Implementation plan for performance evaluation of public institutions
Part 1: Implementation plan for performance evaluation of public institutions
In order to standardize the work of paying performance appraisal for the staff of Baiyun District Archives Office, establish and improve the scientific evaluation and incentive mechanism, and mobilize the enthusiasm of the cadres and workers. According to the relevant provisions of performance pay, combined with the actual situation of the Bureau, this plan is specially formulated.
First, the principle of assessment
Guided by the scientific concept of development, in accordance with the provincial, municipal, and district-related performance-based wage distribution policies, the autonomy of performance-based wage distribution is properly exercised. Implement scientific appraisal, performance-linked, distribution according to work, establish an incentive and distribution mechanism that is independent and flexible, and conform to the characteristics of archival work, further expand the internal autonomy of the unit, enhance the sense of competition, fully mobilize the enthusiasm and initiative of the staff of the institution, and improve the service. Quality and efficiency to promote the overall healthy development of archives.
Second, the principle of distribution
Adhere to the principle of “more work, more work, better performance, better performance, and consistent responsibility”.
Adhere to the principle of "fairness, fairness, and openness."
Adhere to the principle of “efficiency first, fairness, scientific and reasonable”.
Third, the assessment object and time
Assessment object
At the end of 20XX, the Baiyun District Archives Bureau was staffed by the public institutions that were fully funded in the post and finance. There are 2 staff members in the institutions that have been included in the implementation of the Office. That is to say: the Baixu District Archives Bureau local chronicle compilation department has two staff members in the public institutions and full financial allocations.
checking time
From January 1st, 20th, the implementation of the performance salary assessment for the Baiyun District Archives Bureau in January and December of 20XX in the preparation of the post and the full financial allocation of staff.
Fourth, the assessment body
The District Archives Bureau was established by the Director, the Party Branch Secretary and the Deputy Director as the deputy team leader. The responsible persons of each department formed the leading group for the performance salary assessment of the Baiyun District Archives Bureau, responsible for the organization, coordination, guidance and related business of performance pay assessment. jobs. The leading group has an office in the office of the Archives Bureau. The director of the bureau office serves as the director of the leading group office and is responsible for the performance appraisal of the overall public institutions.
V. Composition and assessment content of performance pay
Composition of performance pay
The performance salary of a public institution is divided into basic performance salary and reward performance salary. Basic performance wages account for 70% of the total performance pay, and basic performance pay is paid monthly. The reward performance pay mainly reflects the factors such as work discipline, work attitude, workload, work effectiveness and actual contribution, accounting for 30% of the total performance pay, and is assessed once a year, and is issued at one time according to the assessment results.
Performance salary assessment content
Performance pay mainly assesses the moral, energy, diligence, performance, and low-level aspects of employee work. The specific contents include: work style, political performance, work discipline, work attitude, work efficiency, compliance with work arrangements, performance of duties, and work. The overall size of the work, the working hours of the work, the completion of the work tasks specified by the unit, etc., a comprehensive assessment, focusing on the performance of the work.
1. Basic performance salary setting
Basic performance wages are paid in full on a monthly basis. For obeying work arrangements, performing job duties, and completing the prescribed tasks, the corresponding basic performance pay shall be paid in full. If the incumbent is on vacation within the statutory holiday, the basic performance salary will not be withheld and will be paid monthly according to 70% of the performance salary.
2. Incentive performance salary setting
The award-based performance salary is assessed by the percentage system. The Baiyun District Archives Bureau conducts assessments, mainly assessing the employees' moral, energy, diligence, performance and integrity. It is assessed once a year and the unit is issued at one time according to the assessment results.
3, assessment points
The annual performance assessment is an excellent plus 2 points; in this year, the district, city, province, state-level advanced individual title or other commendation is added 2, 3, 4, 5 points respectively, and the archives work of the municipal, provincial and national archives bureaus is obtained. 2, 3, and 4 points for advanced recognition.
Sixth, assessment methods and calculation methods
Incentive performance salary assessment method
1. Leadership review. The leadership team of the Baiyun District Archives Bureau evaluates the staff of the institution, and the final score accounts for 60% of the assessment.
2, colleagues evaluation. The other general cadres and staff members of the Baiyun District Archives Bureau assessed the final scores of 40% of the assessment.
3. Self-evaluation. Self-assessment points account for 10% of the total scores of the evaluation.
Reward performance payroll assessment calculation method
The distribution of personnel of the Baiyun District Archives Bureau for the staff of the public institutions is as follows: there are 3 leaders in the leadership team, 8 in the overall assessment staff, and 2 in the assessment.
The final evaluation score of the person being assessed = 60%*A/3+40%*B/8+10%*C
7. Distribution method of reward performance pay
Assessment performance of reward performance pay
At the end of each year, Baiyun District Archives Bureau conducts a job performance appraisal for all cadres and workers in the business, and scores according to the standards of morality, energy, diligence, performance, integrity and assessment. Finally, it is summarized according to the assessment method and is rewarded as the appraiser. The basis for the issuance of sexual performance wages. The highest score of the reward performance salary is 100 points, and the assessed person finally issues the percentage of the final performance points of the individual whose incentive performance salary is the total amount of incentive performance. .
Exclusionary reward performance pay situation
A staff member who has one of the following conditions may not enjoy the reward performance pay for the current year.
1. Discontinued wages due to violations of laws and regulations by state organs or other relevant regulations;
2. Disobeying work arrangements during work, pushing and arguing, irresponsible in work, causing liability accidents, causing serious consequences, affecting the overall or the progress of the archives work in the region;
3. The employment contract is cancelled;
4. The annual performance assessment is basically qualified, unqualified or not participating in the assessment;
5, no more than 15 working days or more in one year, and more than 30 days in total.
The reward performance payroll of the deducted personnel and the accumulated surplus amount after the assessment is realized shall be arranged by the unit as the incentive performance payroll.
Eight, work requirements
The whole process of implementing performance salary assessment should be open and transparent, and be subject to the supervision and inquiry of cadres and workers at any time. The scores of the assessment must be stored with the original basis. The assessment scores and results should be informed to the person being assessed. If there is any complaint, the review can be made within the prescribed time limit.
9. This assessment method shall be implemented from January 20XX.
X. This assessment method is interpreted by the Leading Group of the Performance and Wages Assessment of the District Archives Bureau.
Part 2: Implementation Plan for Performance Evaluation of Institutions
According to the requirements of the Jinjiang Municipal Party Committee and the Municipal Government, in accordance with the spirit of the "Notice of the Jinjiang Municipal Committee of the Communist Party of China and the People's Government of Jinjiang City on Printing and Distributing the Implementation Plan for the Performance Appraisal of the Staff of Jinjiang City Governments and Institutions", combined with the actual situation of this street, this implementation plan is formulated:
First, the scope and objects of implementation
Meiling Subdistrict Offices are staffed in the post. This embodiment breaks the identity management and implements post management. Different identity personnel are also included in the implementation scope of performance appraisal. Long-term staff who are not in the post, retired people in the quarter, and those who are leaving the post are not included in the performance appraisal.
Judicial, land, labor and other municipal units directly stationed in Meiling Street, the staff in the post will participate in the street performance appraisal, the street will put forward preliminary assessment opinions, and the assessment will be written in writing to the municipal competent department, and the municipal competent departments will determine the final assessment. .
According to the level of duties, the assessment targets are assessed separately according to the three categories of department-level cadres, middle-level cadres and general staff.
Second, the performance evaluation method
1. Basic principles
Based on the principle of “who is in charge, who is responsible, and who evaluates”, a top-down evaluation method is adopted to form an organizational evaluation mechanism at the lower level and the first level.
2. Calculation method for assessment score
Each work credit is scored by the direct leader of the work against each staff member's personal performance work ledger, the completion level of the work target and the quality of the completion. The regular work is divided into 50 points, if both the department work and the community work , each item is 25 points; the key project work is 40 points, if two items are concurrently, each item is 20 points; if there is no key project work, the regular work points are 90 points; the attendance points The total score is 10 points. According to the attendance, the score is 10 points for full attendance, 1 point for late arrival, 10 points for late or above, 5 points for completion for one day, and no points for two days or more of completion; Additional points for rewards and punishments shall be added or deducted according to the reward and punishment situation, and the maximum or minus points shall be 10 points. Evaluation points = × 60% + party and government leadership test score × 40%. Among them, the party and government leaders' scores are ranked according to the evaluation results. The top 25% points are 90 points, the top 25% - 55% points are 80 points, and the other points are 70 points.
Third, the evaluation level setting
According to the performance evaluation points, from high to bottom, it is divided into four categories: “excellent”, “good”, “competent” and “incompetent”. If the evaluation score is higher than 90 points, it will be rated as “excellent” and the like; if the evaluation score is 75-89, it will be rated as “good” and so on; if the evaluation score is 60-74, it will be rated as “competent” and so on. If the evaluation score is less than 60 points, it will be rated as “incompetent”. The proportion of “excellent” and “good” personnel in the performance appraisal is controlled within 25% and within 30% of the number of the three assessment categories.
If you have accumulated more than 15 working days in the season, you will not be entitled to the "excellent" bonus. Retired occupants in the quarter and those who are transferred from the city will enjoy the “competent” bonus in the month of their employment.
The following persons participate in the assessment and uncertainty: the newly recruited or newly recruited personnel in the current season are less than 20 working days, and the sick leave accumulated in the current season exceeds 40 working days. During the filing period.
