Unit performance evaluation plan
Part 1: Unit performance evaluation plan
Chapter I General Provisions
The first one is to scientifically evaluate the performance of public institutions and strengthen the management of public institutions. According to the "Provisional Regulations on the Registration and Management of Institutions", the "Trial Measures for the Examination of Institutions in Shandong Province" and the relevant requirements for the promotion of the reform of public institutions, combined with the actual situation of the city. , formulate these measures.
Article 2 The performance of public institutions referred to in these Measures refers to the achievements and effects of public institutions in social management and public service activities. Performance appraisal is the use of a specific indicator system, in accordance with a unified standard, through quantitative and qualitative comparative analysis, the performance of the assessed unit in a certain period of comprehensive evaluation.
Article 3 The performance appraisal of public institutions adheres to the principle of promoting the development of public welfare undertakings and adhering to the principles of classification organization, social participation, objective justice, and responsibility.
Article 4 The scope of assessment shall be the institutions that the municipal government directly incorporates into the organization and management of the organization and other organizations that have been prepared for use. The institutions that have been included in the annual target management assessment of the municipal party committee and the municipal government no longer conduct performance appraisal separately.
Chapter II Organization Management
Article 5 The performance appraisal of public institutions shall be unifiedly led by the appraisal committee of the municipal institutions, and the appraisal committee office of the municipal institutions shall be responsible for organizing the implementation. The specific work shall be undertaken by the Municipal Institutional Registration Administration.
Article 6 The duties of the evaluation committee of the municipal institutions:
Implement the guidelines, policies, laws, regulations, and rules for the assessment and management of relevant state, provincial, and municipal institutions, and review and approve relevant normative files and work plans;
Responsible for the organization, guidance, supervision and comprehensive coordination of the performance appraisal of public institutions;
Examine the appraisal results of the assessed institutions.
Article 7: The duties of the municipal examination office:
Prepare an annual assessment work plan;
Establish a performance appraisal review library and professional performance appraisal committee of the institution;
Responsible for formulating the implementation rules for the assessment of common indicators and organizing the implementation, and reviewing the implementation rules for the evaluation of individual indicators formulated by various industries and departments.
Review the annual target tasks of the institution;
Review the assessment of the assessed unit;
Responsible for the publicity, release and filing of the assessment results;
Responsible for accepting complaints or reports related to the assessment work;
Responsible for the establishment and management of performance files;
To undertake other tasks assigned by the assessment committee of the municipal institutions.
Article 8 shall establish a performance appraisal review library for public institutions. The evaluation library is composed of directors, experts and scholars of the Dongying City Administrative Management Science Research Association, and some party representatives, deputies to the National People's Congress, and CPPCC members are invited to participate.
Article 9 A professional performance appraisal committee shall be established to be responsible for the organization and implementation of the individuality appraisal rules.
The professional performance appraisal committee consists of 7-9 judges and 1 chairman. According to the needs of the work, the representative of the service object can be recruited.
Article 10 The review shall adhere to the principle, be conscientious and responsible, be fair and decent, be devoted to the duties, and be familiar with the performance appraisal related business of the institution.
If the review has one of the following circumstances, it shall evade on its own, and the assessed unit may also ask the municipal examination office to evade:
Have direct interests with the unit being assessed;
He has served in the unit under review and has been resigned for less than three years;
Others may affect the fairness of the assessment results.
Article 11 The performance appraisal of public institutions shall be based on regular assessments. Generally, they shall be assessed once a year. Key inspections or special inspections may also be carried out according to the needs. The specific conditions shall be determined by the evaluation committee of the municipal institutions.
Chapter III Assessment Contents and Programs
Article 12 The performance appraisal of a public institution shall be implemented in a percentage system consisting of two parts: a common indicator and a personality indicator.
Common indicator
1. Registration management: legal person registration, annual inspection, purpose, business scope performance, credit construction, information disclosure, etc.
2. Social evaluation: Satisfaction with duties, administrative efficiency, transformation style and civilized service.
Personality indicator
1. Main business development: annual target task completion, research and innovation, achievements and rewards.
2. Economic and social benefits: providing information on social welfare services and contributions to economic and social development.
3. Management and operation status: internal management situation, construction of leading and cadre teams, and financial asset management status.
Article 13 The performance appraisal of a public institution shall be carried out in accordance with the procedures of self-examination and self-assessment, assessment notice, field assessment, social assessment, professional appraisal, determination, and public filing:
Self-evaluation. The assessed unit conducts self-examination according to the examination details, forms a self-assessment report, and fills in the “Dongying City Performance Evaluation Appraisal Form”. After the competent department has reviewed and signed the opinions, it will submit it to the municipal examination office according to the prescribed time.
Assessment notice. Through the news media, the appraisal notice will be released to the public in advance, and the time, content and method of appraisal will be announced, and social supervision will be accepted.
Field assessment. An assessment team will be set up to conduct on-the-spot assessment of the relevant conditions of the units being assessed. The assessment team consists of relevant personnel from the departments of assessment and organization, preparation, finance, and human resources and social security.
1. Access to information. The key inspections reflect the relevant information of the registration management part of the common indicators. At the same time, verify relevant information reflecting the individuality indicators.
2. Individual conversations. The assessment team will talk with the leaders of the competent departments of the assessed units and relevant staff, listen to the evaluation of the work of the assessed units, and understand the measures taken by the assessed units in implementing the assessment indicators, the main problems, opinions and suggestions.
3. On-site verification. The assessed units that undertake major projects and key projects shall go to the site for on-site verification.
Based on the above situation, the score of the registration management part in the common indicator is proposed.
Social evaluation. The social evaluation mainly measures the social satisfaction of the assessed units, including the democratic appraisal and the public opinion survey. The democratic appraisal shall be evaluated by the municipal examination committee and the municipal government department. Polls are surveyed by the Municipal Bureau of Statistics through questionnaires and telephone interviews. The survey targets should be representative and extensive. The effective sample of the survey should not be less than 200.
Refer to the formula for the assessment of the target management assessment of the municipal party committee and the municipal government to propose the scores of the social evaluation part of the common indicators.
Professional review. A comprehensive review meeting was held to quantitatively evaluate the individual indicators, write assessment comments, and determine the assessment scores.
Determine the time. The municipal examination office shall make recommendations for the assessment according to the comprehensive scores of the units to be assessed, and report to the evaluation committee of the municipal institutions for examination and approval.
