County Telecom Branch Performance Appraisal Measures

In order to further improve the enterprise salary distribution system, establish a distribution incentive mechanism that is compatible with the development of the market economy, income growth and energy reduction, and a value-oriented mechanism that is oriented to the market and highlights the front-end, so that it is competitive externally, and is fair and adaptable internally. The market-oriented, customer-centered, and efficiency-oriented modern enterprise management system fully mobilizes the enthusiasm, initiative and creativity of the employees, and effectively transmits the competitive pressure of the company to each employee. The overall performance and core competitiveness of the enterprise, combined with the leading idea of ​​kpi assessment and the actual situation of our county branch, specially formulated this performance appraisal method. This information belongs to the secretarial resource network, put the mouse on the prompt to view the secret writing network for more information.

First, the basic principles

1. Encourage and urge employees to complete job performance indicators to ensure the completion of key performance indicators of the branch. It is necessary to enhance the initiative, enthusiasm and creativity of employees, but also to enhance team spirit and competition.

2. Objectively and impartially evaluate the performance of employees, fully embodying the management tenet of “remuneration depends on performance, post by competition, easy to pay and easy to pay” and the principle of distribution according to performance.

3. Employee performance pay is not only linked to individual work performance, but also closely linked to the performance of the branch. According to the job characteristics and market information of each employee, the performance appraisal target of each post employee will be formulated.

4. Implement zero monthly base of employee performance salary, strengthen the incentive and restraint mechanism for income increase and decrease, break the egalitarianism of income distribution, reasonably open the gap, and insist on distribution according to work.

5. Strengthen the market-oriented, prominent front-end salary distribution value orientation, and increase the intensity of front-end assessment and performance salary allocation.

6. The performance appraisal is conducted in a fair, just and open manner, and the monthly performance appraisal results and monthly performance payrolls are used as feedback.

7. Establish a system of monthly performance and total wages. The company's division of affairs can use the total amount of performance and salary approved by the city branch in combination with the business development of the month and other comprehensive conditions, both in the month when the business development is not ideal or in the future. When there are staged sprint tasks in a few months, reserve a portion of the monthly performance pay to the month of the business development task or the stage sprint task to increase incentives to motivate employees to complete the task better.

Second, the organization and responsibilities

County branch established performance appraisal leading group

The team leader is the branch manager, and the deputy team leader is the deputy manager of the branch. The members are composed of the marketing department, the maintenance and installation department, the head office of the second office and the vice chairman of the labor union. Leading team members automatically adjust accordingly as the position changes.

County Branch Performance Appraisal Leading Group Responsibilities

1. Responsible for the leadership and supervision of the performance appraisal of the branch, as well as the final review of major systems, issues and assessment results.

2. Responsible for the mid-year and annual performance appraisal work summary, and evaluate the performance appraisal work of each department, three customer segments, centers and branches.

3. The marketing department, the maintenance and installation department, and the comprehensive office will establish the performance contract of the front and back of the county branch and the management of each department according to the business objectives and employee duties, tasks and plans of the county branch. And relevant assessment methods, responsible for organizing the assessment and implementation, communicating the results with the employees being assessed, handling the complaints of employees in performance appraisal, and applying the results of performance appraisal to all aspects of professional management.

4. The county branch company has a performance appraisal administrator who is responsible for collecting the performance contract scores and the evaluation data provided by the front-end, back-end, and control three-series departments for monthly performance. The basis of performance appraisal, and the monthly performance salary assessment results are reported to the city branch.

5. The front-end, back-end, and control three-line performance appraisers will submit the performance appraisal data and performance contract scores of each department in the series to the performance appraisal administrator before the 10th of each month.

Responsibilities of the various responsible departments: The financial staff of the comprehensive office provides financial indicator data, the marketing department provides operational data and service indicator data, and the maintenance and installation department provides communication construction and maintenance indicator data. Relevant assessment responsibility departments provide deduction points and major issues, etc. Indicator data.

Third, performance indicators

Performance appraisal indicator

Performance appraisal indicators are divided into departmental performance indicators and employee performance indicators.

1. The departmental performance indicator is a key performance indicator signed by the branch and the department through the performance contract. It is divided into three categories: financial/benefit indicators, service/business indicators, and internal management. The internal management category is the performance appraisal deduction indicator, and the other two indicators are scoring indicators.

2. Employee performance indicators are indicators that need to be completed in the positions of employees in each position, and are part of departmental performance. Specifically, it includes three parts: job performance indicators, work ability indicators, and work attitude indicators.