The following persons are determined to be incompetent when they participate in the assessment: if the total number of completions in the current season exceeds 2 working days, they shall be determined to be incompetent in the quarter of the disciplinary period or during the disciplinary period, and then determined by the annual assessment to be equal or indefinite.
Fourth, performance appraisal program
According to the process of “planning, summarizing, appraising and feedback”, the performance appraisal work dynamically manages the completion of various work objectives. The performance appraisal work is generally carried out in the following four steps:
1. Develop a performance plan. According to the task of the superior and the work function of the unit, each department arranges according to the target time schedule, formulates a detailed work plan, and refines the work plan to the assessment object. The appraisal object should fill in the “work target quantitative score table” at the beginning of each quarter according to its own position, and submit it to the street performance office.
2. Do a good job documentary. According to the performance plan, the appraisal object should record the performance work. The work record is recorded in the “Jinjiang Performance Management Work Diary”, and the work diary records the daily attendance and main work. The appraisal object should summarize the work according to the month, quarter and year, and list the work objectives and progress, completion level and work results one by one, and form the personal performance work account. When filling out the "personal performance work account of the staff of Meiling Sub-district Offices", the work content should be refined and quantified as much as possible. The personal performance workbook is collected by each department before the 5th of the first month of each quarter and submitted to the Street Performance Office, which is managed by the Street Performance Office.
3. Organizational performance evaluation. All the assessment targets fill out the “Performance Assessment Score Sheet for Meiling Sub-district Offices and Staffs” in the first month of each quarter, and after the direct leadership evaluation and scoring of each work, they will be aggregated to the Street Performance Office before the first month of each quarter. The street performance appraisal leading group convened a debriefing council according to actual needs, and assessed the completion performance of the appraisal object in the first quarter. The street performance appraisal leading group determined the appraisal on the basis of the level of solicitation of opinions. The performance evaluation of the main leaders should be linked to the performance evaluation of the unit and the results of the “five major campaigns” and the unit rewards and punishments. The results of performance appraisal shall be reported to the personnel department for the record according to the cadre management permission.
4. Do a good job of performance feedback. After the performance appraisal results are determined, the designated person will be given feedback to the appraisal object according to the functional work objectives. Pay attention to doing ideological and political work, and comment on the performance of the appraisal object, mainly to affirm the results, point out the deficiencies, and clear the direction. The results of performance appraisal are publicized in this unit and widely accepted by the cadres and the public.
V. Application of performance appraisal results
The application of performance appraisal results refers to linking performance results with personal interests and using performance results as the main basis for material incentives, spiritual incentives and political incentives.
1. Linked to the assessment bonus. "Excellent" and other personnel reward 2,100 yuan per quarter, "good" and other personnel reward 1800 yuan per quarter, "qualified" and other personnel reward 1,500 yuan per quarter.
2. Linked to reward punishment. Combine performance appraisal with annual appraisal and appraisal first. The outstanding personnel of the annual appraisal are selected and produced from the “excellent” personnel of the quarterly assessment. For the quarterly appraisal, they are rated as “excellent” and other times three times or more. It is determined to be an excellent candidate for the annual assessment, and is recommended as the first evaluation of the annual evaluation. . For the quarterly assessment, it is rated as “incompetent” and other times twice or more. The annual assessment is directly determined to be incompetent; if it is rated as “incompetent”, the annual assessment is determined to be basic. For those who have a one-vote veto situation such as family planning, comprehensive treatment, safe production, and environmental protection, the assessment shall be determined in accordance with relevant regulations.
3. Linked to career development. Adhere to the combination of performance appraisal and post adjustment, selection and appointment and study and training. For those who have been evaluated “excellent” for many times in the annual performance appraisal, priority is given to the promotion of cadres; in the training of cadres, they are preferred. For the annual performance appraisal to be evaluated as “incompetent”, give a certain period of time to be treated, take follow-up study, compulsory training and other measures to help the staff to be rectified and improved, and re-arrange the work according to the training results and ability conditions; Those who are incompetent for their current jobs and who do not accept other arrangements will be dismissed.
Part 3: Implementation plan for performance evaluation of public institutions
In order to implement the "20XX - 2020 Deepening Cadre Personnel System Reform Planning Outline", to further deepen the reform of the cadre personnel system, explore the establishment of an individual performance appraisal system, give full play to the incentive-oriented role of appraisal, and mobilize the enthusiasm and initiative of staff. Efforts will be made to form a working mechanism for rewarding and punishing the poor and the survival of the fittest. In accordance with the spirit of the Notice of the Jinjiang Municipal Committee of the Communist Party of China and the People's Government of Jinjiang City on Printing and Distributing the Implementation Plan for the Performance Appraisal of the Staff of Jinjiang City Governments and Institutions, this plan was formulated in light of the actual situation of the town.
First, the guiding ideology
Adhere to the guidance of Deng Xiaoping Theory and the important thinking of the "Three Represents", thoroughly implement the scientific development concept, combine the activities of creating first-class competition, and explore and establish a sound performance index system, performance evaluation system, and performance application system for government agencies and institutions. Efforts should be made to standardize official behavior, optimize service environment, improve work efficiency, and provide strong talent guarantee and intellectual support for the development of our town across the development, scientific development, and the construction of a beautiful urban construction campaign.
Second, the basic principles
1. Adhere to the principle of combining graded assessment with classified assessment. According to the level of duties and the division of work, the assessment objects are divided into three categories: department-level cadres, internal staff and village staff, and classified and assessed.
2. Adhere to the principle of combining quantitative assessment with qualitative assessment. When setting the assessment indicators, efforts should be made to reduce the ambiguous qualitative indicators, try to quantify and quantify the assessment content, and effectively enhance the pertinence and comparability of the assessment indicators.
3. Adhere to the principle of combining quarterly assessment and annual assessment. When adopting the annual assessment, it is necessary to use the quarterly assessment as the basis, and move the time for performance appraisal forward, so as to track the management, regularly check and evaluate, and timely deliver the results, and effectively enhance the timeliness of performance appraisal.
4. Adhere to the principle of combining organizational evaluation with social evaluation. In organizing democratic evaluation, in addition to adhering to the evaluation method of “who is in charge, who is responsible, and who is evaluated”, it is also necessary to pay attention to public comments and form a sound evaluation mechanism.
5. Adhere to the principle of combining spiritual and material incentives. In the application of performance results, in addition to the use of material incentives such as performance appraisal bonuses, focus on linking performance appraisal results with spiritual incentives and political incentives, and continuously expand the scope and scope of performance results.
Third, the scope and objects of implementation
1. Scope and target of the assessment: the staff of the town government in the post; the town land resources office, the labor security office, the judicial office, the administrative law enforcement squadron, the civil servant of the environmental law enforcement squadron, the civil servant system management personnel, the career staff, the workers The diligent personnel participate in the assessment of the town organs, and the assessments are counted separately, and do not occupy the quota of the town. The assessments shall be finalized by the municipal competent departments, and the assessment bonus shall be honored by the municipal competent department.
2, not included in the scope of assessment and objects: cadres at or above the level of the town government, staff leaving the post, long-term staff in the post, retired staff before July 1, 20XX.
Fourth, performance appraisal content
According to the relevant provisions of the “Implementation Plan for the Performance Appraisal of Staff in Jinjiang City Governments and Institutions”, the performance appraisal of the staff of Anhai Town Office is classified and assessed according to the level of duties and the division of work, that is, the department-level cadres, the internal staff and the village staff.
1. Contents of performance appraisal of departmental cadres. It mainly refers to the "personal implementation of the principle of clean government" and the implementation of the party's work style and clean government responsibility system, the completion of key projects, the completion of the work in charge, and the organization and coordination of work.
2. The performance appraisal content of the staff in the internal and sub-village of the institution. The main appraisal work performance, that is, the completion of work. The specific assessment contents include performance, evaluation and addition and subtraction.
V. Performance evaluation method
Department-level cadre assessment content
The nature and scope of daily work of department-level cadres are different from those of ordinary cadres. Therefore, there are certain differences in the content of the assessment. The specific contents are as follows:
1. “Individual implementation of the Code of Integrity” and implementation of the party’s work style and clean government responsibility system;
2. The completion of key projects;
3. The completion of the work in charge;
4. Organize and coordinate work.
The assessment contents of the staff in the office and the village staff
1. Performance
1 post goal
Internal staff: Complete the work assigned by the town party committee and the government on time and in quality, and complete the daily work of the superior business department on time and in quality.
Persons in the village: to do practical things for the people, to stop the "two violations" situation, the situation of safe production management, and the implementation of family planning.
2 key objectives
Participate in the completion of key projects such as demolition and land acquisition.
3 public goals
Attendance. Absence of absence, late arrival, early withdrawal of 1 point / time; completion deduction of 2 points / day.
2. Evaluation situation
Internal staff: The town's leading team, government cadres and workers, according to the overall attitude of the work subject, the performance of the person and other comprehensive performance, as appropriate.
Persons in the village: The leaders of the town and the cadres and staff of the government shall score according to the overall performance of the object of the assessment, the frequency of the village, and the performance of the person.
3. Addition and subtraction
10 points for commendation awards at the provincial and ministerial level, 10 points for notification criticism and news exposure; 5 points for commendation awards at the county level, 5 points for notification criticism and news exposure; 5 points for special contributions in emergencies 5 points for dereliction of duty; 3 points for publication of papers, news reports, etc. in newspapers and magazines above the provincial level; 5 points for deduction of major economic losses or serious consequences caused by work mistakes; deductions for petitions or administrative actions caused by violations of laws and regulations Points; 5 points are deducted for those who have not participated in the organization activities and regulations for training; 5-10 points for other awards that the unit leaders believe need to increase or decrease.
