Employee Performance Pay Appraisal Scheme Template (five articles)

Employee performance appraisal scheme 1

Article 1 Purpose of evaluation

In order to fully understand and evaluate employees' job performance, effectively follow up and standardize the implementation progress of company and individual work, find outstanding talents, strengthen communication and encouragement, and improve the overall work efficiency of the company, thus providing a powerful reference for the formulation and adjustment of the company's business strategy and objectives.

Article 2 Scope of assessment

All employees of the Company shall be assessed, and these Measures shall apply.

Article 3 Evaluation principle

1, guided by the principles of fairness, justice, comprehensiveness and objectivity;

2, based on job responsibilities and tasks, adhere to the principle of combining up and down, combining left and right, combining qualitative and quantitative;

3. Evaluate the work, insist that things are not people, pay attention to work attitude and team spirit, and use a developmental perspective.

Article 4 Examination time

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

2. Due to major work projects or special events, the company may conduct special assessments irregularly.

Article 5 Examination Form

Various evaluation forms include: superior evaluation, peer evaluation, self-evaluation, subordinate evaluation, outreach customer evaluation, etc. Because of the different purposes, time periods and characteristics of various evaluation forms, each evaluation form has different weights in the evaluation process.

Article 6 Evaluation Methods

The evaluation adopts methods such as grade evaluation, target evaluation, relative comparison, important events or synthesis. , and according to the daily work records, files, attendance, written reports of departments and employees, major special events, etc.

Article 7 Evaluation Contents

1, the appraisal of directors and above, including the overall performance and personal performance of the departments under their jurisdiction, in which the overall performance appraisal results of the departments under their jurisdiction account for 60% of the individual appraisal weight, mainly based on the overall work appraisal results of the departments under their jurisdiction; The weight of personal performance is 40%, which mainly includes employees' personal post function performance, notification ability and professional ethics performance. For specific assessment items and weights, please refer to the Company's Post Performance Assessment Scale I..

2. The assessment of the company's grass-roots employees includes three aspects: the performance of employees' personal post functions, the ability to inform and the performance of professional ethics, and is carried out according to their actual work performance. For specific assessment items and weights, please refer to the post performance appraisal of employees of the company.

3. Business personnel shall determine the minimum monthly sales and target sales according to the total personal tasks, which shall be used as the quantitative basis for performance appraisal in the current month. If there are no sales tasks in that month, there will be no performance pay.

4. There are bonus items and deduction items in the assessment, which respectively correspond to the company's reward and punishment regulations, attendance system and other related contents. Among them, the business personnel of each project department will be charged 1 minute for every time they exceed the target sales, and deducted 1 minute for every time they fall below the minimum sales. Employees in other departments have made outstanding contributions, and each time they add 1 point, they have obvious major mistakes in their work, and each time they deduct 1 point.

Article 8 Special assessment

1, probation assessment

Employees whose probation period has expired should be assessed to decide whether to be formally employed;

If the probation period is good or bad, it may be suggested to become a full member in advance or extend the probation period appropriately;

2, backward employee assessment

Employees identified as backward by the company can make assessment and improvement suggestions at any time because of their work performance.

3. Case evaluation

Immediately put forward assessment opinions on major work matters involved in employees' work and decide whether to reward or punish them.

4. Transfer assessment

Evaluation opinions can be put forward when the post deployment candidates are drawn up due to work needs, which can be used as a reference for employees to stick to their posts or work.

Article 9 Evaluation procedures

Before the 1, monthly and annual assessments begin, the personnel department will issue employee assessment notices according to the work plan, explaining the assessment purpose, object, method and schedule, and issue relevant assessment scales.

2. The examinee should prepare self-summary and assessment, and relevant supervisors at all levels, colleagues at the same level and employees at lower levels should prepare assessment opinions, fill in the assessment scale and summarize it to the personnel department.

3. The personnel department counts the total score of the appraisal object according to the appraisal method, summarizes the appraisal situation of each department, and submits the appraisal results to the management committee of the company for review.

4, the CMC according to the subjective and objective factors of the current work to determine the assessment results.

