Three personal performance evaluation summaries

Article 1:

On April 20xx 12, the performance appraisal of departments and employees in the first quarter was all over. So far, the Measures

Three personal performance evaluation summaries

Article 1:

On April 20xx 12, the performance appraisal of departments and employees in the first quarter was all over. So far, the Measures for Performance Management of Departments and Employees issued and implemented by our company on June 65438+ 10/day has run an assessment cycle, completed a PDCA cycle and is ready to enter the next PDCA cycle. At the turn of the two cycles, as the builder and maintainer of the performance management system, the human resources management department summarized the operation of the performance management measures of departments and employees in the first quarter. Mainly from the following three aspects: first, the operation of performance management methods for departments and employees; Second, some understandings that need to be clarified; Third, suggestions for improvement in the next cycle.

I. Implementation of performance management measures for departments and employees

Good change

Different from the previous performance appraisal methods, this performance appraisal embodies the following new features:

1, the job description has been effectively used. Job description is the basis of performance management. Before the performance management measures were formally promulgated and implemented, the human resources management department organized and compiled the latest job description, and initially formed a job management system. In the operation of performance management methods, managers can communicate with subordinates and determine the assessment objectives from the job itself with the help of job descriptions. In addition, job descriptions also play an important role in the newly completed job creation and staffing. For this work, what we need to do is to further deepen our understanding and application of it and make it play a better role in all aspects of human resource management. When there are new changes in post work, it is necessary to negotiate with subordinates in time to ensure timeliness.

2. The goal of performance appraisal is closely related to the work of departments and employees. The new performance management method stipulates that the manager and the assessed jointly formulate the performance plan, the vice president in charge and the department manager jointly formulate the quarterly work target task book, and the department manager and the employees jointly formulate the quarterly key performance indicators of the employees. For this, managers can implement it and set performance targets for departments and employees as needed. This is very different from the previous form for evaluating all employees. It ensures that the appraisee knows the work and work standards he wants to do during the evaluation, that the manager knows how to guide and supervise the appraisee to finish the work better, and that the performance evaluation is closely related to his own work, which helps the manager and the appraisee to improve their performance to some extent.

3. The manager and the assessed can determine the performance target through agreement. The deputy general manager in charge can pay more attention to the opinions of the department manager and communicate with the department manager when formulating the quarterly work target task book of the department and the quarterly key performance indicator management card of the employees, and finally both parties sign and confirm and reach an agreement; Department managers can pay more attention to employees' opinions, communicate with employees, and finally both parties sign for confirmation and reach an agreement. This respects the opinions of subordinates to a certain extent, stimulates their enthusiasm for participation, and at the same time tells employees the assessment objectives, which also puts some pressure on employees to actively think about how to do better, which is more conducive to the organization and development of work.

4. After the assessment, the manager can communicate with the assessed in time, and both parties sign for confirmation. After the assessment, the competent vice president can communicate with the department manager in time, and the department manager can communicate with the employees in time and sign the assessment form for confirmation. On the one hand, the assessed can know their performance in this assessment cycle; On the other hand, through communication, managers point out what subordinates have not done well in the assessment cycle, and put forward suggestions for improvement, so as to do well in the next assessment cycle, which plays a role in improving performance and makes performance assessment an opportunity for both sides to discuss progress and success. This is also advocated by the new method!

5. Some departments and employees can actively check the progress of their work according to the requirements of assessment objectives, and can actively seek help from managers when difficulties arise. Managers can also check their work according to the assessment objectives of their subordinates. With the efforts of both parties, the performance targets of departments and employees can basically be achieved within the prescribed time limit.

Second, the existing problems

1, managers did not seriously study the performance management methods of departments and employees. Basically, the performance management methods of departments and employees are put on hold. Many managers don't study hard and don't want to study. They just habitually put the "measures" in the folder and don't ask questions, such as what is the PDCA cycle of performance management. Many managers cannot answer such a simple question. This shows that some managers pay insufficient attention to performance management methods!

