Summary of assessment work

Summary of assessment work

According to the Organization Department of the Fujian Provincial Committee of the Communist Party of China, the Fujian Provincial Personnel Department, "Notice on Printing and Distributing the Measures for the Evaluation of Civil Servants in Fujian Province", "Supplementary Notice on Doing a Good Job in the Annual Assessment of Staff and Workers in Provinces and Institutions", The notice of the annual assessment of the staff of government agencies and institutions, the spirit of the archives and the relevant assessment work regulations, I will seriously organize the implementation of the annual assessment of the staff of the 2019, and now report the summary of the assessment work as follows:

First, the basic situation

I organized the agency to participate in the annual assessment of 56 people, including 22 at the department level, 22 at the department level, 4 at the department level, and 8 at the engineering staff.

1, determined to be excellent 7 times

Lin Jianhua Wei Jiangping Chen Xiao Huang Jianguo Han Ronghe Chen Wei Wu Yonghui

2, determined to be competent and equal to 42 people

Lan Huimu Yu Hongbin Zhang Zhiying Chen Chuanying Wang Haikun Qin Dafu

Chen Ying Chen Yiqiang Pan Chenhui Qi Zhi Chen Mingli Zhan Haicheng

Zheng Xiaolin Liang Aiping Lin Jing Luo Wei Yu Chunyan Chen Fulong

Lai Jianhui Chen Yu Huang Daihui Guo Xiaohui Rao Yanqing Chen Yuliang

Wu Wei Cai Xiaoying Guo Xiuquan Li Wei Wang Zongyang Lin Yinghui

Li Jiajia Wang Ling Li Yuting Liu Yongjian Huang Xingzhu Ye Qibin

Lin Xiaoying, Wang Wenshan, Zhang Zhang, Wu Lin, Zhang Guangyu, Huang Ling

3, determined to be qualified 7 times

Ding Yuping, Su Jiang, Fulin, Shaoqing, Ke Zhirong, Lu Yikui, Gao Jiangbin, Liao Changjian

4. There were no incompetent personnel in 2019; there were no unqualified personnel.

Second, work in strict accordance with the prescribed procedures

1. Seriously mobilize deployment. First, according to the archives of the Provincial Party Committee Organization Department and the Provincial Personnel Department on the "Notice on Printing and Distributing the Assessment Methods for Civil Servants in Fujian Province" and the "Supplementary Notice on Doing a Good Job in the Annual Assessment of Staff and Workers in Provinces and Institutions", The Notice of Carrying out the Annual Assessment of Staff and Workers in Governments and Institutions in 2019, and arranging the annual assessment work; the second is to combine the annual assessment work with the overall work of the service, and comprehensively carry out the "eight actions" for serving economic and social development and the overseas Chinese business. Significant results have been achieved. Combine the annual assessment work with the work style construction and performance evaluation work; it is combined with the annual party member democratic appraisal work. The annual assessment work will be carried out in depth with the spirit of the Party’s 18th National Congress and the Third Plenary Session of the 18th Central Committee, and the party’s popular line education and practice activities will be further integrated. The third is to mobilize the deployment, and the mobilization and deployment of the directors of each department emphasizes the importance of the annual assessment work. It requires the staff of the department to review and review their responsibilities, and complete the work of each stage of the annual assessment according to the progress. . The fourth is to evaluate the work, to establish a global concept, to judge the style, to judge the enthusiasm, to judge the level, and to judge the shining points of the collective.

2. Strengthen leadership over the annual assessment work. Under the leadership of the party group, the annual assessment committee of the organizing agency is responsible for the specific implementation work, and the daily affairs are the responsibility of the personnel department.

3. Strictly evaluate according to the program. In the department as a unit, one office is an evaluation team. Each evaluator carefully summarizes the implementation of the instructions of the higher authorities and the performance of duties, administration according to law, innovation, cleanliness and self-discipline, etc., to analyze the situation, sort out the problems, and find Insufficient, summed up and improved, and fill in the individual annual assessment registration form, participate in the group's debriefing review, participate in the selection and determine the excellent evaluation procedures. After evaluation by the various review panels, the appraisal committee researched and submitted to the party committee for review and confirmation, and confirmed that 7 comrades such as Lin Jianhua were the outstanding civil servants of the provincial government office in 2019 and publicized them. Through the annual appraisal, the whole staff has been further motivated to do a good job in overseas Chinese affairs, to unite the overseas Chinese, to gather overseas Chinese wisdom, to exert overseas Chinese power, and to safeguard overseas Chinese.