Equal evaluation criteria
According to the assessment points of the assessed objects, the members of the performance appraisal team of the town are ranked according to the principle of high to low. The ranking is rated as “excellent” before the total number of 25%, ranking 25%-30% of the total number. It was rated as “good”, and the rest were rated as “competent” except for a few cases. If the assessment points are the same, the evaluation is determined by the leading group.
Sixth, performance appraisal program
Branch-level cadre performance appraisal program
1. Preparation for assessment. Write a self-identification material.
2. Assessment points. The main leaders of the party and government in the town are given a score based on the performance and identification materials of the subjects being assessed.
3. Final evaluation. The members of the town performance appraisal leading group are assessed according to the ranking of the points of the assessed objects.
4. Results feedback. The assessment result is notified to the assessment target person and publicized in the hall of the town government. If the object of assessment is within 7 working days from the date of publicity, if the object of the assessment has any objection to the assessment results, it may apply to the performance appraisal leading group of the town government staff for review or appeal.
Institutional internal and suburban staff performance appraisal program
1. Preparation for assessment. Organize relevant materials for assessment and fill in the personal performance work ledger.
2. Self-rating. The subjects to be assessed are scored objectively according to the completion of the work objectives and key objectives.
3. Assessment points. The long-term work and department heads should review the individual performance work accounts of the appraisal target, and objectively give an initial score based on factors such as their performance in the current quarter, assessment status and overall performance. The leader and the in charge of the leader will further evaluate the scores, and the scores will be the assessment points of the subjects to be assessed.
4. Final evaluation. The members of the town performance appraisal leading group are assessed according to the ranking of the points of the assessed objects.
5. Results feedback. The assessment result is notified to the assessment target person and publicized in the hall of the town government. If the object of assessment is within 7 working days from the date of publicity, if the object of the assessment has any objection to the assessment results, it may apply to the performance appraisal leading group of the town government staff for review or appeal.
Seven, the use of performance results
Anhai Town regards the performance appraisal results of government staff as the main basis for material incentives, spiritual incentives and political incentives, and is linked to assessment bonuses, annual assessments, job adjustments, rewards and punishments, and career development.
1. The assessment bonus is issued according to the three levels of “excellent”, “good” and “competent” in the performance evaluation of the quarter, that is, the “excellent” level is issued 2100 yuan, the “good” level is 1800 yuan, and the “professional” level is issued 1500. yuan.
2. If you have accumulated more than 15 working days in the current season, you will not be able to enjoy the “excellent” bonus; the retirees and the staff who are transferred from the town will enjoy the “competent” bonus in the month of employment; the new hire in the quarter or the new adjustment in the county. Those who have worked for less than 20 working days, and who have accumulated sick leave for more than 40 working days in the current season, are warned by the performance in the current season, and are inequitable during the filing of the case. They do not enjoy performance appraisal bonuses; Accumulated more than 2 working days, determined to be incompetent and so on; due to the disciplinary and disciplinary action during the disciplinary period, the quarter is not competent, and then determined by the annual assessment rules such as equal or indefinite; the pending investigation of the performance evaluation bonus .
3. The outstanding personnel of the annual appraisal are selected and produced from the “excellent” personnel of the quarterly assessment. For the quarterly appraisal, the “excellent” rating is rated three times or more, and within the limit of the number of outstanding personnel in the annual appraisal of the unit, it can be directly It is determined to be “excellent” in the annual assessment and is the recommended candidate for the evaluation of the year.
4. For the quarterly evaluation, it is rated as “incompetent”, and the annual assessment is generally determined as “competent” or below; if it is rated as “incompetent” twice or more, it is directly determined to be incompetent.
5. For those who have been evaluated “excellent” for many times in the annual performance appraisal, give priority to the recommendation or recommendation in the promotion and use of the cadre; in the training of cadres, as a priority candidate.
6. For the annual performance appraisal to be evaluated as “incompetent”, give a certain period of time to be treated.
Part 4: Implementation Plan for Performance Evaluation of Institutions
The public institution is a social organization established in accordance with the law and engaged in public welfare services such as education, science and technology, culture, health, and not for profit. This positioning determines the four characteristics that the institution should have, namely: establishing and engaging in public welfare according to law. Service, not for profit, social organization.
The purpose of engaging in public welfare services and not making profits is the most important feature of the institution. It also determines that the performance appraisal of the institution is fundamentally different from the performance appraisal of the enterprise. It cannot simply aim at profit and economic costs. It is to measure the social transfer value of the public services provided, and there are three major difficulties in this measurement:
It is difficult to determine: the so-called difficult to determine is that the evaluation criteria of public services are difficult to determine. For example, the quality of small education in China, we hope that China provides small-scale education for the society, but what is a vegan, how to measure the quality, the goal is difficult to determine, so, Most education administrations use scores and progression rates as indicators to assess the quality of school education, because this indicator is easy to determine, but unfortunately, such easy-to-determine and clear indicators often do not represent the mission of the institution.
It is difficult to quantify: the so-called difficult to quantify is that the evaluation criteria of public services are difficult to fully quantify. For example, community health services, a very important job is health service and health education, and because of different regions and different service targets, The assessment criteria for the work are more difficult to quantify, and the assessment has certain difficulties.
Difficult to measure: The so-called difficult to measure is that the evaluation data of public services is difficult to calculate and obtain. For enterprises, the output value, profit, qualification rate, cost, etc. can be obtained through the financial information of the enterprise, while the public institutions are not. The effect of the work will take a long time to appear. Second, the assessment of public services often introduces the method of social evaluation. It is necessary to select a considerable number of samples for investigation and achieve higher costs.
Because of this, public institutions generally feel that the performance appraisal is very difficult to implement, and the performance salary reform of this institution has once again pushed the issue of assessment to the desktop. Since it is performance salary, it must have a supporting performance appraisal system. , produce assessment results, and apply the results to the issuance of wages. How to resolve this contradiction? After years of experience in designing performance appraisal programs for enterprises and institutions, the author believes that starting a performance appraisal of a public institution does not necessarily require comprehensiveness and perfection, but it must grasp “one center, two basic points”, that is, performance improvement. The center is based on program fairness and standard fairness.
Focus on performance improvement.
Objectively speaking, compared with the performance appraisal of enterprises, except for a few relatively market-oriented units, the performance appraisal of most institutions is still in its infancy, and many cadres and employees cannot even completely distinguish performance management and performance appraisal. The concept of assessment, democratic evaluation, goal management, and responsibility system. Therefore, for most institutions, the construction and operation of the first round of performance appraisal system is more about the popularization, understanding and introduction of performance management concepts. At this stage, we especially need to instill the concept of all personnel: performance management is a circle, starting from the performance plan, through performance coaching, performance appraisal, performance feedback to the application of the assessment results, forming a closed loop; After the summary is improved, it will enter the next round of performance loop; in this process, the organizational performance will spiral upward; and the purpose of performance management is to promote the target of the assessed person and achieve continuous improvement of performance. Among them, assessment is only a link of performance management. Performance salary is only a way of applying performance assessment results. Assessment is not an end but a means of performance improvement.
With such a guiding ideology, everyone will focus on how to achieve improvement in performance, instead of using the assessment results only as a basis for distribution, and over-focusing on its fairness. Objectively speaking, the results of performance appraisal inevitably have non-quantitative, uncontrollable, and non-absolute fairness factors, even for enterprise performance appraisal, and the assessment of public institutions is impossible because public services Value and quality are difficult to measure. It is more difficult to establish a completely fair evaluation standard for services in different regions and different social environments for different target groups. In addition, even if such a standard can be found, the cost of sampling, cleaning, and calculation will be very high, which may lead to a low ratio of input to output of the performance appraisal management activity, which cannot be sustained in the long run.
The program is fair.
The so-called program fairness, that is, the system of performance management is scientific and fair, the program is fair and the results are transparent and open.
The performance appraisal of a public institution must first be fair to the program. The reason for this is based on three considerations: First, the nature of the institution determines the low degree of quantification of its assessment indicators and the low degree of standardization. Under such a premise, if the problem of program fairness can no longer be solved well, then the assessment The credibility will be greatly affected; secondly, the construction of the performance appraisal system needs to be accumulated and explored in practice, and the performance appraisal of the institution is just beginning to be fully implemented. The case, experience, database, etc. are not perfect. Therefore, it is necessary to first The specification begins, because the standardization difficulty of the program is relatively small. Third, through the solidification of the program, the change of the concept of the whole staff can be guided, and the traditional year-end evaluation for the bonus is turned into the performance management for achieving the goal.
To achieve program fairness, we must first attach great importance to leadership. Secondly, we need to train and understand the meaning and purpose of performance management. Third, we must design scientific, standardized and operational programs. Fourth, we must introduce software and other methods to achieve performance. The management program is solidified and standardized so that it can be implemented sustainably, avoiding “a gust of wind and sports” performance appraisal.
