Requesting a supermarket employee performance appraisal system and evaluation form

Supermarket Performance Management Regulations

Contents

Part One: Performance Management Regulations

(1) Purpose

(2) Performance evaluation principles

(3) Scope of application, evaluation type and time

(4) Performance management regulations

(5) Supplementary provisions

Part 2: Performance Management Process

Performance Management Flow Chart

Part 3: Attachments

1. Performance Evaluation Form

(1) Performance evaluation form for functional department personnel

(2) Performance evaluation form for distribution center personnel

(3) Performance evaluation form for store personnel

2. Regularization evaluation form

3. Project evaluation form

4. Store employee performance pay ratio

Part 1: Performance management regulations

(1) Purpose

1. Comprehensively understand and evaluate employee work performance, promote management standardization, and improve people management levels;

2. Promote mutual understanding between superiors and subordinates As well as two-way, positive communication on work performance;

3. As an effective tool for training employees, it helps employees improve and develop, discover outstanding talents, and improve the company’s work efficiency;

4 , Encourage employees' work emotions and effectively improve employees' work performance;

5. Explore employees' potential and help employees succeed and develop.

(2) Principles of performance evaluation

1. Objectivity and fairness:

Each assessment executive should use digital indicators as much as possible to evaluate the work of their employees. When measuring work results and progress, we should not rely solely on subjective feelings or impressions to avoid unfairness.

2. Fairness:

The evaluation of all employees is generally balanced, and both the strengths and weaknesses of the employees are discussed.

3. Two-way communication:

Express to employees the impact of their work on the company, their evaluation of their work performance, and encourage employees to express their ideas.

4. Serious and responsible:

Assessment is related to the development of employees and can reflect managers’ investment and emphasis on employees’ personal development.

5. Respect differences:

It is possible that both parties may have different opinions during the evaluation, allowing mutual expression and focusing on the future, mainly to achieve a clear understanding of the work goals for the next stage.

6. Respect and confidentiality:

Respect the privacy rights of employees, and only the employee and the superior supervisor know the contents of the evaluation.

(3) Scope of application, evaluation type and time

1. Scope of application: The scope of performance evaluation is all regular employees in North China;

2. Year/ Semi-annual/quarterly/monthly performance evaluation:

1) Annual evaluation

Functional department and distribution center personnel: Evaluate the performance of employees last year, and the results will be used as job title, position, salary The basis for adjustment is applicable to all regular employees of the company, once a year, in January;

2) Semi-annual evaluation

Managers at store team leader level (inclusive) and above: for managers at or above the store team leader level: The performance of employees in the first half of the year is evaluated, and the results are used as the basis for performance salary payment, position, position, and salary adjustment. It is applicable to managers at the team leader level (inclusive) of comprehensive and standard-level stores and above. It is conducted twice a year, in January and July. ;

3) Quarterly evaluation

Zongchao store employees: The performance of employees in the last quarter is evaluated, and the results are used as the basis for performance-based salary payment, position, position, and salary adjustment. It is applicable to All regular employees (including loss prevention personnel) of comprehensive supermarket stores will be evaluated once a quarter in January, April, July and October;

4) Monthly evaluation

Standard Chao store employees: The performance of employees last month is evaluated. The results are used as the basis for performance salary payment, position, position, and salary adjustment. They are applicable to all regular employees (including loss prevention personnel) of Standard Chao stores once a month.

3. Year-end performance evaluation

1) Functional department and distribution center personnel

The annual performance evaluation conducted in January will be deemed as the year-end performance evaluation, and the results will be regarded as Basis for the issuance of year-end bonuses;

2) Managers at store team leader level (inclusive) and above

The performance evaluation for the second half of the year conducted in January will be deemed as the year-end performance evaluation, and the results will be regarded as Basis for the payment of year-end bonuses;

3) Comprehensive store employees

The average score of the employee's four quarterly performance evaluations in the previous year is used as the year-end performance evaluation score, that is, the year-end performance evaluation Results = (1st quarter results + 2nd quarter results + 3rd quarter results + 4th quarter results) / 4, the results are used as the basis for year-end bonuses;

4) Standard-exceeding store employees

The average score of the employee's 12-month performance evaluation in the previous year is used as the year-end performance evaluation score, that is, the year-end performance evaluation score = (January score + February score +... + December score) / 12, and the result is paid as a year-end bonus. basis.