Third, the cashing of the assessment results

The results of the annual assessment serve as the basis for adjusting the positions, levels, wages, and rewards, training, and dismissal of civil servants. It is determined to be a competent and above-mentioned personnel, and a year-end one-time bonus is issued, which is eligible for promotion, promotion, and promotion of salary; for a cumulative two-year evaluation of equal qualifications, it is promoted to a salary grade; Competent, promoted to a level within the corresponding level of the position of the position; awarded the award for the year of rated excellence; rated the outstanding for three consecutive years, remembering the third class.

Summary of assessment work

Performance appraisal is a work that the group company focused on in order to ensure the realization of its strategic goals in 20xx. From January 20th, the drafting of the “Management Measures for Performance Assessment” was started. During the drafting process, the company's main leaders and relevant personnel of various departments and units have put forward positive improvement suggestions, and constantly revised and improved the plan in two months. After the vote at the Staff Representative Conference held in April 20xx, it was officially implemented throughout the company.

I. Completion of performance appraisal work in 20xx

In order to ensure the effectiveness of this work before the implementation, the group company did two things. First, develop standardized assessment indicators for each position of the branch office and the project department. The group company has 8 branches. These 8 branches are all construction type branches. The management contents of each branch are basically the same. The job responsibilities of the same positions among the branches are also roughly the same. Therefore, it is beneficial to the branches to establish standardized assessment indicators for each position. Performance appraisal work is guided and compared. In order to ensure that the assessment indicators can be matched with the actual work of each position, Chen Qingjun, deputy general manager of the group company, Chen Junwei, manager of the enterprise development department of the group company, and Zou Yan, manager of human resources department, and other related personnel have discussed together many times. In the end, in 2019, a set of evaluation index system for each position of the branch office and the project department was formed. The system includes three types of indicators: A+, A, and B, which are applicable to A+, A, and B branches respectively. Each type of indicator includes assessment indicators for all management and technical positions in such a branch. Secondly, the management of performance management knowledge was carried out for all levels of management personnel at the headquarters of the group, as well as branch managers, deputy managers and project managers. In March 2019, the manager of the human resources department trained the managers, deputy managers and project managers of the headquarters of the group company to perform performance management knowledge, and carried out ideological guidance for the performance appraisal work. Due to the heavy construction tasks of the group companies all over the years, some managers put most of their energy into the construction, lack of knowledge accumulation and reserves in management, and little understanding of performance management. There is a certain misunderstanding, and even more. Nothing is known about performance management, performance appraisal and other terms. Therefore, it is very necessary and effective to train managers in performance management knowledge. Third, in April 20xx, the group company conducted a simulation evaluation score in the first quarter of 2009. In order to ensure the smooth implementation of the performance appraisal work, and to test the problems in the “Management Measures for Performance Appraisal” and the indicators, the group company decided to conduct the management of the middle and lower management personnel of the group company headquarters, all the management personnel of the branch company, and the technical personnel of the project department. Simulation assessment. During the simulation assessment process, the headquarters management personnel shall formulate the assessment indicators according to the quarterly work plan of the lower level according to the lower level, and all the personnel of the branch shall be assessed according to the assessment indicators formulated by the group. The assessment program is conducted in accordance with the “Management Measures for Performance Assessment”. In the process of simulation and assessment, it was found that there was a legacy of the evaluation indicators of the project department. In the process of formulating indicators, only the normal construction status of the project department was considered, and the state of the project department entering the construction site but not officially starting construction was neglected, and the evaluation indicators in this state were lacking. After discovering this problem, the project department took the approach of formulating assessment indicators based on actual work.

Since April, the performance appraisal of the entire group company has officially begun. The assessment period of the project department of the construction is one month, and the assessment period of the management personnel below the middle level of the headquarters and the management personnel of the branch office is one quarter. At the end of each assessment period, each department, branch office, and project department shall perform the assessment scores and complete the performance interviews according to the specified time, and form the “Employee Quarterly Evaluation Results Evaluation Form” and the “Performance Interview Record Form”, and Within 7 days of the start of the assessment cycle, the two forms will be submitted to the Human Resources Department of the Group Company, and the results of the assessment will be reviewed by the Human Resources Department. For those assessment materials that do not meet the requirements, they will be given a certain time to correct, and if they fail to meet the requirements, they will be punished by the deputy manager responsible for performance appraisal.