Public filing. The Municipal Examination Office will report the assessment results to the assessed units and the competent authorities in writing, and make public announcements for not less than 7 working days. During the publicity period, if there is any objection to the assessment results, you can apply for a review to the corresponding professional performance appraisal committee or the municipal examination office. If the situation is true, the assessment results should be adjusted.
After the public notice period has no objection, the assessment results will be reported within a certain scope, and reported to the member units of the assessment committee of the municipal institution for record.
Chapter IV Assessment
Article 14 The results of performance appraisal are A, B, and C. The A level is generally no more than 15% of the total number of participating institutions, and the comprehensive score of 60 points or less is determined as C.
The performance appraisal of the public institutions that have been included in the annual target management assessment of the municipal party committee and the municipal government is determined according to the annual target management appraisal results. The annual target management appraisal award is set to grade A, and the annual target management appraisal score is at the end of the appraisal sequence. The rating is C, and the rest is B.
Article 15: In any of the following circumstances, it shall not be determined as Class A:
If the key spot check or special inspection is unqualified;
The unit is subject to administrative punishment or is investigated by the legal department and investigated for responsibility according to law;
Cadres and workers are subject to disciplinary action by the party or discipline, or are investigated for criminal responsibility according to law;
Have legal person conditions but fail to register the legal person of the institution as required;
Other causes of adverse social impact.
Article 16 In any of the following circumstances, it shall be directly determined as Class C:
Not carrying out business activities for more than one year or stopping business activities for more than one year;
Criticized by the party committee and the government;
Was rejected by the relevant authorities by one vote;
Not participating in performance appraisal for no reason;
Falsified in performance appraisal;
Do not participate in the annual inspection of the legal entity of the institution;
Other causes of bad social impact.
Article 17 If a public institution approves the establishment of less than one year, it shall only participate in performance appraisal, and uncertain assessments.
Chapter V Application of Results
Article 18 The results of performance appraisal of the institutions affiliated to the department shall be included in the annual target management assessment of the municipal party committee and municipal government of the competent department, and classification and dynamic management shall be implemented.
Article 19 The results of the assessment shall be quantified according to the assessment of the affiliated institutions, and shall be included in the total score of the annual target management assessment of the competent department, and shall be used as the reward and punishment of the leading cadres of the assessed unit, the selection and appointment, the adjustment of the organization, the financial expenses of the unit and An important basis for the income level of employees.
Quantitative score calculation formula: the performance evaluation weight of the public institution is divided into × [1 × A-level unit number + 0.5 × B-level unit number + 0 × C-level unit number] 总 the total number of institutions belonging to the competent department.
Article 20 The assessment results are of Class A:
According to the number of in-service staff, the unit to be assessed is given a one-time award. Among them, the number of employees in the company is less than 100, according to the actual number and the standard of 600 yuan/person. If the number of employees in the company is more than 100, the unit will be given 60,000 yuan. Fixed rewards.
The municipal government committee and the municipal government's goal management evaluation award-winning institution unit does not repeat rewards.
Increase financial support and appropriately increase the total amount of performance wages.
It is recommended in the first-class trees of all levels.
The main person in charge of the unit or the legal representative may be determined to be an excellent one.
For the third consecutive year, the A-level, according to the cadre management license, under the same conditions, the main responsible person or legal representative of the unit may be preferred to promote and appoint.
Article 21: The assessment results are C-level:
Members of the unit's leadership team may not issue year-end bonuses in the same year.
Reduce financial support and appropriately reduce the total amount of performance wages.
Units may not participate in the evaluation of the first tree in the current year.
If the assessment result of more than 30% of the institutions affiliated to the competent department is C-level, the department shall not participate in the evaluation of the first tree in the current year.
If the assessment result in the current year is C-level, the main responsible person or legal representative cannot participate in the evaluation of the first tree in the current year, and the assessment results may not be determined as excellent. The results of the assessment for two consecutive years are C-level, and the legal representative of the institution, The responsible personnel shall be removed or dismissed according to the cadre management permission.
If the assessment result is C-level, the unit will be given a warning and the rectification will be carried out within a time limit. If the assessment result is C-level for two consecutive years, the unit will be notified and the leadership team will be adjusted according to the cadre management permission.
Chapter VI Supervision and Management
Article 22 All departments and units shall earnestly assume the supervisory responsibility for their affiliated institutions and increase supervision and guidance over the overall operation of the institutions. All institutions must actively cooperate with the performance appraisal work, and report the annual target tasks of the unit to the municipal examination office in the first quarter of each year.
Article 23 The performance appraisal review shall correctly perform its duties, be conscientious and responsible, strictly abide by discipline, and participate in the appraisal work of the professional performance appraisal committees as required. Those who violate the appraisal appraisal procedures and disciplinary requirements, once verified, cancel their accreditation qualifications, and cause serious consequences, in accordance with the relevant provisions to investigate the responsibility.
Article 24 The member units of the appraisal committees of municipal institutions shall strengthen coordination and cooperation, make full use of the appraisal results, and give full play to the guiding and stimulating role of performance appraisal.
In the first quarter of the next year, each member unit reported the application of the assessment results to the municipal examination office.
Chapter VII Supplementary Provisions
Article 25 These Measures shall be interpreted by the Office of the Evaluation Committee of the Municipal Public Institutions.
Article 26 Each county and district may, with reference to these Measures, formulate measures for the performance appraisal of the public institutions in the county.
Article 27 These Measures shall come into force as of the date of promulgation.
Part 2: Unit performance evaluation plan
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 quality education for the society, but what is quality, how to measure quality, the goal is difficult to determine, so most education management The department uses 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 fail to 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 cycle, starting from the performance plan, through performance coaching, performance appraisal, performance feedback to the application of assessment results, forming a closed loop; After the improvement, it will enter the next round of performance cycle; 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 central system has planned the work framework 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 data provided by the finance and related business departments are required to clarify the responsible person, the time for submitting data, and the data reporting method. 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 3: Unit performance evaluation plan
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.
The assessment time will be implemented from January 1st, 20XX, and the performance salary assessment will be carried out for the staff of the Baiyun District Archives Bureau from January to December 20XX in the preparation of the post and the full financial allocation.
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 evaluated the staff of the institution, and the final score accounted for 60% of the assessment.
2, colleagues evaluation. It was evaluated by other general cadres and staff members of the Baiyun District Archives Bureau, and the final score accounted for 40% of the assessment.
3. Self-evaluation. Self-assessment scores account for 10% of the total scores.
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 score 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 preserved with the original basis. The assessment scores and results should be informed to the assessed personnel. If there is any objection, the review can be submitted within the prescribed time limit.
