Company employee performance appraisal plan template How to make a performance appraisal plan

Template 1 1. General Provisions In order to strengthen and improve the work performance of employees, improve the overall quality of the enterprise, enhance the competitiveness of the enterprise, and standardize the company's inspection and evaluation of employees, this plan is specially formulated.

2. The purpose of assessment

1. To create a capable and high-quality talent team to ensure the realization of individual, departmental and company performance goals, and to form a system with assessment as the core Oriented talent management mechanism.

2. Evaluate employees’ work performance in the past period in a timely, comprehensive and fair manner, affirm achievements, identify problems, and promote performance improvement in the next stage of work.

3. Provide objective basis for personnel evaluation for employee salary adjustment, annual merit appraisal, promotion or reward, demotion, dismissal, etc., in order to achieve the purpose of fairness, justice and openness. < /p>

2. The principles of objectivity, fairness, impartiality and openness.

4. Applicable scope of assessment

This plan applies to the assessment of all personnel below the middle level of the company (including middle levels). However, this plan is not applicable to the following people:

1. Employees who have not been regularized during the probation period;

2. Employees who have been absent for less than 6 months throughout the year (including leave and other reasons) employees who are absent).

5. Assessment organization structure

Establish a performance management committee to be responsible for organizing and leading the implementation of the company's performance management. The chairman of the committee is the general manager of the company, and the deputy director is the assistant to the general manager and the office director. The members are headed by the office, financial audit department, information management department, departments under the operation and management center, and departments under the property management center. composition.

1. Composition of the Performance Management Committee

Director: XXX

Deputy Directors: XXX, XXX

Members: XXXXXXXXXXXXXXXXXXXXXXXXXXXXXX

2. Responsibilities of each member

(1) Responsibilities of the committee director: Responsible for leading the company's performance management work, and having the authority to approve and make decisions on the assessment indicators and assessment results of all company personnel;

< p> (2) Responsibilities of the deputy director of the committee: organize and implement the company's performance management work, preside over the daily work of the committee, regularly report the assessment status to the chairman of the committee, and be responsible to the chairman of the committee.

(3) Responsibilities of committee members: Each member (i.e., the head of each department) is directly responsible for the assessment of all employees under the department, formulating and modifying assessment indicators for employees in the department, and reporting the assessment results after each stage of assessment. Summarize feedback to the assessment committee.

6. Assessment time

Assessment is divided into mid-year assessment and year-end assessment. The specific schedule is as follows:

Assessment category Assessment time Review time Final assessment time

Mid-year assessment July 1st - 7th July 8th - 11th July 15th Day

Year-end assessment is from January 2nd to January 10th of the following year, January 11th to 15th of the following year, and January 18th of the following year

Note: 1. The assessment time is for each function The department head organizes the time for the performance appraisal of the department, discusses with the employees of the department to formulate and modify the appraisal indicators, and feeds back the appraisal results to the office.

2. Review time refers to the time when the Performance Management Committee investigates, understands and arbitrates disputed assessment results and employee complaints.

3. The final assessment time is the time when the office summarizes and files the assessment results.

4. If the above time falls on a holiday, it will be postponed accordingly. (If it falls on the Spring Festival, it may be advanced)

7. Assessment content and assessment standards

1. Assessment content

The assessment content is divided into work performance assessment, work There are three categories of ability assessment and work attitude assessment. Each type of assessment has different weights. Employees in different departments have different weights of assessment standards, with emphasis on work performance assessment. Each type of assessment content is divided into several assessment indicators. For details, please see the quantitative assessment table for various types of personnel.

2. Assessment standards

Assessment standards are assessed in hierarchical categories. Employee assessment is divided into assessment for middle-level and supervisory personnel and assessment for personnel below middle-level, with specially designed assessment standards and scales; employees are divided into two major categories, operation management and functional management, based on the nature and function of the department, and specially designed assessment Standards and scales. The weight ratio of the two types of employee assessments is as follows:

Department Category Assessment Project Operation Management Category Functional Management Category

Work performance 70% 50%

Work ability 15% 30%

Work attitude 15% 20%

Note: 1. Total employee assessment score = performance score + ability score + attitude score

2. Operation and management Departments include: departments under the operation and management center and the financial audit department

3. Functional management departments include: office, information management department, and property management center.

8. Assessment Form

The assessment form is divided into self-evaluation and superior evaluation. The calculation weights at each level are: self-evaluation accounts for 20%, and superior evaluation accounts for 80%.

