Performance appraisal scheme for large and medium-sized production enterprises

Performance appraisal scheme for large and medium-sized production enterprises

In order to ensure a high starting point, high quality and high level of work, it is often necessary to prepare a specific, detailed and targeted plan in advance, which can clearly define a general direction for an action. What are the characteristics of an excellent scheme? The following is the performance appraisal scheme for large and medium-sized production enterprises that I compiled for you, for reference only, and you are welcome to read it.

Performance appraisal scheme for large and medium-sized production enterprises 1 1, purpose

In order to ensure the realization of the overall safety goal of the company, objectively and fairly evaluate the safety performance and contribution of all departments, workshops and employees, strengthen the process control of safety performance management through safety performance feedback, and strengthen the safety management responsibility of managers at all levels, so that the company can achieve sustainable development and fully complete the company's safety production and operation tasks.

2. Scope of application:

Production workshops such as aluminum alloy workshop, welding workshop and glass workshop, other workshops and departments conduct management assessment according to the company system, and do not participate in ranking.

3. Basic objectives:

3. 1 Implement safety target management through the safety performance management system, ensure the realization of the company's annual safety target, and improve the company's overall operation ability and market core competitiveness.

3.2 Through safety performance management, help each unit to improve safety performance, lay a foundation for the improvement of future employees' competence, and establish a human resources team that adapts to the enterprise development strategy. 3.3 In the process of safety performance management, promote the communication and exchange between appraisers and examinees, form an open, active participation and active communication corporate culture, and enhance the cohesion of enterprises.

4. Basic principles:

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4.2 Objectivity principle: Safety performance management should be based on facts, and any evaluation of the assessed workshop should be based on facts to avoid subjective assumptions and personal feelings.

4.3 Open communication principle: In the whole process of safety performance management, the assessment and the workshop to be assessed should communicate openly, and the assessment results should be fed back to the assessed unit in time to affirm the achievements, point out the shortcomings and put forward the direction of future efforts and improvement. If you have more or less different opinions on the problem, you should communicate in time.

4.4 General principle: Safety performance management is the daily responsibility of managers at all levels. It is an important management work for the leaders of the assessment department to make a correct assessment of the workshop being assessed, and safety performance management must become a routine management work.

4.5 Development principle: Safety performance management promotes the development of the team through restraint and competition, and the assessment department and the assessed workshop should take improving safety and high performance as the primary goal. Any practice of using safety performance management to attack, suppress and retaliate against others and small groups should be punished by the system.

5. Organization:

Safety performance appraisal leading group, team leader, deputy team leader, members, safety performance appraisal working group, team leader, deputy team leader and members;

6. Time and frequency of safety assessment:

The frequency of safety performance assessment of all departments and workshops of the company is once a week, and one month is a cycle, and the scores are summarized at the end of the month.

7. Scoring criteria:

The assessment standards of workshops and departments are shown in the safety performance assessment forms of workshops and departments, and the safety assessment standards of employees in workshops and departments are formulated by workshops and departments.

Performance appraisal scheme for large and medium-sized production enterprises 2 These measures are specially formulated to ensure the smooth implementation of the company's development strategy and establish and improve the company's performance appraisal system.

I. Basic principles

(a) adhere to the principles of scientific, systematic, objective, open, fair and just;

(2) Establish a performance appraisal system for company strategy and whole process monitoring;

(three) in accordance with the requirements of equal rights and responsibilities, to further clarify the management relationship and responsibility relationship between superiors and subordinates;

(4) According to the requirements of modern human resource management, managers at all levels of the company should earnestly perform their performance management responsibilities and effectively assume performance responsibility and performance management responsibility;

(five) the performance appraisal work and the selection of advanced work, taking into account the performance of the department and the personal performance of the employees, taking into account the business department and the comprehensive department;

(VI) Pay attention to continuous performance communication and performance improvement.

Second, the overall requirements

(1) The appraisal work should be based on objective facts, and the appraiser should objectively and fairly evaluate the performance of the appraisee according to the appraisal standards formulated by the company;

(2) Appraisers should regard performance appraisal as an important management work, and guide, help and motivate their direct subordinates to work better, grow better and continuously improve their management ability through performance counseling, performance communication and performance feedback during the performance appraisal process;

(3) Strengthen performance appraisal and supervision, check and handle the problems reflected by employees in time according to the scope of responsibilities, and investigate the responsibilities of relevant personnel.