, kpi indicator setting

1. According to the nature and content of the department's work, first set the financial/benefit category, service/business category two-point score indicators and their weights. Then, the second-class scoring indicators are decomposed into specific key performance indicators with different weights.

2. The internal management indicators are deduction points, and no weights are given. In this indicator, bonus points and other deduction indicators can also be added according to the needs of the work.

3. The setting of key performance indicator weights shall be determined after discussion at the performance appraisal leading group meeting, and may be revised and determined to determine key performance indicators.

4. The principle of determining the weight of key performance indicators: The weight of each kpi indicator is between 5% and 30%. The specific weight value should be set according to the work responsibilities of different departments and different positions.

Fourth, performance appraisal system

Assessment cycle

The assessment cycle is divided into monthly assessment and mid-year and annual assessment.

Monthly assessment

The monthly assessment of the department is assessed by the county branch assessment team. The monthly assessment of the employees is organized and implemented by the subordinate departments. The job performance indicators are the main indicators. The assessment results are kept by each department and submitted to the performance appraisal administrator. Filing and serving as the main basis for employees to issue monthly performance pay.

Monthly assessment method

The monthly performance appraisal implements the grading assessment method.

The leaders of the county branch signed a performance contract with each department, and signed a performance contract to establish a monthly performance salary assessment of the same department of the county branch. According to the actual situation of the department, each department can formulate the second-level performance appraisal method of the department without the spirit of the company, and organize the employee to refer to the department performance contract to discuss the establishment of the employee performance contract, and sign the performance through the responsible person and the employee. The contract establishes a secondary assessment of monthly performance pay for the employees of the same department.

The secondary performance appraisal methods and employee performance contracts of each department shall be reported to the performance appraisal administrator for the record.

Monthly performance pay distribution

According to the guidance of the provincial telecom limited manpower [~] No. 4 document, according to the requirements of the front-end, back-end, management and control department positions and the principle of leaning to the front desk, set different department performance salary coefficient and employee performance.

Wage factor.

1. Department performance salary coefficient

The performance warning coefficient of the front-end department is 1.3, the performance-based salary coefficient of the back-end department is 1.1, and the performance-based salary coefficient of the management department is 1.1.

For units that have not reached 80 points for three consecutive months, the departmental performance wage coefficient has decreased by 0.1 since the third month; 80 points and above have been achieved for three consecutive months, and the departmental performance wage coefficient has been increased by 0.1 on the basis of the decline; For units above and above, the department’s performance pay factor for the month is increased by 0.1.

2. Employee performance salary coefficient

The base salary coefficient of formal employees is 1.0, and the base of performance wages of labor workers is 0.6. The heads of the second and the first room, the vice-chairmen of the labor union, the directors of the three branch offices, and the directors of the three major customer divisions have a reward factor of 0.1 when the performance appraisal score of the department reaches 85 points or above; the deputy directors and hanging points of the three branch offices The management personnel of the branch offices and the directors of each center have a reward coefficient of 0.05 when the performance appraisal score of the department or the point-of-sale unit reaches 85 points or more.

3. Performance score and performance salary calculation formula

, department's monthly performance score = the department's kpi score × × department performance salary coefficient + the department's kpi score × the bonus coefficient

Note: The sum of the reward factors is the sum of the reward coefficients of all the personnel in the department with a score of 85 points or above, and the coefficient of the department's performance is the coefficient after the decline or increase.

, departmental performance total salary = / the sum of the monthly performance scores of all departments of the county branch × department monthly performance score

Employee monthly performance salary = department performance total salary / department monthly performance score × employee performance salary coefficient × employee kpi score - deduction points deduction.

Note: The calculation formula of employee monthly performance salary can be referred to by each department, or it can be formulated separately according to the secondary assessment methods of each department.

, mid-year, annual assessment

The mid-year and annual assessments are based on monthly assessments, taking into account the work ability indicators and work attitude indicators. The mid-year and annual assessments are organized by the county branch assessment leadership team, and the assessment results are reported to the human resources department of the municipal branch for filing.

, middle and annual assessment indicators

The mid-year and annual assessment indicators are: three indicators: job performance indicators, work ability assessment indicators, and work attitude assessment indicators.

The weight distribution of employee performance appraisal indicators: 80% of job performance indicators, 10% of work ability assessment indicators, and 10% of work attitude assessment indicators.

The employee job performance index forms the employee performance contract, which is the main basis for assessing the employee's monthly performance salary.

, middle and annual assessment methods

1. The employee position performance index is the monthly average of the sum of the monthly performance contract scores of the current year.