In July, as a member of the joint inspection team of the group company, the performance appraisal work of each construction project department was examined. Through the inspection, it not only grasped the degree reached by the project department and the branch in the performance appraisal work, but also found some problems that were not found in the reported materials. In August, the Human Resources Department once again formed a three-person team to go deep into the project departments to learn more about the promotion and guidance measures of the branch company's performance appraisal, the project department's understanding of performance appraisal, and the difficulties that the project department has in the performance appraisal implementation process. . Through these two inspections, the project manager has also added some performance management knowledge, eliminating some misunderstandings of performance appraisal. In the conversation with the project manager, I learned that the project department will open a regular meeting every day. At the regular meeting, the project team members will summarize the work of the previous day and arrange the work for the day. At work, you will be free to correct problems in the work of the project team members. This is equivalent to a performance interview that is going on every day. Moreover, the construction tasks of the project department are heavy, and it is difficult to take time to make formal performance interviews and form interview records. Therefore, starting from September, the requirements for the performance interview of the project department were cancelled.

Since then, all departments, branches and project departments have been able to complete the compilation and reporting of performance appraisal data in a timely manner. The performance appraisal work was carried out in an orderly manner.

Second, the main problems in performance appraisal

After one year of operation in xx-xx, the performance appraisal work of the group company has achieved certain results.

First of all, performance appraisal enables employees to clarify their work tasks and work goals, avoiding disorder and blindness in their work, and making daily actions more directional.

Second, employee behavior and corporate goals are aligned. The indicators for performance appraisal are based on individual work plans and job descriptions. Individual work plans are generated under the guidance of the group's annual plan and departmental work plan. Therefore, employees' daily work behaviors are more Oriented to the company's business objectives.

Third, employees' understanding and recognition of performance appraisal increased. From the very beginning, the employees did not understand that they could basically realize the role of performance appraisal, and they took the initiative to complete the work in accordance with the established plan, gradually changing the original "I want to do" and "wait for work". Work attitude.

Finally, due to the shortening of the performance appraisal cycle, the performance pay is released in time. Previously, the performance pay of the group companies was issued on an annual basis, which greatly reduced the incentive effect of performance pay. Now it is changed to monthly or quarterly, so that the incentives are more timely.

Performance appraisal is a relatively technical and complex work. Compared with the strategy, the 2019 performance appraisal work basically solved the problem that the original performance salary has no obvious relationship with the individual work performance and the performance appraisal does not test the work process. In the past year, although the relevant personnel have invested a lot of energy and tried to explore and practice, there are still many problems in the performance appraisal work. Specifically in:

Accept mentality

Although performance appraisal has been accepted by employees, this acceptance is more of a passive acceptance. Many people treat it as a task that has to be completed. It is considered as a means for the group company to deduct everyone's wages. Therefore, in the process of implementation, there will be feelings of emotion and artificial adjustment of the results of the assessment.

Indicator aspect

1. The project indicators are too idealistic

Among the personnel involved in the formulation of indicators, there are fewer people with actual project construction experience. Therefore, the ideal situation is often considered in the formulation process, ignoring many actual construction conditions. For example, the timeliness of completion acceptance, settlement, etc., from the perspective of idealization, it is indeed timely assessment after the completion of the construction, but the actual situation is that some projects have not been accepted after several years of completion, and there is no The acceptance is not caused by the construction party, so this assessment cannot be implemented. When the project can be completed and accepted, the project department that undertakes the construction task may have been “unrecognizable”. I basically took the assessment and finally made this indicator only in the form.

2. Some indicators are not very operability

In performance appraisal, the data required for some indicators is difficult to obtain, and it is difficult to calculate accurate results; some indicators are difficult to quantify, qualitative scores are subjective and random, and it is difficult to ensure fairness and fairness.

3. Insufficient coverage of assessment indicators

The selection of certain job evaluation indicators did not cover its key business. For the assessment of the department manager or the middle management of the branch, generally only the technical indicators are selected, and some assessments are given for some management functions. The development of the group company must improve the management ability of the group company. The purpose of performance appraisal is also to improve and enhance the performance of individuals and groups. Therefore, performance appraisal should be used to comprehensively enhance the soft power of individuals and groups.