Third, the assessment indicators

(I) Department performance appraisal: based on the annual comprehensive budget work, on the basis of reporting and summary analysis by various departments, the financial management department of the company takes the lead in organizing and all departments cooperate. * * * Formulate the annual performance appraisal indicators (i.e. the economic indicators and key tasks of each department), methods and procedures, submit them to the office meeting of the company manager for approval, and sign the department's work target responsibility letter as the performance contract of the department at the company's annual work meeting.

(2) Employee performance appraisal: including the performance appraisal of middle managers and general employees.

1. The design of assessment indicators adopts the method of "quantitative+qualitative", which should be quantified as much as possible, but not as detailed as possible. Mainly assess the work performance with key performance indicators as the core, which consists of key performance indicators and general performance indicators.

2. The key performance indicators are based on the decomposition of the company's strategic objectives, (1) the refinement and concretization of the strategic objectives; General performance indicators are based on the evaluation of job responsibilities.

3. The human resources department of the company takes the lead in organizing the formulation of the performance appraisal index system and evaluation criteria of the company's employees, which are dynamically managed and revised and improved every year. The company's leaders in charge and middle managers determine the assessment content, department work plan and job responsibilities of employees according to the department's annual work target responsibility letter, and put forward the specific assessment content of their direct subordinates on the basis of communication, which will be summarized by the human resources department and reported to the company manager's office meeting for approval.

4. The weights of key performance indicators and general performance indicators of middle managers are 60% and 40% respectively; The weights of key performance indicators and general performance indicators of ordinary employees are 50% and 50% respectively.

Fourth, organize the implementation.

(a) performance appraisal should be unified organization, step by step implementation, grading responsibility.

(II) The financial management department of the company is responsible for the lead organization and overall implementation of departmental performance appraisal.

1, formulate annual internal economic indicators and key work assessment and reward methods;

2. Organize and implement quarterly and annual performance appraisal of each department;

3, the completion of economic indicators approved by various departments;

4. Provide data support for employee performance appraisal.

(3) The Human Resources Department is responsible for the lead organization and overall implementation of employee performance appraisal. Specifically:

1, formulate employee performance appraisal management system and process, and improve and perfect employee performance appraisal system;

2. Organize the implementation of performance appraisal training, and provide performance appraisal guidance for appraisers and appraisees;

3. Assist the company in charge of the leadership and organize the implementation of performance appraisal for middle-level managers;

4. Assist the department head to organize and implement the performance appraisal of ordinary employees;

5. Collect evaluation information and data, and summarize and count the evaluation results.

(IV) Each department of the company is responsible for the implementation of employee performance appraisal. Specifically:

1, put forward the performance appraisal indicators and standards of employees in this department;

2, according to the work arrangement and plan requirements, organize and implement the performance appraisal of employees in this department;

3. Feedback the assessment results to the employees of this department and formulate performance improvement measures.

(5) Employee performance appraisal is conducted twice a year, and semi-annual appraisal and annual appraisal are conducted by combining semi-annual work summary and annual work summary respectively. Generally, it is arranged at the end of June and the end of 65438+February every year.

Verb (abbreviation of verb) basic program

(1) Drafting notice and implementation preparation

At the end of June and the end of 65438+February every year, the Human Resources Department will make a document notice on the implementation of semi-annual assessment and annual assessment, and issue relevant forms for performance assessment, evaluation, scoring and result feedback. During the annual assessment, it is necessary to hold a mobilization meeting for all employees.

(2) Personal debriefing

The assessed drafts and submits the annual debriefing report, and the middle managers focus on debriefing at the staff meeting. General employees are organized by each department, and personal debriefing work is only carried out in the annual assessment.

(3) Comprehensive evaluation

All employees of the company evaluate each other anonymously, and the human resources department summarizes the scoring results. The comprehensive evaluation work is only carried out in the annual evaluation, and the evaluation results serve as a reference for selecting advanced ones.

(4) Performance evaluation

Employee performance appraisal is the core link of performance appraisal, which is divided into semi-annual appraisal and annual appraisal twice. Semi-annual assessment is a mid-term inspection of the completion of employee performance appraisal indicators. Its purpose is to affirm the achievements, point out the shortcomings and put forward the improvement direction of the work in the second half of the year. The results of the half-year assessment serve as an important reference for the annual assessment.

