What are the methods of employee performance appraisal?

The first category, five behavior-oriented subjective appraisal methods \x0d\\\x0d\method 1, arrangement method \x0d\\\x0d\also known as the sorting method, simple arrangement method, is a relatively simple and easy to implement in the performance appraisal of a comprehensive comparison method. It is usually arranged by the supervisor according to the overall performance of the employee's work, in order of merit. Sometimes in order to improve its accuracy, you can also make the appropriate decomposition of the work content, sub-items in accordance with the order of excellence, and then seek a total average of the order of the number, as the final results of the performance appraisal. Advantages: simple and easy to implement, spend less time, can make the appraiser in the predetermined scope of the organization assessment and subordinates will be sorted, thus reducing the assessment results of too wide or tend to be in the error. In the determined range can be arranged assessment results, as a salary bonus or general personnel change basis. Disadvantages: Because the ranking method is a relative comparison method, the appraisal is a subjective comparison between employees, not with the performance and results of the employee's work and objective standards, so it has certain limitations, and can not be used to compare employees in different departments, it is difficult to rank individuals when they have achieved similar performance, and it does not allow employees to get feedback about their strengths or weaknesses. \x0d\\\\x0d\ method 2, selective alignment method \x0d\\x0d\, also known as alternate alignment method, is a further extension of the simple alignment method. Selective arrangement method utilizes the psychology that people are easy to find the extremes, not easy to find the middle, in all employees, pick out the best employees, and then pick out the worst employees, and put them as the first and the last, and then in the rest of the employees and then select the best and the worst, respectively, arranged in the second and the penultimate, and so on, and ultimately, all the employees in accordance with the order of the merits of the all Arrangement is completed. The Selective Arrangement Method is a more effective method of arranging employees. When this method is used, not only can the superior directly complete the sorting work, but it can also be extended to other assessment methods such as self-assessment, peer assessment and subordinate assessment. \x0d\\\\x0d\ method 3, pairwise comparison method \x0d\\\x0d\ is also known as pairwise comparison method, two-by-two comparison method and so on. Its basic procedure is: first, according to the assessment elements such as the quality of work, all the participants in the assessment of one by one comparison, in accordance with the order from the best to the worst of the order of the appraisee; and then according to the next assessment elements of the two-two comparisons, resulting in the elements of the appraisee of the order of ranking; and so on and so forth, after the summary of collation, and finally to find out all the elements of the assessment of the appraisee of the average ranking of the numerical value, to get the The final ranking result of the assessment. \x0d\ Advantages: able to find out in which areas each employee is better, which areas there are obvious deficiencies and gaps, in the case of the scope of the personnel involved is not large, not a small number of situations appropriate method. \x0d\\ Disadvantages: the number of employees is too large, not only the cost and effort, the quality of its assessment will also be constrained and affected. \x0d\\\\x0d\ method 4, forced distribution method \x0d\\\x0d\ also known as forced distribution method, hard distribution method. Assuming that the employee's work behavior and job performance as a whole is normally distributed, then in accordance with the law of state distribution, the employee's work behavior and job performance of good, medium and poor distribution of a certain proportionate relationship exists in the middle of the staff should be the most, good and poor is a minority. The forced distribution method is to force the employees being evaluated to be assigned to each category according to a certain percentage. The categories are generally divided into five, and the specific percentages from best to worst can be determined as needed, either 10%, 20%, 40%, 20%, 10%, or 5%, 20%, 50%, 20%, 5%, etc. \x0d\ Pros: It can avoid the occurrence of overly harsh or overly lenient appraisers and overcome egalitarianism. \x0d\ Disadvantages: the method is not suitable if the distribution of employees' abilities is skewed. The forced distribution can only categorize employees into a limited number of types, making it difficult to specifically compare employee differences is, nor can it provide accurate and reliable information when diagnosing work problems. \x0d\\\x0d\\ method 5, structured narrative method \x0d\\x0d\ it is an assessment method that uses a pre-designed, structured form, in which the assessor describes the