9. This assessment method shall be implemented from January 2019.
X. This assessment method is interpreted by the Leading Group of the Performance and Wages Assessment of the District Archives Bureau.
Part 4: Unit Performance Evaluation Program
Chapter I General Provisions
The first one is to further consolidate and improve the "target, assessment, supervision" trinity work mechanism, increase the assessment work, correctly evaluate the performance of the department, ensure the smooth realization of the objectives of various civil affairs work, and promote the scientific and harmonious development of civil affairs in the district. Formulate these measures.
Article 2 Performance appraisal adheres to the principles of objectivity and fairness, and pays attention to actual performance. It implements the combination of daily and regular, qualitative and quantitative, and the combination of target assessment and comprehensive assessment.
Article 3 These Measures shall apply to all departments and bureaus of the bureau.
Chapter II Assessment Methods and Contents
Article 4 The assessment of the “double percentage” of the bureaus and institutions shall be carried out. There are four categories: general assessment, key assessment, target assessment and comprehensive assessment, including 40 points for common assessment, 60 points for key assessment, 60 points for target assessment, and 40 points for comprehensive assessment.
Article 5 After the contents of the examination have been printed, they are generally not adjusted. The special circumstances may be adjusted after the party and government joint meeting of the bureau or the office of the director.
Article 6 General assessment. A total of 40 points.
1. Effectively implement the responsibility system for party style and clean government construction, actively participate in the creation of “non-service criminal units” activities, strengthen cadre education, conduct violations of laws and regulations, and standardize the implementation of various rules and regulations. 6 points
2. According to law, the administrative law enforcement responsibility system is in place, all administrative operations are standardized, administrative actions are error-free, contradictions and problems are handled in a timely and legal manner, and there is no administrative inaction. 4 points
3. The archives are in compliance with the regulations and the files are handed over in a timely manner. 2 minutes
4. Internal management norms, indoor cleaning, clean and tidy personnel, internal politics, business, and law-enforcement programs, records, and timely submission of various materials and data required by superiors and bureaus. 4 points
5. Deepen the construction of the organization's work style and actively participate in the construction of a standardized management system. Good work attitude, high efficiency, and satisfaction at the grassroots level and the public. 4 points
6. Do a good job in letters from the people, letters from the "Leader's Mailbox", and the handling of leadership instructions to ensure that the regulations are handled and responded on time. The NPC deputies suggested that the CPPCC members’ proposal rate was high and there was no dissatisfaction. The people’s letters and visits were timely. 4 points
7. Perform the duties of social management comprehensive management, the responsibility of population and family planning work, and complete the tasks of civilized urban construction. 4 points
8. Conscientiously implement the "Regulations on the Openness of Government Information", conduct party affairs affairs openness as required, do a good job in publicity, and report government affairs with high quality, with no less than 4 articles per subject. 4 points
9. In-depth investigation and research, complete the investigation report writing task. 4 points
10. Actively participate in various learning, cultural and social activities, and complete various learning tasks on time and in quality. Seriously implement the duty system, get on time and do the duty record. 4 points
In items 1 to 7, each of the sub-items does not meet the prescribed standards, and the penalty is determined according to the circumstances and the severity of the consequences. Items 8-9 are implemented in accordance with the “Opinions on the Implementation of Special Assessments for Research and Information Work” issued by the Bureau. In item 10, one point is deducted for each unexcused absence according to the attendance record, and the deduction is completed.
Article 7 Target assessment. A total of 60 points.
The specific content is the content of the responsibility signed by the leaders of the bureau and the departments of the year. Proportional deductions for goals that are not completed in time series.
Article 8 Key assessment. A total of 60 points.
Each responsible department reports the progress of the month and the work of the next month on the 25th to 28th of each month. The bureau and the supervision office conduct monthly inspections and comparisons. The timeliness and quality of the assessment are completed. The monthly score is 5 points, and the unfinished target is deducted. Minute.
Article IX Comprehensive evaluation. A total of 40 points.
1. Leaders evaluate each department. 12 points
2. The departments evaluate each other. 10 points
3, the city office business office counterpart evaluation. 8 points
4. Each street civil affairs office evaluates the various departments of the government, and the bureau's assessment leading group determines the service object and the personnel of the comprehensive department of the agency to evaluate the bureaus and associations of the bureau. 10 points
For the above evaluations, the scores are calculated by weighted average of excellent, good, medium and poor.
Chapter III Extra points and points deduction
Article 10 Bonus items
1. The individual work of the department is commended by the state-level unit or the provincial party committee and the provincial government, plus 10 points.
2. The individual work of the department is commended by the municipal party committee, the municipal government or the provincial unit, plus 6 points.
3. The individual work of the department is commended by the district committee, the district government or the municipal unit, plus 4 points.
4. Excessive completion of the Bureau to issue extra-budgetary economic indicators, plus 1 point for every 2%.
Article 11 Deduction points
1. The staff members are subject to disciplinary action, and deduct 20 points each time.
2. If the staff member is at fault in the process of administrative law enforcement, causing the administrative reconsideration to revoke the original decision and the administrative lawsuit to lose the case, each person deducts 10 points; if there is a fault and is investigated for responsibility, but does not cause serious consequences, each time deduct 5 points.
3. In the construction work of the wind, due to poor service attitude, dissipated style and other reasons, the people were dissatisfied and reported to be verified, or exposed to the news media due to work mistakes, each deduction of 10 points.
4. Loss of confidentiality, theft, etc. due to ineffective management, or loss due to absence or dereliction of duty on duty, deducting 10 points for each occurrence.
5. The proposals and proposals undertaken during the year were rated as unsatisfactory, with 5 points deducted for each item, and 1 point for each case that was rated as unsatisfactory.
6. In the overall organization of political theory, policies and regulations, business knowledge and other examination activities, each staff member failed the exam, deducting 2 points per person.
7. Except for force majeure or policy adjustment reasons, if the unfinished economic indicators are not completed by the bureau, 2 points will be deducted by 2%.
8, can not complete the information reported deduction of 2 points, do not participate in the evaluation of advanced departments.
9. If the temporary, sudden, and other tasks other than the annual target set by the district bureau are not completed, 5 points will be deducted each time.
Chapter IV Assessment Program
Article 12 The assessment program consists of the department's self-evaluation, organizational assessment, comprehensive assessment and assessment of the leadership team. The specific content is:
1, the department self-evaluation. Each department conducts inspection and comparison one by one according to the assessment method, forms a summary report, fills in the assessment form and self-rating.