2. The concept of managers has not fundamentally changed. Many managers still think that doing performance management means doing performance appraisal, and doing performance appraisal means filling out forms and completing the tasks of human resources management departments, but they do not regard it as their own work, nor do they regard performance management methods as their platform for high performance management. Therefore, they will only think of performance management when reminded or organized by the human resources management department. If human resources management departments don't remind and organize, they seldom care about performance management. This is the difficulty and obstacle for our company to implement performance management at present. If managers don't change their ideas and don't love performance management, our company's performance management system will have a future only if the human resources management department loves it!

3. Managers are passive. Many managers can't deeply understand the connotation of departmental performance management methods. They just take out the work they need to do to fill out the form. They either fill in the form before the deadline or need repeated urging from the human resources management department. Instead of systematic thinking and effective planning, they just think that even if the task is completed and there are differences, the performance management method is implemented. This thought leads to the superficial and formalized operation state of our company's performance management system. In fact, the value of performance management lies in the communication between managers and employees, which is to help employees improve their performance and ability, rather than filling out forms in a "ritualized" way. The form itself is just a communication tool. If the communication is not done well, it is useless to fill in the form beautifully!

4. Insufficient performance communication. Many managers stop caring and asking questions after they have worked out performance indicators with their subordinates. They usually don't communicate with employees about the completion of performance indicators. Instead, it blames employees for not doing a lot of work well during the assessment, making performance appraisal a tool of "settling accounts after the autumn" and having no effect! Chasing at the time of assessment can only give employees a wrong impression that "assessment is chasing mistakes"! This will create more troubles and obstacles for our performance management! If managers can communicate with employees on performance indicators at ordinary times, can foresee or find problems in employees' performance in time, and then find solutions with employees, not only the work is completed, but also the ability of employees is improved, which is also advocated by the latest performance management methods!

5. No employee performance file has been established. On March 27th, four departments were randomly selected, among which three departments did not establish performance files for employees, which also shows that some managers neglected the performance management process.

6. The working standards are not clear enough. In the quarterly work objectives and tasks of some departments, the description of work standards is not clear enough, and the contents to be done, such as "what to do, how to do it, what the working procedures are, what requirements to meet, when to complete it, and who is responsible", are not clearly described. Just a few simple words, which can neither be accurately understood nor accurately evaluated.

7. Wipe the ball after the work is finished. For example, many departments stipulate that all work should be done at the end of the quarter of 1. Generally speaking, it should be March 3 1, and all the work should be completed within a time limit, which is neither reasonable nor conducive to the completion of the work. It is suggested that when formulating key performance indicators in the future, please arrange the working hours reasonably, for example, the first work should be completed before 1.08, the second work should be completed before 1.25, the third work should be completed before 2 1.02, and so on. An exact date must be specified to ensure that the assessed work can be done better, otherwise a lot of work may be delayed indefinitely without being noticed, which is also where managers need to improve in future performance management, hoping to attract attention!

8. Low working standards. In the process of departmental performance appraisal, some departments' quarterly work objectives and tasks are easily completed, and it seems that no effort is needed, indicating that the work standards are set on the low side and have not played a good role. The purpose of our performance management is to improve performance and ability. If every department lists the routine work that has been practiced for many years every quarter, instead of making effective planning and pursuing high quality and high standards, then our management level will be difficult to improve! The same is true of employee's performance appraisal. We are not opposed to getting high marks, but advocate raising the standards for subordinates appropriately so that they can get them by skipping classes instead of repeating simple work all the time. Continuously improve the working level of employees, the ability of employees can be gradually improved, and the human resources of the company can gradually form competitiveness. At the same time, constantly improving work standards is also very beneficial to the career development of managers! Therefore, it is suggested that the vice president in charge should be stricter in work standards when negotiating with the department manager to formulate the quarterly work target task book, and when the department manager and employees formulate the key performance indicator management card, so as to guide the departments and employees to pursue high performance!