This idea is fully reflected in the construction of a performance appraisal system of a CPF center. First of all, through the investigation and investigation of the same industry at home and abroad, the CPF Center System has planned the work structure of performance management, clarified the hierarchical relationship of performance appraisal, and the basic process of performance management. According to the work characteristics of the center, the combination of quantitative and qualitative methods is adopted. The quantitative indicators are combined with the actual workload. The qualitative indicators are scored by 360 degrees, which are divided into a1/a2/a3, b1/b2/b3, c, d eight scales, for each scale designed a scoring standard for reference assessment, making the score more accurate and convenient. At the same time, with the assistance of the consulting company, the center introduced the performance management information system in a timely manner, which made the performance management work formatted, standardized and stylized, greatly reduced the work intensity of performance appraisal and improved the usability of the appraisal system.
Through the above measures and technologies, the center has achieved fairness and standardization of the performance management program. The assessment has been recognized by all cadres and employees, effectively promoting the improvement of work quality and efficiency, and has been highly recognized by the higher authorities. .
Standard fairness.
The so-called standard fairness has higher requirements for performance management. It requires performance management objectives to be transformed into a set of leading, systematic, and operational indicators and standards and effectively decomposed into the unit being evaluated. The data collection and management system provides an objective and fair evaluation of each unit being assessed.
The ultimate goal of performance appraisal of public institutions is to achieve standard fairness. The so-called standard fairness is reflected in four key points:
First of all, a well-performing organization with an overall performance appraisal must be the organization's strategy or business objectives. Therefore, the performance appraisal of a public institution must be done well. First, there must be a unit's strategy or annual goal, because this is The true purpose and direction of performance appraisal. It should be said that the foundation of this institution is still there. Generally, there are annual work plans and work reports. This is a good basic condition.
Secondly, there is a need for a program, a department or a position to be responsible for decomposing the above objectives, and to form an assessment indicator for managers and departments above the middle level. We call this “strategic decoding”. This work is a long-term work, each quarter. Every month, it is necessary to track the completion of the indicators and adjust them according to environmental changes.
Third, it is necessary to establish a tiered classification of job evaluation index database, as well as a performance appraisal training system for department heads. Only hierarchical classification can reflect the work responsibilities and work characteristics of different positions; while the department head is the middle layer of performance appraisal. Only the managers at this level can use the performance appraisal method skillfully, skillfully and standardly. Give your own assessment pressure to the grassroots level, and give each employee scientific and objective assessment results based on performance.
Fourth, a set of data collection and evaluation procedures needs to be established. The materials provided by the finance and related business departments are required to clarify the responsible person, the time for submitting the materials, and the time for submitting the materials; if an assessment team, a debriefing meeting, or a 360-degree evaluation is required, it is necessary to establish as many detailed evaluation criteria or “target anchors” as possible; If an external evaluation is required, the selection, management and review of the external evaluation agency should be done.
Of course, the construction of performance standards is not a day's work, it requires long-term practice, accumulation and commissioning, so as to find a balance between assessment accuracy and assessment costs.
Part V: Implementation Plan for Performance Evaluation of Institutions
In order to further deepen the reform of the cadre and personnel system, explore the establishment of an individual performance appraisal system, and fully mobilize the enthusiasm, initiative, and creativity of the work of the staff of the institutions and institutions, according to the "Jinjiang Municipal Committee of the Communist Party of China, Jinjiang Municipal People's Government on Printing and Distributing <Jinjiang City Government The implementation of the implementation measures is based on the archives spirit of the “Working Staff Performance Evaluation Implementation Plan> Notice”.
First, the guiding ideology
堅持以鄧小平理論和“三個代表”重要思想為指導，深入貫徹落實科學發展觀，結合開展創先爭優活動，探索建立健全機關事業單位工作人員績效指標體系、提高工作效能，為我市科學發展、跨越發展提供有力的人才保障和智力支持。
二、績效考核工作應堅持以下五個原則
分級考核和分類考核相結合的原則。把考核對象劃分為科級幹部、中層幹部和一般工作人員三個層級，分層次進行考核。
定量考核和定性考核相結合的原則。在實施考核過程中，各部門應盡量把考核內容具體化、數量化，切實增強考核指標的針對性和可比性。
平時考核和年度考核相結合的原則。在採取年度考核時，要把績效考核的時間關口前移，做到平時跟蹤管理、定時檢查評估、及時兌現結果，切實增強績效考核的時效性。
組織評價與社會評價相結合的原則。在進行測評時，堅持“誰主管、誰負責、誰評價”，採取自上而下的評價方式，形成上級考核下級、一級考核一級的組織評價機製。
精神激勵和物質激勵相結合的原則。除了使用績效考核獎金等物質激勵外，還要註重把績效考核結果與精神激勵和政治激勵掛鉤，不斷拓展績效結果的運用範圍和領域。
三、實施範圍和對象
街道辦事處機關事業單位在編在崗工作人員。市直單位派駐基層所站中的土地所、勞動保障事務所、司法所、行政執法中隊的工作人員先參與街道日常考核，考核等次人數單獨核算，不佔用街道名額，街道考核確定初步等次後報送相關主管部門，確定最終考核等次；其他派駐單位以主管部門考核為主，街道意見為輔。
Fourth, the organization
成立羅山街道績效考核領導小組，組成人員如下:
組 長：吳丹紅
常務副組長：洪冬森
副 組 長：陳聰衍
王向陽
張連僑
李榮沛
成 員：陳海鳴
丁君明
黃若凡
尤祖來
吳其仁
柯清哲
許文市
領導小組下設辦公室，由李榮沛同志任辦公室主任，丁君明同志任副主任，吳松江、楊清潭、吳春生、鄭月婷同志為辦公室工作人員，負責處理日常事務。
五、績效考核內容及方法
績效考核內容
1、工作績效：為主考核工作量、工作完成質量、工作完成時效等情況；
2、工作態度及綜合貭素：為主考核工作態度、執行能力和落實首問責任製、節約型機關建設等情況；
3、考勤：根據《機關考勤製度》執行，由黨政辦公室負責實施，考勤實行指紋考勤，每個月統計並公示，按季度匯總計算積分。積分標準如下：曠工1天扣5分；遲到、早退每1次扣1分；事假每滿3天扣1分；病假每滿10天扣1分。假製度的行為，依照相關規定處理。 )
4、獎勵和懲罰：獎勵：工作方式方法創新，成效顯著，受到市以上部門表彰或作典型推廣的，每項加5分；懲罰：由工作不力致本單位受到通報批評的每次扣2分；因工作失誤給本單位、部門造成嚴重後果或產生不良影響的每次扣1~2分，嚴重的每次扣3~5分；因工作失職被民眾投訴，經查實首次扣1分，第二次扣2分，三次及以上扣5分。
績效考核辦法
實行季度考核，在每年的1月、4月、7月和10月，對考核對象上一季度工作績效完成情況進行評定。個人績效考核積分=分管領導考核評分—考勤扣分+獎勵加分—處罰扣分。
1、做好工作紀實。被考核對象要做好績效工作記錄，工作記錄在《晉江市績效管理工作日記》上，工作日記記錄每天的出勤和主要工作情況。被考核對象應按月份、季度和年度進行工作總結，逐條列舉工作目標的進展情況、完成程度和工作成效，形成個人績效考核工作檯賬。
2、實施考核評分：按照考核內容要求，根據被考核對象在落實部門工作、駐社區工作、重點項目工作和街道中心工作等情況進行考核評分。街道辦事處及所轄各部門要根據業務工作或階段性中心工作要求具體製定工作落實考核細則，為考核評分提供依據。實施考核時，中層幹部、一般工作人員由各分管領導進行考核評分，兼任多項崗位的，由多名分管領導分別考核評分，取平均分為最後積分；黨政成員副職由街道主要領導進行考核評分；街道主要領導由市分管領導進行考核評分。
3、匯總計算積分：黨政辦負責計算考勤情況，街道各部門每季度第一個月8日前上報前一季度應獎勵、處罰的情況，由街道績效考核領導小組辦公室進行匯總，計算出最後積分。
4、研究確定等次：根據考核積分情況，由黨政會討論並採取無記名投票方式，分別確定三個考核層級的“優秀”、“良好”、“稱職”和“不稱職”等次人員。各考核層級的“優秀”、“良好”等次人員比例分別控製在總人數的25%以內和30%以內。
下列人員參加考核不確定等次：①當季新錄用或外縣新調入工作不滿20個工作日的；②當季請病事假累計超過40個工作日的；③當季被效能告誡的；④受立案調查在立案期間。
下列人員參加考核確定為“不稱職”： ①當季曠工累計超過2個工作日的；②受黨紀政紀處分在處分期間的當季確定為“不稱職”，以後按年度考核規定確定等次或不定等次。
其它：①當季請假累計超過15個工作日的不能定為“優秀”等次；②當季退休人員和調離本市人員按在職月份享受“稱職”等次獎金。
六、績效考核結果的運用
與考核獎金掛鉤。設立績效考核獎金，考核獎金按人均每季度1800元發放，即“優秀”2100元、“良好”1800元、“稱職”1500元，不定等次和“不稱職”的不享受績效獎金。
與獎勵懲戒掛鉤。堅持把績效考核評價與年度考核、評先評優結合起來。年度考核優秀等次人員從季度考核“優秀”等次人員中評選、產生。當年度有三次以上季度考評優秀的，在街道年度考核優秀等次人數限額內的，可以直接確定為年度考核優秀，並作為當年度評先評優的推薦人選。對於季度考評被評為“不稱職”一次的，年度考核一般確定為基本稱職，兩次以上的直接確定為不稱職。對於有計生、綜治、安全生產、環境保護等一票否決情況的，按相關規定確定考核等次。
In order to standardize the work of paying performance appraisal for the staff of Baiyun District Archives Office, establish and improve the scientific evaluation and incentive mechanism, and mobilize the enthusiasm of the cadres and workers. According to the relevant provisions of performance pay, combined with the actual situation of the Bureau, this plan is specially formulated.