9. Assessment Procedures

Based on the assessment work plan for each stage, the office issues employee assessment notices, specifying the purpose, objects, methods, assessment time schedule and other matters. The assessment procedure is as follows:

1. Self-evaluation: employees first conduct self-evaluation and score according to the requirements of the assessment scale;

2. Supervisor evaluation: the direct superior of the person being evaluated within the department Evaluate and score the examinees.

3. The department head will summarize the assessment results of each assessee at all levels using the weighted average method in accordance with the provisions of the assessment standard weight, fill in the assessment results into the employee assessment summary form and add department opinions. It is then submitted to the office within the prescribed time limit.

4. The office will conduct approval based on the department’s assessment results, and fill in the opinions on the application of the assessment results.

5. Submit to the director (general manager) of the Assessment Management Committee for approval.

6. The office issues employee assessment result sheets to individual employees and archives the assessment materials at the same time.

10. Performance Interview

After each appraisal, the direct superior should conduct a performance interview with the employee. Performance interviews are used to affirm achievements, point out deficiencies, put forward opinions and suggestions for improvement, help employees formulate improvement measures and confirm the results of this assessment.

1. Before the performance interview, employees should first complete the employee-filled portion of the "Employee Performance Appraisal Interview Form".

2. The performance interview should be held in a location free from interference and should last no less than 30 minutes.

3. At the end of the performance interview, both parties should sign for confirmation. And clearly record the results, agreements and disagreements of both parties.

4. The results of performance interviews should be summarized in the office in a timely manner. The specific time is as follows:

(1) The results of the mid-year assessment and performance interviews are summarized in the office before July 11 of each year;

(2) The results of the year-end assessment and performance interviews are submitted in January of the following year. All must be submitted to the office before the 15th.

11. Assessment results and their applications

1. Levels of assessment results

Assessment results are divided into five levels based on the employee’s comprehensive assessment score: excellent, Good, competent, basically competent, incompetent. The specific definition is as follows:

Grade: Excellent, good, competent, basically competent, incompetent

Total assessment score is 90 points or above, 80-89 points, 70-79 points, 60-69 points, 60 points or below

2. Application of assessment results

Performance assessment results will be applied to: job adjustment, personnel deployment, personnel promotion, salary adjustment, bonus payment, etc.

It is mainly carried out in the following forms:

(1) Employees whose performance appraisal results are “excellent” will be rewarded with job promotion or bonus yuan;

(2) Employees whose performance appraisal results are “excellent” Employees who are "good" will be rewarded with bonus yuan;

(3) Employees whose performance appraisal results are "competent" will not make any adjustments;

(4) Those whose performance appraisal results are "competent" Employees who are "basically competent" will not be subject to any adjustment. However, if the employee's assessment result is "basically competent" for two consecutive times, he or she will be punished with salary reduction, demotion, transfer, or dismissal.

(5) Employees whose performance appraisal results are “incompetent” will be punished with salary reduction, demotion, transfer, or dismissal.

12. Assessment appeal

Assessment appeal is a special procedure established to improve the assessment system and to truly make the assessment process open, fair and reasonable. If employees have major objections to the assessment results, they can file an appeal within 3 days of receiving the assessment results. The complainant must provide sufficient reasons and specific factual basis when making an assessment appeal. The appraisal appeal procedure is as follows:

1. After the employee interviews with his direct supervisor, if he has any objection to the appraisal result, he should first fill in the "Employee Performance Appraisal Appeal Form" in detail, and first file an appeal with the department supervisor, who will make the appeal. Explanation and handling;

2. If the department head still has objections after explanation and handling, he can appeal to the Performance Management Committee, which will be reviewed, investigated and approved by the office.

3. The Performance Management Committee makes the final decision to feed back the final assessment results to the complainant.

13. Management of assessment data

Employee assessment data must be carefully kept and kept confidential, and archived management must be done well. The specific regulations on assessment data management are as follows:

2. The office is responsible for keeping the assessment data of all persons being assessed;

3. The assessment data must be kept confidential, and employees’ assessment results must not be disclosed at will;

4. Each assessment result will be entered into the personal file;

5. When you need to check the relevant assessment information, you must submit a written application for approval by the department head, and then submit it to the office for approval. Check.

