Human resources department management system template collection

Chapter 17 Performance Appraisal Management (1)
Responsibilities and terms of office for performance appraisal managers

The performance appraisal post is a subject post for an enterprise to evaluate the work of its employees. Its main responsibilities are: to assist the superior leaders to complete the formulation of appraisal standards and methods.The formulation of assessment standards and methods must be based on the actual situation of the enterprise itself.

Performance Manager Job Responsibilities
The direct superior of the performance supervisor is the human resources manager, and the direct subordinate is the performance specialist.Its job responsibilities are as follows.

Responsibility 1: Responsible for formulating the annual evaluation plan according to the needs of the enterprise, setting different evaluation cycles according to different positions, formulating employee education and training plans, and reserving talents for the development of the enterprise.

Responsibility 2: Formulate the scope, requirements and content of the evaluation, organize and train the evaluation personnel, collect evaluation questionnaires and information, publish the evaluation results, collect feedback information, and provide the basis for the general manager's human resource decision-making.

Responsibility 3: Responsible for the preparation of the department's budget plan, and urge subordinates to implement it effectively.

Responsibility 4: Reasonably arrange the work of subordinates to improve work efficiency.

Responsibility 5: Contact relevant departments in time to coordinate the work.

Responsibility 6: Responsible for clarifying the goals and importance of work to subordinates.

Responsibility 7: According to the comprehensive business plan of the enterprise, implement the work plan of the department.

Responsibility 8: Responsible for the collection, refinement and proper processing of relevant personnel information.

Responsibility 9: Responsible for the formulation of implementation plans for important topics within the jurisdiction of the department.

Performance Supervisor Qualifications
A performance supervisor must meet the following qualifications.

Condition 1: Have a bachelor degree or above in human resource management, psychology, and management.

Condition 2: Understand the relevant knowledge of modern human resource development and management, and have more than 3 years of experience in performance appraisal management.

Condition 3: Familiar with the operating procedures and methods of corporate performance appraisal.

Condition 4: Familiar with the production, development, sales, operation, policies, plans and service items of the enterprise.

Condition 5: Familiar with national laws, regulations and policies related to business operations.

Condition 6: Have a certain understanding of management, psychology, sociology, organization, basic financial knowledge and computer database.

Performance Specialist Job Responsibilities
The direct superior of the performance specialist is the performance supervisor, and there is no subordinate.Its job responsibilities are as follows.

Responsibility 1: Cooperate with leaders to complete the specific organization and implementation of various employee performance appraisal work.

Responsibility 2: According to the actual situation of performance appraisal and relevant regulations, be responsible for the implementation of rewards and punishments for relevant personnel.

Responsibility 3: Assist and guide the performance appraisal work of various departments, and explain the relevant issues of the performance appraisal management system to employees.

Responsibility 4: According to the needs of the company, provide performance data support and assist policy interpretation.

Responsibility 5: Responsible for evaluating the current performance appraisal system and providing improvement measures.

Responsibility 6: Classify the assessment results, assessment system and other materials, and do a good job in filing.

Responsibility 7: Assist the HR manager to complete other tasks related to HR management.

Performance Specialist Qualifications
Performance specialists must meet the following qualifications.

Condition 1: Have a college degree or above in human resource management and psychology.

Condition 2: More than two years of working experience in human resources, and more than one year of working experience in performance appraisal.

Condition 3: Clearly master the knowledge and skills of employee assessment, and be familiar with the assessment system and process.

Condition 4: Understand the operating standards of employee assessment and be familiar with the human resource management system.

Condition 5: Familiar with national personnel policies, laws and regulations.

Condition 6: Proficiency in operating various office software.

When selecting and appointing performance appraisal personnel, special attention must be paid to whether they have the relevant knowledge and ability of employee appraisal, and whether they are familiar with the relevant systems and procedures of appraisal. These points are the basic conditions for performance appraisal personnel to carry out their work. If the selected personnel are not competent This position, then the performance appraisal work of this enterprise will be difficult to carry out effectively.

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Grass-roots personnel assessment management
Performance appraisal is to form a good performance evaluation mechanism, reward hard work and punish laziness, and performance appraisal is usually closely related to the salary and welfare system.Grassroots personnel occupy a considerable proportion in the entire enterprise, and the success or failure of their assessment will directly affect the stability and development of the enterprise.Therefore, the following points must be paid attention to when assessing grassroots personnel: the job description must be confirmed and approved by the employees before it can be used as an important standard for measurement; the assessment should be based on the key event evidence and goals in the work to achieve quantitative data; The employee conducts an interview and asks the employee to sign for confirmation.