First, the principle of assessment
Guided by the scientific concept of development, in accordance with the provincial, municipal, and district-related performance-based wage distribution policies, the autonomy of performance-based wage distribution is properly exercised. Implement scientific appraisal, performance-linked, distribution according to work, establish an incentive and distribution mechanism that is independent and flexible, and conform to the characteristics of archival work, further expand the internal autonomy of the unit, enhance the sense of competition, fully mobilize the enthusiasm and initiative of the staff of the institution, and improve the service. Quality and efficiency to promote the overall healthy development of archives.
Second, the principle of distribution
Adhere to the principle of “more work, more work, better performance, better performance, and consistent responsibility”.
Adhere to the principle of "fairness, fairness, and openness."
Adhere to the principle of “efficiency first, fairness, scientific and reasonable”.
Third, the assessment object and time
Assessment object
At the end of 20XX, the Baiyun District Archives Bureau was staffed by the public institutions that were fully funded in the post and finance. There are 2 staff members in the institutions that have been included in the implementation of the Office. That is to say: the Baixu District Archives Bureau local chronicle compilation department has two staff members in the public institutions and full financial allocations.
checking time
From January 1st, 20th, the implementation of the performance salary assessment for the Baiyun District Archives Bureau in January and December of 20XX in the preparation of the post and the full financial allocation of staff.
Fourth, the assessment body
The District Archives Bureau was established by the Director, the Party Branch Secretary and the Deputy Director as the deputy team leader. The responsible persons of each department formed the leading group for the performance salary assessment of the Baiyun District Archives Bureau, responsible for the organization, coordination, guidance and related business of performance pay assessment. jobs. The leading group has an office in the office of the Archives Bureau. The director of the bureau office serves as the director of the leading group office and is responsible for the performance appraisal of the overall public institutions.
V. Composition and assessment content of performance pay
Composition of performance pay
The performance salary of a public institution is divided into basic performance salary and reward performance salary. Basic performance wages account for 70% of the total performance pay, and basic performance pay is paid monthly. The reward performance pay mainly reflects the factors such as work discipline, work attitude, workload, work effectiveness and actual contribution, accounting for 30% of the total performance pay, and is assessed once a year, and is issued at one time according to the assessment results.
Performance salary assessment content
Performance pay mainly assesses the moral, energy, diligence, performance, and low-level aspects of employee work. The specific contents include: work style, political performance, work discipline, work attitude, work efficiency, compliance with work arrangements, performance of duties, and work. The overall size of the work, the working hours of the work, the completion of the work tasks specified by the unit, etc., a comprehensive assessment, focusing on the performance of the work.
1. Basic performance salary setting
Basic performance wages are paid in full on a monthly basis. For obeying work arrangements, performing job duties, and completing the prescribed tasks, the corresponding basic performance pay shall be paid in full. If the incumbent is on vacation within the statutory holiday, the basic performance salary will not be withheld and will be paid monthly according to 70% of the performance salary.
2. Incentive performance salary setting
The award-based performance salary is assessed by the percentage system. The Baiyun District Archives Bureau conducts assessments, mainly assessing the employees' moral, energy, diligence, performance and integrity. It is assessed once a year and the unit is issued at one time according to the assessment results.
3, assessment points
The annual performance assessment is an excellent plus 2 points; in this year, the district, city, province, state-level advanced individual title or other commendation is added 2, 3, 4, 5 points respectively, and the archives work of the municipal, provincial and national archives bureaus is obtained. 2, 3, and 4 points for advanced recognition.
Sixth, assessment methods and calculation methods
Incentive performance salary assessment method
1. Leadership review. The leadership team of the Baiyun District Archives Bureau evaluates the staff of the institution, and the final score accounts for 60% of the assessment.
2, colleagues evaluation. The other general cadres and staff members of the Baiyun District Archives Bureau assessed the final scores of 40% of the assessment.
3. Self-evaluation. Self-assessment points account for 10% of the total scores of the evaluation.
Reward performance payroll assessment calculation method
The distribution of personnel of the Baiyun District Archives Bureau for the staff of the public institutions is as follows: there are 3 leaders in the leadership team, 8 in the overall assessment staff, and 2 in the assessment.
The final evaluation score of the person being assessed = 60%*A/3+40%*B/8+10%*C
7. Distribution method of reward performance pay
Assessment performance of reward performance pay
At the end of each year, Baiyun District Archives Bureau conducts a job performance appraisal for all cadres and workers in the business, and scores according to the standards of morality, energy, diligence, performance, integrity and assessment. Finally, it is summarized according to the assessment method and is rewarded as the appraiser. The basis for the issuance of sexual performance wages. The highest score of the reward performance salary is 100 points, and the assessed person finally issues the percentage of the final performance points of the individual whose incentive performance salary is the total amount of incentive performance. .
Exclusionary reward performance pay situation
A staff member who has one of the following conditions may not enjoy the reward performance pay for the current year.
1. Discontinued wages due to violations of laws and regulations by state organs or other relevant regulations;
2. Disobeying work arrangements during work, pushing and arguing, irresponsible in work, causing liability accidents, causing serious consequences, affecting the overall or the progress of the archives work in the region;
3. The employment contract is cancelled;
4. The annual performance assessment is basically qualified, unqualified or not participating in the assessment;
5, no more than 15 working days or more in one year, and more than 30 days in total.
The reward performance payroll of the deducted personnel and the accumulated surplus amount after the assessment is realized shall be arranged by the unit as the incentive performance payroll.
Eight, work requirements
The whole process of implementing performance salary assessment should be open and transparent, and be subject to the supervision and inquiry of cadres and workers at any time. The scores of the assessment must be stored with the original basis. The assessment scores and results should be informed to the person being assessed. If there is any complaint, the review can be made within the prescribed time limit.
9. This assessment method shall be implemented from January 20XX.
X. This assessment method is interpreted by the Leading Group of the Performance and Wages Assessment of the District Archives Bureau.
Part 2: Implementation Plan for Performance Evaluation of Institutions
According to the requirements of the Jinjiang Municipal Party Committee and the Municipal Government, in accordance with the spirit of the "Notice of the Jinjiang Municipal Committee of the Communist Party of China and the People's Government of Jinjiang City on Printing and Distributing the Implementation Plan for the Performance Appraisal of the Staff of Jinjiang City Governments and Institutions", combined with the actual situation of this street, this implementation plan is formulated:
First, the scope and objects of implementation
Meiling Subdistrict Offices are staffed in the post. This embodiment breaks the identity management and implements post management. Different identity personnel are also included in the implementation scope of performance appraisal. Long-term staff who are not in the post, retired people in the quarter, and those who are leaving the post are not included in the performance appraisal.
Judicial, land, labor and other municipal units directly stationed in Meiling Street, the staff in the post will participate in the street performance appraisal, the street will put forward preliminary assessment opinions, and the assessment will be written in writing to the municipal competent department, and the municipal competent departments will determine the final assessment. .
According to the level of duties, the assessment targets are assessed separately according to the three categories of department-level cadres, middle-level cadres and general staff.
Second, the performance evaluation method
1. Basic principles
Based on the principle of “who is in charge, who is responsible, and who evaluates”, a top-down evaluation method is adopted to form an organizational evaluation mechanism at the lower level and the first level.
2. Calculation method for assessment score
Each work credit is scored by the direct leader of the work against each staff member's personal performance work ledger, the completion level of the work target and the quality of the completion. The regular work is divided into 50 points, if both the department work and the community work , each item is 25 points; the key project work is 40 points, if two items are concurrently, each item is 20 points; if there is no key project work, the regular work points are 90 points; the attendance points The total score is 10 points. According to the attendance, the score is 10 points for full attendance, 1 point for late arrival, 10 points for late or above, 5 points for completion for one day, and no points for two days or more of completion; Additional points for rewards and punishments shall be added or deducted according to the reward and punishment situation, and the maximum or minus points shall be 10 points. Evaluation points = × 60% + party and government leadership test score × 40%. Among them, the party and government leaders' scores are ranked according to the evaluation results. The top 25% points are 90 points, the top 25% - 55% points are 80 points, and the other points are 70 points.
Third, the evaluation level setting
According to the performance evaluation points, from high to bottom, it is divided into four categories: “excellent”, “good”, “competent” and “incompetent”. If the evaluation score is higher than 90 points, it will be rated as “excellent” and the like; if the evaluation score is 75-89, it will be rated as “good” and so on; if the evaluation score is 60-74, it will be rated as “competent” and so on. If the evaluation score is less than 60 points, it will be rated as “incompetent”. The proportion of “excellent” and “good” personnel in the performance appraisal is controlled within 25% and within 30% of the number of the three assessment categories.
If you have accumulated more than 15 working days in the season, you will not be entitled to the "excellent" bonus. Retired occupants in the quarter and those who are transferred from the city will enjoy the “competent” bonus in the month of their employment.
The following persons participate in the assessment and uncertainty: the newly recruited or newly recruited personnel in the current season are less than 20 working days, and the sick leave accumulated in the current season exceeds 40 working days. During the filing period.