14. Supplementary Provisions

(1) The right to interpret this plan belongs to the office.

(2) The final decision-making, modification and cancellation rights of this plan belong to the Performance Management Committee.

(3) This plan will take effect from the date of issuance.

Attached: 1. Performance Appraisal Form for Middle Managers

2. Performance Appraisal Form for Managers below Middle Level

2. Employee Performance Appraisal Interview Form

3. Performance Appraisal Complaint Form

Sample 2 1. Purpose

1.1 The purpose of performance appraisal is to continuously develop employees’ professional capabilities and improve employees’ efficiency in work execution. Initiative, effectiveness and work quality, thereby improving the company's overall performance and achieving the company's management goals.

1.2 The results of the assessment mainly provide the basis for personnel management such as employee regularization, salary adjustment, job change, job transfer, training, reward and elimination.

2. Category and scope of application

Category

Implementation time

Scope of application

Monthly assessment

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Within three working days after the end of the month

All restaurant managers and employees (except those who take more than five consecutive days of vacation in the month)

Notes: 1. Vacation in the month For employees with longer working hours, please refer to the performance salary payment standards

3. Monthly assessment responsibilities

3.1 The regional manager/regional supervisor is responsible for assessing the restaurant manager/supervisor according to the assessment standards.

3.2 The restaurant manager/supervisor is responsible for assessing the deputy manager, director/deputy supervisor, and foreman of the restaurant in accordance with the assessment standards. The deputy manager, director/deputy supervisor, and foreman assess the restaurant employees in accordance with the assessment standards.

3.3 In all assessments, the Human Resources Department is responsible for the revision, training and supervision of the implementation of this system;

It is responsible for the supervision, balanced adjustment and analysis of the assessment results;

< p> Responsible for submitting and approving performance wages based on assessment results;

Responsible for archiving assessment data.

3.4 The evaluation form should be made in duplicate, one copy should be kept on file at the branch where the employee works, and one copy should be kept on file by the human resources department.

3.5 The operations manager, regional manager/regional supervisor is responsible for reviewing the final assessment results of the deputy manager, director/deputy supervisor, foreman and employees.

3.6 The vice president and operations manager are responsible for reviewing the final evaluation results of the restaurant manager/supervisor.

4. Management regulations

4.1 Implementation principles

4.1.1 Objectivity: The assessment content and results should objectively reflect the actual situation of the employees, and the assessor should Avoid errors caused by biases such as proximity and subjectivity.

4.1.2 Fairness: Use the same assessment standards for employees in the same position.

4.1.3 Openness: The assessment results will be announced in each branch for three days.

4.1.4 Based on the evaluation results, a final elimination system will be used to reward, (train) promote and eliminate employees.

1～3%4～9%80～90%4～6%1～2%

Note: AAA employees per month are 1～3%

< p> aa employees are 4~9%;

a employees are 80~90%;

b employees are 4~6%;

c employees are 1~2%.

Restaurant managers/supervisors are not included in the total number of restaurants. Deputy managers, directors/deputy supervisors, foremen and employees are calculated based on the total number of people in the restaurant

4.2 Assessment content and scores

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4.2.1 The monthly assessment mainly assesses employees’ job responsibilities and work attitudes (such as reliability, initiative, spirit of assistance, etc.) and work abilities (including planning, creativity, problem solving, effectiveness, etc.) communication, training and guidance, motivating subordinates, etc.) and cost awareness;

The assessment contents of managers and grass-roots employees have different focuses.

4.2.2 The assessment content and standards of job responsibilities can be combined with different job requirements. Deputy managers, directors/deputy supervisors, foremen and employee groups focus on work quality and work process (i.e., behavior-oriented). Restaurants Managers/supervisors focus on work results (i.e., results-oriented).

4.2.3 Points:

Deputy managers, directors/deputy supervisors, foremen and employee groups:

4.2.4 Assessment content of "additional items" And scoring standards:

Bonus points for commendation: Individuals who receive written public praise from the operations department can get 5 points/time;

Individuals who receive written public praise from the company can get 10 points /Second-rate.