Grass-roots personnel performance appraisal management system
With regard to the management system of assessment of grassroots personnel, we list the assessment systems of two companies for readers' reference.

performance appraisal system
×× company performance appraisal system
Executive department file number
Approver Approval Date
General
Article [-] This system is specially formulated in order to improve the performance management work of each department of the company and promote the improvement and promotion of the performance of employees and departments.

The second principle of evaluation:
(1) Consistency: In a continuous period of time, the content and standards of the assessment should not change too much, and the assessment methods should remain consistent for at least one year.

(2) Objectivity: The evaluation should objectively reflect the actual situation of the employees, and avoid errors caused by the halo effect and personal bias.

(3) Fairness: Use the same evaluation criteria for employees in the same position.

(4) Openness: Employees have the right to know their own evaluation results.

Article [-] Performance appraisal system framework:

(1) The cycle of performance appraisal is divided into: monthly performance appraisal, quarterly performance appraisal and annual performance appraisal.

(2) The assessment objects are divided into: the person in charge of the function and other personnel.The general manager is responsible for the assessment of the person in charge of the function, and the person in charge of the function is responsible for the assessment of other personnel.

(3) Assessment level: In each assessment link, the assessment results can be divided into the following three levels.

Assessment level definition and description

A Excellent: Continuing or partially exceeding expectations, exceeding or basically completing work tasks (the work completion rate is above 95%)

B Good: able to complete most of the work tasks (the work completion rate is above 90%), and the performance is normal and stable
Poor C: Unable to complete most of the work tasks and need counseling and improvement

monthly performance appraisal
Article [-] The monthly performance appraisal adopts a percentage system. The contents of the appraisal include: key work and routine work. The weight of the appraisal is as follows:
Assessment object key work weight regular work weight
Functional person in charge 60% 40%
Other staff 40% 60%
Explanation of the fifth assessment content:

(1) Key tasks include: key tasks of departments and functional modules, annual special tasks, and important tasks assigned by leaders.

(Continued)
(2) Routine work includes: personal annual or monthly routine work, temporary work assigned by the leader, etc.

(3) Addition and subtraction indicators:

Bonus points refer to items that can be awarded with the approval of the general manager, and are determined according to the specific conditions of the examinee's monthly work quality, emergency response and handling capabilities, and the company's relevant praise and rewards for the examinee. The score is 05 points.

Point deduction items refer to matters that should be deducted points upon the approval of the general manager. It is determined according to the specific conditions of the examinee's work quality, violations of regulations and disciplines, and complaints from relevant units and departments. The point deduction value is 05 points.

Article [-] Assessment process:

(1) Before the 25th of each month, the employee being assessed shall report to the functional person in charge the work plan for the next month, the completion of the plan for the current month and the self-evaluation of the assessment.

(2) Before the 30th of each month, the person in charge of the function shall adjust and confirm the work plan declared by the employee being assessed, complete the re-evaluation of the assessment, and submit it to the general manager for approval.

Article [-] Assessment results and payment of salaries.

The assessment results are linked to the individual's monthly fixed salary, and the payment ratio is as follows:
Assessment score (S) S>95S≤95
The distribution ratio of the fixed salary standard is 100%. The assessment score starts from 95 points, and 1% of the salary standard will be deducted for every 1 point less.
Note: The minimum distribution ratio is not less than 90%.

Article [-] Attendance.

Attendance will not be included in the monthly assessment of employees, and absentee wages will be deducted from their monthly wages according to the specific attendance results. For the deduction standard, please refer to the salary management method (separately).

Quarterly Performance Review
Article [-] Quarterly performance evaluation includes: quarterly work evaluation and quarterly ability evaluation, and the corresponding weights of different evaluation objects are as follows:
Assessment objects Quarterly work assessment Quarterly ability assessment
Functional Leader 100% None

Other staff 70% 30%
Article [-] The results of the quarterly work assessment are calculated by the weighted average of the monthly assessment scores of the three months in the quarter.

No.11 quarterly capacity evaluation:
(1) The evaluation adopts a 5-point system, including five evaluation indicators: communication and coordination ability, execution ability, innovation ability, teamwork, and initiative, each of which accounts for 20%.

(2) Scoring standard: According to the requirements of the position and rank, the employee's ability performance in the process of achieving the personal performance goal is compulsorily evaluated and scored. The specific standards are as follows:
(Continued)
Demonstration of competency and job matching degree scoring range

Instep 1920
Exhibit Otsu 1718
C below 16 points

No.12 quarterly evaluation process:

（1）各考核责任人负责在每季度首月（1月、4月、7月、10月）的10日前，根据季度考核表所列的项目及考核权限，完成上季度的考评工作。

(2) The functional person in charge forms a non-level meeting group to discuss the quarterly performance assessment and quarterly evaluation of other personnel, and initially evaluate the results of the quarterly performance level.