2. The two indicators of work ability and work attitude should be evaluated from multiple perspectives, that is, from the mutual evaluation of department employees, then to the scores in each series, and finally by the performance appraisal leading group scores and other perspectives. Calculated as follows:

Work ability evaluation score = employee mutual score × 30% + rating within the series × 30% + assessment leadership team score × 40%.

3. The calculation formula for the employee's mid-year and annual performance appraisal scores is as follows:

Personal performance evaluation score = monthly average score of job performance × 80% + work ability evaluation score × 10% + work attitude evaluation score × 10%

, mid-year, and annual assessment results should be normally distributed

1. The annual assessment is carried out according to the three series of front-end, back-end and control. The results are ranked according to the scores of performance appraisal. The final rating is 4 excellent, competent, basic, and incompetent. Each professional position is ranked last. Personnel are incompetent candidates and the proportion of incompetent personnel throughout the company is determined through the proportion.

2. At the end of the year, the front-end, back-end, and control will report the annual performance appraisal results of the employees of the series to the performance appraisal administrators in the form of high scores to low scores, and then report them to the performance appraisal leading group for approval.

3. The proportion of each grade of the annual assessment results shall be implemented in accordance with the relevant archives regulations of the municipal branch in the current year.

4. The annual assessment results are delineated from high to low.

5. Performance appraisal results are an important basis for employee performance management, employee training, career development, and rewards and punishments. The results will be applied to all aspects of human resource management and development.

Employees who have one of the following conditions can be directly assessed as incompetent: this information belongs to the secretarial resource network, put the mouse on the prompt to view the secret writing network for more information.

1. Violation of labor discipline, often late, early leave, off-job, repeated education or continuous completion for more than 3 days, and more than 10 days of completion in one year.

2. Violation of communication discipline, causing serious damage to communication equipment or artificially blocking communication.

3. In case of illegal operation or illegal command, causing a major liability accident, it will damage the image of the company and cause adverse effects.

4, do not obey the work distribution, do not obey the work command and dispatch.

5, the right to seek personal gains or to the user to eat, take, card, want, strong buy strong sell or forcibly tying business activities.

6. There are other serious mistakes.

7. Anyone who makes unreasonable troubles will disrupt normal production and office order.

, annual performance appraisal results apply

1. The annual assessment result is “excellent”, and it is preferred to participate in various types of developmental training and evaluation of first-class evaluation, treatment, and competition.

2. For the department heads and managers who are “incompetent” for the annual assessment or “basically competent” for two consecutive years, their positions are vacated into the competitive recruitment process, and others can compete for the position.

3. For those whose annual assessment results are “basic competent”, they must report to the Human Resources Department for training. Based on the principle of “What is missing, what to train”, focus on changing work attitudes, training skills and operational procedures.

4. For employees who are “incompetent” in the annual assessment results, they will enter the waiting for post, transfer training or internal lay-off process according to the relevant regulations of the company.

5. Dismiss the laborers whose annual assessment results are “incompetent”.

Five, other

The performance appraisal administrator of the county branch is allocated monthly according to the total performance salary issued by the city branch minus the balance of the unified package remuneration of the rural turn-based unit. The rural reconciliation unit remuneration assessment can be found in the rural unified package management appraisal method.

In the event of a security incident, service exposure, major errors, major violations of the law, and serious losses to the enterprise, the relevant provisions shall be implemented.

The veto indicator and the deduction index deduction refer to the relevant deductions as stipulated in the rules and regulations of the branch.

Each unit will report the kpi score of the employee's last month to the performance manager before the 8th of each month; each functional department shall strengthen the relevant function assessment management, and conduct the assessment and management of each unit by the department last month before the 8th of each month. The details of the deduction points and deductions shall be submitted to the appraisal administrator. If the overdue is overdue, the person in charge of the relevant department shall be directly deducted for 3 points in the performance appraisal of the month.

The resignation, dismissal, dismissal, delisting, etc., and the employee who canceled the labor contract with the company will stop paying the performance salary from the date of termination of the labor contract.

Employees have objections to performance appraisal. They can appeal to the performance appraisal leading group of their department or county branch within three days of the announcement date, and the relevant departments will seriously verify it.

The power of interpretation of these Measures belongs to the performance appraisal leading group of the xx county branch. If the relevant provisions are inconsistent with these measures, the present measures shall prevail.

If there is any conflict with the spirit of the file concerned at the higher level, it shall be executed in accordance with the spirit of the relevant file of the superior.

This measure has been implemented since May XX.