Deduction points for handling: Those who receive verbal warnings will receive -4 points/time;

Those who receive written warnings will receive -8 points/time.

4.3 Appraisal authority

4.3.1 Each manager is responsible for conducting appraisals of direct subordinates. See Appendix 1 for details.

4.3.2 When the second assessor has objections to the assessment results of the first assessor, he should communicate with the first assessor to reach consensus, but the second assessor has the final decision-making power.

4.3.3 When the first appraiser is unable to accept the second appraiser’s final decision, he or she can report the matter up the hierarchy or to the Human Resources Department.

4.4 Calculation of assessment results

4.4.1 Each individual content assessment adopts the scoring method, and the sum of the individual scores is the employee’s assessment score.

4.4.2 Assessment results are divided into five levels: aaa, aa, a, b, c:

aaa: Work performance is consistently excellent. Make a productive contribution to the company and the restaurant and maintain a consistently high standard of work quality. This employee is the top performer in the restaurant.

aa: Job performance frequently exceeds expectations for job objectives. Employees can respond effectively to goals, make adjustments according to the situation, and contribute to the company and the restaurant. They are outstanding performers in the restaurant.

a: Work performance meets requirements and expectations, and tasks can be completed satisfactorily. Be a consistent performer in the restaurant.

b: Those whose work performance cannot meet the requirements and expectations of the job are listed as members who need improvement.

c: Work performance is unsatisfactory and employees are largely unable

to meet job requirements.

See the evaluation table for the corresponding scores for each level.

4.1 Application of assessment results

4.5.1 The monthly assessment results of probationary employees shall be used as the basis for whether they can be regularized upon expiration of the probationary period.

4.5.2 The monthly assessment results of all employees are linked to the floating bonus payment ratio in the monthly salary;

See Appendix 2 for details.

4.5.3 Assessment results are linked to the evaluation of other company rewards.

4.5.4 Assessment results are used as one of the basis for selecting "Outstanding Employees of the Year";

Those who are evaluated as B more than once (including once) per month during the year shall not be rated as Outstanding Employees of the Year staff.

When the monthly assessment score on 4.5.5 is "b", a "Work Performance Warning Letter" will be issued for the first time for 30 days. After another evaluation, the result is "a" and the warning ends;

When "b" occurs for the second time in the year, a "Work Performance Warning Letter" will be issued again for a period of 30 days. After re-evaluation, the result is a and the warning ends;

When "b" occurs for the third time in the year "When a "Resignation Notice" is issued, the employee will be dismissed immediately without any compensation.

When the monthly assessment score on 4.5.6 is "c", a "Resignation Notice" will be issued and the employee will be dismissed immediately without any compensation.

4.2 Standards for the payment of floating bonuses

4.6.1 For employees who work normally, the performance salary for the month will be paid according to the standards specified in 4.5.

4.6.2 Employees who take longer vacations in the month will receive floating bonuses according to the following regulations:

The accumulated annual leave, compensatory leave or other paid leave within a month reaches or exceeds If it lasts more than 5 days, the evaluation level of the month shall not exceed A.

Those who take work-related injury leave shall follow relevant management systems.

4.3 Analysis of Appraisal Results

4.7.1 After the performance appraisal is completed, the Human Resources Department shall archive and organize the appraisal results within 15 working days and compile the "Appraisal Statistics" and Analysis Report", which includes:

The proportion of each result to the total number of people;

Whether the assessment results of each branch are balanced.

Statistics (aaa, aa, a, b, c) employee ratio.

Whether there are obvious assessment errors and what measures are taken to prevent them.

4.7.2 The assessment analysis results will be used as the basis for formulating and implementing various human resource management policies, such as recruitment, selection, training, etc.

4.4 Feedback and complaints about assessment results

4.8.1 If employees have any objections to the assessment results, they can directly appeal to the department head;

If the employee has any objection to the department If you are not satisfied with the explanation given by the person in charge, you can appeal to the Human Resources Department.