4. Regularization evaluation: After the probation period of a new employee expires after joining the company, the direct superior will evaluate the employee based on his or her probation performance to decide whether to formally hire him or her. Those who excel in probation may be recommended to be promoted to regular employees in advance; those who still need further assessment after the probation period can be appropriately delayed (up to 6 months) on the premise that it does not violate the labor policy. The result of the evaluation grade of store trainee managers when they are promoted to full positions will be used as the basis for performance-based salary payment after becoming full-time employees until the next evaluation cycle.

5. Project evaluation: After the project is completed, the project management committee will evaluate the project manager and project team members, and the evaluation results will be used as the basis for the year-end evaluation.

(4) Performance management regulations

1. Responsibilities of each department in performance management

(1) Responsibilities of the human resources department in performance management:< /p>

1) Cooperate with the company’s business goal decomposition work and be responsible for decomposing the department’s work goals into positions;

2) Formulate performance management systems and implementation plans, and design and implement them according to the requirements of each department. Trial, improve and perfect the assessment standards under different performance evaluation models;

3). Earnestly implement the company's performance management system in this department to serve as a demonstration;

4) , Organize and publicize the performance management system of enterprise employees, explain the importance, purpose, methods and requirements of implementing the system, and train the implementation assessment personnel;

5), coordinate, supervise and support various departments Implement performance appraisal work as planned;

6) Timely collect performance appraisal information, including existing problems, difficulties, criticisms and suggestions, record and accumulate relevant information, organize and analyze it, and propose improvement plans and measures , regularly prepare performance analysis reports;

7), calculate performance wages and other results application based on assessment results;

8), be responsible for the archiving of all performance management materials.

(2) Responsibilities of each department in performance management:

1) Cooperate with the company’s business goal decomposition work and be responsible for decomposing the department’s work goals into positions;

< p>2). Responsible for implementing the performance appraisal work of the department and responsible for the final results;

3) Feedback to the Human Resources Department the opinions and suggestions of the department on all aspects of the target performance management system.

(3) Responsibilities of the company’s senior management in performance management:

1) Responsible for the organization, implementation and approval of business goal decomposition;

2 ), be responsible for implementing the performance appraisal of direct subordinates, and be responsible for the final results;

3), review and approve the performance management system, implementation plan, and assessment standards, and provide guidance in the implementation of performance appraisal.

2. Evaluation procedures

(1) The Human Resources Department issues an employee assessment notice (implementation plan) based on the work plan, explaining the purpose, objects, methods and assessment schedule; < /p>

(2) The assessment subject prepares a self-summary and fills in the self-evaluation form;

(3) The direct superior fills in the performance evaluation form;

(4) Performance interview, Including reviewing job functions, evaluating soft and hard skills, formulating improvement plans or new work goals;

(5) Confirmation by superiors at different levels;

(6) Each department summarizes the evaluation of its own department The form shall be signed and approved by the first person in charge of the department and submitted to the Human Resources Department;

(7) The Human Resources Department will summarize the evaluation forms of each department, apply the results, and archive the evaluation data.

3. Application principles and effectiveness of evaluation results

(1) Application principles

1) The evaluation results must be disclosed to the individual and retained in employee files;

2). Employees with outstanding performance will be commended in various forms within a certain range;

3) After the evaluation of employees in functional departments and distribution centers, job and salary adjustments will be made. It will be reflected in the month of evaluation;

4) If a store employee is promoted/demoted after the performance evaluation and the level salary is adjusted, performance salary will not be paid from the month of evaluation to the next evaluation (standard level exceeds store manager level) (Except personnel); if there is no position or level salary adjustment for the employee during the next evaluation, the performance evaluation results will be used to issue performance wages.