5, the personnel department announced the assessment results, and put forward corresponding improvement suggestions for the assessment object, requiring employees to make work goals and plans.

6. Archive the assessment results and store them in the personnel department, employee personal files and assessment target department respectively.

Article 10 Evaluation results

1. According to the specific situation of assessment, the results are generally divided into five grades: excellent, good, qualified, poor and poor. These include:

(1) The total assessment score is ≥90 points, which is excellent, and the actual performance salary of the month is100%;

(2) 90 points > the total assessment score is 80 points or higher, which is good, and the actual performance salary of the month is 80%;

(3) 80 points > total assessment score ≥60 points, qualified, 60% of the actual performance salary of the month;

(4) 60 points > total assessment score ≥50 points, poor and unqualified, accounting for 40% of the actual performance salary of the month;

(5) The total assessment score is 50 points > poor and unqualified, and the actual performance salary of the month is below 40%.

2 in the annual work, the monthly assessment results accumulated more than 8 times outstanding, can participate in the annual assessment; Those who fail to meet the requirements for more than 3 times will be dismissed by the company.

Chapter II Employee Performance Appraisal Scheme When an enterprise formulates its development plan and strategic goal, in order to achieve this goal better, it needs to decompose the goal into various departments in stages and finally implement it on every employee, which means that everyone has a task. Performance appraisal is the tracking, recording and evaluation of enterprise personnel to achieve their goals. Paying attention to the time-effect relationship of performance appraisal is to evaluate the past of the assessed subject and have an impact on its future.

The implementation scheme of employee performance appraisal mainly includes employee performance appraisal procedure, employee performance appraisal method design, employee performance appraisal and training, employee performance appraisal and performance management, employee performance appraisal and promotion scheme, employee performance appraisal training lecture, middle and high-level employee performance appraisal form, etc.

First, the purpose of performance appraisal

1. Strengthen and improve employees' work performance and the company's performance, and ensure the realization of the company's business objectives.

2, the inspector's adaptability and competence to the work, publicly evaluate the work effect and its value, and provide the basis for improving and adjusting the work.

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

4. In order to motivate employees' work performance and explore outstanding talents as the basis for rewards and punishments and promotion,

Promote the promotion of employees and the fairness and reasonableness of rewards and punishments. .

Second, the principle of performance appraisal

1, Consistency-In a continuous period of time, the assessment contents and standards cannot be greatly changed.

The consistency of evaluation methods should be maintained for at least one year.

2, objectivity, assessment should objectively reflect the actual situation of employees.

3. Fairness-use the same evaluation criteria for employees in the same position.

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

Third, the form of performance appraisal.

1. In the process of assessment, the assessment should be classified according to departments, positions and responsibilities, so as to achieve good assessment purposes.

2, every employee should have a work log, record the main events and the number of work every day, and as the basis of assessment, clearly reflect the work performance.

3. During the evaluation process, the appraiser and the appraisee should communicate face to face. During the interview, the appraiser should summarize the appraiser's work performance during the appraisal period, and the appraiser should make clear his own summary and evaluation. At the end of the interview, both parties should make improvement methods and development plans.

4, the assessment of managers below the middle level, take the method of comprehensive evaluation of superior assessment, and on this basis, give a comprehensive evaluation.

5. Take the method of self-assessment and comprehensive evaluation of superior assessment for the assessment of senior managers, and give comprehensive evaluation on this basis.

Fourth, performance appraisal requirements

(a) The evaluation of employees should be based on their work during the evaluation period, and the evaluators should record and closely evaluate their employees' usual work performance at any time.

(2) The appraiser should have a full understanding of the appraiser's normal worksheet, clarify the contents and standards of the appraiser's duties, collect all kinds of data, materials and daily reports of relevant departments, ensure the accuracy of the appraisal results, and convince the appraiser.

(3) The examiners should conduct the examination in a fair and just position. The assessment should be serious, meticulous and realistic, and should not be based on subjective feelings or impressions to ensure the objectivity and fairness of the assessment results.

(4) During the assessment interview, both parties should pay attention to frank conversation, base on the long-term progress and development of employees, make up for the shortcomings in their work, and carry forward their strengths in their work.