1. Middle-level managers: The general manager and leaders in charge of the company will evaluate and score middle-level managers according to the evaluation criteria of assessment indicators, with the general manager scoring 30% and leaders in charge scoring 70%. The general manager may authorize the leaders in charge to assess the middle managers, and has the right to question the assessment and scoring basis of the leaders in charge.

2. Ordinary employees: The general manager, leaders in charge and department heads of the company will evaluate and score ordinary employees according to the evaluation criteria of assessment indicators, in which the scoring weight of the general manager is 65,438+00%, that of leaders in charge is 20% and that of department heads is 70%. The general manager may authorize the leaders in charge to assess the general employees, and the general manager and leaders in charge have the right to question the assessment and scoring basis of the department heads.

3. Summarize performance evaluation scores

The human resources department summarizes the performance appraisal scores of middle managers, and the heads of all departments summarize the performance appraisal scores of employees in their own departments. The calculation method is as follows:

Performance evaluation score = σ

4. Descriptive comments

According to the performance appraisal scores of employees, the leaders in charge of the company form descriptive comments on middle-level managers, and the heads of various departments form descriptive comments on employees in their own departments. Descriptive opinions should generally include performance status, performance advantages and disadvantages, performance improvement points and expectations of the assessed.

(5) Examination of inspection results

The Human Resources Department submits the assessment results of middle-level managers and general employees in all departments of the company to the office meeting of the company manager for review, and forms a resolution.

(6) Evaluation result feedback and performance interview

1. According to the performance evaluation results and the principle of graded responsibility, the leaders in charge of the company feed back the evaluation results to middle managers, who feed back the evaluation results to ordinary employees.

2. While feeding back the results of the semi-annual assessment and the annual assessment, the appraiser and the assessed should conduct formal performance interviews (performance communication) and form performance interview records.

3. The appraisee should truly and objectively affirm the achievements and progress of the appraisee, point out the shortcomings of the appraisee, and work out a performance improvement plan with * * *.

(7) Archiving the evaluation results.

The human resources department will file the performance evaluation form and results.

(8) Exceptions

1. The middle-level management personnel of the department who have changed during the year will be assessed by the leaders in charge of the current work department on the basis of soliciting the opinions of the leaders in charge of the original work department;

2. Ordinary employees who change their departments and jobs during the year shall be assessed by the current department head on the basis of soliciting the opinions of the original department head;

3. Other special circumstances shall be decided by the office meeting of the company manager.

Sixth, the evaluation level

According to the employee performance evaluation score, the evaluation grade is divided into five grades: A, B, C, D and E.

1, Grade A, with a performance evaluation score of over 90 points;

2. Grade B, with a performance evaluation score of more than 80 points and less than 90 points;

3. Grade C, with a performance evaluation score of 70 points or more and 80 points or less;

4. Grade D, with a performance evaluation score of more than 60 points and less than 70 points;

5. Grade E, with performance evaluation score below 60.

VII. Application of evaluation results

(I) The results of departmental performance appraisal are an important basis for the company to determine the annual "four good" departments.

(2) The results of employee performance evaluation are an important basis for the renewal of labor contracts, job promotion, education and training, job rotation and job transfer, and the identification of outstanding middle managers and outstanding employees of the year.

(III) According to the company's salary management method, employees whose assessment results for two consecutive years are basically competent (the corresponding assessment level is above D) can be promoted to a salary level within the salary standard corresponding to this position from the corresponding month of the next assessment year (two years after joining the company).

(IV) According to the Company's Measures for the Administration of Labor Contracts, employees who have worked in the company for three consecutive years and have excellent annual assessment can sign an open-ended labor contract with the company.

(V) According to the Company's Management Measures for Employees' Rewards and Punishment, the Company will dissolve or not renew the labor contract for employees who have been assessed as incompetent for two consecutive years (corresponding to the assessment level of E).

VIII. Evaluation of Complaints

If the appraisee disagrees with his appraisal results, he should communicate with the leaders in charge of his department first. If it still can't be solved, you should lodge a complaint with the head of the human resources department in charge of the company within 7 days after the feedback of the assessment results, and fill in the Assessment Complaint Form.

The human resources department will organize relevant personnel to investigate and verify the complainant's assessment, put forward handling opinions, and report them to the company manager's office meeting for approval.

Nine. supplementary terms

(1) This method is applicable to all departments and full-time employees of the company.

(II) The Human Resources Department of the Company shall be responsible for the interpretation of these Measures.

(III) Subordinate subsidiaries shall formulate performance appraisal methods for company departments, middle managers and general employees with reference to these Measures.

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