9. Due to the adjustment of organizational structure and staffing, the performance appraisal results in the first quarter were not used in time and were not linked to personnel decisions such as salary!

Second, some understandings that need to be clarified

1, performance management is not an extra burden. In the process of operation, I heard some managers reflect that performance management has become a burden. In my opinion, this statement is incorrect. In fact, performance management is not a new job, but a change in working methods. It was originally the responsibility of managers, but the company did not put forward systematic requirements for managers in this regard before. In fact, the implementation of performance management will not bring a burden to managers, on the contrary, it will help managers improve management efficiency and help employees improve their ability and performance to a great extent.

2. Performance management is not a task assigned by the human resource management department. The performance management system is designed and implemented by the human resources management department. On the surface, performance management is the work of human resource management department, and other departments only cooperate with human resource management department to do a good job in performance management of the company. This is also wrong. We have clearly defined the responsibilities of managers at all levels in the performance management measures. Performance management is not a matter of human resources management department, but a matter of all employees. It is not the task assigned to each department by the human resources management department, but the work that managers at all levels must do well. It is actually an efficient management platform provided by the human resources management department for managers at all levels. Managers must have a correct understanding of this point, and truly take performance management as a platform for their efficient management, so that the company's performance management can do better and go further.

3. Doing performance management is not filling out forms. Many managers think that doing performance management is to complete the forms required by the human resources management department, which is also incorrect. "Management is philosophy plus mathematics. Philosophy is a strategy, a mind, a height, a foundation, an idea and a realm, and mathematics is only a by-product of philosophy. Mathematics without philosophy can only be a word game. Improper methods will only make more detours and slow down the speed. Without thinking, you will never reach your destination. " Here, some of our managers have this problem when operating performance management. Filling a form is like doing a math problem, and performance management is a philosophical thought. We can't just understand performance management as filling out forms and ignore its concept. In other words, performance management is not just a job of filling out forms, its core connotation lies in performance communication and improving performance. If you just fill in the form without in-depth communication and counseling, then it is meaningless to fill in the form. The performance appraisal form is only a tool for performance communication!

4. Quantification is not a standard. When some managers reflect the problems existing in the latest performance management system, they often take the difficulty in quantifying the performance appraisal standards as the reason. Indeed, the quantification of performance appraisal standards is a difficult problem. So, give up because it can't be quantified? This is obviously not a scientific attitude. Ask a question, are our managers trying to demand various resources to improve their performance management skills, are they waiting all the time, or are they actively learning to improve? I think that since performance management is a skill of managers, managers have the responsibility to actively learn and improve, such as reading books on performance management skills.

Third, suggestions for improvement in the next cycle.

1, keep changing your mind. Many managers think that performance is the task assigned by human resource management to all departments, and that performance management is to fill in forms, rather than taking it as an efficient management platform to improve their management level and a good tool to straighten out management processes and improve management efficiency; Think of it as an extra burden, not "investing time in advance"! This is a question of managers' ideas. We need to further strengthen our understanding of performance management methods, continue to study employee performance management guidance manuals, change our concepts, and put performance management methods in place ideologically and practically!

2. Seriously study the performance management methods of departments and employees. At the beginning of the promulgation of the Measures, a training on understanding and applying the Measures was specially organized. More than three months have passed now, and many managers are still asking how to assess and what tools to use. This shows that some managers don't know enough about performance management methods and need to strengthen them! Please ask middle-level and above managers to systematically study the performance management methods of departments and employees, and the human resources management department will organize an examination on the method learning at the end of April!

3. Please write the responsibility of performance management into the job description of the department manager by the vice president in charge. Performance management is the responsibility of managers! In the job descriptions of many department managers, there is no such job responsibility, or there is, but it is not detailed. Please check whether the job description of the department manager in charge of you has made detailed provisions on this content. If not, please add and modify!