2. Organizational evaluation. The bureau's assessment leading group organizes personnel to conduct inspections on a quarterly basis, and conducts comprehensive inspections at the end of the year. The inspections are carried out in various forms such as listening to reports, reading materials, and checking files, and the assessment team conducts a comprehensive evaluation.
3. Conduct evaluations. At the end of the year, the assessment team designed a special evaluation form, held a corresponding meeting for public evaluation, and calculated the evaluation results according to the weighted average method.
4. Leading group assessment.局考核領導小組根據自評、考核和測評結果進行專題研究，並對各項考核內容和結果進行核准，初步確定綜合分，提交黨政聯席會或局長辦公會研究決定。
第五章 獎懲
第十三條 按照考核分由高到低確定局先進集體初步名單，提交黨政聯席會或局長辦公會研究決定。對受表彰的單位和個人給予精神和物質獎勵。
先進集體標準：整體形象好。嚴格遵守各項法律法規和規章制度，秉公守法、勤政廉政，整體素質高，服務意識強，民眾威信高，無違法違紀行為；服務工作好。工作作風紮實，深入實際，文明辦公，文明執法，辦事效率高，服務質量好，無“吃、拿、卡、要”行為；團結協作好。全局觀念強，有集體榮譽感，工作主動配合協調，互相補充不拆台，不推諉扯皮，合力作用發揮明顯；工作業績好。熱愛本職、履行職責、恪盡職守，職能作用發揮好，表現突出、成績優異。
先進個人標準：工作認真負責，熱情高，愛崗敬業，作風紮實，有較強的事業心和責任感，負責工作完成突出；自身要求嚴格，個人素質高，形象好，遵紀守法，無違法違紀行為；積極參加集體活動和學習，有較好的理論水平、業務能力、個人修養和道德素質；團結同志，好學上進，積極進取，樂於助人，有民眾威信，受到領導和民眾的好評。
Chapter VI Supplementary Provisions
第十四條 局機關、事業單位績效考核領導小組由局長任組長，黨工委書記、分管領導任副組長，辦公室、監察室、計財科負責人為成員，具體負責日常考核工作。
第十五條 加分實行上封頂，最高加分為10分。扣分項目不保底。
第十六條 本辦法由局考核領導小組負責解釋。
篇五：單位績效考核方案
First, the purpose of the assessment
1.1為提高公司的經營管理水平，有效實施公司運營戰略規則，客觀、準確地評價公司各管理崗位和各職能部門員工的工作績效，使企業對員工的管理、獎懲、異動、教育培訓及員工的職業生涯規劃有所依據；
1.2為公司制定相應的政策提供客觀依據，同時促進公司各項管理工作的開展，確保公司總體目標的實現.
二、考核範圍
2.1公司各職能部門管理人員及員工。
2.2另有下列情況人員不在考核範圍內：
2.2.1、 試用期內,尚未轉正員工
2.2.2、 連續出勤不滿六個月或考核前休假、停職六個月以上
2.2.3、 兼職、特約人員
Third, the principle of assessment
3.1、以公司對員工的經營業績指標及相關的管理指標，和員工實際工作中的客觀事實為基本依據；
3.2、以員工考核制度規定的內容、程式和方法為操作準則；
3.3、以全面、客觀、公正、公開、規範為核心考核理念。
四、考核程式
考核的一般操作程式：
4.1、 員工自評：按照“考核許可權表”，員工選擇適當的考核量表進行自我評估
4.2、 直接主管複評：直接主管對員工的表現進行複評。
4.3、 間接主管覆核：間接主管對考核結果評估，並最後認定。
五、考評依據
5.1部門績效分數：《部門負責人本月工作計畫完成情況得分統計表》
5.2 員工考核分數：《部門員工月度績效考核評分表》
六、 考核時限
6.1每月12日前，總裁辦綜合評定集團各職能部門各項工作完成的質量與效率，給出公司當月各職能部門的《部門負責人本月工作計畫完成情況得分統計表》；
6.2每月15日前，各部門負責人提報本部門內所有人員《月度績效考核評分表》；自評、複評部分均需進行評分並簽字確認後，報至人力資源部績效考核處；
6.3每月20日前，績效考核部處理員工申訴事宜，並匯總對公司職能部門全員的《月度績效考核評分表》進行統計整理；
6.4每月22日前，績效考核部將統計匯總後的《月度績效考核評分表》進行報批；
6.5每月24日前，將報批簽字後的《月度績效考核評分表》發至人力資源部薪資專員處；
6.6每月28日前，進行考核結果的月度分析，為下一階段績效考核提供改進建議及考核結果套用提供依據；
七、 考核方法
7.1、公司實行兩級考核制，即先對部門進行考核，再對員工進行考核。
7.2 、考核等級比例控制：
八、 考評結果套用
8.1、薪酬計算方法
被考評人考評成績匯總後，即根據本次考評分數計算考評當期被考評人的實得績效工資。
被考評人從月度工資總額中提取15%作為當月品績考評的績效工資基數Z。當月實得績效工資Z按下表方法計算。
8.2、各級管理人員勝任能力評估，全年月度品績考評平均分數作為加薪、晉升、年終獎或培養的依據。
8.3、連續三個月實得績效工資為零的，視具體情況作降級、降職處理。
8.4、對於不按規定和要求配合工作，違反規定提供虛假資料信息，及其他不良行為的，將按公司獎懲制度相關規定懲處。
九、考核細則
9.1公司將根據績效實施過程中的具體情況，進行方案的適當調整。九、考核細則
9.2新招聘人員在試用期內不參與考核；
9.3考核期內工作崗位發生異動人員，異動當月按工作天數多的崗位所在部門進行考核；
9.4當月因病或因事請假出勤不滿15個工作日的員工，不參與考核。
十、考核申訴
10.1、 考核申訴是為了使考核制度完善化和在考核過程中真正做到公開、公正、合理而設定的特殊程式。
10.2、 部屬與直接主管討論考核內容和結果後，如有異議，可先向部門主管提出申訴，由部門主管進行協調；如部門主管協調後仍有異議，可向人力資源部提出申訴，由人力資源部門專員進行調查協調。
10.3、 考核申訴的同時必須提供具體的事實依據。
十一、實施及解釋許可權
11.1、公司可根據實施的具體情況及時進行調整，本辦法由人力資源部負責解釋，並受理員工申訴事宜。
11.2、本辦法於年 月正式執行。
Chapter I General Provisions
The first one is to scientifically evaluate the performance of public institutions and strengthen the management of public institutions. According to the "Provisional Regulations on the Registration and Management of Institutions", the "Trial Measures for the Examination of Institutions in Shandong Province" and the relevant requirements for the promotion of the reform of public institutions, combined with the actual situation of the city. , formulate these measures.