(2) Effectiveness

1), as the basis for employees to obtain performance wages and bonuses;

2), as the basis for employee salary adjustments;

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3), decide on the promotion, demotion and job allocation of employees;

4), decide on personnel rewards, punishments and dismissal of employees:

Be evaluated three times in a row within one year If you are an A-level employee and have no other disciplinary violations, you will be trained or promoted as a manager; if you are rated as C-level (store manager level, supervisor level) or C-level (team leader level, employee level) twice in a year ) employees, the company has the right to terminate their labor contracts.

4. Store performance evaluation salary composition

Employee salary consists of basic salary and performance salary.

Employee salary = basic salary + basic salary * performance salary ratio. (See the attachment for performance pay ratio)

5. Supervision and appeals

1. During the evaluation process, the Human Resources Department has the right to conduct comprehensive supervision of the performance evaluation work of each department.

2. The person being evaluated has the right to appeal. If the person being evaluated has any objection to the evaluation result, he or she can appeal to the Human Resources Department.

(5) Supplementary Provisions

1. These regulations will take effect from the date of promulgation, and other relevant performance management regulations will be abolished accordingly.

2. The right to interpret these regulations belongs to the North China Human Resources Department.

1. Purpose

To clarify the recruitment process of the North China Human Resources Department

2. Recruitment principles

1. Principles of fairness, impartiality and openness

2. Based on the personnel needs and job requirements proposed by each department

3. To save recruitment costs Principles

3. Scope of application

1. Large-scale employee recruitment for newly opened stores

2. Staff recruitment for functional departments

3. Recruitment for existing stores

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Four. Recruitment person in charge

1. Guidance and supervision: North China District Human Resources Department Director

2. Executor: North China District Human Resources Department Manager, Recruitment and Deployment Supervisor, Comprehensive Supervision Personnel Specialist, Standard and Super Personnel Specialist

5. Recruitment procedures

1. Determine recruitment needs:

(1) For newly opened store employees, the process is:

①The business department is based on the information provided by the company's corporate development department Develop the staffing plan for the store opening plan;

②The human resources department and the corresponding business department review the staffing;

③The general manager of North China region approves the staffing.

(2) For functional department and existing store personnel, the process is:

①The employing department fills out the "Vacancy Application Form" based on the department establishment and personnel flow situation and puts forward recruitment needs;

②The Human Resources Department reviews recruitment requirements.

2. Formulate a recruitment plan

Mainly include the following matters:

(1) Recruitment positions and number of people:

In-store establishment scope Within the company, the recruitment positions and number of people will be determined with reference to actual needs.

(2) Time arrangement:

Determine the planned recruitment time and personnel arrival time according to the store personnel arrival time requirements, which should consider factors such as interview time and approval time.

(3) Recruitment channels:

A. Employees at the store leader level and below can go through the employment agency center, employee recommendation, applicant self-recommendation, large-scale job fairs for grassroots employees, Recruitment channels such as the media, labor market, and internal company recruitment;

B. Store supervisor-level and above personnel and functional department personnel can use large-scale job fairs, talent networks, employee recommendations, applicant self-recommendations, media, Internal deployment within the company, campus recruitment and other channels.

3. Implement recruitment

Notify by phone, the notification process must be at least one day in advance:

(1) Publish recruitment information

Choose a reasonable recruitment information release method based on recruitment channels

(2) Collect/screen information

① Company rules and regulations

② Recruitment management regulations

③ Job description

④ Job requirements of the employing department

(3) Test

①Store employees, counter team leaders, and loss prevention personnel Test, the test process is:

A. Notification test:

After the preliminary selection of information, the detailed list of those who have made an appointment for the test must be compiled and notified to the applicants. The content of the notice includes: various materials to be brought (one-inch color photo, original and copy of ID card, original and copy of graduation certificate, special skills certificate (electrician certificate, chef grade certificate, etc.), test time and location, Arrival method and route, etc.;

B. Verification: Check the accuracy and authenticity of the information;

C. Fill in the "Job Application Form";

< p>D. Interview:

The examiner for the store employee interview is: the personnel specialist of the relevant business department and the relevant store manager

The interviewer for the loss prevention officer is: the human resources specialist of the relevant business department and relevant personnel of the loss prevention department

The interview examiners for special job personnel are: HR specialists of relevant business divisions and professional and technical personnel of relevant business divisions

The interview examiners for store team leaders are: Human Resources Department Recruitment Supervisors, Store Managers and Related Business Department Community Managers

E. Written test:

The written test is mainly suitable for store managers and professionals (such as financial personnel). The test content includes comprehensive quality test and professional knowledge test.

