Personnel assessment method

Article 1 Personnel Assessment System

Systematic integration of the original monthly assessment, labor attitude evaluation and other forms of assessment, and then a professional and scientific personnel assessment system.

1. Labor attitude assessment:

According to the retirement pension system, the quarterly labor attitude is assessed, and the labor attitude is not evaluated in the daily assessment. Labor attitude assessment is essentially a basic work standard for assessing whether employees meet the company's requirements. This standard is a cultural standard, including basic behavioral norms, responsibility, professionalism, dedication and teamwork.

2. Job performance assessment:

The job performance appraisal is an assessment of the daily business performance, and is the process of performance management and evaluation completed by the executives at all levels.

This assessment was transformed from the original monthly assessment system, and the assessment period was changed to one quarter in one month. This is a results-oriented assessment system that emphasizes the actual performance of the work. The assessment includes the direct performance of the work and the actual ability of the work.

3. Examination of qualifications:

It is a routine task for the cadres of various systems to investigate the qualifications of cadres and employees at all levels. There is a systematic review every six months. It mainly examines and evaluates the qualifications of cadres and employees, provides a reserve talent pool for the selection of cadres, and provides a dynamic and rich archive for training, development and use of employees.

Article 2 Work performance appraisal system:

The job performance appraisal system is to deepen and optimize the original monthly appraisal system, absorb the advantages of its concept and framework, and propose new content and improvement requirements. For the performance appraisal of senior and middle-level cadres, a corresponding job description and evaluation system will be formulated separately. The following contents are only applicable to middle-level grassroots employees.

1. Assessment object. Compared with senior and middle-level cadres, middle-level employees refer to the following formal employees of the third-level department of the big system and other deputy managers of the second-level departments.

2. Form of assessment. The assessment elements are based on the main responsibilities and job content of the position. Through the form of the quantitative table, the actual performance is compared with the evaluation criteria. The quantification table strives for practicality and operability, and reserves a large space for the examiner to fill in the evaluation opinions.

3. Examination content. The core is job performance, which includes the transformation of work ability or job skills, that is, the ability part that is expressed. It mainly includes two aspects, one is the direct quantifiable performance result, and the other is the measurable performance characteristic of the ability.

4. Assessment elements. According to the principle of classification, determine the corresponding assessment factors, the progress and quality of key assessment projects, the key assessment of sales and market potential in marketing, the achievement of the key tasks of professional assessment, and the quantity and quality of daily work in the transaction category. and many more. The elements strive to be simplified, with a point to face, and the assessment elements must be highly measurable and easy to evaluate.

5, the benchmark of assessment. Refers to the general evaluation scale within the company. The principle of mastery of scale is: s means that the actual work far exceeds the target requirement; a means that the actual work exceeds the target requirement or some aspects meet the requirements far beyond the target requirements and other aspects meet the requirements; Target requirements; c means that some aspects have not met the target requirements; d means that the main aspects have not met the target requirements.

6. Assessment criteria. Refers to the performance criteria for evaluating specific assessment factors, usually expressed as measurable number of work targets, ratios, etc. or detectable quality standards. The former is confirmed by both parties at the beginning of the assessment period, while the latter is regulated by the relevant functional departments.

7. Basis for assessment. Refers to the basis that reflects the level of employee performance. The objective and accurate facts or data presented in the work, the data is mainly collected in the business activities, and the facts are mainly recorded and collected by the assessors from the work process. The evaluation opinions of relevant collaboration departments are also used as reference for performance appraisal, and can be obtained through formal channels through the application of standardized forms.

8. Assessment results. According to the evaluation factors, the employee's work performance is evaluated, and then the performance appraisal level is determined according to the evaluation criteria, that is, the appraisal result is obtained. In the design of the system, it must be fully considered that the evaluation results should have high validity and reliability. The validity means that the results can accurately reflect the true level of work performance. Reliability means that different assessors can maintain the same work performance. consistency. The assessment results are not just a hierarchical concept, but also include normative evaluation opinions made by the assessors.

Article 3 The inspection system for qualifications of qualifications.

The qualification examination is based on the job description, and the employee's job adaptability, aptitude, potential and professional quality are evaluated according to the qualifications required for the position to determine the competence of the employee's position. Put forward the advantages and disadvantages of the qualifications of employees, and gradually clarify the career growth and development channels of employees, including the direction of cadre training.

1. Study form. The superiors inspect the lower level, mainly based on the stable ability characteristics and occupational quality characteristics exhibited by the employees at work. Investigating the lower level is the daily work of the superior, and it is also an important responsibility of the manager. The process of examining the lower level is a process of caring, guiding, and cultivating the lower level. Employees' adaptability to their positions can also be raised to their superiors.

2. Examine the content. The focus of the evaluation is on the “worker” rather than the “social person”, which is the quality and ability factors of the person in the organization. These factors are only related to the qualifications of the position of the employee. During the inspection, the superior stress accepts individual subjective prejudice. The monthly personnel assessment should put more demands on the employees from the perspective of the company, mainly exerting its guiding and restraining functions, so as to achieve the recognition of the company management on the basis of corporate culture. The improved performance appraisal system is mainly to conduct a special assessment of the work performance of employees, strengthen the guidance of work results, and guide the continuous improvement of employees' work.

Continuously improve performance levels.

3. Quarterly performance appraisal should pay more attention to process management and control:

The work performance appraisal cycle can be changed to a post-quarter, gradually guiding the idea and method of goal management, focusing on the formulation of the initial goal and the evaluation at the end of the period, but at the same time should pay more attention to process management and control. We can design a monthly work plan and inspection system, a monthly communication system, a monthly work routine system, a work weekly system, etc., focusing on the staged results record and work guidance for the employee's work process.

4. Intensified appraisers training and qualification review system; many appraisers did not play a role in the implementation of the appraisal system, resulting in quite a number of problems. Therefore, in the process of implementing and continuously improving the new performance appraisal system, it is necessary to conduct relevant training for the appraisers. And the examination qualification system is introduced. After the examination, the examiner is qualified to pass the examination and the examination is carried out. At the same time, the assessment activities are supervised and the assessment qualifications are regularly reviewed.

5. All departments should carry out improvement work in "inheritance":

Under the guidance of the overall improvement thinking, all departments should adhere to the positive factors in the original system and methods, and carry out improvement work in light of the business characteristics of the department.

6. The main cadres and cadres are the main promoters of the improvement work. The Human Resources Management Department provides guidance at the level of ideas, systems, and methods, and reaches consensus with various cadres and cadres. Under this premise, all cadres and cadres should assume the organizational responsibility for this improvement work, and the Human Resources Management Department will provide relevant support in a timely manner.

7. Improvement work and wage reform work complement each other.

The relationship between personnel assessment and wage system is the relationship between value evaluation and value distribution. The two are very close. The two things that seem to be independent in the assessment improvement and wage reform work are actually complementary; they are mutually integrated. It is necessary to make overall arrangements, promote mutual progress, and strive for high-quality tasks.