Year-end Performance Appraisal Scheme 1 I. Appraisal Principles
1, performance-oriented principle.
2. The principles of fairness, justice and openness.
3. The principle of combining assessment with evaluation.
4. The principle of seeking truth from facts and striving for perfection.
Second, the evaluation object
1, department general manager and assistant general manager.
2. All employees.
3, the project department production manager above leadership.
4, the project department personnel.
Third, assessment agencies.
1. The chairman and general manager of the company are the general leaders of the year-end performance appraisal.
(1) is responsible for approving the year-end performance appraisal implementation plan.
(2) Supervise and inspect the year-end performance appraisal process.
(3) Determine the results of year-end performance appraisal.
2. Administration Department is the organization department of year-end performance appraisal.
(1) Formulate the implementation plan of year-end performance appraisal.
(2) Organize and guide all departments to implement year-end performance appraisal.
(3) Summarize the results of year-end performance appraisal.
3. The general manager and project manager of each department are the first responsible persons for the year-end performance appraisal of this department.
(1) Organize and lead the overall work of year-end performance appraisal of this department.
(2) Set up an assessment team consisting of 2-3 people to interview all employees in the department, truthfully fill in the year-end performance assessment form, and then forward it to the Administration Department.
(3) Organize the annual work summary meeting of the department.
Fourth, the assessment grade distribution
The evaluation results are summarized and determined.
B +
B -
C +
Evaluation score
More than 90 points
70-89 points
60-69 points
Below 60 points
Evaluation grade
A
B
C
D
Weight proportion
10%
40%
40%
10%
1, if the assessment score is 85-89, the assessment grade is determined as B+, and B+ does not exceed 20% of the employees in this department.
2. If the assessment score is 75-79, the assessment level is determined as C+, and C+ does not exceed 20% of the employees in this department.
3. The employee has one of the following behaviors. The assessment level shall not be rated as level 1.
(1) Absenteeism without reason or being late for more than 2 times a month or leaving early.
(2) The personal leave for marriage and funeral illness or personal leave exceeds 15 days.
(3) Causing economic losses and adverse effects to the company.
(4) Individuals accept interests and intentionally harm the interests of the company.
(5) Other acts that violate the company's rules and regulations.
4. The assessment level of each department shall not exceed the above ratio, and those exceeding the above ratio shall be re-assessed. Special circumstances exceed the above ratio, and sufficient reasons must be explained.
5. Leading and organizing the year-end performance appraisal, as one of the important achievements of the assessed.
V. Assessment schedule and methods
This appraisal is the annual appraisal of xxx7, and the appraisal time is from February 25th, xxx7 to October 25th, xxx8/KLOC-0.
1, xxx7 Before February 20th, 2007, the general manager, deputy general manager and assistant general manager of the department submitted their personal debriefing reports to the Administration Department, and other employees submitted their personal work summaries to the general manager of the department.
2. From February 20th to February 25th, 65438, xxx7 year, the Administration Department determined the implementation plan of the assessment, communicated with the general managers of all departments, and informed the assessment process and arrangement.
3.65438, February 25, xxx7 ——65438, XXX 81October 5, the general manager and project manager of each department talked with all the staff of the department individually and filled in the year-end performance appraisal form.
4. The general manager of the general contracting department of the project completes the assessment of all the staff of each project department. Taking the project as a unit, the general contracting department of the project and the assessment team of the project department will talk with the employees for assessment, and fill in the year-end performance assessment form carefully. The department assessment team and the project assessment team score the employee assessment, and the weight ratio is (department general manager: project manager 3: 7).
5, xxx8 years 65438+1October 5-65438+1October 9, each department held an annual work summary meeting, and informed the administrative department of the meeting time and place, and the administrative department attended the summary meeting of each department and project department. Hold the annual work summary meeting of the general contracting department of the project with the project department as the unit. At the meeting, all the staff of the project department fill in the annual performance appraisal form and conduct democratic evaluation on the leaders above the production manager. The evaluation results can be used as a reference for department general managers and project managers to evaluate the employees of production managers.
6. In xxx8, 65438+1October/KLOC-0-65438+1October 1 1 held a debriefing meeting for the department general manager, deputy general manager and assistant general manager. Each department selects two employees above the supervisor by lottery to attend the debriefing meeting, and the participants fill in the annual performance appraisal form and score the debriefing leaders by secret ballot.
7. The chairman and general manager are responsible for evaluating the department general manager, deputy general manager and assistant general manager, and filling in the year-end performance evaluation form. The chairman and general manager are responsible for the assessment and scoring of the department general manager and assistant general manager. The weight ratio of the assessment and scoring of the reporting leaders by secret ballot is: chairman and general manager 6: secret ballot 4.
8. In xxx8 years, 65438+1October 12 was appraised by the company's administrative department at the end of the year. Unified summary, and report to the company chairman and general manager.