This responsibility should mainly include the following work contents: a) formulating the annual key performance indicators and quarterly work targets of the department; B) Develop job descriptions for employees; C) Set quarterly key performance indicators for employees; D) Maintain performance communication with employees; E) Establish employee performance files; F) Conduct performance appraisal for employees as required; G) Feedback the evaluation results to employees; H) Apply the evaluation results to relevant personnel decisions; I) Help employees to make improvement plans; J) Investigator's satisfaction with performance management.

4. Write performance management as an important work content into the quarterly work target task book of the department for assessment (this is one of the most important reasons why the performance management method cannot be effectively implemented, and it is also the key to solve this problem! )。 Ask the deputy general manager to check the first quarter target task book of the competent department and whether performance management is assessed as the work content. If not, please supplement this part when organizing the formulation of the department's second quarter target task book.

This part should mainly include: a) according to the time and requirements of performance management measures of departments and employees, formulate the quarterly work target task book of departments and the management card of quarterly key performance indicators of employees; B) Communicate with employees according to the requirements of the Staff Performance Management Measures; C) Establish performance files for employees according to the requirements of Staff Performance Management Measures; D) Conduct performance appraisal for employees according to the time and requirements of the Staff Performance Management Measures.

5. Pay attention to raising requirements appropriately when setting performance appraisal targets for subordinates, so that performance targets can guide employees to pursue high performance!

6. Strengthen the management of performance files. Managers at all levels should establish and improve the performance files of departments and employees according to the performance of their subordinates in the performance management process.

7. Study the application method of performance appraisal results in the first quarter, and closely link the appraisal results with relevant personnel decisions, so that the appraisal results can be effectively used!

Conclusion: Performance management is not a one-off event, not a simple digital game, but an ideological project, which needs long-term efforts and unremitting efforts. I hope that enterprises can learn more about performance management, understand it and use it instead of just filling out forms, so that we can better use the ideas, methods and tools of performance management to help enterprises, managers and employees continuously improve their performance!

Article 2:

Under the correct leadership of the company's leaders, the performance appraisal work is always followed? Fair? As a principle, strict assessment should be carried out, so as to promote the implementation of the work, stimulate the enthusiasm of the work and successfully complete the performance appraisal of 20xx1-August. The summary is as follows:

First, blaze new trails and successfully complete the assessment tasks of various departments.

Eight months have passed since the performance appraisal of 20 12. We overcome difficulties and communicate actively. The main work is as follows: (1) According to the actual situation of each department, the assessment team has formulated 8 performance assessment forms for each department; 8. Evaluation plan and arrangement; * * * Nine special meetings of the assessment team were held; After the assessment, the relevant report of 18 will be formed; Supervise the daily work of each department *** 16 times; Formulate the target responsibility of each department, and formulate the annual key work according to the work priorities of each department; Adjust the working methods of surveying and mapping companies and introduce new working mechanisms; Over the past six months, performance appraisal has made some achievements in continuous research and practice.

Seriously study, innovate and improve, and rationally formulate departmental assessment forms.

In March of 20XX, the evaluation team held several evaluation seminars, and readjusted the workflow, daily business and core business of each department. On March 17, the Chairman signed a letter of responsibility for work objectives and tasks with various departments and subordinate companies, which laid a good foundation for performance appraisal. The evaluation team timely communicates the business rectification opinions put forward by various departments, reasonably adopts the opinions that meet the requirements, and makes reasonable arrangements in combination with the actual situation of the company. After careful analysis, discussion and research, the assessment team revised the focus and weight of each department in 20XX, and tailored the annual assessment form for the company's nine departments and subordinate companies, and made corresponding adjustments compared with last year: for example, the property management company focused on the collection of property fees, the satisfaction rate of owners and reducing losses, such as the careful investigation and handling of management loopholes in the process of garbage removal, which helped the property management company establish a new transportation mechanism, saving the company about 200,000 yuan every year; It is suggested that the project management department put forward relevant opinions on the peripheral closure management of Longhu site; Longhu Project Department focuses on Longhu model house, riverside landscape and other building materials of Longhu Project. For example, the external wall plastering process of Longhu project is rough, and the evaluation team puts forward improvement suggestions; Raise the charging task of surveying and mapping companies to 5 million, and raise the surveying and mapping companies in June? Cauldron rice? Working mechanism, the implementation of piecework wages, improved internal management, surveying and mapping quality, service attitude, customer satisfaction rate and other requirements. , and inspired the enthusiasm of employees. In July, the assessment team accepted the fine decoration and model houses along the river landscape belt of Dexin Longhu on time.