(3) The department manager is responsible for the final evaluation of the quarterly performance evaluation results of the department members.

No.13 quarterly evaluation results and salary distribution:
(1) The person in charge of the function does not participate in the distribution of quarterly performance rewards.

(2) Quarterly performance rewards for other personnel shall be distributed with reference to the results of the quarterly evaluation of the team and individuals, and those whose evaluation result is C will not participate in the distribution of quarterly performance rewards.

Annual Performance Review
No.14 The annual performance evaluation is a comprehensive evaluation of the employee's personal annual performance. The evaluation structure of different evaluation objects is as follows:
Annual performance appraisal ability evaluation of appraisal objects
80% of the quarterly performance evaluation of the functional person in charge, 20% of the evaluation of the general manager
Quarterly performance evaluation of other personnel 100% None

(1) Annual performance evaluation: the weighted average of the individual performance evaluation scores of employees in each quarter.

(2) Evaluation by the general manager: The general manager is responsible for comprehensive evaluation of the completion of the annual work plan of the functional person in charge and personal work ability.Among them, the evaluation of work ability needs to be combined with relevant personnel to carry out 360-degree feedback evaluation, and the feedback results will be used as a reference for the general manager to evaluate.

No.15 annual evaluation process:

(1) Each person in charge of assessment should complete the declaration of the annual performance evaluation form before December 12.

(2) The general manager should complete the evaluation of the person in charge of the function before December 12.

(3) The non-level meeting organized by the department director should complete the final assessment of the results of the annual performance level of department employees according to the mandatory distribution ratio before December 12.

Annual Performance Grade A, B, C

Number of people ratio 10% 80% 10%
(Continued)
No.16 annual performance results application:

(1) The annual performance grade is combined with the fluctuation of employee salary, and the payment ratio refers to the "Salary Calculation and Payment Method".

(2) According to the specific situation of the assessment, employees whose annual assessment results are grade C will be transferred or dismissed.

Performance Adjustment, Improvement and Applicable Personnel
No.17 performance interview.

In each assessment cycle, the person in charge of the function shall conduct interviews with employees whose assessment level is A, affirm their excellence and encourage them; conduct interviews with employees whose assessment level is B, put forward specific improvement suggestions, and record them in the assessment and evaluation .

Article No.18 The department manager shall hold a monthly work meeting before the 5th of each month to report the completion of the work plan of the previous month and the assessment results of the personnel being assessed, and put forward suggestions for improvement.

No.19 Employee Complaints.

Employees have the right to lodge an appeal against their own performance appraisal results, and the functional person in charge must give feedback to the employee in a timely manner on his comments on the employee's appeal.

Article No.20 Within one month after the new employee enters the job, the assessment superior should set work performance goals for him, and complete the evaluation of his regularization before the end of his probationary period.

(1) Monthly assessment: During the probationary period, if you participate in the monthly assessment, only the assessment result will not affect your salary.

(2) Quarterly performance evaluation: Those who have been employed for two months after becoming a full-time employee will participate in the quarterly evaluation of the current quarter.

(3) Annual performance evaluation: Those who have been working for three months since becoming a full-time employee will participate in the annual performance evaluation.

No.20 staff transfer:
(1) Participate in the monthly assessment: Those who have been on the job for 20 days at the time of transfer.

(2) Participate in quarterly performance evaluation: Those who have been employed for two months in the quarter when they are transferred.

(3) Participate in the annual performance evaluation: those who have served for three months in the current year when they are transferred.

No.20 Two resigned personnel.

In principle, resigned personnel will no longer be subject to performance evaluation. If performance evaluation is required due to salary settlement, comprehensive evaluation can be carried out with reference to the monthly and quarterly evaluation results during the in-service period.

by-laws
No.20 three confidentiality:
(1) The evaluation results are only disclosed to the person in charge of the evaluation, the person being evaluated, the person in charge of human resources and the (deputy) general manager.

(2) The evaluation results and evaluation documents are archived by the Human Resources Department.

(3) No one is allowed to disclose the evaluation results to irrelevant personnel.

No.20 Article [-] Human Resources Department is responsible for the interpretation of this system.

No.20 Article [-] This system shall come into force on the date of promulgation.

Staff Performance Appraisal Standards
×× company employee performance appraisal standards
Executive department file number
Approver Approval Date
General
Article [-] This standard is formulated in order to make the performance appraisal conform to the principles of clear rewards and punishments, fairness and justice, and encourage employees to improve their work performance.

Article [-] The assessment and evaluation of personnel in various departments of the company must strictly follow this standard.