4. The indicator explanation is not clear enough

The interpretation of the indicator is a further interpretation of the name of the indicator, which serves to explain the content of the assessment. However, some indicators do not play such a role. For example, the output value indicators of the branch manager's assessment, due to unclear explanations, led to the inconsistency of understanding, and the inconsistency in the data, which affected the progress of the performance appraisal.

5. Formulation of the target value of the indicator and the evaluation criteria

Some of the assessors' target values ​​are 100%, and the index evaluation criteria are also ambiguous. This makes the evaluation lose clear standards, and it is impossible to determine the completion level of the indicator. It cannot give the examinee a persuasive fraction.

Rating aspect

The score of the performance appraisal should be strictly in accordance with the predetermined calculation formula, and the direct superior or the designated department should score according to the performance of the appraiser. However, during the implementation of the year, some direct leaders have always been highly subjective in subordinates. In the scoring process, the calculation formula and the evaluation criteria of the indicators are completely ignored, and the scores are given only according to the subjective judgment of the individual or the relationship with the examinee. This practice completely deviates from the original intention of performance appraisal. The appraisal score deviates from the actual work performance, and the appraisal result loses fairness and accuracy. Performance interview

Performance interviews are an integral part of performance management and an important part of performance improvement. However, in the process of performance appraisal of the group company, all departments, branches and project departments have paid insufficient attention to this work. Some have perfunctory things, and some have not conducted interviews at all. The interview record was completely fabricated by the watchmakers. The content of the two performance interviews was basically the same except for the time. The traces of the copy were very obvious. This practice has greatly reduced the role of performance appraisal.

Performance appraisal promotion

Some departments and branches lack programs for performance appraisal. Performance appraisal is not the work of a department of the Human Resources Department. Performance appraisal is not a work that only focuses on results, and it is not a job that only needs to be filled out. This work requires each assessor and the examinee to participate and work together to complete. However, the current situation is that departments and branches have no plan for performance appraisal, but only form forms after the end of the appraisal period according to the program requirements. As for whether the assessed person has actually carried out the work according to the indicator items, whether or not he understands the meaning of the indicators, etc., is not considered. I don't want to do in-depth analysis on the problems that arise in the assessment, let alone the measures to solve the problem, and regard the performance appraisal only as a task that I need to complete. I don't realize that it is a management method and means.

Third, the focus of performance appraisal in 2019

The performance appraisal for the new year is about to begin. Under the premise of focusing on solving the above problems, the performance appraisal work in 2019 will continue to explore and innovate to ensure that the performance appraisal work can thrive within the group company and become an important support for realizing the strategic goals of the group company.

Continuous training to internalize performance appraisal into employee ideology

Passive acceptance of performance appraisal by employees will weaken the performance appraisal work during the implementation process. Therefore, in 2019, we must work hard to accept the change of mind. Passive acceptance is accepted. One-year performance appraisal allows employees to experience the changes brought about by the implementation of performance appraisal. The performance of work is directly reflected in the increase in performance pay, and there are many indirect benefits that are constantly reflected. The company is excellent at the end of 2019. Performance appraisal is an important part of the selection. Therefore, we must fully apply these practical cases to the performance appraisal training, so that all employees can deepen their understanding of performance appraisal through these cases, accept performance appraisal in their own thoughts, and internalize performance appraisal to In my own ideology, I am externalized into my daily work.

Adjust indicators to make indicators more relevant to actual work

After one year of performance appraisal, after continuous adjustment, the existing indicators have been getting closer and closer to the actual work, but there are still redundant indicators and residual indicators. In the xx-xx years, managers, especially the performance appraisal indicators of middle-level and above managers, should increase the proportion of management indicators. And refine the indicator interpretation and calculation formula, try to reduce the fuzzy interpretation of qualitative scores, so that the scores of the assessors can be based on evidence, and the scores are easier and more scientific. Improve the requirements of the assessors, supervise and help them improve their ability to develop indicators, indicators and standards.

Strict inspection to make performance interviews work

Performance interviews can't cope with things. Conduct a spot check on the reported performance interview records, and find a false performance interview record. The appraisers should be punished to a certain extent, and participate in the performance interview of the department or the branch in the next assessment cycle to ensure that the performance interview is around. The performance of the person being assessed is carried out. Through inspections, the performance interviews of various departments and branches can be carried out in a solid manner, and truly become a powerful means to promote continuous improvement of performance.