The following persons are determined to be incompetent when they participate in the assessment: if the total number of completions in the current season exceeds 2 working days, they shall be determined to be incompetent in the quarter of the disciplinary period or during the disciplinary period, and then determined by the annual assessment to be equal or indefinite.
Fourth, performance appraisal program
According to the process of “planning, summarizing, appraising and feedback”, the performance appraisal work dynamically manages the completion of various work objectives. The performance appraisal work is generally carried out in the following four steps:
1. Develop a performance plan. According to the task of the superior and the work function of the unit, each department arranges according to the target time schedule, formulates a detailed work plan, and refines the work plan to the assessment object. The appraisal object should fill in the “work target quantitative score table” at the beginning of each quarter according to its own position, and submit it to the street performance office.
2. Do a good job documentary. According to the performance plan, the appraisal object should record the performance work. The work record is recorded in the “Jinjiang Performance Management Work Diary”, and the work diary records the daily attendance and main work. The appraisal object should summarize the work according to the month, quarter and year, and list the work objectives and progress, completion level and work results one by one, and form the personal performance work account. When filling out the "personal performance work account of the staff of Meiling Sub-district Offices", the work content should be refined and quantified as much as possible. The personal performance workbook is collected by each department before the 5th of the first month of each quarter and submitted to the Street Performance Office, which is managed by the Street Performance Office.
3. Organizational performance evaluation. All the assessment targets fill out the “Performance Assessment Score Sheet for Meiling Sub-district Offices and Staffs” in the first month of each quarter, and after the direct leadership evaluation and scoring of each work, they will be aggregated to the Street Performance Office before the first month of each quarter. The street performance appraisal leading group convened a debriefing council according to actual needs, and assessed the completion performance of the appraisal object in the first quarter. The street performance appraisal leading group determined the appraisal on the basis of the level of solicitation of opinions. The performance evaluation of the main leaders should be linked to the performance evaluation of the unit and the results of the “five major campaigns” and the unit rewards and punishments. The results of performance appraisal shall be reported to the personnel department for the record according to the cadre management permission.
4. Do a good job of performance feedback. After the performance appraisal results are determined, the designated person will be given feedback to the appraisal object according to the functional work objectives. Pay attention to doing ideological and political work, and comment on the performance of the appraisal object, mainly to affirm the results, point out the deficiencies, and clear the direction. The results of performance appraisal are publicized in this unit and widely accepted by the cadres and the public.
V. Application of performance appraisal results
The application of performance appraisal results refers to linking performance results with personal interests and using performance results as the main basis for material incentives, spiritual incentives and political incentives.
1. Linked to the assessment bonus. "Excellent" and other personnel reward 2,100 yuan per quarter, "good" and other personnel reward 1800 yuan per quarter, "qualified" and other personnel reward 1,500 yuan per quarter.
2. Linked to reward punishment. Combine performance appraisal with annual appraisal and appraisal first. The outstanding personnel of the annual appraisal are selected and produced from the “excellent” personnel of the quarterly assessment. For the quarterly appraisal, they are rated as “excellent” and other times three times or more. It is determined to be an excellent candidate for the annual assessment, and is recommended as the first evaluation of the annual evaluation. . For the quarterly assessment, it is rated as “incompetent” and other times twice or more. The annual assessment is directly determined to be incompetent; if it is rated as “incompetent”, the annual assessment is determined to be basic. For those who have a one-vote veto situation such as family planning, comprehensive treatment, safe production, and environmental protection, the assessment shall be determined in accordance with relevant regulations.
3. Linked to career development. Adhere to the combination of performance appraisal and post adjustment, selection and appointment and study and training. For those who have been evaluated “excellent” for many times in the annual performance appraisal, priority is given to the promotion of cadres; in the training of cadres, they are preferred. For the annual performance appraisal to be evaluated as “incompetent”, give a certain period of time to be treated, take follow-up study, compulsory training and other measures to help the staff to be rectified and improved, and re-arrange the work according to the training results and ability conditions; Those who are incompetent for their current jobs and who do not accept other arrangements will be dismissed.
Part 3: Implementation plan for performance evaluation of public institutions
In order to implement the "20XX - 2020 Deepening Cadre Personnel System Reform Planning Outline", to further deepen the reform of the cadre personnel system, explore the establishment of an individual performance appraisal system, give full play to the incentive-oriented role of appraisal, and mobilize the enthusiasm and initiative of staff. Efforts will be made to form a working mechanism for rewarding and punishing the poor and the survival of the fittest. In accordance with the spirit of the Notice of the Jinjiang Municipal Committee of the Communist Party of China and the People's Government of Jinjiang City on Printing and Distributing the Implementation Plan for the Performance Appraisal of the Staff of Jinjiang City Governments and Institutions, this plan was formulated in light of the actual situation of the town.
First, the guiding ideology
Adhere to the guidance of Deng Xiaoping Theory and the important thinking of the "Three Represents", thoroughly implement the scientific development concept, combine the activities of creating first-class competition, and explore and establish a sound performance index system, performance evaluation system, and performance application system for government agencies and institutions. Efforts should be made to standardize official behavior, optimize service environment, improve work efficiency, and provide strong talent guarantee and intellectual support for the development of our town across the development, scientific development, and the construction of a beautiful urban construction campaign.
Second, the basic principles
1. Adhere to the principle of combining graded assessment with classified assessment. According to the level of duties and the division of work, the assessment objects are divided into three categories: department-level cadres, internal staff and village staff, and classified and assessed.
2. Adhere to the principle of combining quantitative assessment with qualitative assessment. When setting the assessment indicators, efforts should be made to reduce the ambiguous qualitative indicators, try to quantify and quantify the assessment content, and effectively enhance the pertinence and comparability of the assessment indicators.
3. Adhere to the principle of combining quarterly assessment and annual assessment. When adopting the annual assessment, it is necessary to use the quarterly assessment as the basis, and move the time for performance appraisal forward, so as to track the management, regularly check and evaluate, and timely deliver the results, and effectively enhance the timeliness of performance appraisal.
4. Adhere to the principle of combining organizational evaluation with social evaluation. In organizing democratic evaluation, in addition to adhering to the evaluation method of “who is in charge, who is responsible, and who is evaluated”, it is also necessary to pay attention to public comments and form a sound evaluation mechanism.
5. Adhere to the principle of combining spiritual and material incentives. In the application of performance results, in addition to the use of material incentives such as performance appraisal bonuses, focus on linking performance appraisal results with spiritual incentives and political incentives, and continuously expand the scope and scope of performance results.
Third, the scope and objects of implementation
1. Scope and target of the assessment: the staff of the town government in the post; the town land resources office, the labor security office, the judicial office, the administrative law enforcement squadron, the civil servant of the environmental law enforcement squadron, the civil servant system management personnel, the career staff, the workers The diligent personnel participate in the assessment of the town organs, and the assessments are counted separately, and do not occupy the quota of the town. The assessments shall be finalized by the municipal competent departments, and the assessment bonus shall be honored by the municipal competent department.
2, not included in the scope of assessment and objects: cadres at or above the level of the town government, staff leaving the post, long-term staff in the post, retired staff before July 1, 20XX.
Fourth, performance appraisal content
According to the relevant provisions of the “Implementation Plan for the Performance Appraisal of Staff in Jinjiang City Governments and Institutions”, the performance appraisal of the staff of Anhai Town Office is classified and assessed according to the level of duties and the division of work, that is, the department-level cadres, the internal staff and the village staff.
1. Contents of performance appraisal of departmental cadres. It mainly refers to the "personal implementation of the principle of clean government" and the implementation of the party's work style and clean government responsibility system, the completion of key projects, the completion of the work in charge, and the organization and coordination of work.
2. The performance appraisal content of the staff in the internal and sub-village of the institution. The main appraisal work performance, that is, the completion of work. The specific assessment contents include performance, evaluation and addition and subtraction.
V. Performance evaluation method
Department-level cadre assessment content
The nature and scope of daily work of department-level cadres are different from those of ordinary cadres. Therefore, there are certain differences in the content of the assessment. The specific contents are as follows:
1. “Individual implementation of the Code of Integrity” and implementation of the party’s work style and clean government responsibility system;
2. The completion of key projects;
3. The completion of the work in charge;
4. Organize and coordinate work.
The assessment contents of the staff in the office and the village staff
1. Performance
1 post goal
Internal staff: Complete the work assigned by the town party committee and the government on time and in quality, and complete the daily work of the superior business department on time and in quality.
Persons in the village: to do practical things for the people, to stop the "two violations" situation, the situation of safe production management, and the implementation of family planning.
2 key objectives
Participate in the completion of key projects such as demolition and land acquisition.
3 public goals
Attendance. Absence of absence, late arrival, early withdrawal of 1 point / time; completion deduction of 2 points / day.
2. Evaluation situation
Internal staff: The town's leading team, government cadres and workers, according to the overall attitude of the work subject, the performance of the person and other comprehensive performance, as appropriate.
Persons in the village: The leaders of the town and the cadres and staff of the government shall score according to the overall performance of the object of the assessment, the frequency of the village, and the performance of the person.
3. Addition and subtraction
10 points for commendation awards at the provincial and ministerial level, 10 points for notification criticism and news exposure; 5 points for commendation awards at the county level, 5 points for notification criticism and news exposure; 5 points for special contributions in emergencies 5 points for dereliction of duty; 3 points for publication of papers, news reports, etc. in newspapers and magazines above the provincial level; 5 points for deduction of major economic losses or serious consequences caused by work mistakes; deductions for petitions or administrative actions caused by violations of laws and regulations Points; 5 points are deducted for those who have not participated in the organization activities and regulations for training; 5-10 points for other awards that the unit leaders believe need to increase or decrease.