Article [-] Responsibility units:
(1) The Human Resources Department is responsible for the formulation and revision of this standard.

(2) The general manager is responsible for the review and approval of the formulation, modification and abolition of this standard.

Article [-] The management unit of this standard is the Human Resources Department.

Assessment regulations
Article [-] The company divides the assessment of employees into three categories: usual assessment (monthly assessment), year-end assessment and special project assessment.

Article [-] Regular assessment (monthly assessment):
(1) The direct supervisors of each department conduct correct assessments one by one for the employees in the department according to the items stipulated in the "Employee Assessment Standard Form", and record the monthly assessment results secretly in the "Employees' Daily Initial Examination Form". Submit it to the Human Resources Department for archiving before the 3rd of the next month, as a reference for the annual assessment and preliminary assessment of the project.

(2) For the special merits and demerits of employees on weekdays, the heads of various departments shall report for rewards and punishments in accordance with the "Employee Rewards and Punishments Measures".

Article [-] Year-end assessment:

(1) The previous year's assessment should be done at the beginning of each year.

(2) The management department conducts audits based on the "Employee's Initial Examination Form", employee attendance, rewards and punishments, etc., fills in the "Annual Employee Evaluation Form", and sends it to the review supervisor of each department for review.

(3) The re-examination supervisors of each department will re-examine each achievement and calculate the scores based on the information in the annual assessment form, and submit them to the general manager for approval after BCC approval.

Article [-] Project assessment:

(1) Before the annual salary adjustment or year-end bonus is issued, the special assessment process should be completed as a reference for the issuance or salary adjustment.

(2) The procedure for the project assessment is the same as that of the annual assessment.

Article [-] Assessment and Scoring Criteria:

(1) Regular assessment
The evaluation items and the highest scoring criteria of the usual assessment are as follows:
(Continued)
The highest scoring standard for the evaluation project

Performance contribution 60 points

Business skills 20 points

Work attitude 20 points

(2) Annual assessment and project assessment
When reviewing the annual assessment or project assessment, in addition to reviewing the various assessments listed in the usual assessment, the items of attendance assessment and reward and punishment assessment should also be added.Its score calculation structure is as follows:
① The average score of the usual assessment during the annual assessment or special assessment period, accounting for 80% of the total assessment score.

②Employee attendance score accounts for 20% of the total assessment score, and the 20-point deduction calculation is as follows:
Deduction Standards for Attendance Evaluation Items
Deduct 02 points per time for being late

Deduct 1 point per time for early departure

02 points per day for sick leave (less than 1 day is counted as 1 day)

04 points per day for personal leave (less than 1 day is counted as 1 day)

3 points per day will be deducted for absenteeism (less than 1 day will be counted as 1 day)

③Employees who have been rewarded and punished during the calculation period of the employee assessment must add or subtract points according to the following regulations:

Standards for adding and subtracting points for reward and punishment evaluation items

Record a major meritorious deed or a major demerit ± 9 points

Merit or demerit once ± 3 points

Reward or reprimand ± 1 point once

Remarks merits and demerits can be deducted, but bonus points cannot exceed 100 points

④ The attendance scores mentioned above will be audited by the Human Resources Department.

Article [-] Assessment List
(1) Those with a total score of 90 or more are grade A.

(2) Those with a total score of 8090 points (including 90 points) are grade B.

(3) Those with a total score of 7080 points (including 80 points) are grade C.

(4) Those with a total assessment score of 6070 (including 70) are grade D.

(5) If the total score of the assessment is less than 60 points, it is grade E.

No.11 Restrictions such as assessment columns.

Pay attention to the following items in the employee appraisal list:
(Continued)
(1) Only those with a score of 80 or more in the assessment, and rewards for meritorious service and more than 18 points in the attendance item can be classified as A.

(2) If an employee has one of the following circumstances, his assessment result shall not be classified as B:
① Those who have been subject to the above-mentioned sanctions have not been cancelled.

②The score of the attendance item is less than 16 points.

(3) The proportion of those listed as B or above in the assessment cannot exceed 15% of the total assessors.

(4) The proportion of those listed as C or below in the assessment cannot be lower than 15% of the total assessors.

(5) During the annual assessment or special assessment period, employees whose actual working time is less than 1/2, or who have not returned to the company without pay, are not entitled to participate in the annual assessment or special assessment.

No.12 assessment rewards and punishments.

The rewards and punishments for annual assessment or project assessment are as follows:
Year-end bonus distribution coefficient for rewards and punishments during annual salary adjustment
A upgrade to level 3 is calculated by 15 of the bonus coefficient
B is upgraded to level 2 with a bonus factor of 12.
Upgrade C to level 1 with bonus factor of 10
(End of this chapter)