9. The annual work summary meeting of the Company was held in June, xxx8, 8+1October1March.
Sixth, the application of evaluation results.
1, through the performance appraisal, the company has a correct and comprehensive understanding and evaluation of employees, laying the foundation for the use, adjustment and rational allocation of human resources.
2, through the performance appraisal, encourage advanced, spur backward, effectively mobilize the enthusiasm and initiative of employees, improve work efficiency, ensure to do a good job in 2008.
3. The performance appraisal is linked to the year-end award, and there are rewards and punishments.
If the employee has the following attendance problems, the bonus will be deducted appropriately:
(1) If you are late for more than 2 times a month or leave early, the total year-end bonus will be deducted from 50 yuan each time.
(2) If you are absent from work without reason, 500 yuan will be deducted from the total year-end bonus for each day of absenteeism.
(3) If the leave exceeds 15 days, 20% of the total year-end bonus will be deducted, and 5 days will be added, and 10% of the total year-end bonus will be deducted.
(4) If the sick leave for marriage and funeral exceeds 15 days, 10% of the total year-end bonus will be deducted, and 5% will be deducted every 5 days.
The year-end bonus will be deducted if the employee has the following behaviors that harm the interests of the company.
(1) Personal behavior causes economic losses and adverse effects to the company.
(2) Individuals accept interests and intentionally harm the interests of the company.
(3) Causing engineering safety accidents.
(4) causing rework or delay in engineering construction.
(5) Material planning is inaccurate and untimely, resulting in material loss and waste.
Seven, several requirements
1, the year-end performance appraisal work must be serious, don't go through the motions, and do it in a down-to-earth manner.
2. Compared with the past, the year-end performance appraisal should make a qualitative leap to standardize the management of the company, March towards modern enterprises and explore new ways.
3. At the end of the year, all the work is busy, so it needs to be arranged as a whole, alternately, and work overtime when necessary to ensure the effectiveness of performance appraisal.
Eight, the assessed object can appeal to the administrative department for the assessment results, and the administrative department can report to the company leaders as appropriate after receiving the complaint.
Nine. The administrative department is responsible for the interpretation of this implementation plan.
Year-end performance appraisal scheme Part II: Purpose of assessment
In order to strengthen the team building in the production workshop, improve the quality of the team leader, comprehensively evaluate the performance of the team leader, ensure the realization of the business objectives of the enterprise, and provide accurate and objective basis for the salary adjustment, education, training and promotion of employees, the implementation plan of the performance appraisal of the team leader in the production workshop is formulated.
Second, the evaluation principle
(A) the principle of fairness and openness
1. Personnel evaluation standards, evaluation procedures and evaluation responsibilities shall be clearly defined and made public to all employees in the enterprise.
2. The evaluation must be based on objective facts and try to avoid being mixed with subjectivity and emotion.
3. All team leaders in the production workshop of the enterprise should be assessed, and the assessment of the same post should be conducted according to the same standard.
Normalization and institutionalization
As an important system of human resource management, performance appraisal system should be observed and implemented by all employees of enterprises. The assessment of workshop leader is divided into quarterly assessment and annual assessment.
(C) the combination of quantitative and qualitative
The assessment indicators of workshop team leaders are divided into qualitative indicators and quantitative indicators, of which qualitative indicators account for 40% and quantitative indicators account for 60%.
Communication and feedback
After the assessment, the relevant leaders of the Human Resources Department or the Production Department shall communicate with the assessed in time and inform the assessed of the assessment results.
While feeding back the evaluation results, it is necessary to explain the opinions to the appraisee, affirm the achievements and progress, explain the shortcomings, put forward reference opinions on the future direction of efforts, and carefully listen to the opinions or suggestions of the appraisee to formulate the work plan for the next stage.
Third, the performance appraisal team members
The human resources department is responsible for organizing the overall work of performance appraisal, and its main members include the manager of human resources department, the manager of production department, the director of production workshop, the performance appraisal specialist of human resources department and ordinary employees of human resources department.
Fourth, the evaluation cycle.
The assessment of the team leader in the production workshop is conducted under the direct leadership of the performance assessment team, and the quarterly assessment time is generally 1 to10 in the first month of the next quarter; The annual assessment time is June 65438+1October 5-20 of the following year.
The implementation of verb (verb abbreviation) evaluation
The staff of the performance appraisal team conduct the appraisal according to the actual working conditions of the employees. The employee himself submits a debriefing report to the Human Resources Department during the assessment period, and the Human Resources Department collects and counts the results, and informs the assessed himself of the assessment results in the performance feedback stage.
VI. Application of evaluation results
The assessment results are divided into five grades (as shown in the following table), and the results provide an objective basis for the salary adjustment, staff training, post adjustment and personnel changes of the Human Resources Department.