employee's behavior in words in accordance with the requirements of each item. Using this method, the appraiser is able to describe the characteristics, strengths and weaknesses of the subordinate employee and make constructive suggestions and recommendations for improvement based on his/her own observation, analysis and judgment. \x0d\ Advantages: simple and easy to use, especially with the participation of the appraisee, so that the correctness is improved. \x0d\\ Disadvantages: limited by the appraiser's writing skills, the time and energy actually involved in the appraisal, making it less reliable and less accurate. From the nature and characteristics of the assessment, behavior-oriented subjective evaluation method is the individual performance of all employees, through a standard that the overall performance to be measured, the overall performance as a comprehensive performance evaluation indicators, it is a single lack of quantitative no objective basis for a kind of assessment standards, thus making the assessment results by the subjective factors of the assessor's constraints and influence. \x0d\\\\x0d\\ 2nd category, 5 behavior oriented objective appraisal methods \x0d\\\x0d\ method 6, key event method \x0d\\\x0d\ also known as the important event method, in some areas of the work, employees in the process of completing the work task, the effective work behaviors lead to success, the ineffective work behavior leads to failure. The designers of the critical incident method call these effective or ineffective work behaviors "critical incidents," which are recorded and observed by the evaluator because they usually describe the employee's behavior and the specific context in which the behavior occurs. In this way, when assessing an employee's work behavior, key events can be used as indicators and measures of assessment. The critical incident method is fact-based and focuses not only on the evaluation of the behavior itself, but also on the context of the behavior, which can be used to provide employees with clear information so that they know what they are doing well and what they are not doing well. The critical incident method evaluates a subordinate's specific behaviors rather than his qualities and personality traits, such as loyalty, affinity, decisiveness, and dependence. As this method emphasizes: select the typical and critical activity instances that have the behavioral performance that represents the best or the worst, as the content and standard of the appraisal. Therefore, once the key events for assessment and evaluation have been selected, their specific methods will also be determined. \x0d\Advantages: It has a large time span, so it can be closely integrated with the formulation and implementation of annual and quarterly plans. This method can effectively make up for the shortcomings of other methods, for other assessment methods to provide the basis and reference, the main are: for the assessor to provide an objective factual basis; assessment of the content is not the short-term performance of the employee, but the overall performance of a year, with a large time span, can be throughout the assessment period; based on facts, to keep a dynamic record of key events, can be a comprehensive understanding of the subordinates how to eliminate poor performance, how to improve and enhance the performance of the subordinates. eliminated poor performance and how they improved and enhanced their performance. \x0d\\Drawbacks: the recording and observation of key events is time-consuming and laborious; it can be used for qualitative analysis, but not quantitative analysis; it cannot specifically differentiate between the degree of importance of work behaviors, and it is difficult to use the method to make comparisons among employees. \x0d\\\x0d\ method 7, forced choice method \x0d\\x0d\ also forced choice performance method. In this method, the appraiser must choose one (or sometimes two) elements from 3-4 items describing some aspect of the employee's behavioral performance as a single appraisal result. The appraiser may find that all of the options describe the employee's performance, although he can only select one or two items that best describe the employee's behavioral performance. Unlike the usual way of rating scales, this method's careful use of neutral descriptive statements for the listed work behavior performance in each item makes the appraisal participant's perception of whether the performance is positive or negative ambiguous. As a result, the appraiser does not know whether the subordinate employee's appraisal results are high, low, or average. \x0d\\\\x0d\\Applying this method can avoid the tendency of appraisers to tend to the center, too wide tendency, halo effect or other common bias. This method can be used not only to assess the performance of special work behavior, but also can be applied to a wider range of different categories of personnel in the company's performance description and assessment. Like other rating scale methods, this method is also a quantitative assessment method. The forced-choice method, when used, tends to predispose appraisers to try to guess