②For store supervisors and above and staff in functional departments, the process is:

A. Notification test: specific requirements are the same as above;

B. Verification: The specific requirements are the same as above;

C. Fill in the form: The specific requirements are the same as above;

D. Interview:

l Store management interview examiner:

Supervisor level: Human Resources Department Manager, Store Manager and Business Division Community Manager;

Manager Level (Inclusive) and above: Human Resources Director, Business Division Community Manager (Regional Manager), Business Division General Manager

l Functional department staff interview examiner:

Employee level: Human Resources Recruitment supervisor, hiring department manager

Supervisory level: HR manager, hiring department manager

Manager level (inclusive) and above: Human resources director, hiring manager Department heads at two levels

E. Written test:

The test content is the "Comprehensive Quality Test Questions". Those applying for finance must also take the "Wanjia Department Store Financial Exam Questions"

③Special type of work test, the process is as follows ：

Notification test: the specific requirements are the same as above;

Verification: the specific requirements are the same as above;

Job skills test:

Test their professional skills , the Human Resources Department will issue a test notice to notify the applicant to undergo the job skills test. If the test is passed, the supervisor (or manager) and the test host will sign the opinion;

A. Fill in the form: The specific requirements are the same as above;

B. Written test: The specific requirements are the same as above;

C. Re-examination: This link is only for some positions (such as fresh food staff, bakers, etc.) and will be conducted by relevant managers (such as fresh food supervisor);

4. Background investigation

( 1) Employees and lower-level managers (especially cashier and loss prevention positions) should verify their basic situation with the neighborhood committee/police station where they are located to avoid those with poor performance;

(2) Personnel above the store supervisor level Personnel in and functional departments must issue a resignation certificate;

(3) The contents of the background investigation include: content of the guarantee letter (residence in other places), work experience, etc.;

(4) Investigation When applying for a job, their situation must be kept confidential;

(5) This link can be carried out in the previous procedure according to the actual situation.

5. Recruitment registration

(1) Approval: The approval process should be completed within five working days.

① For store employees, loss prevention personnel, and special types of work, the process is:

A. Detailed list of recruited employees compiled by the Human Resources Department

B. Notify the training department within 5 working days for training

C. After passing the training exam, I will be notified to go through the entry procedures

②Store team leader level personnel, the process is:

A. The Human Resources Department will submit the applicant information and the "Interview Evaluation Form" to the corresponding store manager and business department manager for approval;

B. Submit to the city human resources manager for approval.

③For managers above the store supervisor level, the process is:

A. The Human Resources Department will submit the applicant materials and "Interview Evaluation Form" to the general manager of the corresponding business department for approval;

B. Submit to the North China Human Resources Director for approval.

④For functional department staff, the process is:

l Manager level and below:

A. The Human Resources Department will submit the applicant information and the "Interview Evaluation Form" Approval by the person in charge of the employment department;

B. Submit to the city human resources manager for approval.

l Manager level (inclusive) and above:

A. The Human Resources Department will submit the applicant information and "Interview Evaluation Form" to the person in charge of the employing department for approval;

B. Submit to the North China Human Resources Director for approval.

(2) Notice of recruitment: Complete within 3 working days after the approval process is completed. The process is:

① Notification of registration: Complete the notification of registration on the day when the application for approval process is completed (reporting time Subject to the time required by the employing department), and notify the applicant to bring six one-inch color photos with a blue background and a health certificate when reporting;

② Data transfer and archiving: The file management staff of the Human Resources Department will The new system enters and archives new employee information;

③ Creates an electronic document "List of New Employees";

④ Publishes "Introduction to New Employees" on the company's intranet;

