Unit employee performance appraisal scheme

Unit employee performance appraisal scheme

In order to ensure high starting point, high quality and high level work, it is often necessary to make plans in advance. A plan refers to a planned document made for an action. So what is an excellent plan? The following is the performance appraisal scheme of the unit employees I collected for you. Welcome to reading. I hope you will like it.

Company employee performance appraisal scheme 1 This appraisal project will be graded according to the performance work system every month, and the work and business assessment will be conducted once every six months, and the employees will be graded according to the assessment results of the employees, so as to ensure that the employees of the housekeeping department can provide quality services to the guests. The appraisal object is domestic workers, and the appraisal scope includes:

First, the work system assessment (30 points)

1, attendance rate (including training attendance rate) (10 score)

2. Courtesy, gfd (10)

3. Work discipline (10 score)

Two, work skills assessment (50 points)

1, hotel product knowledge assessment (10 score)

2. Bed-making operation test (10 score)

3, clean room hygiene quality (15 points)

4. Customer service quality (15)

Three, direct superior and manager assessment (20 points)

Evaluation scheme:

1. The performance scheme system is divided into: basic salary+post salary (monthly employee assessment)+full attendance. The monthly assessment of employees is divided into 100 basis, and rewards and punishments are linked to actual wages. It is divided into grade A (above 90 points), grade B (above 80 points) and grade C (below 80 points).

2. Employee scores include: work system score+work skill assessment score+direct supervisor and manager assessment score;

3. The assessment content is mainly aimed at the employees' usual work performance and the sanitary quality of the building. Under the premise of ensuring the sanitary quality, efforts should be made to improve employees' work efficiency and ensure high-level service to customers.

4. The first place in the total score for 3 consecutive months was selected as an excellent waiter; On the other hand, the department with the last total score for three consecutive months will consider dismissal.

Attachment: Detailed Rules for Performance Appraisal of Housekeeping Staff

I. Working system

(1) Attendance

1, 2 points will be deducted for being late and leaving early 10 minutes, and 2 points will be deducted for being late and leaving early 10 to 30 minutes (including training and meetings organized by housekeeping department);

2. Deduct 1 minute for each sick leave; Deduct 2 points for each personal leave; Deduct 5 points for each absenteeism;

3. 3 points will be deducted for signing in, signing out and punching in, and 3 points will be deducted for changing posts, shifts and shifts without the consent of the supervisor;

4. According to the needs of hotel work, employees who actively cooperate with overtime will be rewarded with 2 points;

(2) reciprocity, gfd

1. If you meet a colleague or superior and don't say hello, 2 points will be deducted each time;

2. Do not use polite language when receiving guests, and deduct 2 points for poor attitude and tone, and do not smile;

3. If the customer service doesn't have the word "please", "thank you" will be deducted 1 point, 5 points will be deducted for contradicting the guest, and1point will be deducted for quarreling with the guest;

4. If the service attitude is not good, 5 points will be deducted for a guest's oral complaint, and 10 will be deducted for a guest's written complaint. If the circumstances are serious, they will be dismissed according to the hotel system.

5. Deduction of 1 point for failure to follow the prescribed procedures;

6, did not take the initiative to help guests carry luggage, press the elevator. ; Did not do a good job of escort service, deducted 2 points each time;

7, rude words, when the guest speaks a dialect that the guest does not understand, deduct 2 points;

8.gfd does not meet the hotel standards 1 point;

9. When guests smoke, get manicures, pick their teeth, etc. Deduct 2 points each time in front of the guests and in the guest activity area;

(3) Work discipline

1, take the passenger elevator privately, and deduct 2 points for using the facilities and equipment of the passenger elevator;

2. Deduct 2 points for doing private work, gathering in public areas and chatting in workshops during working hours;

3, do not obey the job transfer, do not obey the superior command, do not accept opinions with an open mind, and the lower level will be deducted 3 points each time against the superior;

4. Deduct 2 points for making personal phone calls, reading newspapers, smoking in non-designated areas and watching TV in guest rooms during working hours;

5. Those who ask for tips from guests will be deducted 5 points and reported to the hotel for handling.

6, damage to public property, take room items, 4 points, if the circumstances are serious, report to the hotel for processing;

7. If there is any violation of the relevant regulations of the hotel and the department, the system will deal with it according to the circumstances and deduct the score of the month (see relevant rules and regulations for specific standards);