Work hard, follow fairness and justice, and conscientiously do a good job in the assessment tasks of all links.

Every member of the evaluation team can take the overall situation into consideration, work hard and devote himself to the evaluation work. Sometimes the assessment work is too busy to have lunch, and we insist on not engaging in formalism. In the assessment process, from study notes, driving records, environmental sanitation to objectives and tasks, the completion of each work is carefully assessed according to the assessment form, and every link is implemented one by one, and every detail is not missed. Inform all departments of the reasons for deducting points or adding points, so that everyone can dispel doubts. In the process of spot check, be more cautious when you encounter unfinished work, communicate the existing problems face to face with the personnel of various departments, and do a good job in collecting relevant notes and photos. Everyone in the assessment team can overcome difficulties without complaint, especially when going to the property management company and Longhu Project Department for assessment. The weather was hot, and the assessment team insisted on hiking and went to various property stations and site model houses for on-the-spot investigation, never letting go of every sanitary corner, greening details and safety hazards.

It can be said that the performance appraisal for more than half a year is fair and just, in line with the actual situation of the company, and the comprehensive quality of the members of the appraisal team has been further improved. Thank you, Chairman, for your correct guidance and strong support. Thanks to the active cooperation of all departments.

Second, the performance appraisal problems and deficiencies

Performance appraisal is not very mature for our company, and there are mainly the following shortcomings in the operation process:

Performance appraisal has not been implemented in our company for a long time, and we have been constantly learning and exploring to find the most suitable assessment method for the company. First of all, in the evaluation in the first quarter, we found that our inspection and spot check were not strong enough. For example, some departments can't collect the usual complete data during the quarterly assessment, and the scoring standards of individual projects are not clear enough to quantify the assessment indicators in detail, which makes it difficult to measure when scoring. When problems are found, our assessment team will solve them in time and deduct points from the daily work of the General Department. In the assessment work in the second quarter, the General Department took the lead in making irregular spot checks on the daily work of various departments in April, May and June, and made relevant records. In the third quarter, spot checks became a part of daily work, which played a good role in promoting and encouraging.

Secondly, the members of the assessment team don't have a high understanding of the professional knowledge of various departments, and there is no standard measure for some inspection work, and there is no guarantee of professional theory and practical experience, so there will be situations in which the inspection intensity is not deep and the problem positioning is not accurate.

Three. Performance appraisal rectification and 20XX annual work plan

1. Continue to carry forward the down-to-earth spirit, learn new ways and means to do a good job of communication and guidance with various departments, strengthen the implementation of performance appraisal for middle-level leaders of the company, improve the daily supervision and inspection of performance appraisal, comprehensively refine quantitative indicators, and strictly grasp the timeliness of tasks.

2, do a good job of unity between departments, seek common ground while reserving differences, improve themselves, continue to strengthen supervision of various departments, not afraid of offending people. Everything is for the development of the company. I also want to take this opportunity to thank all departments for their understanding and cooperation.

Generally speaking, the assessment work in the first half of the year has achieved satisfactory results. In the future performance appraisal work, we are confident and determined to collect the opinions and suggestions of employees in time, communicate with each other, and do a good job of explanation and coordination under the leadership of the company's board of directors, so as to make the company's performance appraisal work to a higher level.

Finally, on behalf of the company's assessment team, I wish all the families here happiness and all the best!