Article 2 The performance of public institutions referred to in these Measures refers to the achievements and effects of public institutions in social management and public service activities. Performance appraisal is the use of a specific indicator system, in accordance with a unified standard, through quantitative and qualitative comparative analysis, the performance of the assessed unit in a certain period of comprehensive evaluation.
Article 3 The performance appraisal of public institutions adheres to the principle of promoting the development of public welfare undertakings and adhering to the principles of classification organization, social participation, objective justice, and responsibility.
Article 4 The scope of assessment shall be the institutions that the municipal government directly incorporates into the organization and management of the organization and other organizations that have been prepared for use. The institutions that have been included in the annual target management assessment of the municipal party committee and the municipal government no longer conduct performance appraisal separately.
Chapter II Organization Management
Article 5 The performance appraisal of public institutions shall be unifiedly led by the appraisal committee of the municipal institutions, and the appraisal committee office of the municipal institutions shall be responsible for organizing the implementation. The specific work shall be undertaken by the Municipal Institutional Registration Administration.
Article 6 The duties of the evaluation committee of the municipal institutions:
Implement the guidelines, policies, laws, regulations, and rules for the assessment and management of relevant state, provincial, and municipal institutions, and review and approve relevant normative files and work plans;
Responsible for the organization, guidance, supervision and comprehensive coordination of the performance appraisal of public institutions;
Examine the appraisal results of the assessed institutions.
Article 7: The duties of the municipal examination office:
Prepare an annual assessment work plan;
Establish a performance appraisal review library and professional performance appraisal committee of the institution;
Responsible for formulating the implementation rules for the assessment of common indicators and organizing the implementation, and reviewing the implementation rules for the evaluation of individual indicators formulated by various industries and departments.
Review the annual target tasks of the institution;
Review the assessment of the assessed unit;
Responsible for the publicity, release and filing of the assessment results;
Responsible for accepting complaints or reports related to the assessment work;
Responsible for the establishment and management of performance files;
To undertake other tasks assigned by the assessment committee of the municipal institutions.
Article 8 shall establish a performance appraisal review library for public institutions. The evaluation library is composed of directors, experts and scholars of the Dongying City Administrative Management Science Research Association, and some party representatives, deputies to the National People's Congress, and CPPCC members are invited to participate.
Article 9 A professional performance appraisal committee shall be established to be responsible for the organization and implementation of the individuality appraisal rules.
The professional performance appraisal committee consists of 7-9 judges and 1 chairman. According to the needs of the work, the representative of the service object can be recruited.
Article 10 The review shall adhere to the principle, be conscientious and responsible, be fair and decent, be devoted to the duties, and be familiar with the performance appraisal related business of the institution.
If the review has one of the following circumstances, it shall evade on its own, and the assessed unit may also ask the municipal examination office to evade:
Have direct interests with the unit being assessed;
He has served in the unit under review and has been resigned for less than three years;
Others may affect the fairness of the assessment results.
Article 11 The performance appraisal of public institutions shall be based on regular assessments. Generally, they shall be assessed once a year. Key inspections or special inspections may also be carried out according to the needs. The specific conditions shall be determined by the evaluation committee of the municipal institutions.
Chapter III Assessment Contents and Programs
Article 12 The performance appraisal of a public institution shall be implemented in a percentage system consisting of two parts: a common indicator and a personality indicator.
Common indicator
1. Registration management: legal person registration, annual inspection, purpose, business scope performance, credit construction, information disclosure, etc.
2. Social evaluation: Satisfaction with duties, administrative efficiency, transformation style and civilized service.
Personality indicator
1. Main business development: annual target task completion, research and innovation, achievements and rewards.
2. Economic and social benefits: providing information on social welfare services and contributions to economic and social development.
3. Management and operation status: internal management situation, construction of leading and cadre teams, and financial asset management status.
Article 13 The performance appraisal of a public institution shall be carried out in accordance with the procedures of self-examination and self-assessment, assessment notice, field assessment, social assessment, professional appraisal, determination, and public filing:
Self-evaluation. The assessed unit conducts self-examination according to the examination details, forms a self-assessment report, and fills in the “Dongying City Performance Evaluation Appraisal Form”. After the competent department has reviewed and signed the opinions, it will submit it to the municipal examination office according to the prescribed time.
Assessment notice. Through the news media, the appraisal notice will be released to the public in advance, and the time, content and method of appraisal will be announced, and social supervision will be accepted.
Field assessment. An assessment team will be set up to conduct on-the-spot assessment of the relevant conditions of the units being assessed. The assessment team consists of relevant personnel from the departments of assessment and organization, preparation, finance, and human resources and social security.
1. Access to information. The key inspections reflect the relevant information of the registration management part of the common indicators. At the same time, verify relevant information reflecting the individuality indicators.
2. Individual conversations. The assessment team will talk with the leaders of the competent departments of the assessed units and relevant staff, listen to the evaluation of the work of the assessed units, and understand the measures taken by the assessed units in implementing the assessment indicators, the main problems, opinions and suggestions.
3. On-site verification. The assessed units that undertake major projects and key projects shall go to the site for on-site verification.
Based on the above situation, the score of the registration management part in the common indicator is proposed.
Social evaluation. The social evaluation mainly measures the social satisfaction of the assessed units, including the democratic appraisal and the public opinion survey. The democratic appraisal shall be evaluated by the municipal examination committee and the municipal government department. Polls are surveyed by the Municipal Bureau of Statistics through questionnaires and telephone interviews. The survey targets should be representative and extensive. The effective sample of the survey should not be less than 200.
Refer to the formula for the assessment of the target management assessment of the municipal party committee and the municipal government to propose the scores of the social evaluation part of the common indicators.
Professional review. A comprehensive review meeting was held to quantitatively evaluate the individual indicators, write assessment comments, and determine the assessment scores.
Determine the time. The municipal examination office shall make recommendations for the assessment according to the comprehensive scores of the units to be assessed, and report to the evaluation committee of the municipal institutions for examination and approval.
