(1) sequence comparison method

Sequential comparison method is a method to rank and evaluate employee performance. Before the evaluation, we must first determine the evaluation module, but we are not sure about the working standards to be achieved. All employees in the same position are compared in the same evaluation module. According to their working conditions, those with good jobs rank first and those with poor jobs rank last. Finally, add up the ranking figures of several modules of each employee, which is the assessment result of the employee. The smaller the total, the better the performance appraisal results.

(2) Relative comparison method

The relative comparison method is to compare employees with each other, and any two employees make a comparison. After comparing the two employees, the relatively good employee scored "1" and the relatively poor employee scored "0". After all the employees compare with each other, add up everyone's scores. The higher the total score, the better the performance appraisal results.

(3) Forced proportional method

Compulsory proportion method refers to the method of classifying candidates into several categories (best, better, medium, poor and worst) according to their performance.

Second, the absolute evaluation method

(1) management by objectives

Management by objectives is a performance appraisal method that decomposes the overall objectives of an organization into individual objectives step by step, and finally evaluates the performance according to the completion of the work objectives by the assessed. Before the work begins, the appraiser and the appraisee should reach an agreement on the content, time limit and evaluation standard of the work to be completed. At the end of the period, the appraiser will make an appraisal according to the appraiser's work and the original appraisal standard.

(2) Key Performance Indicator Method

Based on the annual target of the enterprise, the key performance indicator method determines the key quantitative indicators reflecting the comprehensive performance of enterprises, departments and employees in a certain period by analyzing the performance characteristics of employees, and conducts performance appraisal on this basis.

(3) Grade evaluation method

According to the job analysis, the grading method divides the job content of the evaluated post into several independent modules, and in each module, the work standards required to complete the work of the module are described in clear language. At the same time, the standard is divided into "excellent, good, qualified, unqualified" and other grade options, and the evaluator evaluates the completion of each module according to the evaluator's actual work performance. The total score is the employee's assessment score.

(4) Balanced Scorecard

The balanced scorecard evaluates the enterprise from four angles: finance, customers, internal business processes, learning and growth, and gives different weights to each index according to the strategic requirements, so as to realize the comprehensive evaluation of the enterprise, enable managers to grasp and control the enterprise as a whole, and finally realize the strategic objectives of the enterprise.

Third, the description method

(1) all-angle evaluation method

All-angle assessment method (360 assessment method) is an assessment method for superiors, colleagues, subordinates, themselves and customers to assess the assessed. Through this multi-dimensional evaluation, combined with the opinions of different evaluators, a comprehensive and fair evaluation can be obtained.

(2) Important event method

Important events refer to "important events" collected by appraisers at ordinary times. The "important events" here refer to those events that will have a positive or negative impact on the overall performance of the department. These performances should be recorded in writing. According to these written records, the appraisal results will be formed finally.

Quantitative performance management method is to scientifically process data, timely and accurately assess and coordinate the implementation of income, ability and distribution relations in different periods and under different working conditions.

Fourth, the target performance appraisal method

Target performance appraisal is a process of decomposing the overall goal and implementing the responsibility from top to bottom. Accordingly, performance appraisal should also be subject to the completion of the overall goal and sub-goals. Therefore, as the KPI assessment of departments and positions, we should also start from the standpoint that departments support the whole company and employees support departments. At the same time, the leaders of companies and departments should also be responsible for the performance appraisal of their subordinates, and they should not shirk their responsibilities to their subordinates. Performance appraisal distinguishes between departmental assessment indicators and individual assessment indicators, and can also ensure that superiors can actively care for and guide subordinates to complete tasks from the mechanism. [ 1]

SMART principle of evaluation index

S: (concrete)-clear and concrete, with clear and definite indicators, so that the evaluator and the evaluated can accurately understand the objectives; M: (measurable)-quantifiable. An enterprise should quantify the boss, enterprise and organizational structure. Goals and assessment indicators should be quantified, and the words "relatively good" and "not bad" cannot be quantified, which will lead to the ambiguity of standards and must be digitized. Without numerical indicators, it is impossible to assess at will, and it is easy to make mistakes when assessing;

A: (Achievable)-Achievable. Goals and assessment indicators must be achieved through hard work, neither too high nor too low. For example, the sales manager's assessment showed that the sales revenue last year was 20 million, and the demand this year was 65.438+0.5 billion, and no support was given. This is an indicator that is completely out of reach. The target value of indicators should be set according to personal situation, post situation and past history;

R: (correlation)-seeking truth from facts, not assuming. The definition of reality is having existing resources, which is objective and true;

T: (limited time)-limited time. Goals and indicators must have a time limit and be completed within the specified time. We'll see the result then. If you ask for 20 million sales, it is meaningless to ask for it. It is meaningful to know how long it will take to complete the sales of 20 million yuan.