Establish a system and urge all branches and departments to effectively promote performance appraisal

The promotion of performance appraisal should be included in the annual assessment of department heads and branch managers as a reference for their promotion, and these requirements should be determined in the form of an system. All departments and branches cannot write performance appraisal only on paper, thinking that everything will be done with the promotion plan. According to the regulations of the system, it is necessary to keep abreast of the performance appraisal work of each department and each branch, and check whether it has taken corresponding measures according to the predetermined plan during the appraisal cycle; if it is found that the scheduled measures are invalid, whether it has been adjusted in time; A timely summary. If all departments and branches do not follow the regulations in the performance promotion, they should be corrected and punished in a timely manner.

Flexible arrangement, implementation of different indicators of the same position

In 2019, the project department took the overall assessment as the main method. The assessment was based on the overall performance of the project department. The attention paid to the individual was not enough, and the performance difference of the same position personnel was not truly reflected. In fact, in the same position of the project department, the difference in personnel quality and work ability is objective. Although the positions are the same, the specific work content is not completely consistent, the technical complexity is different, and the responsibilities are different. In the performance appraisal of 2019, it should be considered to conduct assessments in the project department according to the actual work content of each person, and realize the unification of rights and responsibilities.

Put it in place and use the results of performance appraisal

Performance appraisal results are not single and only linked to performance payroll. In the performance appraisal management method, it has been clearly pointed out that the results of performance appraisal and the year-end awards are distributed, various rewards and punishments, reserve talent adjustment, post adjustment, open competition, job promotion, and personnel elimination. In the 20xx year of the group company's 60th anniversary celebration series of activities, the performance appraisal results became an aspect of the selection. In 20xx, we must do a good job in all aspects related to performance appraisal results. Through the application of performance appraisal results, we will play an incentive role in performance appraisal to stimulate the enthusiasm, initiative and creativity of each employee. Thereby improving the strategic execution of the entire group company.

The 2xx-x annual performance appraisal work will be closely integrated with the development strategy of the group company, and the strategic objectives will be decomposed and implemented. Each employee will be tracked, recorded and evaluated in a timely and accurate manner to ensure the individual work objectives and the strategic goals of the group company. Consistency provides strong support for the implementation of the group's strategy.

Summary of assessment work

Performance appraisal is the core work content of the Human Resources Department and one of the main work contents of the company's 200X year. In order to better expand the performance management system within the company scope, the human resources department in the five functions from May to July The department conducts the performance appraisal trial operation. The following is a summary of the trial situation as follows:

I. Performance test results of the functional department

The performance appraisal system strongly implemented in the functional department includes: the KPI index assessment, the job target assessment, the employee work ability assessment, and the employee work attitude evaluation. Through the final data collection and analysis, objectively speaking The operation of the system in the functional department is effective and feasible, and initially achieves the goal of quantitative performance management. The following is the collection of the four aspects:

Department KPI indicator evaluation: The performance evaluation of the department itself has a high difficulty coefficient. In addition, the design of this KPI indicator is not very in place, so only some data are collected this time. These data can only reflect part of the work of the department from the side. For the time being, it is not possible to fully reflect the performance of a department. Therefore, the collection of KPIs in this department provides valuable practical experience for the next step. One of the priorities of the next assessment is to continue to improve the assessment of KPIs in the optimization department.

Post work target assessment: Each department decomposes the departmental objectives on the basis of the company's total goal decomposition, and becomes the individual job target of the employees. At the beginning of each month, the department manager helps the employees to formulate the individual work goals of the employees, and the work of the employees at the end of the month. The assessment of the achievement of the target is carried out. From the three-month IP assessment trial situation, all the functional departments have effectively promoted the achievement of the individual work objectives of the employees through this assessment, effectively transmitting the work pressure of the department and improving the work efficiency. At the same time, it has driven the company's work objectives and project management, and this part of the assessment is basically effective.

Evaluation of employee work ability: The CP assessment of the functional department manager is carried out through multiple dimensions and multiple angles; the assessment of the functional department staff is also multi-dimensional, and the direct evaluation method of the superior is adopted, which reflects the results from the final data collection and functions. The CP assessment is more objective and reflects the ability level of the staff. This part of the assessment is effective.