6. Notes

1. Interview and written examination personnel should be objective and fair, and treat applicants politely and respectfully;

2. Recruiters should clearly and accurately inform applicants of relevant matters;

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3. If the applicant refuses the interview, the recruiter should thank him and politely ask for the reason. At the same time, he should keep a record and enter the information of the applicant who refused the interview into the store talent database;

4. Answering questions from applicants should not violate company principles;

7. Other matters

1. This regulation is only enforced by the North China Human Resources Department of China Resources Vanguard Co., Ltd.

2. These regulations will be implemented on a trial basis starting from January 20, 2005.

3. The right to interpret these regulations belongs to the North China Human Resources Department of China Resources Vanguard Co., Ltd. (1) Purpose and scope of application

1. Purpose: In order to establish corporate image, strictly enforce office discipline, and standardize employee appearance, these regulations are formulated.

2. Scope of application: The system applies to all employees of China Resources Vanguard in North China.

(2) Management Regulations

1. Clothing

(1) Employees should be neat, decent and generous in their work attire, and strive to be stable in color. Keep clothing buttons intact, no buttons missing, no holes.

(2) Dressing must be standardized. Sleeves must not be rolled up, and trousers must not be rolled up (except during construction, maintenance, and transportation).

(3) Male employees should wear: shirt, trousers, tie, dark leather shoes, and shirt hem tucked into trousers. Female employees should wear professional attire when working, and are encouraged to wear light makeup and not overly exaggerated jewelry. Personnel required by the company to wear uniforms should dress accordingly.

(4) Employees in stores and functional departments must wear work clothes when working. No other clothing is allowed outside work clothes, and the hem of clothing under work clothes must not be exposed (except for sweaters from November to April of the following year). Work clothes are not allowed outside stores or offices unless required for work.

(5) It is strictly prohibited to wear jeans, casual clothes, shorts, sports shoes and other informal clothing during working hours. It is strictly prohibited to wear ultra-short (more than 10cm above the knee), ultra-thin, exposed breasts, exposed navel, exposed Waist, backless, sundress, camisole and other clothing.

(6) Employees in store fast food restaurants, bakeries and fresh food areas must wear hats and tie their hair into hats during working hours. Other personnel are prohibited from wearing hats during working hours unless necessary for work.

(7) Employees should wear leather shoes during working hours and the shoes should be kept clean. It is prohibited to wear home slippers and rain boots to work. Personnel in special positions such as store seafood stall employees and off-site loss prevention personnel on rainy days can wear rain boots due to work needs.

(8) Employees of functional departments at the headquarters may wear light or casual clothing appropriate to the workplace on the last working day before a holiday or on the day of a business trip.

(9) When the company has public relations, celebrations and other major events, you should dress appropriately according to the company's requirements and the occasion.

2. Hair style

(1) Employees should keep their hair neatly combed, clean and smell-free during working hours.

(2) Male employees are not allowed to have long hair or shave their heads.

(3) There is no restriction on the specific hairstyle of female employees, as long as it suits their personal image and temperament, but they are not allowed to have loose hair or exaggerated headdresses.

(4) Employees are allowed to dye their hair in dark colors such as black and brown. They are not allowed to dye their hair in exaggerated colors, such as bright red, blue, white, etc.

3. Work badges

(1) Employees must wear work badges when entering the office area. The badges of employees in functional departments at the headquarters should hang vertically on the chest, with the front facing outwards, without any obstruction. . Store employee badges should be worn correctly on the left side of the chest in an appropriate position. They are not allowed to wear badges outside the store or office unless necessary for work.

(2) If your work badge is lost or damaged, you should immediately go to the Human Resources Department to apply for a reissue or repair of your work badge.

(3) Do not paste graffiti on the work badge and keep the work badge clean

(4) It is strictly prohibited to lend the work badge to others for any purpose.

(3) Supplementary Provisions

(1) Employees should dress strictly in accordance with the regulations, and the Human Resources Department will conduct random inspections. Violators will be punished according to relevant regulations.

(2) These regulations will be implemented from the date of promulgation, and the right to modify and interpret them belongs to the North China Human Resources Department.