Article 3:

Performance appraisal is the core work content of human resources department and one of the main work contents of company 200x. In order to better expand the implementation of the performance management system within the company, the Human Resources Department conducted a performance appraisal trial run in three functional departments (Finance Human Resources Department and Administration Department) from May to July. The following is a summary of the trial run:

I. Assessment results of functional departments

The performance appraisal system vigorously promoted in functional departments this time includes four aspects: departmental kpi index assessment, post work target assessment, employee work ability assessment and employee work attitude assessment. Through the final data collection and analysis, objectively speaking, the system is effective and feasible in functional departments, and the goal of quantitative performance management has been achieved initially. The collection of these four aspects is described as follows:

L, Department kpi assessment (tp): The performance assessment of the department itself has a high difficulty coefficient, and the design of kpi indicators is not in place, so only part of the data is collected this time, which can only reflect part of the work of the department from the side, and can not fully reflect the performance of a department for the time being, so the collection of kpi in this department provides valuable practical experience for the next step. One of the key points of the next assessment work is to continue to improve and optimize the assessment of departmental kpi.

2. Work objective assessment (ip): On the basis of the decomposition of the overall objectives of the company, each department decomposes the departmental objectives into individual work objectives of employees. At the beginning of each month, the department manager helps employees to set their personal work goals, and at the end of each month, the completion of their work goals is assessed. Judging from the three-month trial implementation of ip assessment, all functional departments have effectively promoted the achievement of employees' personal work goals, effectively transferred the work pressure of departments and improved work efficiency through this assessment.

3. Assessment of employees' working ability (cp): cp assessment of functional department managers is conducted from multiple angles (boss, subordinates and internal customers), such as objectives, guidance, communication, support for superiors, support for straight-line departments, etc. The assessment of employees in functional departments is also * degrees (work ability, cooperation and communication ability, support and cooperation with superiors, personal learning and self-development ability), and the direct assessment is adopted by superiors. From the final data collection results, the cp assessment of functional departments objectively reflects the ability level of employees, and this part of the assessment is effective.

4. Employee's work attitude evaluation (at): Employee's work attitude is employee's daily work performance and behavior. This behavior is mainly reflected in the degree of employees' commitment to our company's work. This part of the assessment data mainly comes from the overtime hours of employees, so the source of this part of the assessment data can accurately reflect an employee's work attitude, that is, the degree of investment in work. At evaluation is also effective.

Second, the problems and solutions in the trial evaluation

The main problems in the trial:

1, the design of the exam itself

As the evaluation itself, its operation needs a perfect human resources system, such as a scientific and relatively stable organizational structure; Scientific job description and job evaluation system, fair and scientific quantitative means, etc. These are exactly what we lack, which also shows that our human resources background for assessment is relatively weak. Compared with the company, the performance appraisal system is a new thing. New things must be practiced in the company, and the most suitable solution must be found in running-in and improvement. Subjectively, when we design some indicators, we don't fully consider them, and some processes and indicators are not in place. Therefore, objectively and subjectively, some aspects of the design of this assessment system are still not in place. For example, the design of departmental tp cannot collect complete data for the time being. At present, the human resources department is assisting all departments to set their work targets for the next quarter according to the new operation form of departmental tp.

2. Communication problems

Through the three-month trial evaluation, we believe that the key issue in the implementation of the evaluation is the communication and interaction between the assessed and the employees. If a department manager doesn't fully communicate with employees when helping them to set personal work goals, there is no guidance and help in the process, and the final assessment results don't put forward work improvement points on the basis of full communication with employees, then the final assessment results are definitely invalid. It will not improve the performance. Judging from the trial of this assessment, the failure of some assessment data is caused by this problem, and the communication and interaction between the assessed and the employees is the key to the effectiveness of the specific assessment results.

3. Understand the problem

According to the experience of previous assessment, some employees are not fully aware of it. They think that this assessment will be just a formality as in the past, so they don't pay enough attention to it ideologically. In addition, in the process of assessment implementation, it is considered that assessment is nothing more than beating employees, creating troubles for employees, or going through the motions, adding a lot of unnecessary troubles to employees' work and so on. These negative misunderstandings will make employees have obvious resistance and rejection in their operations.