Interview Form"

2. If necessary, additional Attached are specific factual statements as supplementary materials to the assessment results.

11. Assessment appeal

1. Assessment appeal is a special procedure set up to improve the assessment system and make the assessment process truly open, fair and reasonable.

2. After the subordinates discuss the assessment content and results with their direct supervisor, if they have any objections, they can first file a complaint with the department head, who will coordinate; if they still have objections after coordination, they can appeal to the human resources department The decision-making committee files a complaint, and the human resources department specialist conducts investigation and coordination.

3. Specific factual basis must be provided while assessing the appeal.

12. Assessment, Rewards and Punishments

1. The company links the assessment results with job allowances, and adjusts employees’ job salaries based on their annual assessment results. The adjustment principles are as follows:

①Excellent employees: In principle, the job allowance will be increased by one level

②Excellent employees: The job allowance will not be adjusted, but may be promoted when the opportunity is appropriate

< p> ③Mid-level employees: There will be no adjustment to job allowances.

④ Employees who need to be improved: their job allowances will not be adjusted, but they will be listed as targets for mid-year assessment.

⑤ Urgent need to improve employees: job allowances are lowered by one level and listed as mid-year assessment targets.

2. Treatment of employees whose annual assessment is "to be improved"

① Position allowances will not be adjusted temporarily, and promotion will not be made before the mid-year assessment

② If the mid-year assessment is again rated as "to be improved", the post allowance will be lowered by one level. If the grade is above "to be improved", the post allowance will not be adjusted, and promotion can be processed according to normal procedures.

③ If the mid-year assessment is again rated as “needs improvement” and the second annual assessment is again rated as “needs improvement”, the company will terminate the employment relationship with the employee.

3. Handling of employees whose annual assessment is in “urgent need of improvement”

① The employee’s position allowance will be lowered by one level after the annual assessment.

② At the same time, if the employment contract between the company and the employee expires before the mid-year assessment, the company will no longer employ the employee after the employment period expires. During this period, the employee's position allowance will be reduced by one level accordingly

③ If the employment contract between the company and the employee has not expired during the mid-year assessment, the employee will be subject to a mid-year assessment. If the employee is still rated as "To be improved" or "in urgent need of improvement", the company will terminate the employment relationship with the employee; if rated as "medium" or above, the company will continue to employ the employee, but the position allowance will not be adjusted before the start of the second annual assessment.

13. Supplementary Provisions

1. The right to interpret this system belongs to the Human Resources Department.

2. The final decision-making, modification and abolition rights of this system belong to the Personnel Decision-making Committee.

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