Public filing. The Municipal Examination Office will report the assessment results to the assessed units and the competent authorities in writing, and make public announcements for not less than 7 working days. During the publicity period, if there is any objection to the assessment results, you can apply for a review to the corresponding professional performance appraisal committee or the municipal examination office. If the situation is true, the assessment results should be adjusted.
After the public notice period has no objection, the assessment results will be reported within a certain scope, and reported to the member units of the assessment committee of the municipal institution for record.
Chapter IV Assessment
Article 14 The results of performance appraisal are A, B, and C. The A level is generally no more than 15% of the total number of participating institutions, and the comprehensive score of 60 points or less is determined as C.
The performance appraisal of the public institutions that have been included in the annual target management assessment of the municipal party committee and the municipal government is determined according to the annual target management appraisal results. The annual target management appraisal award is set to grade A, and the annual target management appraisal score is at the end of the appraisal sequence. The rating is C, and the rest is B.
Article 15: In any of the following circumstances, it shall not be determined as Class A:
If the key spot check or special inspection is unqualified;
The unit is subject to administrative punishment or is investigated by the legal department and investigated for responsibility according to law;
Cadres and workers are subject to disciplinary action by the party or discipline, or are investigated for criminal responsibility according to law;
Have legal person conditions but fail to register the legal person of the institution as required;
Other causes of adverse social impact.
Article 16 In any of the following circumstances, it shall be directly determined as Class C:
Not carrying out business activities for more than one year or stopping business activities for more than one year;
Criticized by the party committee and the government;
Was rejected by the relevant authorities by one vote;
Not participating in performance appraisal for no reason;
Falsified in performance appraisal;
Do not participate in the annual inspection of the legal entity of the institution;
Other causes of bad social impact.
Article 17 If a public institution approves the establishment of less than one year, it shall only participate in performance appraisal, and uncertain assessments.
Chapter V Application of Results
Article 18 The results of performance appraisal of the institutions affiliated to the department shall be included in the annual target management assessment of the municipal party committee and municipal government of the competent department, and classification and dynamic management shall be implemented.
Article 19 The results of the assessment shall be quantified according to the assessment of the affiliated institutions, and shall be included in the total score of the annual target management assessment of the competent department, and shall be used as the reward and punishment of the leading cadres of the assessed unit, the selection and appointment, the adjustment of the organization, the financial expenses of the unit and An important basis for the income level of employees.
Quantitative score calculation formula: the performance evaluation weight of the public institution is divided into × [1 × A-level unit number + 0.5 × B-level unit number + 0 × C-level unit number] 总 the total number of institutions belonging to the competent department.
Article 20 The assessment results are of Class A:
According to the number of in-service staff, the unit to be assessed is given a one-time award. Among them, the number of employees in the company is less than 100, according to the actual number and the standard of 600 yuan/person. If the number of employees in the company is more than 100, the unit will be given 60,000 yuan. Fixed rewards.
The municipal government committee and the municipal government's goal management evaluation award-winning institution unit does not repeat rewards.
Increase financial support and appropriately increase the total amount of performance wages.
It is recommended in the first-class trees of all levels.
The main person in charge of the unit or the legal representative may be determined to be an excellent one.
For the third consecutive year, the A-level, according to the cadre management license, under the same conditions, the main responsible person or legal representative of the unit may be preferred to promote and appoint.
Article 21: The assessment results are C-level:
Members of the unit's leadership team may not issue year-end bonuses in the same year.
Reduce financial support and appropriately reduce the total amount of performance wages.
Units may not participate in the evaluation of the first tree in the current year.
If the assessment result of more than 30% of the institutions affiliated to the competent department is C-level, the department shall not participate in the evaluation of the first tree in the current year.
If the assessment result in the current year is C-level, the main responsible person or legal representative cannot participate in the evaluation of the first tree in the current year, and the assessment results may not be determined as excellent. The results of the assessment for two consecutive years are C-level, and the legal representative of the institution, The responsible personnel shall be removed or dismissed according to the cadre management permission.
If the assessment result is C-level, the unit will be given a warning and the rectification will be carried out within a time limit. If the assessment result is C-level for two consecutive years, the unit will be notified and the leadership team will be adjusted according to the cadre management permission.
Chapter VI Supervision and Management
Article 22 All departments and units shall earnestly assume the supervisory responsibility for their affiliated institutions and increase supervision and guidance over the overall operation of the institutions. All institutions must actively cooperate with the performance appraisal work, and report the annual target tasks of the unit to the municipal examination office in the first quarter of each year.
Article 23 The performance appraisal review shall correctly perform its duties, be conscientious and responsible, strictly abide by discipline, and participate in the appraisal work of the professional performance appraisal committees as required. Those who violate the appraisal appraisal procedures and disciplinary requirements, once verified, cancel their accreditation qualifications, and cause serious consequences, in accordance with the relevant provisions to investigate the responsibility.
Article 24 The member units of the appraisal committees of municipal institutions shall strengthen coordination and cooperation, make full use of the appraisal results, and give full play to the guiding and stimulating role of performance appraisal.
In the first quarter of the next year, each member unit reported the application of the assessment results to the municipal examination office.
Chapter VII Supplementary Provisions
Article 25 These Measures shall be interpreted by the Office of the Evaluation Committee of the Municipal Public Institutions.
Article 26 Each county and district may, with reference to these Measures, formulate measures for the performance appraisal of the public institutions in the county.
Article 27 These Measures shall come into force as of the date of promulgation.
Part 2: Unit performance evaluation plan
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 quality education for the society, but what is quality, how to measure quality, the goal is difficult to determine, so most education management The department uses 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 fail to 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 cycle, starting from the performance plan, through performance coaching, performance appraisal, performance feedback to the application of assessment results, forming a closed loop; After the improvement, it will enter the next round of performance cycle; 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 central system has planned the work framework 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 data provided by the finance and related business departments are required to clarify the responsible person, the time for submitting data, and the data reporting method. 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 3: Unit performance evaluation plan
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.
The assessment time will be implemented from January 1st, 20XX, and the performance salary assessment will be carried out for the staff of the Baiyun District Archives Bureau from January to December 20XX in the preparation of the post and the full financial allocation.
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 evaluated the staff of the institution, and the final score accounted for 60% of the assessment.
2, colleagues evaluation. It was evaluated by other general cadres and staff members of the Baiyun District Archives Bureau, and the final score accounted for 40% of the assessment.
3. Self-evaluation. Self-assessment scores account for 10% of the total scores.
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 score 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 preserved with the original basis. The assessment scores and results should be informed to the assessed personnel. If there is any objection, the review can be submitted within the prescribed time limit.