Equal evaluation criteria
According to the assessment points of the assessed objects, the members of the performance appraisal team of the town are ranked according to the principle of high to low. The ranking is rated as “excellent” before the total number of 25%, ranking 25%-30% of the total number. It was rated as “good”, and the rest were rated as “competent” except for a few cases. If the assessment points are the same, the evaluation is determined by the leading group.
Sixth, performance appraisal program
Branch-level cadre performance appraisal program
1. Preparation for assessment. Write a self-identification material.
2. Assessment points. The main leaders of the party and government in the town are given a score based on the performance and identification materials of the subjects being assessed.
3. Final evaluation. The members of the town performance appraisal leading group are assessed according to the ranking of the points of the assessed objects.
4. Results feedback. The assessment result is notified to the assessment target person and publicized in the hall of the town government. If the object of assessment is within 7 working days from the date of publicity, if the object of the assessment has any objection to the assessment results, it may apply to the performance appraisal leading group of the town government staff for review or appeal.
Institutional internal and suburban staff performance appraisal program
1. Preparation for assessment. Organize relevant materials for assessment and fill in the personal performance work ledger.
2. Self-rating. The subjects to be assessed are scored objectively according to the completion of the work objectives and key objectives.
3. Assessment points. The long-term work and department heads should review the individual performance work accounts of the appraisal target, and objectively give an initial score based on factors such as their performance in the current quarter, assessment status and overall performance. The leader and the in charge of the leader will further evaluate the scores, and the scores will be the assessment points of the subjects to be assessed.
4. Final evaluation. The members of the town performance appraisal leading group are assessed according to the ranking of the points of the assessed objects.
5. Results feedback. The assessment result is notified to the assessment target person and publicized in the hall of the town government. If the object of assessment is within 7 working days from the date of publicity, if the object of the assessment has any objection to the assessment results, it may apply to the performance appraisal leading group of the town government staff for review or appeal.
Seven, the use of performance results
Anhai Town regards the performance appraisal results of government staff as the main basis for material incentives, spiritual incentives and political incentives, and is linked to assessment bonuses, annual assessments, job adjustments, rewards and punishments, and career development.
1. The assessment bonus is issued according to the three levels of “excellent”, “good” and “competent” in the performance evaluation of the quarter, that is, the “excellent” level is issued 2100 yuan, the “good” level is 1800 yuan, and the “professional” level is issued 1500. yuan.
2. If you have accumulated more than 15 working days in the current season, you will not be able to enjoy the “excellent” bonus; the retirees and the staff who are transferred from the town will enjoy the “competent” bonus in the month of employment; the new hire in the quarter or the new adjustment in the county. Those who have worked for less than 20 working days, and who have accumulated sick leave for more than 40 working days in the current season, are warned by the performance in the current season, and are inequitable during the filing of the case. They do not enjoy performance appraisal bonuses; Accumulated more than 2 working days, determined to be incompetent and so on; due to the disciplinary and disciplinary action during the disciplinary period, the quarter is not competent, and then determined by the annual assessment rules such as equal or indefinite; the pending investigation of the performance evaluation bonus .
3. The outstanding personnel of the annual appraisal are selected and produced from the “excellent” personnel of the quarterly assessment. For the quarterly appraisal, the “excellent” rating is rated three times or more, and within the limit of the number of outstanding personnel in the annual appraisal of the unit, it can be directly It is determined to be “excellent” in the annual assessment and is the recommended candidate for the evaluation of the year.
4. For the quarterly evaluation, it is rated as “incompetent”, and the annual assessment is generally determined as “competent” or below; if it is rated as “incompetent” twice or more, it is directly determined to be incompetent.
5. For those who have been evaluated “excellent” for many times in the annual performance appraisal, give priority to the recommendation or recommendation in the promotion and use of the cadre; in the training of cadres, as a priority candidate.
6. For the annual performance appraisal to be evaluated as “incompetent”, give a certain period of time to be treated.
Part 4: Implementation Plan for Performance Evaluation of Institutions
The public institution is a social organization established in accordance with the law and engaged in public welfare services such as education, science and technology, culture, health, and not for profit. This positioning determines the four characteristics that the institution should have, namely: establishing and engaging in public welfare according to law. Service, not for profit, social organization.
The purpose of engaging in public welfare services and not making profits is the most important feature of the institution. It also determines that the performance appraisal of the institution is fundamentally different from the performance appraisal of the enterprise. It cannot simply aim at profit and economic costs. It is to measure the social transfer value of the public services provided, and there are three major difficulties in this measurement:
It is difficult to determine: the so-called difficult to determine is that the evaluation criteria of public services are difficult to determine. For example, the quality of small education in China, we hope that China provides small-scale education for the society, but what is a vegan, how to measure the quality, the goal is difficult to determine, so, Most education administrations use scores and progression rates as indicators to assess the quality of school education, because this indicator is easy to determine, but unfortunately, such easy-to-determine and clear indicators often do not represent the mission of the institution.
It is difficult to quantify: the so-called difficult to quantify is that the evaluation criteria of public services are difficult to fully quantify. For example, community health services, a very important job is health service and health education, and because of different regions and different service targets, The assessment criteria for the work are more difficult to quantify, and the assessment has certain difficulties.
Difficult to measure: The so-called difficult to measure is that the evaluation data of public services is difficult to calculate and obtain. For enterprises, the output value, profit, qualification rate, cost, etc. can be obtained through the financial information of the enterprise, while the public institutions are not. The effect of the work will take a long time to appear. Second, the assessment of public services often introduces the method of social evaluation. It is necessary to select a considerable number of samples for investigation and achieve higher costs.
Because of this, public institutions generally feel that the performance appraisal is very difficult to implement, and the performance salary reform of this institution has once again pushed the issue of assessment to the desktop. Since it is performance salary, it must have a supporting performance appraisal system. , produce assessment results, and apply the results to the issuance of wages. How to resolve this contradiction? After years of experience in designing performance appraisal programs for enterprises and institutions, the author believes that starting a performance appraisal of a public institution does not necessarily require comprehensiveness and perfection, but it must grasp “one center, two basic points”, that is, performance improvement. The center is based on program fairness and standard fairness.
Focus on performance improvement.
Objectively speaking, compared with the performance appraisal of enterprises, except for a few relatively market-oriented units, the performance appraisal of most institutions is still in its infancy, and many cadres and employees cannot even completely distinguish performance management and performance appraisal. The concept of assessment, democratic evaluation, goal management, and responsibility system. Therefore, for most institutions, the construction and operation of the first round of performance appraisal system is more about the popularization, understanding and introduction of performance management concepts. At this stage, we especially need to instill the concept of all personnel: performance management is a circle, starting from the performance plan, through performance coaching, performance appraisal, performance feedback to the application of the assessment results, forming a closed loop; After the summary is improved, it will enter the next round of performance loop; in this process, the organizational performance will spiral upward; and the purpose of performance management is to promote the target of the assessed person and achieve continuous improvement of performance. Among them, assessment is only a link of performance management. Performance salary is only a way of applying performance assessment results. Assessment is not an end but a means of performance improvement.
With such a guiding ideology, everyone will focus on how to achieve improvement in performance, instead of using the assessment results only as a basis for distribution, and over-focusing on its fairness. Objectively speaking, the results of performance appraisal inevitably have non-quantitative, uncontrollable, and non-absolute fairness factors, even for enterprise performance appraisal, and the assessment of public institutions is impossible because public services Value and quality are difficult to measure. It is more difficult to establish a completely fair evaluation standard for services in different regions and different social environments for different target groups. In addition, even if such a standard can be found, the cost of sampling, cleaning, and calculation will be very high, which may lead to a low ratio of input to output of the performance appraisal management activity, which cannot be sustained in the long run.
The program is fair.
The so-called program fairness, that is, the system of performance management is scientific and fair, the program is fair and the results are transparent and open.
The performance appraisal of a public institution must first be fair to the program. The reason for this is based on three considerations: First, the nature of the institution determines the low degree of quantification of its assessment indicators and the low degree of standardization. Under such a premise, if the problem of program fairness can no longer be solved well, then the assessment The credibility will be greatly affected; secondly, the construction of the performance appraisal system needs to be accumulated and explored in practice, and the performance appraisal of the institution is just beginning to be fully implemented. The case, experience, database, etc. are not perfect. Therefore, it is necessary to first The specification begins, because the standardization difficulty of the program is relatively small. Third, through the solidification of the program, the change of the concept of the whole staff can be guided, and the traditional year-end evaluation for the bonus is turned into the performance management for achieving the goal.
To achieve program fairness, we must first attach great importance to leadership. Secondly, we need to train and understand the meaning and purpose of performance management. Third, we must design scientific, standardized and operational programs. Fourth, we must introduce software and other methods to achieve performance. The management program is solidified and standardized so that it can be implemented sustainably, avoiding “a gust of wind and sports” performance appraisal.
This idea is fully reflected in the construction of a performance appraisal system of a CPF center. First of all, through the investigation and investigation of the same industry at home and abroad, the CPF Center System has planned the work structure of performance management, clarified the hierarchical relationship of performance appraisal, and the basic process of performance management. According to the work characteristics of the center, the combination of quantitative and qualitative methods is adopted. The quantitative indicators are combined with the actual workload. The qualitative indicators are scored by 360 degrees, which are divided into a1/a2/a3, b1/b2/b3, c, d eight scales, for each scale designed a scoring standard for reference assessment, making the score more accurate and convenient. At the same time, with the assistance of the consulting company, the center introduced the performance management information system in a timely manner, which made the performance management work formatted, standardized and stylized, greatly reduced the work intensity of performance appraisal and improved the usability of the appraisal system.