which descriptions are positive and which are negative. In addition, this method is difficult to use in the context of human resource development in an organization because after the appraiser completes the appraisal and fills out the appraisal form, he or she gives it to the human resource management department or to the direct supervisor, and the final results of the appraisal are not fed back to the individual employee. \x0d\\\\x0d\ method 8, behavioral orientation \x0d\\\x0d\, also known and behavioral anchoring rating method, behavioral deterministic rating scale method or behavioral orientation rating method. It is a further expansion and application of the Thresher Key Event. It effectively combines key events and evaluation together, through a behavioral rating scale can be found that there is a series of behaviors in the same performance dimension, each behavior respectively indicates a specific performance level in this dimension, and quantify the performance according to the level, which can make the results of the appraisal more effective and fairer. The specific working steps are: \x0d\1, conduct a job analysis to obtain the key events of the job, and have their supervisors make a clear and concise description; \x0d\2, establish a hierarchy of performance evaluation, usually 5-9 levels, and merge the key events back into a number of performance indicators with precise definitions; \x0d\3, have another group of managers make a reallocation of the key events, and put them back into the the most appropriate performance elements and indicators, determine the key final position, and define the performance appraisal indicator system. \x0d\4, review the correctness of the classification of the performance evaluation indicators, by the second group of personnel will be included in the performance indicators of the important events, from excellent to poor, from high to low; \x0d\5, the establishment of the behavioral anchoring method of the appraisal system. \x0d\\ Advantages: 1. More accurate consideration of employee performance. 2. The performance appraisal standard is more clear. 3, has a good feedback function. 4. Good consistency and high reliability. 5、 The dimensions of assessment are clear, and the relative independence of each performance element is strong, which is conducive to comprehensive evaluation and judgment. \x0d\ Disadvantages: high cost of design and implementation, time-consuming and laborious than many appraisal methods. \x0d\\\\x0d\ method 9, behavioral observation method \x0d\\\x0d\ also known as behavioral observation evaluation method, behavioral observation scale method, behavioral observation scale evaluation method. Behavioral observation method is developed on the basis of the critical incident method, and the behavioral anchoring rating evaluation method is largely close to, only in the structure of the scale is different. This method is not first to determine the work behavior at what level, but to confirm the probability of the occurrence of a certain behavior of the employee, it requires the rater to score a certain rated person according to the frequency and number of times a certain work behavior occurs. For example: never (1 point) occasionally (2 points) sometimes (3 points) often (4 points) always (5 points). Either the evaluation of different work behavior scores can be added to get a total score, but also in accordance with the importance of the degree of work performance to give the work behavior of different weights, after weighting and then add up to get the total score. The total score can be used as a basis for comparison between different employees. Work behaviors that occur too frequently or too infrequently cannot be selected as assessment items. \x0d\ Advantages: overcomes the disadvantages of the critical incident method which cannot be quantified, is not comparable, and cannot differentiate the importance of work behaviors. \x0d\\ Disadvantages: it is more time-consuming and laborious to prepare a behavioral observation scale, while evaluating an employee entirely from the frequency of behavioral occurrences may cause both the evaluator and the employee to ignore the results of the behavioral process. \x0d\\\x0d\ method 10, weighted choice method \x0d\\\x0d\ is another manifestation of the behavioral scale method. Its specific form is to use a series of descriptive or descriptive statements to illustrate a variety of specific work behaviors and performance of employees, and these statements are listed separately in the scale as the basis for the appraiser's assessment. When scoring, if the appraiser believes that the appraisee's behavior is consistent with the items listed in the scale, he or she will put a mark, such as "Y" or "N". \x0d\ specific design method is: 1, through the workplace survey and analysis, collect information involving the effective or ineffective behavioral performance of the personnel in this position, and make a description in simple language; 2, each behavioral item is judged on a multi-level (generally 5-9 levels), combining similar items, and deleting the matters that are lacking in consistency and representativeness; 