8. Deduct 1 minute every time the service room and work car are dirty (employees on duty);

9. Employees who fail to report drinks or are taken away from the guest room by guests, or who fail to report or return lent items, will be deducted 2 points each time; If the circumstances are serious, additional compensation shall be made;

10, employees who fail to recycle items according to regulations will be deducted 1 minute each time;

1 1, the carpet in the corridor has serious stains and paper scraps, there are more than three cigarette butts in the chimney of the passenger elevator, and there is garbage in the rest of the corridor. The employee on duty will be deducted 1 minute each time;

12. Employees will be deducted 5 points each time for sending off articles to friends of employees in other departments without permission. If the circumstances are serious, it will be reported to the hotel for handling;

13, the floor staff did not answer the intercom in time, which affected the customer service staff, and deducted 2 points each time;

14, failing to operate safely according to working procedures, each person will be deducted 1 minute. (such as knocking at the door, wiping electrical appliances with a wet rag, etc.). );

15. Employees will be deducted 10 every time they hide or take away guests' belongings. And report to the hotel for processing;

16. If the fixed property in the floor is damaged or disappeared, 2 points will be deducted for each item;

17. Employees will be deducted 2 points for littering and spitting in the work area;

18. In case of conflict between employees and employees or employees of other departments, 10 will be deducted each time;

19, 1 min. Each plan will be deducted once a day if it is not completed well;

20, get the guest and hotel notice praise, each person 10 points;

2 1. If the work key is not returned in time, 10 will be deducted each time; The employee intentionally damages the key and cancels the qualification of the month's selection, depending on the circumstances;

22, engineering personnel to repair the room, employees didn't clean before coming off work, each room 2 points;

Second, the work business skills assessment

(A) Hotel knowledge

1, business hours, locations, business characteristics, contact numbers, etc. Every business area of the hotel;

2. The corresponding management rules and regulations of hotels and departments;

3. Knowledge of business skills in this position;

Business skills

1, bed-making skills must be tested every time;

2. The sanitary quality of the room is scored by the foreman's rounds every day, and the scoring supervisor scores according to the room checklist, records it, and calculates the average score at the end of the month;

Third, the approval of immediate superiors and managers.

According to the employee's performance during the on-the-job period, the employee's direct supervisor and manager give the employee an assessment score.

Performance appraisal scheme for employees of the unit II. Purpose of assessment

1, as the basis for promotion, dismissal and post adjustment, focusing on assessing potential, potential play and work performance.

2, as the basis for determining performance pay.

3, as the basis of potential development and education and training.

4. As the basis for adjusting personnel policies and incentives, promote communication between superiors and subordinates.

Second, the evaluation principle

1. Assess the employees formally employed by the company. The assessment requirements and emphasis of employees at different levels are different.

2. The assessment is based on the company's various systems, employees' job descriptions and work objectives, and the assessment must be open, transparent, equal and equal.

3. The appraisal scheme should be operable, objective, reliable and fair, and should not be mixed with the personal likes and dislikes of the appraisers.

4. Advocate to meet the assessed in different ways, so that they can sincerely understand and allow them to complain or explain.

Iii. Evaluation data and methods

1, work task assessment (monthly).

2. Comprehensive potential assessment (assessed quarterly by the assessment team).

3, attendance and rewards and punishments (by the administrative department in accordance with the company's internal management regulations to carry out the assessment).

Four. Evaluators and evaluation indicators

1, set up a company evaluation team to conduct a comprehensive evaluation and evaluation of employees.

2, self-identification, employees to evaluate themselves and write a personal summary.

3. Assessment indicators, employees' work plans, tasks, attendance and rewards and punishments in internal management regulations.

Verb (abbreviation of verb) feedback of evaluation results

Performance appraisal should meet with me, tell the examinee the advantages and disadvantages of the appraisal results, and encourage them to carry forward their advantages, correct their shortcomings and create new achievements.

Six, employee performance appraisal instructions

(1) Fill in the program

1. Before the 2nd day of each month, the employee shall prepare the work plan for that month, which shall be reviewed by the direct supervisor of the department and submitted to the Administration Department;

2. The Work Performance Appraisal Form shall be distributed by the Administration Department to the department on 28th of each month, filled in by myself, and submitted to the Administration Department before 2nd of the following month after being audited by the direct supervisor of the department;

3. Work plan writing is divided into five daily work categories, five stage work categories and other categories, and other categories are temporary tasks assigned by leaders;

4. The completion status of the work plan is divided into three levels: completed, in progress and not carried out (phased work). At the end of the month, I will score myself according to the actual options and score myself in the personal evaluation column;