Through the above measures and technologies, the center has achieved fairness and standardization of the performance management program. The assessment has been recognized by all cadres and employees, effectively promoting the improvement of work quality and efficiency, and has been highly recognized by the higher authorities. .
Standard fairness.
The so-called standard fairness has higher requirements for performance management. It requires performance management objectives to be transformed into a set of leading, systematic, and operational indicators and standards and effectively decomposed into the unit being evaluated. The data collection and management system provides an objective and fair evaluation of each unit being assessed.
The ultimate goal of performance appraisal of public institutions is to achieve standard fairness. The so-called standard fairness is reflected in four key points:
First of all, a well-performing organization with an overall performance appraisal must be the organization's strategy or business objectives. Therefore, the performance appraisal of a public institution must be done well. First, there must be a unit's strategy or annual goal, because this is The true purpose and direction of performance appraisal. It should be said that the foundation of this institution is still there. Generally, there are annual work plans and work reports. This is a good basic condition.
Secondly, there is a need for a program, a department or a position to be responsible for decomposing the above objectives, and to form an assessment indicator for managers and departments above the middle level. We call this “strategic decoding”. This work is a long-term work, each quarter. Every month, it is necessary to track the completion of the indicators and adjust them according to environmental changes.
Third, it is necessary to establish a tiered classification of job evaluation index database, as well as a performance appraisal training system for department heads. Only hierarchical classification can reflect the work responsibilities and work characteristics of different positions; while the department head is the middle layer of performance appraisal. Only the managers at this level can use the performance appraisal method skillfully, skillfully and standardly. Give your own assessment pressure to the grassroots level, and give each employee scientific and objective assessment results based on performance.
Fourth, a set of data collection and evaluation procedures needs to be established. The materials provided by the finance and related business departments are required to clarify the responsible person, the time for submitting the materials, and the time for submitting the materials; if an assessment team, a debriefing meeting, or a 360-degree evaluation is required, it is necessary to establish as many detailed evaluation criteria or “target anchors” as possible; If an external evaluation is required, the selection, management and review of the external evaluation agency should be done.
Of course, the construction of performance standards is not a day's work, it requires long-term practice, accumulation and commissioning, so as to find a balance between assessment accuracy and assessment costs.
Part V: Implementation Plan for Performance Evaluation of Institutions
In order to further deepen the reform of the cadre and personnel system, explore the establishment of an individual performance appraisal system, and fully mobilize the enthusiasm, initiative, and creativity of the work of the staff of the institutions and institutions, according to the "Jinjiang Municipal Committee of the Communist Party of China, Jinjiang Municipal People's Government on Printing and Distributing <Jinjiang City Government The implementation of the implementation measures is based on the archives spirit of the “Working Staff Performance Evaluation Implementation Plan> Notice”.
First, the guiding ideology
堅持以鄧小平理論和“三個代表”重要思想為指導，深入貫徹落實科學發展觀，結合開展創先爭優活動，探索建立健全機關事業單位工作人員績效指標體系、提高工作效能，為我市科學發展、跨越發展提供有力的人才保障和智力支持。
二、績效考核工作應堅持以下五個原則
分級考核和分類考核相結合的原則。把考核對象劃分為科級幹部、中層幹部和一般工作人員三個層級，分層次進行考核。
定量考核和定性考核相結合的原則。在實施考核過程中，各部門應盡量把考核內容具體化、數量化，切實增強考核指標的針對性和可比性。
平時考核和年度考核相結合的原則。在採取年度考核時，要把績效考核的時間關口前移，做到平時跟蹤管理、定時檢查評估、及時兌現結果，切實增強績效考核的時效性。
組織評價與社會評價相結合的原則。在進行測評時，堅持“誰主管、誰負責、誰評價”，採取自上而下的評價方式，形成上級考核下級、一級考核一級的組織評價機製。
精神激勵和物質激勵相結合的原則。除了使用績效考核獎金等物質激勵外，還要註重把績效考核結果與精神激勵和政治激勵掛鉤，不斷拓展績效結果的運用範圍和領域。
三、實施範圍和對象
街道辦事處機關事業單位在編在崗工作人員。市直單位派駐基層所站中的土地所、勞動保障事務所、司法所、行政執法中隊的工作人員先參與街道日常考核，考核等次人數單獨核算，不佔用街道名額，街道考核確定初步等次後報送相關主管部門，確定最終考核等次；其他派駐單位以主管部門考核為主，街道意見為輔。
Fourth, the organization
成立羅山街道績效考核領導小組，組成人員如下:
組 長：吳丹紅
常務副組長：洪冬森
副 組 長：陳聰衍
王向陽
張連僑
李榮沛
成 員：陳海鳴
丁君明
黃若凡
尤祖來
吳其仁
柯清哲
許文市
領導小組下設辦公室，由李榮沛同志任辦公室主任，丁君明同志任副主任，吳松江、楊清潭、吳春生、鄭月婷同志為辦公室工作人員，負責處理日常事務。
五、績效考核內容及方法
績效考核內容
1、工作績效：為主考核工作量、工作完成質量、工作完成時效等情況；
2、工作態度及綜合貭素：為主考核工作態度、執行能力和落實首問責任製、節約型機關建設等情況；
3、考勤：根據《機關考勤製度》執行，由黨政辦公室負責實施，考勤實行指紋考勤，每個月統計並公示，按季度匯總計算積分。積分標準如下：曠工1天扣5分；遲到、早退每1次扣1分；事假每滿3天扣1分；病假每滿10天扣1分。假製度的行為，依照相關規定處理。 )
4、獎勵和懲罰：獎勵：工作方式方法創新，成效顯著，受到市以上部門表彰或作典型推廣的，每項加5分；懲罰：由工作不力致本單位受到通報批評的每次扣2分；因工作失誤給本單位、部門造成嚴重後果或產生不良影響的每次扣1~2分，嚴重的每次扣3~5分；因工作失職被民眾投訴，經查實首次扣1分，第二次扣2分，三次及以上扣5分。
績效考核辦法
實行季度考核，在每年的1月、4月、7月和10月，對考核對象上一季度工作績效完成情況進行評定。個人績效考核積分=分管領導考核評分—考勤扣分+獎勵加分—處罰扣分。
1、做好工作紀實。被考核對象要做好績效工作記錄，工作記錄在《晉江市績效管理工作日記》上，工作日記記錄每天的出勤和主要工作情況。被考核對象應按月份、季度和年度進行工作總結，逐條列舉工作目標的進展情況、完成程度和工作成效，形成個人績效考核工作檯賬。
2、實施考核評分：按照考核內容要求，根據被考核對象在落實部門工作、駐社區工作、重點項目工作和街道中心工作等情況進行考核評分。街道辦事處及所轄各部門要根據業務工作或階段性中心工作要求具體製定工作落實考核細則，為考核評分提供依據。實施考核時，中層幹部、一般工作人員由各分管領導進行考核評分，兼任多項崗位的，由多名分管領導分別考核評分，取平均分為最後積分；黨政成員副職由街道主要領導進行考核評分；街道主要領導由市分管領導進行考核評分。
3、匯總計算積分：黨政辦負責計算考勤情況，街道各部門每季度第一個月8日前上報前一季度應獎勵、處罰的情況，由街道績效考核領導小組辦公室進行匯總，計算出最後積分。
4、研究確定等次：根據考核積分情況，由黨政會討論並採取無記名投票方式，分別確定三個考核層級的“優秀”、“良好”、“稱職”和“不稱職”等次人員。各考核層級的“優秀”、“良好”等次人員比例分別控製在總人數的25%以內和30%以內。
下列人員參加考核不確定等次：①當季新錄用或外縣新調入工作不滿20個工作日的；②當季請病事假累計超過40個工作日的；③當季被效能告誡的；④受立案調查在立案期間。
下列人員參加考核確定為“不稱職”： ①當季曠工累計超過2個工作日的；②受黨紀政紀處分在處分期間的當季確定為“不稱職”，以後按年度考核規定確定等次或不定等次。
其它：①當季請假累計超過15個工作日的不能定為“優秀”等次；②當季退休人員和調離本市人員按在職月份享受“稱職”等次獎金。
六、績效考核結果的運用
與考核獎金掛鉤。設立績效考核獎金，考核獎金按人均每季度1800元發放，即“優秀”2100元、“良好”1800元、“稱職”1500元，不定等次和“不稱職”的不享受績效獎金。
與獎勵懲戒掛鉤。堅持把績效考核評價與年度考核、評先評優結合起來。年度考核優秀等次人員從季度考核“優秀”等次人員中評選、產生。當年度有三次以上季度考評優秀的，在街道年度考核優秀等次人數限額內的，可以直接確定為年度考核優秀，並作為當年度評先評優的推薦人選。對於季度考評被評為“不稱職”一次的，年度考核一般確定為基本稱職，兩次以上的直接確定為不稱職。對於有計生、綜治、安全生產、環境保護等一票否決情況的，按相關規定確定考核等次。
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- Parental love
- Summer camp program for 2019
- 2019 annual training program
- 2014 Mall National Day Festival Plan