3, find out the weighted average of the judgmental scores of the various items retained , which will be used as the grade score of the item. \x0d\\ Advantages: easy to score, simple accounting, easy to feedback \x0d\ Disadvantages: small scope of application, the use of this method needs to be based on the job content of the specific position, the design of different content of the weighted selection of the assessment scale. \x0d\\\\x0d\third category, 6 kinds of results-oriented appraisal methods \x0d\\\x0d\method 11, goal management method \x0d\\\x0d\reflects the philosophical thinking of modern management, is the process of two-way interaction between the leadership and subordinates. It is by employees and supervisors *** with the consultation to develop personal goals, personal goals based on the strategic objectives of the enterprise and the corresponding departmental goals and determine, and as far as possible consistent with them; the method of observable, measurable results of the work as a measure of the performance of the employees, to develop the objectives as the basis for the evaluation of employees, so as to make the employees personal efforts to achieve the goals and objectives of the organization to maintain consistency, reduce the managers to put the energy into work that has nothing to do with the organization's goals. \x0d\\ The basic steps of the Management by Objectives method are: \x0d\1. Strategic objective setting. Goal setting during the assessment period begins first with the top leaders of the organization, who formulate the overall strategic plan, clarify the overall direction of development, and put forward the medium- and long-term strategic objectives of enterprise development, and short-term work plans. \x0d\2, organizational planning objectives. In the case of the general direction and the general objectives are determined, the objectives are decomposed and passed from level to level to establish the objectives that should be achieved by the appraisee, and these objectives usually become the basis and criteria for evaluation by the appraisee. When setting goals, attention should be paid to the specificity and objectivity of the goals; the number of goals should not be too large; the goals should be quantifiable, measurable, and both long-term and short-term; the goals should be formulated by the management and the employees*** with the same participation; the establishment of the goals should also be accompanied by the detailed steps and time frames for reaching the goals. \x0d\3, implementation control. During the implementation of goals, managers provide objective feedback to monitor the progress of employees in reaching their goals, compare the degree of completion of the goals of employees with the planned goals, guide employees according to the degree of completion, and amend the goals if necessary. At the end of an appraisal cycle, a special time is hatched to review and analyze the objectives. \x0d\ Advantages: the evaluation criteria directly reflect the content of the employee's work, the results are easy to observe, so there are few evaluation errors, but also suitable for providing advice, feedback and counseling to employees. Since the process of management by objectives is a process in which employees *** with participation, the motivation of the employees to work is greatly improved, and the sense of responsibility and dedication is enhanced. \x0d\\Drawbacks: Because there is no unified goal set up between different departments and employees, it is difficult to make a horizontal comparison of the performance of employees and between different departments, and cannot provide a basis for future promotion decisions. \x0d\\\\x0d\ method 12, performance standard method \x0d\\\x0d\ and target management method is basically close, it uses more direct performance measurement indicators, usually suitable for what kind of job? What do you mean? The performance management method has more assessment standards than the target management method, and the standards are more detailed and specific. The criteria are evaluated one by one, and then the number of ratings is summarized according to the importance of each criterion and the weights determined. \x0d\ Advantages: Due to the diversity of the appraisee, there are obvious differences in personal qualities, and sometimes outstanding performance in one area has **** birth with poorer performance on the other side, and the use of this method allows for a comprehensive assessment of the employee. The performance standards method provides subordinates with clear and precise directions for their efforts and has a clearer orientation and motivational effect on employees. \x0d\ Disadvantages: It requires more human, material and financial resources, and requires higher management costs. \x0d\\\\x0d\ method 13, short essay method \x0d\\\x0d\ is also known as written short essay method or description method. There are two interpretations of this method: the first states that the method is a short essay written by the appraisee at the end of the appraisal period, describing the important and outstanding performance achieved