5. For unimplemented and ongoing projects (phased work), please explain the reasons in the column of planned completion.

(2) Scoring instructions

1, the total score of the work performance appraisal form is 90 points, 8 points for daily work, 40 points for stage work, 50 points for 10, and 8 points for other categories. If the opinions and suggestions are adopted by the company, extra points will be given 10; Among them, personal rating, functional department rating and direct superior rating account for 30%, 30% and 40% of work performance appraisal scores respectively. (If the personal score exceeds 90 points, the personal score is invalid, and it will be calculated by subtracting 10 from the direct superior score; The score of functional departments is evaluated from two aspects: cost consciousness and professional norms. Assessed by Finance Department and Administration Department respectively. )

2. The comprehensive performance appraisal shall be conducted by the appraisal team once every quarter, and employees shall fill in the employee appraisal form and employee mutual evaluation form once every quarter, and the specific time shall be notified separately by the Administration Department; The employee appraisal form is filled in jointly by the assessed employee and the appraisal team, and the employee mutual evaluation form is filled in anonymously by the employee and put into the company ballot box; Among them, self-evaluation, employee mutual evaluation and evaluation group evaluation account for 30%, 30% and 40% respectively.

3. The quarterly performance appraisal score is the average score of 3 months, accounting for 60% of the quarterly performance appraisal score; The comprehensive performance appraisal score accounts for 40% of the quarterly performance appraisal score, and the quarterly final performance appraisal score is the sum of the two.

4. Scoring standard: 85 is excellent, 84-80 is good, 79-75 is qualified, 74-65 is average, and below 64 is unqualified.

(3) Quarterly performance pay data

Quarterly Performance Pay = Performance Appraisal Award+Performance Quarterly Award

(1) The performance appraisal award consists of three parts:

A. Assess the risk premium of 65438+ 00% of the employee's quarterly salary;

B, a quarter of the employee's salary in the first 13 month;

C, the company takes out a quarter 10% of the annual salary as an incentive.

The quarterly appraisal of employees will pay full quarterly performance appraisal bonus to outstanding employees; Only items A and B will be issued if they pass the examination; There is no quarterly performance appraisal bonus for those who fail the examination.

(2) The quarterly performance bonus is paid by the general manager in the form of red envelopes at the end of the quarter according to the overall performance of employees in the company and referring to the assessment status of employees.

(4) Increase or decrease categories:

1, attendance score: 2 points will be deducted for personal leave of the month 1 day, and so on. During the quarter, personal leave will be deducted 1% performance pay for 3 days and 3% performance pay for 5 days;

2. Training score: 65438+ 0 point for training once, 2 points for absence from class once, and so on. During the quarterly absence training, 1% will be deducted from the performance salary twice and 3% will be deducted from the performance salary four times;

3. If the monthly work plan and performance appraisal table are not prepared on schedule, 1 point will be deducted for each day overdue, and so on.

4. Employees who pass the quarterly assessment are excellent in individual months in the quarter, and each time they are rated as excellent, their performance pay will increase by 2%, and so on; If an individual month fails to pass the assessment in the quarter, 4% of the performance salary will be deducted for each unqualified month, and so on.

5, reward and punishment score:

(1) In this quarter, 2% performance pay will be increased, 4% performance pay will be increased for meritorious service, and 6% performance pay will be increased for meritorious service;

(2) During the quarter, warning will reduce performance pay by 2%, demerit by 4% and demerit by 6%.

Unit employee performance appraisal scheme 3 I. General rules

This system is specially formulated to standardize the company's inspection and assessment of employees.

Second, the purpose of the assessment

1. Build a talent team with high quality, high level, high cohesion and team spirit in Tongfang, and form a talent management mechanism with assessment as the core.

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

3. To provide personnel information and decision-making basis for the formulation of career development plan for middle-level management and technical staff of Tongfang Co., Ltd., the salary and treatment of employees (including the adjustment of employee shareholding weight) and related education and training.

4. Turn personnel assessment into a management process, form a two-way communication platform between employees and the company in the same place, and improve management efficiency.

Third, the evaluation principle

1, based on the company's operating performance indicators and related management indicators for employees, as well as the objective facts in employees' actual work;

2. Take the information, procedures and methods specified in the employee appraisal system as the operating criteria;

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

Fourth, the applicable object

This system is mainly aimed at the functional personnel of the headquarters of Tongfang Company and the management professional and technical personnel above the vice president of the branch (the personnel below the vice president of the branch shall be assessed by the branch with reference to the form of the headquarters). Other personnel in the following circumstances are not within the scope of assessment:

1. Employees who have not become regular employees during the probation period.

2, continuous attendance for less than six months or leave before the exam suspended for more than six months.