How to set goals

Target performance comes from the decomposition of business objectives, that is, the index design method of decomposing business objectives into various departments and related personnel in order to complete the strategy.

From the management point of view, the goal is a slightly higher requirement than the actual ability range, that is, the kind of "jumping and reaching". "Eyes" are what the eyes can see, want and want. It is a dream: the "goal" has a scale. Goals are goals with scales, and dreams without scales are called fantasies, fantasies and whimsy.

The goal is not blown out of thin air, is not fictional, nor is it conceived behind closed doors, but is created by the whole enterprise with one heart and one mind, with detailed data, approval, completion cycle, passion and accurate budget and plan.

After the goal is determined, the enterprise must find ways to turn it into everyone's dream and let every employee agree with it. Only employees and the company have the same beliefs can employees develop in a company for a long time.

The index obtained by target decomposition is the most important and necessary work for each post and everyone. The target indicators of personnel at all levels are decomposed layer by layer. Performance appraisal must be top-down, and the chairman and general manager should set an example. It is impossible to form an enterprise assessment culture simply through the assessment of ordinary employees.

General index

Sales (sales revenue) production cost (defective rate, product cost, production personnel output value, production cost reduction rate)

Procurement cost (raw material cost, equipment cost, procurement cost)

Management cost (operating cost saving rate)

Marketing cost (cost-to-sales ratio)

Personnel compensation cost (talent achievement rate, talent training rate, job saturation, wage-benefit ratio)

Tax cost (tax saving rate, tax sales rate)

Construction of business model (quantification, standardization and materialization of business model)

Production system construction (formulation, promulgation, training, implementation and revision of production technology and standards)

Organization system construction (formulation, promulgation, training, implementation, revision and evaluation of organization system scheme)

Business system construction (formulation, promulgation, training, implementation and revision of business processes)

Financial system construction (formulation, promulgation, training, implementation and revision of financial processes and rules and regulations) Process system construction (formulation, promulgation, training, implementation and revision of operational processes)

Performance evaluation method of public institutions

Focus on performance improvement

Performance management is a cycle, starting from performance planning, through performance counseling, performance evaluation, performance feedback to the application of assessment results, forming a closed loop; After summarizing the promotion, enter the next round of performance cycle; In this process, organizational performance presents a spiral upward trend; The purpose of performance management is to promote the examinee to achieve the goal and realize the continuous improvement of performance.

Procedural fairness

The so-called procedural justice means that the system of performance management is scientific and fair, the procedures are standardized and fair, and the results are transparent and open.

First of all, the nature of institutions determines the low degree of quantification and standardization of their assessment indicators. Under this premise, if the problem of procedural justice cannot be solved well, the credibility of the evaluation will be greatly affected;

Secondly, the construction of performance appraisal system needs to be accumulated and explored in practice, but the performance appraisal of public institutions has just been fully implemented, and the cases, experiences and databases are not perfect. Therefore, we should start with the standardization of procedures, because the standardization of procedures is relatively difficult;

Third, through the solidification of the plan, we will guide the change of all employees' ideas, from the traditional year-end assessment with bonus as the purpose to performance management with the purpose of achieving goals.

To achieve procedural justice, leaders should first attach great importance to it; Secondly, we should let everyone understand and agree with the significance and purpose of performance management through training; Third, design a scientific, standardized and operable program; Fourth, introduce software and other methods to solidify and standardize the performance management procedures, so as to make them sustainable and avoid "a gust of wind, sports" performance appraisal.

Standard fairness

The so-called standard fairness puts forward higher requirements for performance management, which requires that the objectives of performance management can be transformed into a set of leading, systematic and operable indicators and standards, and effectively decomposed into the assessed units (organizations, departments and posts). At the same time, through the supporting data collection and management system, each assessed unit is given an objective and fair evaluation.

The ultimate goal of performance appraisal of public institutions is to achieve standard fairness. The so-called standard fairness is embodied in four key points:

First of all, an organization with good performance management, the overall direction of its performance appraisal must be the organization's strategy or business objectives. Therefore, to do a good job in the performance appraisal of public institutions, we must first have the unit's strategy or annual goal, because this is the real purpose and direction of performance appraisal. It should be said that there is still an institutional foundation in this regard, and there are generally annual work plans and work reports, which is a good basic condition.

Secondly, there needs to be a set of procedures, in which a department or a post is responsible for decomposing the above objectives and forming an assessment index for managers and departments above the middle level. We call it "strategic decoding", which is a long-term work, and it needs to track the completion of indicators every quarter and every month, and make adjustments according to environmental changes.