5. Operational process

5.1 Monthly evaluation process:

Direct supervisor’s evaluation and confirmation of second appraiser Interview with direct supervisor and second appraiser The signatures of the person and the person being evaluated shall be retained by both the branch and the human resources department

5.2 Evaluation execution date for deputy managers, directors/deputy supervisors, foremen and employee groups:

From the 26th of each month to The direct supervisor and second assessor will complete the assessment with the assessee on the 3rd of the next month. The assessment will be submitted to the Operations Department by the Regional Manager/Supervisor within the 5th of the month, and the Operations Manager will submit it to the Human Resources Department within the 8th of the month. The monthly salary and floating bonus will be distributed based on the evaluation results on the 15th.

5.3 Restaurant manager/supervisor evaluation execution date:

The direct supervisor and second appraiser will complete the evaluation with the appraisee before the 15th of each month, and the regional manager will complete the evaluation within the 16th of the month. /The supervisor will hand it over to the Operations Department, and the Operations Department Manager will hand it over to the Human Resources Department within the 18th. The basic salary for the evaluation month will be distributed on the 15th, and the floating bonus for the evaluation month will be distributed on the 20th.

Company Employee Performance Appraisal Plan Sample Three One, Responsibilities

1. Project Manager Responsibilities:

The project manager implements a full responsibility system for project sales and is fully responsible for completing the company's The assigned project sales tasks, accurate signing of sales contracts, timely collection of house payments, smooth delivery of houses, etc.

The specific responsibilities are as follows:

(1) Organize and supervise the sales staff to complete the sales quota on time;

(2) Supervise the sales staff to sign the contract within the specified time limit, and review the contract to ensure The accuracy rate is 100%;

(3) Supervise the sales staff to collect the house payment. Ensure 100% on-time payment collection rate;

(4) Participate in market research before property sales, propose sales plans and marketing planning suggestions;

(5) Organize sales staff to participate in promotions Activities;

(6) Check the recording, preservation, and use of basic data such as sales staff ledgers, collect, read, and submit sales staff weekly reports; collect sales data, and compile monthly sales analysis reports;

(7) Coordinate and handle conflicts between sales staff and with customers;

(8) Provide professional training for sales staff and improve employee quality;

(9) Organize and supervise sales staff to closely cooperate with relevant personnel to complete witnessing, mortgage, collection, house delivery, certificate application, etc.;

(10) Take the lead in implementing and supervising employees to implement the company's rules, regulations and behaviors Standardize, maintain and promote the company's image.

(11) Complete other tasks assigned by the general manager on time.

2. Responsibilities of sales representatives:

Sales representatives implement a full-process responsibility system for the accurate signing of sales contracts for the houses they sell, timely recovery of house payments, and smooth delivery of houses, etc. responsible.

The main responsibilities are:

(1) Complete sales targets on time;

(2) Sign contracts on time;

(3 ) Collect the house payment on time, collect the mortgage information on time, and complete the acceptance of the pre-delivered house on time;

(4) Actively cooperate with relevant personnel to do witnessing, mortgage, payment collection, house delivery, certificate application, etc.;

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(5) Actively participate in market research and promotional activities;

(6) Warmly receive visiting customers and maintain good contact with customers to achieve zero complaints;

(7) Carefully keep records of calls and visits; keep a good record of work and fill in weekly reports on time;

(8) Strive to improve business quality and sales skills, and be familiar with real estate planning, surrounding environment, transportation, and room area , decoration standards, etc.; learn real estate, taxation, finance and other policies; answer all questions and never tire of asking them;

(9) Strictly implement the company's rules and regulations and employee code of conduct, and maintain good appearance , image;

(10) Carry forward team spirit and maintain the company's image.

2. Specific work procedures

1. Customer reception

Warmly receive visiting customers according to the company's business specifications. Those who are interested after viewing the house should pay the interest fee in time. , and make up the deposit within three days and sign the subscription agreement.

2. Sign the subscription agreement

To sign the subscription agreement, please sign the mortgage and payment instructions, and make sure to pay the full deposit on the day the subscription agreement is signed.

3. Formally sign the "Commercial Housing Sales Contract"

Sign the "Commercial Housing Sales Contract" within ten days after the subscription agreement is signed. When signing the contract, you should fill it out strictly in accordance with the template, and you are not allowed to scribble, scratch, or change the price, amount, room number, date, name of the contract subject, etc. In principle, no supplementary agreement will be added. If the customer has special requirements, the project manager and general manager must be consulted. Individuals will not make any commitments beyond the prescribed scope.