Evaluation of employee work attitude: The employee's work attitude is the daily work performance and behavior of the employee. This kind of behavior and performance is mainly reflected in the degree of employees' investment in the work. The assessment data of this part mainly comes from the overtime hours of employees. Therefore, the source of this part of the assessment data can accurately reflect the attitude of a member. His level of commitment to work. The AT assessment is also effective.

Second, the problems and solutions in the assessment trial

The main problems in the trial:

1, the design of the assessment itself

As the assessment itself, its operation requires a sound human resource system, such as a scientific and relatively stable organizational structure; a post system with scientific job description and evaluation, fair and scientific quantitative means, etc. What we lack, it also shows that the background of human resources for our implementation assessment is relatively weak.

The performance appraisal system is a new thing to the company. The new things must be practiced through a process of trialing in the company, finding the solution that suits us best in the running-in and improvement. Subjectively, we consider when designing some indicators. It is not very comprehensive, and some processes and indicators are not quite in place. Therefore, objectively and subjectively speaking, some aspects of the design of this assessment system are not quite in place. For example, the design of the department TP is temporarily unable to collect complete data. At present, the human resources department is assisting various departments according to the new department TP operation form. Formulate work goals for the next quarter.

2, communication problems

Through the three-month assessment test, we believe that the key issue in the assessment implementation process is the communication and interaction between the assessor and the employee. If a department manager helps employees to set personal work goals, they do not fully communicate with the employees. There is no guidance and assistance in the process. The final assessment result does not propose a work improvement point based on full communication with the staff. Then the final assessment result is definitely invalid, and it will not play the role of performance improvement. From this assessment In trial, the failure of some assessment data is due to this problem. The communication and interaction between the examinee and the employee is the key to assessing whether the specific assessment results are effective.

3. Know the problem

According to the experience of past assessments, some employees are still not in place in their understanding. They think that this assessment will only take one form as in the past, so it is not enough to pay attention to it. In addition, in the process of assessment implementation, it is considered that the assessment is nothing more than testing employees, finding trouble for employees, or going through the field, adding unnecessary troubles to their work, etc. These negative misunderstandings cause employees to produce in operation. Significant touch and rejection.

4, promote the problem

Before the assessment is not formed, the assessment promotion is still a very important issue. In addition to the strong implementation of the human resources department, the strong promotion of middle and high-level leaders is a key issue. The problem is not very obvious, but if it is fully promoted throughout the company, the promotion of the problem is the key to the overall success of the entire assessment system.

In response to the above problems, the main solutions of the next step of the Human Resources Department are as follows:

1. Explore and improve, and continuously optimize the assessment system in practice;

2. Through the guidance of training, gradually introduce the assessment concept, and gradually form an assessment habit;

For example: the recent <Target Management> training, and the second-level training for the logistics system manager and staff level.

3. Strengthen communication:

The Human Resources Department strengthens the communication and guidance work with the pilot department, and guides the assessment communication and interaction between the department manager and the staff through forms or other various means.

4. Strong implementation:

Taking the lead of the Human Resources Department and implementing it from the top down, the key is the implementation of the middle and high-level leaders. Therefore, the focus of the Human Resources Department is to strengthen the performance evaluation system for the sales of middle and senior managers.

5. Linked to performance

Only when it is linked to performance can it fully attract the attention of employees, and it can fully expose some problems that could not be exposed, and then adjust to achieve the results of continuous optimization of the assessment system. The final assessment system can truly achieve the role of motivating employees to continuously improve performance.

Third, the next step of the work objectives and work ideas

Work Objective: Establish and fully implement an effective performance management system that is relevant to the company's actual situation.

Work Ideas:

The results of the assessment of the functional department prove that the system is effective and can realize the development of the company in the direction of targeted management.

In September, the Human Resources Department will begin a comprehensive and objective evaluation of the performance appraisal system and propose specific measures to be implemented in the logistics system. At the same time, the training and guidance work in the early stage was started.

From October to December, the performance appraisal results of the three departments of administration, human resources and finance will be linked to the remuneration. The specific operation human resources department will come up with the interim regulations. The logistics department will gradually achieve performance and compensation.

In the next year, the more mature assessment system already running in the company will be promoted throughout the company, and finally the company will implement a practical and effective performance management system that supports the company's overall strategy.