during the appraisal period to serve as an important basis for appraisal by the supervisor. Another way of stating this method is that the appraiser writes a short essay in order to describe the employee's performance and specifically enumerate the facts of his/her strengths and weaknesses. Regardless of who draws up the report summarizing performance, its content and form have a certain sameness. \x0d\Advantages: The appraiser writing the report of the performance appraisal forces the appraiser to discuss particular matters of performance, which can reduce the bias and halo effect of the appraisal. Since the appraiser uses examples to illustrate the employee's performance rather than using rating scales, it can also reduce the tendency to neutralize the appraisal and overly broad evaluation errors. \x0d\Drawbacks: The biggest problem is that the time and effort spent by the evaluator in writing a separate short essay for each employee is too great to implement this method with a large number of subordinates. In addition, since the essay method is only used to motivate employees to perform and develop their skills, and cannot be used for comparisons between employees or for important personnel decisions, its scope of application is very small. By the appraisee to write their own appraisal of the short essay, although the supervisor to save time, but also by the limitations of the individual writing ability, the level of low level of people often do not get the gist of the expression is not clear, the level of the main high level of people, but also easy to cover up the crime to avoid evil, exaggerated. It can be seen that this method has greater limitations. \x0d\\\x0d\ method 14, direct indicator method \x0d\\x0d\ is in the way of measurement of employees, the use of monitorable, accountable indicators constitute a number of assessment elements, as the main basis for the assessment of the performance of subordinates. For example, for non-managers, productivity, quantity of work, and quality of work can be measured. Work quantity favoritism indicators are: working hours utilization rate, turnover, sales, etc.; work quality indicators are: customer complaints, scrap rate, new product packaging defect rate, customer complaints, unqualified repair rate. The evaluation of managers can be realized through the statistics of the subordinates under their management, such as the absenteeism rate and turnover rate of employees. \x0d\ Features: Simple and easy to implement, save manpower and management costs. When utilized, it is necessary to strengthen the basic management of the enterprise and establish a sound variety of original records, especially the statistics of front-line personnel. \x0d\\\x0d\\ method 15, achievement record method \x0d\\\x0d\ is a newly developed method, more suitable for personnel engaged in scientific research and teaching work such as university teachers, lawyers, etc., because their daily work content is different, and it is impossible to be considered with a completely solidified measurement index. The steps of this method are: first, the appraisee writes down his/her achievements related to his/her job duties on a performance record sheet, then his/her supervisor verifies the true accuracy of the achievements, and finally an external expert evaluates the information and decides on the size of the individual's performance.　　 \x0d\Drawbacks: Because this method requires the involvement of experts from the outside in the evaluation, it is more labor-intensive, material-intensive, and time-consuming. \x0d\\\\\x0d\ method 16, labor quota method \x0d\\\x0d\ is a more traditional method of performance appraisal, \x0d\ its specific steps are: \x0d\1, conduct work research, from macro to micro, using scientific methods of the workplace of the production process, operating procedures and the staff's operating process for a comprehensive investigation and analysis of the form of the organization and methods of operation to achieve Streamlining, high efficiency, health, comfort, safety and other aspects of the requirements, and ultimately to achieve the optimal organization of labor, working environment conditions, safety, standardization of operating procedures, standardization of manual operation, rationalization of man-machine configurations, and the goal of production output efficiency. \x0d\2, in the work of research that is the basis of methodological research and action research, time research, the use of working day writing, time measurement and work sampling and other working hours research methods, the use of empirical estimation of labor, statistical analysis, analogical comparisons or technical determination of technology, on the production of a certain product within a unit of time or the completion of a task of the workers to make a specific limit of the amount of labor consumption of the live, that is, to formulate a working hour Quota or output quota, as the main basis for employee performance evaluation. \x0d\3, through a period of trial implementation, began to formally implement the new labor quotas, according to different types of work and processes, enterprises can