Thirdly, it is necessary to establish a hierarchical and classified post evaluation index library and a performance evaluation training system for department heads. Only hierarchical classification can reflect the job responsibilities and job characteristics of different positions; Department heads are the middle layer of performance appraisal. Only when managers at this level skillfully, skillfully and standardly use the method of performance appraisal can the assessment pressure given by the unit be effectively transferred to the grassroots level, and a scientific and objective assessment result can be given to each employee according to their performance.

Fourthly, it is necessary to establish a set of data collection and evaluation procedures. Need financial and related business departments to provide data, to clarify the responsible person, data submission time, data submission caliber; Need assessment team, debriefing meeting or 360-degree assessment to establish as detailed an assessment standard or "target anchor" as possible; If external evaluation is needed, the selection, management and audit of external evaluation institutions should be done well.

Characteristics of performance evaluation methods

Throughout the enterprise's various performance appraisal methods (or performance salary distribution scheme, etc.). ), can be summarized as the following eight characteristics:

(1) Tight-fitting type: performance appraisal and bonus distribution are highly integrated in one scheme, and it is difficult to separate them;

(2) Relationship specificity: one indicator has one share of money, and multiple indicators have multiple shares of money;

(3) light plan karyotype re-examination: when the index is issued, the estimated composition is too large or even "slapping the head", and the assessment is imposing and stressful;

(4) Strong business and weak functions: the assessment scheme is mainly aimed at sales, production and other business departments, and the functional departments are often formalized;

(5) Business-oriented indicators: indicators focus on sales, cost, output value and other business categories, while management indicators are less difficult to quantify;

(6) Paradox of index quantification: to quantify the index as much as possible for scientific fairness, but it tends to be simple and feasible due to the complexity of quantification;

(7) Recalculation over analysis: Many performance appraisal schemes are aimed at calculating bonuses, but there is no analysis of the problems;

(8) Lack of diversification of incentives: the application of assessment results is single, and various incentives such as training, promotion and welfare have little to do with assessment;

Among them, the karyotype of light plan reexamination, strong business and weak function, index business and index quantification paradox are reflected in the technical level of performance management; The diversity of close embrace, single-minded relationship, over-calculation and analysis, and lack of motivation reflects the problem of management orientation.

Performance technology is an educational technology in universities, which focuses on improving the quality of teaching and learning. Therefore, performance appraisal must be linked to the economic benefits at work.

Performance appraisal scoring method

There are five scoring methods of commonly used assessment indicators: grade difference method, subtraction method, ratio method, either-or method and explanation method. [2]

1, layer difference method

The grading method is to divide the assessment results into several grades, and the score corresponding to the actual implementation results is the assessment score.

For example, the recruitment cycle = the time from the employer's application for confirmation to the employee's arrival.

If the set minimum completion time is 30 days, the estimated completion time is 25 days. The weight of recruitment cycle indicator in appraisal is 15%, that is, 15 points. Hypothetical scoring methods can be divided into three types:

A, completed within 25 days, 15 points;

B, 25 ~ 30 days to complete, 10;

C, 30 days after completion, 0 point;

Step 2 subtract

Deduction method is a method of deducting standard points without adding points. In the process of index implementation, if there is any abnormality, points will be deducted according to certain standards, and if there is no abnormality, the score will be full.

3. Ratio method

The ratio method is to divide the actual completion value of the indicator by the planned value (or standard value), calculate the percentage, and then multiply it by the weight score of the indicator to get the actual assessment score of the indicator.

Calculation formula: A/B* 100%* corresponding score. (A is the actual completion value, and B is the planned value or standard value)

For example, HR department recruitment plan completion rate = actual number of recruits/planned number of recruits.

If the recruitment plan completion rate accounts for 20% of this quarter's weight, that is, 20 points, the score is: recruitment plan completion rate *20.

4. Either this or that.

An either-or approach means that there are only a few possibilities for the result, and there is no intermediate state.

For example, the information department is responsible for the achievement rate of the company-level process release plan.

If the weight of the quarterly indicator is 10%, that is, 10 points, because there are not many processes in each department, there may be only eight processes in the human resources department and only seven in the finance department, so the number of processes completed by the information department in each quarter is not very high, so the minimum requirement of this indicator is 100%. There are only two results in the calculation, 65433.

If it is 100% completed, score 10;

100% unfinished, 0 point;

Step 5 explain

Interpretation method: the above method cannot be used in assessment. The explanation method mainly needs to explain several possible situations of performance appraisal results and set the corresponding scoring method for each situation.

For example, employee satisfaction survey and analysis indicators can be scored by explanation. If the index is 20% of a position, the four scores are: 2, 8, 4, 6; Six bosses rated the four items respectively, and the final score was the sum of the four items scored by six bosses.