4. Collect the down payment

On the day when the "Commercial Housing Sales Contract" is signed, the down payment must be collected.

5. Collect loan and mortgage information

Collect all the required mortgage information on the day when the "Commercial Housing Sales Contract" is signed, and submit it to the mortgage officer for mortgage processing.

6. Dunning

Dunning is divided into two categories: one is mortgage, and the other is installment payment and one-time payment.

Mortgage: After the sales representative collects all the information required for the mortgage, the mortgage handler is mainly responsible for the collection work, but the sales representative is responsible for assisting in collection;

Installment payment and one-time payment Payment: Mainly by the sales representative according to the contract.

7. Ledger, information filling and sorting

Keep relevant ledger records in a timely manner at each stage of sales, organize relevant information in a timely manner, and do a good job of archiving.

8. Handover

When pre-delivering a house, the sales representative must first prepare the contract in advance, especially the self-examination of the supplementary agreement, and carefully check the contents and actual conditions against the contract and supplementary agreement. The consistency of the situation, if any discrepancy is discovered, must be reported to the project manager or general manager, and proactively contact the relevant departments of the developer to solve the problem in time before the customer discovers it. Secondly, we must do a good job in receiving and explaining customers during the handover period, and closely cooperate with the relevant departments of the developer to promptly resolve all issues raised by customers during the handover process.

3. Customer reception rules

1. The order of customer reception is arranged by the project manager according to the schedule. In principle, the sales representative on duty will receive the customer. If the sales representative on duty is receiving a customer, the project manager will receive the customer on his behalf and hand it over in a timely manner afterwards. When a customer arrives, the sales representative must immediately come forward to greet and receive him warmly. Customers must not be left waiting without anyone coming forward. They must also ask whether the customer has been here and who they have contacted before, to avoid duplication between sales representatives. Receive customers.

2. When a customer who has been received by a sales representative comes again, the original sales representative will continue to receive the customer. Without the consent of the original sales representative, no business card is allowed to be handed over to other customers; if the original sales representative is not available, , the sales representative on duty must contact the original sales representative, and can only help with reception after obtaining approval. After the transaction is completed, the commission will go to the original sales representative.

3. If a customer who has been received brings a new customer to visit, the original sales representative will receive them if they have made an appointment. If the sales representative is not present at the case, they can continue to receive them. If they are not at the case, they can be counted as new customers. , received by the sales representative on duty.

4. When other sales representatives receive customers, they are generally not allowed to come forward to introduce or express opinions unless invited.

5. When receiving customers, customers should be treated differently according to their gender, and should be neither humble nor overbearing, just right.

6. When introducing a situation, you can flexibly control the depth of the introduction and focus on the customer's personal preferences.

7. After fully understanding the customer's needs, focus on recommending 2-3 houses. The recommended houses should not be too many, and the grades should be slightly wider.

8. No sales representative is allowed to compete for customers in front of customers. For any differences of opinion or complaints that occur when receiving customers, the project manager will hold a meeting after detailed investigation, announce the investigation results, and decide on a handling plan.

9. No matter how busy you are when a customer leaves, you must get up, see the customer off at the door, and watch the customer leave. When you return, the tables and chairs must be returned to their proper places, and tea cups, sundries, etc. must be cleared away.

10. Prepare the "Customer Visit Registration Form" every day and submit it to the project manager for filing. The information must be detailed (name and phone number are filled in clearly), and this information will be used as a basis for receiving customer conflicts between sales representatives in the event of a conflict. The voucher is generally confirmed to the sales representative who receives the record first; in addition, if the customer forgets his or her name because the sales representative fails to follow up in time after registration, the customer's ownership will be determined based on the sales representative's respective workload after verification by the project manager.

11. Complete the "Sales Representative Work Weekly Report" every Sunday before work and submit it to the project manager for statistics. It is required to clearly describe the customer transactions and customer feedback. The project manager can report the work of the sales representative every month based on the work attitude of the sales representative. Scoring in performance reviews.

12. Pay close attention to customer collection work. If there are special circumstances, they must be reported to the project manager in time. When receiving customers, do not make exaggerated or false propaganda, do not make improper promises to customers, do not exceed your authority and reduce prices, and strictly obey the leadership of the project manager.