3. Part-time and special personnel

Five, all kinds of assessment schedule

Evaluation Category Evaluation Time Audit Time Evaluation Final Time

June 1 mid-year assessment from June 5 to June 8 15.

The annual appraisal is 65438+ 10 month 15 to 20th, 65438+ 10 February 2 1 23rd, 65438+1October 25th.

Confirm that the assessment is carried out according to the company's recruitment and deployment system.

Promotion assessment shall be implemented according to the internal promotion system of the company.

Note: 1. Assessment time mainly refers to the time when supervisors and subordinates of various business departments and functional departments discuss performance, performance improvement plans and new performance targets together.

2. The personnel review time is mainly for the personnel decision-making committee to investigate and arbitrate the disputed assessment results and employee complaints.

3. The final assessment time is the time when the Human Resources Department summarizes the assessment results and puts forward new performance targets.

4. The annual assessment is the assessment of the annual performance of all (formal) employees, and the mid-year assessment is the assessment of those whose annual assessment scores are "to be improved" and "urgently needed to be improved".

Sixth, the assessment system.

Evaluation The direct supervisor will evaluate the subordinates, and the department head will re-evaluate. The human resources department has the functions of consultation, implementation supervision and complaint investigation. The personnel decision-making committee (composed of the company's president, executive vice president, relevant vice presidents, general manager of human resources department and heads of relevant departments) is the final arbitration institution for the employee appraisal policy of Tongfang Company. See the following table for specific permissions:

Summarize the preliminary evaluation of the appraisal object (after the employee's self-evaluation) for the department's audit.

Deputy general manager of the branch, general manager of related functions and vice president in charge of human resources department.

General Manager, Chief Engineer, Vice President of Human Resources Department of the Branch

General manager of the branch, human resources department, enterprise management department, finance department, competent vice president, relevant vice president and company president.

Functional vice president functional general manager competent vice president of human resources department

Summarize the preliminary evaluation of the appraisal object (after the employee's self-evaluation) for the department's audit.

Functional General Manager Employee Self-evaluation Executive Vice President of Human Resources Department

Assessment of the following personnel of the Deputy General Manager of the Branch

Deputy general manager in charge at the department manager level, general manager of personnel in the branch and general manager of related functions.

Department personnel are directly in charge of grading company personnel are indirectly in charge of examination and approval.

Technical personnel, technical supervisor rating, company personnel indirect supervisor approval.

Note: For the employees below the level of deputy general manager of the branch, the employees will conduct self-evaluation, and then the direct supervisor will conduct re-evaluation, and the employees' indirect supervisors (above two levels) will finally approve.

Seven, assessment criteria

Personnel assessment cannot use uniform standards to evaluate people in different positions, especially high-tech enterprises like Tongfang. The core idea of Tongfang design evaluation standard is hierarchical and classified evaluation, objectively evaluating the past and focusing on the future. The company divides employees into three grades according to their business responsibilities, and the human resources department of the headquarters specially designs assessment standards and scales for middle-level and above cadres of the company; Secondly, according to the characteristics of Tongfang High-tech Company, employees are divided into management and technical businesses, and the assessment standards and scales are specially designed.

The company's assessment criteria are mainly from three aspects: business performance, work attitude and employment potential. Employees in different departments have different assessment criteria weights, as follows:

Proportion chart of assessment weights for all kinds of employees:

Evaluate the project work category, management category, functional management category and technical category.

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

The potential assessment accounts for about 15% 30% 30%.

Attitude evaluation accounts for about 15%, 20% and 30%.

Total score of employee assessment = performance score+potential score+attitude score.

Eight. Examination form

1. According to the nature of the work, the evaluation form is divided into three categories: business management and functional management, and each category is subdivided into supervisors and non-supervisors. The Human Resources Department will work with relevant departments to study and design a unified form. The Human Resources Department has a general scoring reference table for assessment indicators. Each department can adjust the assessment factors and scores according to the actual situation of the department, but it is not allowed to adjust the assessment structure and factor assignment without consulting the Human Resources Department.

2. The year-end assessment results are kept in the employee's personal files by the human resources department, and no one can consult them except the personnel decision-making committee and the general manager of each department.