take a variety of different forms of labor quotas, such as working hours quota, production quota, integrated quota, single quota, caretaker quota, service quota, work quota, as well as the plan quota, the design of the quota, the current quota and the unchanged quota and so on, a variety of forms and methods, the employee performance evaluation. performance appraisal. \x0d\\ 4th category, 4 comprehensive appraisal methods \x0d\ Method 17, Graphical Evaluation Scale Method \x0d\\\\x0d\ also known as: Chart Evaluation Scale Method, Scale Evaluation Method, Chart Scale Evaluation Method, and Performance Rating Method. This scale was designed by American Skong Pass and was once widely used in American business enterprises. \x0d\ This method begins with the nature and characteristics of the job work, selecting a number of evaluation elements related to performance. Individual aspects of the factors, such as judgment, adaptability, motivation, etc.; factors related to the results of the work, such as the quality and quantity of work, etc.; factors related to behavior, such as the degree of cooperation, work attitude, etc.. \x0d\ Secondly, based on these evaluation factors, specific indicators of assessment items are identified), each item is divided into 5-9 grades, expressed in numbers or words, such as optimal, good, average, poor, very poor or 1, 2, 3, 4, 5, and the meaning of the various grade scales are specified. \x0d\ Finally, a specialized appraisal scale is made. In the process of application, the evaluator according to the subordinate's work observation and understanding, only need to make a mark on the scale of each project level assessment scale, to be completed after all the project assessment, the sum of the items obtained, you can get the total results of the assessment. \x0d\ Advantages: Because the validity scale used in this method involves a large range, it can cover the quality characteristics, behavioral performance and work results of individual employees, making it widely adaptable; at the same time, the method is simple and easy to use, easy to design, and quick to summarize. \x0d\Drawbacks: the credibility and validity of the assessment depends on the completeness and representativeness of the assessment factors and items, as well as the accuracy and correctness of the assessor's scoring, in the case of the selection of the assessment factors to be determined as well as the existence of problems with the assessor, this method is highly susceptible to bias such as halo effect or centralized tendency. \x0d\ Method 18, Synthetic Appraisal Method \x0d\\\x0d\ In order to improve the quality of the appraisal, some companies combine several more effective methods together and use a synthetic performance appraisal method. Examples of the development and application of the synthetic appraisal method show that, due to the differences in the subjective and objective environments and conditions of the business units, enterprises are fully capable of designing more applicable and feasible performance appraisal methods according to the local conditions, people and time. Some enterprises, according to the characteristics of the management personnel, adopt certain forms to effectively combine the appraisal with the performance improvement plan on the basis of a clear description and definition of each evaluation element, so as to find out the existing problems and deficiencies through the appraisal of the management performance and put forward the measures and methods for future improvement. These descriptive forms and performance improvement plans synthesized together in the appraisal method, although can not carry out horizontal comparison of personnel, but for each manager, due to the obvious differences in the content and characteristics of the work of their respective positions, has a stronger relevance and applicability, thus helping to improve the level of performance management. \x0d\Method 19, Day-to-Day Settlement \x0d\that is, the OEC method, the specific implementation procedures and steps are as follows: \x0d\1, set goals. OEC method is also a dynamic optimization of the target management method, the company-wide detailed division of all the work, goods and areas, the formation of everyone manages everything, everything is managed by the target management system, at the same time each person each day according to the work of the day to find out the At the same time, every day, each person according to the work of the day to find out the problems and gaps, to determine the next day to improve the goal, dynamic adjustment. When the company implements plan management, the headquarters can formulate annual and monthly plans, and each business unit should formulate and implement weekly plans, and then refine and decompose the plan to implement daily plans, determine the daily work objectives, and make a summary of the progress of work and the actual completion of the situation every day. The company's plan has a variety of types, such as: (1), goal-based plan - to achieve a specific goal of the plan, generally known as the project, the development and implementation of the process is known