13. If customers have special requirements, try to learn to solve them by themselves; if there are difficulties, they must be reported to the project manager for collaborative resolution; sales representatives do not have the right to privately change names for signed customers and must give clear answers on discounts There are no additional discounts for customers, and customers must not be hinted or inspired to find other connections for discounts. If a sales representative is found to have the above behavior, it will be dealt with seriously.

14. Customers must be accompanied by sales representatives when viewing model houses and construction sites, and they must wear safety helmets when entering the construction site.

4. Assessment

The assessment is divided into three parts: the first part is performance assessment; the second part is assessment of rules and regulations and work implementation according to business specifications; the third part is sales commission assessment .

1. Performance Appraisal

(1) Sales targets are assigned by the company to the project manager on a monthly basis, and the project manager breaks down the targets and assigns them to each sales representative based on their situation. The sales representative takes the stated target as the guaranteed number, and adds 10% as the personal target number.

(2) The work and business assessment arrangements for newly recruited sales representatives of the company during the internship (trial) period are as follows:

Those who have not engaged in real estate sales work will be designated by the project manager A dedicated person is responsible for business guidance. During the three-month internship period, one month is spent in the after-sales service department to familiarize yourself with witnessing, mortgage, house delivery, certificate application and other services; one month is to assist the business director in contacting the business, and the business generated is counted as business guidance. During this period, the business director must guide the entire process of at least one Sales procedures: Contact the business by yourself for one month, the business director is responsible for guidance, and the business generated belongs to the intern. There are no business assessment indicators during the internship period. After the internship is officially accepted, 50% of the average business indicators will be issued within two months, 80% in the third month, and 100% from the fourth month. For those who have been engaged in real estate sales, the project manager will be responsible for business contact. During the probation period, no business indicators will be issued in the first month. From the second month onwards, an average business indicator of 60% will be issued. After the three-month trial period is completed, an average business indicator will be issued. Business indicators are 100%.

(3) The time it takes for a sales representative to complete the sales target is calculated on a monthly basis.

(4) The sales representative's sales quota completion quota is calculated on a quarterly basis. If the quarter's average monthly completion quota reaches the monthly sales quota, it is deemed to have completed the quota.

(5) Checking out will correspondingly reduce the amount of sales completed by the sales representative.

(6) When sales representatives complete sales quotas, they will be paid a basic salary and sales commission on a monthly basis (the commission will be withdrawn based on the amount of sales received). Those with outstanding performance will be given spiritual and material rewards by the company.

(7) Sales representatives who fail to complete the sales quota will be subject to the following penalties:

Anyone who fails to complete the sales quota for the month will have 200 yuan deducted from their salary for the month and will conduct self-examination to find out the gap. , keep working hard.

Anyone who fails to complete the sales quota for three consecutive months, and one month is blank, shall automatically resign or be dismissed.

2. Assessment of rules, regulations and work implementation.

Implement monthly assessment with a hundred-point system. See the attached table for assessment scores. The assessment methods refer to the general assessment principles.

3. Sales commission assessment.

(1) The sales representative’s sales commission is three thousandths of the total house payment, of which two thousandths is accrued and distributed according to the amount of the house payment, and ten thousandths is paid at the end of five years, and the other ten thousandths The fifth will be released after the actual delivery of the house.

(2) If the sales representative leaves the company before the actual delivery of the house (including voluntary resignation and dismissal from the company), other employees designated by the company will be responsible for the customer follow-up work, and the remaining 50,000% of the bonus will be calculated Not entitled to receive it; if the sales representative is transferred to other departments of the company, the customer's follow-up work should still be followed up, and the bonus amount of 0.05% can be claimed.

(3) When Yadong Company employees and company-related households purchase a house, after it is signed and confirmed by the general manager, the sales representative who is responsible for signing the contract and following up the work will have a sales commission of two thousandths of the total house payment, based on The amount of room payment received will be accrued and released.

(4) If the customer purchases a house through an intermediary introduction, after the customer's house purchase contract has been witnessed and the full payment has been made, the sales representative fills in the form, the project manager confirms and submits to the general manager for written approval, the property can be issued. A one-time intermediary commission is given to the intermediary, the amount is one thousandth of the total house price, of which five ten thousandths is borne by the project manager, and the other five ten thousandths is borne by the sales representative.