Nine. Assessment and evaluation

1, evaluation result rating:

All kinds of assessment results are divided into five grades according to the total score of employee assessment, as follows:

The grade is excellent, excellent and medium, which is in urgent need of improvement.

The total assessment score is above 95 points; 85-95 points; 70-84 points; 50-69 points; Below 50 points

2. Assessment grade proportion control:

In order to reduce the subjective and psychological errors of evaluation (halo effect, comparison effect, averaging, etc.). ), the assessment results shall be subject to the proportional control of the department (branch) after the ex-rights treatment. All departments and branches shall follow the following ratios when reporting the assessment results to the Human Resources Department:

Excellent number: no more than 5% of the total number of employees in the department (branch).

Outstanding personnel: no more than 15% of the total number of employees in the department (branch).

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

Number of people to be promoted: about 10% of the total number of employees in this department (branch).

There is an urgent need to increase the number of employees: about 5% of the total number of employees in this department (branch).

Note: those who are listed as excellent or in urgent need of improvement in the assessment must also bring specific factual basis.

X. Evaluation procedure

General operating procedures for evaluation:

1. Employee self-evaluation: According to the "Evaluation Authority Table", the employee selects an appropriate evaluation scale for self-evaluation.

2. Re-evaluation by direct supervisor: The direct supervisor re-evaluates the performance of employees.

3. Indirect supervisor audit: the indirect supervisor (higher than the second level of the employee) evaluates the assessment results and finally confirms them.

Supplementary suggestions:

When there is a big gap between the direct supervisor's score and the employee's self-evaluation score, even across the file level:

1. The direct supervisor should let employees reevaluate themselves according to objective principles.

2. If the employee's self-evaluation score has not changed much again, the direct supervisor can re-evaluate it and explain the situation to the employee's indirect supervisor.

3. When there is a grade difference between the employee's self-evaluation score and the score of the direct supervisor, the recommending supervisor should interview the employee and fill in the "Performance Interview Form".

When the employee's final evaluation score is classified as "urgent need for improvement" or "excellent"

1. It is suggested that the employee's supervisor interview the employee and fill in the performance interview form.

2. When necessary, specific facts can be attached as supplementary materials for the evaluation results.

XI。 Complaint evaluation

1. Appraisal appeal is a special procedure designed to make the appraisal system more perfect and the appraisal process truly open, fair and reasonable.

2. After discussing the assessment data and results with the direct supervisor, if there is any objection, the subordinate can first lodge a complaint with the department head, who will coordinate; If the department heads still have objections after coordination, they can appeal to the personnel decision-making committee, and the HR Commissioner will investigate and coordinate.

3. When evaluating complaints, we must put forward specific factual basis.

Twelve, assessment and rewards and punishments

1. The company links the assessment results with the post allowance, and adjusts the post salary of employees according to the annual assessment results. The adjustment principle is as follows:

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

② Excellent employees: The post allowance will not be adjusted, and they can be promoted when the opportunity is right.

③ Middle-level employees: the post allowance will not be adjusted.

④ Employees to be promoted: The post allowance will not be adjusted, but it will be listed as the mid-year assessment object.

⑤ There is an urgent need to improve employees: the post allowance is reduced by one level and listed as the mid-year assessment object.

2. Handling of "to be improved" employees in annual assessment

(1) The post allowance will not be adjusted for the time being, and promotion will not be granted before the mid-year assessment.

(2) If the mid-year assessment is rated as "to be improved" again, the post allowance will be reduced by one level; If the grade is above "to be promoted", the post allowance will not be adjusted, and promotion can also be carried out according to normal procedures.

③ If the mid-year assessment is rated as "to be improved" and the second annual assessment is rated as "to be improved urgently", the company will terminate the employment relationship with the employee.

3. Employees whose annual assessment is "in urgent need of improvement".

① The post allowance of this employee will be reduced by one level after the annual assessment.

② At the same time, if the labor contract between the company and the employee expires before the mid-year assessment, the company will not employ the employee after the expiration of the labor contract. During this period, the post allowance of employees will be reduced by one level accordingly.

(3) If the labor contract between the company and the employee has not expired during the mid-year assessment, and the employee is still rated as "to be improved" or "urgently needed to be improved" after the mid-year assessment, the company will terminate the labor relationship with the employee; Those who are rated as "medium" or above will continue to be employed by the company, but the post allowance will not be adjusted before the second annual assessment begins.

Thirteen. supplementary terms

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

2. The final decision, amendment and abolition of this system belong to the personnel decision-making committee.

3. The effective date of this system is 20xx 65438+1month 10.

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