9. This assessment method shall be implemented from January 2019.
X. This assessment method is interpreted by the Leading Group of the Performance and Wages Assessment of the District Archives Bureau.
Part 4: Unit Performance Evaluation Program
Chapter I General Provisions
The first one is to further consolidate and improve the "target, assessment, supervision" trinity work mechanism, increase the assessment work, correctly evaluate the performance of the department, ensure the smooth realization of the objectives of various civil affairs work, and promote the scientific and harmonious development of civil affairs in the district. Formulate these measures.
Article 2 Performance appraisal adheres to the principles of objectivity and fairness, and pays attention to actual performance. It implements the combination of daily and regular, qualitative and quantitative, and the combination of target assessment and comprehensive assessment.
Article 3 These Measures shall apply to all departments and bureaus of the bureau.
Chapter II Assessment Methods and Contents
Article 4 The assessment of the “double percentage” of the bureaus and institutions shall be carried out. There are four categories: general assessment, key assessment, target assessment and comprehensive assessment, including 40 points for common assessment, 60 points for key assessment, 60 points for target assessment, and 40 points for comprehensive assessment.
Article 5 After the contents of the examination have been printed, they are generally not adjusted. The special circumstances may be adjusted after the party and government joint meeting of the bureau or the office of the director.
Article 6 General assessment. A total of 40 points.
1. Effectively implement the responsibility system for party style and clean government construction, actively participate in the creation of “non-service criminal units” activities, strengthen cadre education, conduct violations of laws and regulations, and standardize the implementation of various rules and regulations. 6 points
2. According to law, the administrative law enforcement responsibility system is in place, all administrative operations are standardized, administrative actions are error-free, contradictions and problems are handled in a timely and legal manner, and there is no administrative inaction. 4 points
3. The archives are in compliance with the regulations and the files are handed over in a timely manner. 2 minutes
4. Internal management norms, indoor cleaning, clean and tidy personnel, internal politics, business, and law-enforcement programs, records, and timely submission of various materials and data required by superiors and bureaus. 4 points
5. Deepen the construction of the organization's work style and actively participate in the construction of a standardized management system. Good work attitude, high efficiency, and satisfaction at the grassroots level and the public. 4 points
6. Do a good job in letters from the people, letters from the "Leader's Mailbox", and the handling of leadership instructions to ensure that the regulations are handled and responded on time. The NPC deputies suggested that the CPPCC members’ proposal rate was high and there was no dissatisfaction. The people’s letters and visits were timely. 4 points
7. Perform the duties of social management comprehensive management, the responsibility of population and family planning work, and complete the tasks of civilized urban construction. 4 points
8. Conscientiously implement the "Regulations on the Openness of Government Information", conduct party affairs affairs openness as required, do a good job in publicity, and report government affairs with high quality, with no less than 4 articles per subject. 4 points
9. In-depth investigation and research, complete the investigation report writing task. 4 points
10. Actively participate in various learning, cultural and social activities, and complete various learning tasks on time and in quality. Seriously implement the duty system, get on time and do the duty record. 4 points
In items 1 to 7, each of the sub-items does not meet the prescribed standards, and the penalty is determined according to the circumstances and the severity of the consequences. Items 8-9 are implemented in accordance with the “Opinions on the Implementation of Special Assessments for Research and Information Work” issued by the Bureau. In item 10, one point is deducted for each unexcused absence according to the attendance record, and the deduction is completed.
Article 7 Target assessment. A total of 60 points.
The specific content is the content of the responsibility signed by the leaders of the bureau and the departments of the year. Proportional deductions for goals that are not completed in time series.
Article 8 Key assessment. A total of 60 points.
Each responsible department reports the progress of the month and the work of the next month on the 25th to 28th of each month. The bureau and the supervision office conduct monthly inspections and comparisons. The timeliness and quality of the assessment are completed. The monthly score is 5 points, and the unfinished target is deducted. Minute.
Article IX Comprehensive evaluation. A total of 40 points.
1. Leaders evaluate each department. 12 points
2. The departments evaluate each other. 10 points
3, the city office business office counterpart evaluation. 8 points
4. Each street civil affairs office evaluates the various departments of the government, and the bureau's assessment leading group determines the service object and the personnel of the comprehensive department of the agency to evaluate the bureaus and associations of the bureau. 10 points
For the above evaluations, the scores are calculated by weighted average of excellent, good, medium and poor.
Chapter III Extra points and points deduction
Article 10 Bonus items
1. The individual work of the department is commended by the state-level unit or the provincial party committee and the provincial government, plus 10 points.
2. The individual work of the department is commended by the municipal party committee, the municipal government or the provincial unit, plus 6 points.
3. The individual work of the department is commended by the district committee, the district government or the municipal unit, plus 4 points.
4. Excessive completion of the Bureau to issue extra-budgetary economic indicators, plus 1 point for every 2%.
Article 11 Deduction points
1. The staff members are subject to disciplinary action, and deduct 20 points each time.
2. If the staff member is at fault in the process of administrative law enforcement, causing the administrative reconsideration to revoke the original decision and the administrative lawsuit to lose the case, each person deducts 10 points; if there is a fault and is investigated for responsibility, but does not cause serious consequences, each time deduct 5 points.
3. In the construction work of the wind, due to poor service attitude, dissipated style and other reasons, the people were dissatisfied and reported to be verified, or exposed to the news media due to work mistakes, each deduction of 10 points.
4. Loss of confidentiality, theft, etc. due to ineffective management, or loss due to absence or dereliction of duty on duty, deducting 10 points for each occurrence.
5. The proposals and proposals undertaken during the year were rated as unsatisfactory, with 5 points deducted for each item, and 1 point for each case that was rated as unsatisfactory.
6. In the overall organization of political theory, policies and regulations, business knowledge and other examination activities, each staff member failed the exam, deducting 2 points per person.
7. Except for force majeure or policy adjustment reasons, if the unfinished economic indicators are not completed by the bureau, 2 points will be deducted by 2%.
8, can not complete the information reported deduction of 2 points, do not participate in the evaluation of advanced departments.
9. If the temporary, sudden, and other tasks other than the annual target set by the district bureau are not completed, 5 points will be deducted each time.
Chapter IV Assessment Program
Article 12 The assessment program consists of the department's self-evaluation, organizational assessment, comprehensive assessment and assessment of the leadership team. The specific content is:
1, the department self-evaluation. Each department conducts inspection and comparison one by one according to the assessment method, forms a summary report, fills in the assessment form and self-rating.