as project management work. (2), routine-type plan - often repeated routine work plan, generally develop these plans into standardized operating procedures. (3), problem-based plan - problem-solving-oriented plan, generally also known as problem-solving plan. \x0d\2, control. the PDCA cycle in OEC compresses the cycle of management work to one day, and corrects the problems reflected at any time, so that deviations are controlled and eliminated in the shortest time and the smallest link, reducing losses and waste, improving quality and efficiency, and increasing the timeliness and effectiveness of management work. The main thing is to improve the efficiency of the work, through the day to avoid the backlog of work, procrastination and bullshit, so that "today's homework today, tomorrow there is a new homework", effectively overcoming the psychological inertia that people have. (If there is no plan, no summary, there may be a certain work is not done continuously, the result is placed a few days after the phenomenon of forgetting, resulting in stagnation, inefficiency.) \x0d\3, appraisal and incentive. Assessment and evaluation based on the day-to-day records, so that the employee's performance appraisal of evidence-based, clear facts, reflecting the "objective, true, just, fair and open" principle, so that the pay incentive system of "protection and incentives" dual function can be fully realized. This will give full play to the dual functions of "protection and incentive" of the remuneration and incentive system. \x0d\\\\\\x0d\\methods 20, evaluation center method \x0d\\mainly adopts the following six techniques, extensive observation of the appraisee's characteristics and behavior, so as to provide a reliable and true basis for the performance appraisal. \x0d\1, practical assignments or package exercises. \x0d\\ Practical work is a simulation of a management position, so that the appraisee in a certain period of time, involved in all the relevant documents, paperwork (including memos, letters, etc.) drafting and processing, and to solve a variety of problems that arise in the work. For example, the participant (assuming that he is the manager) to deal with these letters and memos, and within two hours to make a response; or by the subordinates to raise a few problems encountered in the work, requesting immediate instructions or decisions. After the appraisee completes the assignment within a time limit of, say, two hours, the appraiser evaluates the completion of the assignment. By evaluating the appraisee's "adaptability to the work environment," "quality and speed of document processing," "knowledge and understanding of professional issues, and decision-making," the appraisee's decision-making ability, analytical skills, and ability to make decisions are tested. In order to test their decision-making ability, analytical and judgmental skills, authorization skills and adaptability. \x0d\\\\\2, autonomous group discussion. \x0d\\\ The appraisee participates in a group discussion meeting of more than one person. The discussion can be conducted with or without a designated leader, and the participants discuss certain topics and ultimately make an overall decision. Topics discussed may include organizational change and development, personnel decisions, compensation and benefits policies, and so on. The assessor carefully observes the interaction of the group discussion, such as the diagnosis and analysis of various problems, the formulation of strategies, and the allocation of resources, etc. Based on the performance of the participants, he/she evaluates their interpersonal skills, teamwork, leadership, infectiousness of verbal expression, and personal charisma and influence. \x0d\\\\\3, personal quiz. \x0d\ In the evaluation center the appraisee has to complete several kinds of tests, such as intelligence tests, personality tests, attitudes towards management and supervision tests. These quizzes can be completed by the individual at home before attending the evaluation activity if the evaluation center is too short. \x0d\\\\\4, Interview Evaluation. \x0d\\ The appraisee undergoes an interview conducted by one or more persons during the evaluation activity. The main content of the interview involves the design and development of the individual's career, mainly for the purpose of understanding his/her growth background, previous experience, learning experience, work performance, future expectations, interests and goals. \x0d\\\\x0d\5, management games. \x0d\\ corporate management game is through some kind of role-playing or group discussion of the appraisee, in a certain situation simulation of the environment and conditions, to examine its strategic thinking, planning ability, organizational skills, and analytical problem-solving skills. The content of the management game activities involves multi-disciplinary issues such as market competition strategy, production planning and organization, merchandise promotion and marketing, warehousing and transportation and management, and operation process and optimization. \x0d\6, personal report. \x0d\\\\x0d\ in the evaluation center, the appraisee needs to