(5) Advocate the assessment concept of the speed and degree of improving employees' personal ability, fully mobilize employees' enthusiasm and improve work efficiency.

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

(7) Don't pay too much attention to the special achievements just completed before the assessment.

(8) The assessment results will directly affect the treatment and position of employees, so the assessment should be fair and objective. Pay attention to the wording and evaluation in the evaluation opinions.

(9) In the performance appraisal, the same person should not score all the appraisal scores at the same time, but all the examinees should score on the same project, and then score the next project after all the examinees have scored. At the same time, the normal distribution ratio of performance appraisal should be considered for the allocation of each project. If the difference between the ratios is too large, the reviewers should make appropriate adjustments.

Employee performance appraisal scheme Part III I. Appraisal purpose:

Standardize and improve employees' service awareness and level, improve employees' working ability and enthusiasm through assessment, and use economic leverage to continuously improve service quality, management level and economic benefits, so as to ensure the smooth completion of various work objectives set by the Head Office.

Second, the evaluation principle:

1, standardization and normalization of service behavior;

2. Step-by-step assessment and unified assessment;

3. Fairness, justice and openness.

3. Appraisal object: all staff of the Property Management Office.

Fourth, the assessment rules:

1. Evaluator: Each project supervisor is the main evaluator; The quality assurance department and human resources department of the company are responsible for tracking, supervising and implementing the daily work of the evaluation project.

2. Assessment cycle: once a month.

3. Evaluation basis: the company's rules and regulations and the standard documents of each operation manual; Evaluate the completion of personal key work in the current month.

4. Evaluation content:

Labor discipline: whether there are late arrival, early leave, absenteeism, etc. , and abide by the company's rules and regulations;

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

Safety: whether there are accidents during work;

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

Etiquette image: whether manners are civilized, whether service terms are appropriate, and whether clothes are appropriate;

Finished product protection: whether the equipment is lost or defective, and the maintenance of public facilities;

Leadership decision-making: dealing with daily affairs and emergencies, commanding and dispatching the manpower, material resources and financial resources of the department, the overall combat effectiveness of the department, and the decision-making and adjustment of major activities of the department;

5. Inspection method: daily inspection by the supervisor, weekly spot check by the property supervisor, and spot check by the quality assurance department and other functional departments of the company.

Special note: If there is obstruction or fraud in the inspection process, the punishment will be doubled if the situation is confirmed to be true.

6. Evaluation procedure:

On the 25th of each month, the department heads shall summarize and report to the director for review and release;

The quality assurance department will record the inspection and photos, and other relevant functional departments will hand over the random inspection records to a special person for summary, and then report the scores to the Human Resources Department, which will finally summarize them.

Verb (abbreviation of verb) Comparison between the results of post assessment and salary of employees;

Employee performance appraisal scheme 4 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. Form a talent management mechanism with assessment as the core orientation.

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 contents, 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). In addition, personnel in the following situations are not included in the assessment scope:

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.

The approval opinions of the direct supervisor of the department staff to the indirect supervisor of the branch staff.

Evaluation of technicians and technical supervisors and approval of indirect supervisors.

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 the size of 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 post-holding ability. 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%.

Capacity assessment accounts for about 15% 30% 30%

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

Total score of employee assessment = performance score+ability 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 formulated 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, 85-95, 70-84, 50-69 and below 50.

2. Assessment grade proportion control:

In order to reduce the subjective and psychological errors of evaluation (halo effect, contrast 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 provide 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 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, it is suggested that the supervisor 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 contents and results of the assessment 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. Specific factual basis must be provided when evaluating complaints.

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 time of this system is * * year 65438+ 10/0. (a), sales staff performance pay assessment scheme model (3) (2), what is the performance pay standard of institutions (3), national institutions performance pay management measures (4), what are the performance pay of institutions (5), 2022 institutions performance pay standard table (6), institutions performance pay assessment management measures (7). Full-text content of post performance pay system in public institutions (8), model of year-end performance pay assessment scheme for schools (2) (9), model of performance assessment scheme for company sales salary (2) (10), model of bonus distribution scheme for hospital performance pay (2);