2. Organizational evaluation. The bureau's assessment leading group organizes personnel to conduct inspections on a quarterly basis, and conducts comprehensive inspections at the end of the year. The inspections are carried out in various forms such as listening to reports, reading materials, and checking files, and the assessment team conducts a comprehensive evaluation.
3. Conduct evaluations. At the end of the year, the assessment team designed a special evaluation form, held a corresponding meeting for public evaluation, and calculated the evaluation results according to the weighted average method.
4. Leading group assessment.局考核領導小組根據自評、考核和測評結果進行專題研究，並對各項考核內容和結果進行核准，初步確定綜合分，提交黨政聯席會或局長辦公會研究決定。
第五章 獎懲
第十三條 按照考核分由高到低確定局先進集體初步名單，提交黨政聯席會或局長辦公會研究決定。對受表彰的單位和個人給予精神和物質獎勵。
先進集體標準：整體形象好。嚴格遵守各項法律法規和規章制度，秉公守法、勤政廉政，整體素質高，服務意識強，民眾威信高，無違法違紀行為；服務工作好。工作作風紮實，深入實際，文明辦公，文明執法，辦事效率高，服務質量好，無“吃、拿、卡、要”行為；團結協作好。全局觀念強，有集體榮譽感，工作主動配合協調，互相補充不拆台，不推諉扯皮，合力作用發揮明顯；工作業績好。熱愛本職、履行職責、恪盡職守，職能作用發揮好，表現突出、成績優異。
先進個人標準：工作認真負責，熱情高，愛崗敬業，作風紮實，有較強的事業心和責任感，負責工作完成突出；自身要求嚴格，個人素質高，形象好，遵紀守法，無違法違紀行為；積極參加集體活動和學習，有較好的理論水平、業務能力、個人修養和道德素質；團結同志，好學上進，積極進取，樂於助人，有民眾威信，受到領導和民眾的好評。
Chapter VI Supplementary Provisions
第十四條 局機關、事業單位績效考核領導小組由局長任組長，黨工委書記、分管領導任副組長，辦公室、監察室、計財科負責人為成員，具體負責日常考核工作。
第十五條 加分實行上封頂，最高加分為10分。扣分項目不保底。
第十六條 本辦法由局考核領導小組負責解釋。
篇五：單位績效考核方案
First, the purpose of the assessment
1.1為提高公司的經營管理水平，有效實施公司運營戰略規則，客觀、準確地評價公司各管理崗位和各職能部門員工的工作績效，使企業對員工的管理、獎懲、異動、教育培訓及員工的職業生涯規劃有所依據；
1.2為公司制定相應的政策提供客觀依據，同時促進公司各項管理工作的開展，確保公司總體目標的實現.
二、考核範圍
2.1公司各職能部門管理人員及員工。
2.2另有下列情況人員不在考核範圍內：
2.2.1、 試用期內,尚未轉正員工
2.2.2、 連續出勤不滿六個月或考核前休假、停職六個月以上
2.2.3、 兼職、特約人員
Third, the principle of assessment
3.1、以公司對員工的經營業績指標及相關的管理指標，和員工實際工作中的客觀事實為基本依據；
3.2、以員工考核制度規定的內容、程式和方法為操作準則；
3.3、以全面、客觀、公正、公開、規範為核心考核理念。
四、考核程式
考核的一般操作程式：
4.1、 員工自評：按照“考核許可權表”，員工選擇適當的考核量表進行自我評估
4.2、 直接主管複評：直接主管對員工的表現進行複評。
4.3、 間接主管覆核：間接主管對考核結果評估，並最後認定。
五、考評依據
5.1部門績效分數：《部門負責人本月工作計畫完成情況得分統計表》
5.2 員工考核分數：《部門員工月度績效考核評分表》
六、 考核時限
6.1每月12日前，總裁辦綜合評定集團各職能部門各項工作完成的質量與效率，給出公司當月各職能部門的《部門負責人本月工作計畫完成情況得分統計表》；
6.2每月15日前，各部門負責人提報本部門內所有人員《月度績效考核評分表》；自評、複評部分均需進行評分並簽字確認後，報至人力資源部績效考核處；
6.3每月20日前，績效考核部處理員工申訴事宜，並匯總對公司職能部門全員的《月度績效考核評分表》進行統計整理；
6.4每月22日前，績效考核部將統計匯總後的《月度績效考核評分表》進行報批；
6.5每月24日前，將報批簽字後的《月度績效考核評分表》發至人力資源部薪資專員處；
6.6每月28日前，進行考核結果的月度分析，為下一階段績效考核提供改進建議及考核結果套用提供依據；
七、 考核方法
7.1、公司實行兩級考核制，即先對部門進行考核，再對員工進行考核。
7.2 、考核等級比例控制：
八、 考評結果套用
8.1、薪酬計算方法
被考評人考評成績匯總後，即根據本次考評分數計算考評當期被考評人的實得績效工資。
被考評人從月度工資總額中提取15%作為當月品績考評的績效工資基數Z。當月實得績效工資Z按下表方法計算。
8.2、各級管理人員勝任能力評估，全年月度品績考評平均分數作為加薪、晉升、年終獎或培養的依據。
8.3、連續三個月實得績效工資為零的，視具體情況作降級、降職處理。
8.4、對於不按規定和要求配合工作，違反規定提供虛假資料信息，及其他不良行為的，將按公司獎懲制度相關規定懲處。
九、考核細則
9.1公司將根據績效實施過程中的具體情況，進行方案的適當調整。九、考核細則
9.2新招聘人員在試用期內不參與考核；
9.3考核期內工作崗位發生異動人員，異動當月按工作天數多的崗位所在部門進行考核；
9.4當月因病或因事請假出勤不滿15個工作日的員工，不參與考核。
十、考核申訴
10.1、 考核申訴是為了使考核制度完善化和在考核過程中真正做到公開、公正、合理而設定的特殊程式。
10.2、 部屬與直接主管討論考核內容和結果後，如有異議，可先向部門主管提出申訴，由部門主管進行協調；如部門主管協調後仍有異議，可向人力資源部提出申訴，由人力資源部門專員進行調查協調。
10.3、 考核申訴的同時必須提供具體的事實依據。
十一、實施及解釋許可權
11.1、公司可根據實施的具體情況及時進行調整，本辦法由人力資源部負責解釋，並受理員工申訴事宜。
11.2、本辦法於年 月正式執行。
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