202 1 year-end personal work summary of performance appraisal assistant
202 1 year-end personal work summary of performance appraisal assistant (I) This year's performance appraisal work summary is an important work that every HR engaged in performance management (especially performance supervisor or manager) should complete, which mainly includes two parts. Whenever a business management year ends, HR engaged in performance management should make a year-end summary of the annual performance management, which is also the requirement of annual performance debriefing. We should not only affirm good achievements, but also analyze the shortcomings and problems in our work and precipitate good practices and experiences. The main analysis contents are as follows:
The completion of the annual work plan for performance management (analyzing the completed and unfinished contents); The focus of annual performance management; Shortcomings and problems existing in the work and improvement plans; Experiences and lessons worth learning.
The main purpose of performance management system analysis and review is to evaluate the operating efficiency and effect of the performance management system itself, diagnose and analyze the problems existing in the performance management system, and formulate corresponding improvement measures to improve it.
After the completion of 202 1, we will begin to plan and prepare for the performance management in 2022, mainly including system planning, work planning and work preparation.
First, according to the company's strategy and 202 1 business plan and objectives, formulate the overall objectives and policies of performance management in 2022, clarify the focus and direction of performance management in 2022, and determine the corresponding performance management strategies and objectives;
Second, according to the adjustment of organizational structure and business process and the appointment and dismissal of personnel in 20021,the organization and operation mode of performance management in 2022 should be appropriately adjusted;
Thirdly, according to the overall goal, direction, management strategy, work focus and organization mode of 202 1 performance management system, combined with the analysis and evaluation results of 202 1 performance management system, the specific performance management system planning is carried out, including performance management system, evaluation method, evaluation scheme, evaluation process and related forms. Generally speaking, the performance management system of each company is relatively stable, and the annual performance management system planning usually only needs to diagnose, adjust and optimize the original system.
The annual performance management work plan is the deployment, planning and arrangement of the company's annual performance management tasks. It is necessary to comprehensively analyze the company's strategy and annual business plan, the analysis and evaluation results of the operation effect of the performance management system in 20021year, and the planning of the performance management system in 20021year to determine the key work items in 2022 one by one.
Objectives: Determine the working objectives, evaluation criteria, responsible person, action plan, timetable, possible problems/obstacles/challenges, relevant countermeasures, resource allocation and support of each project.
At the same time, it is necessary to establish the management mechanism of the annual performance management work plan, formulate the tracking table of the annual performance management work plan, track, feedback and adjust the work items in the tracking table in time to ensure the smooth completion of the annual performance management work plan.
Each company has its own differences in these performance management preparations, which should be prepared according to the actual situation of the company. Moreover, these preparations may not be completed before the year, but the planning and promotion should be started at least before the end of March 2022, otherwise the work progress of the company's entire business plan may be affected.
202 1 year-end personal work summary of performance appraisal assistant (2) performance appraisal, in layman's terms, is a process in which supervisors at all levels of an enterprise record the personnel, work and performance of members along with the timetable, and evaluate the performance results after a certain period of time expires. Performance appraisal is one of the responsibilities of managers at all levels, and it is also one of the most difficult problems in management practice. It takes at least three years for a company to implement the management activities of performance appraisal. When a company's staff is gradually expanding, performance management can realize the standardization of management and implement it on quantitative indicators. Successful performance appraisal can be used as the basis of selection, transfer, salary adjustment standard, education and training, research and development indicators, rewards and punishments.
Our company is still in the primary stage of human resource management, and there is no formal written department and the framework and formulation of various responsibilities. Assuming that performance management is really to be introduced, it is impossible to rely solely on one person or one department. This is a systematic project, which requires the concerted efforts of the whole company from top to bottom in Qi Xin. When many companies implement performance appraisal, the final result is "failing". There are many reasons for this result, such as hasty and blind implementation, lack of support from senior leaders, lack of performance appraisal indicators related to work, and too many forms. Executives think that the time and energy spent is little or no benefit, or they are unwilling to meet their colleagues face to face, or take judges in performance appraisal. Or employees think that performance appraisal is unfair, and so on. These reasons will make it difficult for performance appraisal to achieve real results.
Assuming that the company will implement performance appraisal, the work we need to prepare from now on can be divided into the following steps:
1, gradually infiltrate the concept of "performance management" and let employees have a psychological endurance process; We don't talk about "performance appraisal" and "assessment", which will arouse the resentment of employees to a certain extent. Companies can be called "performance management". Performance management is not an assessment, but an assessment of everyone's work behavior in the form of a table through quantifiable indicators. The ultimate goal of performance management is to improve everyone's working conditions and make the whole company system run smoothly. If you can promise the benefits generated by performance management and share some with employees, it will be easier to establish performance management.
2. Framework and formulation of departmental and individual responsibilities; The most important thing is to make a job description for everyone in each position, which should be practical, and what the company requires this person to do should be detailed, not a general concept. This requires everyone and every department to treat this work positively, not only to sort out their own work content, but also to sort out their working relationship with colleagues.
3. After making everyone's job description and responsibilities scientifically, select individual key projects, set individual key performance indicators, and thus work out a performance appraisal form.
4. Then set up an assessment organization to integrate the strength of the entire leadership team, review whether the assessment form is reasonable, and formulate an assessment plan, including operational procedures, scope of application, development direction, assessment methods, application of assessment results, operational procedures for dispute resolution of assessment results, and adjustment of indicators. When making an assessment plan, the indicators must be quantitative, scientific, standardized and practical, otherwise they will not be made. At the initial stage of this management, the amount of assessment should not exceed 20% of the total wages of employees.
5. After 3-6 months of discussion, review and trial operation by the whole leading group, the trial operation plan will be revised according to the differences. During the trial run, if the employee's salary is lower than the original salary during the trial run, then "no assessment" is equivalent to paying the original employee's salary without assessment. If it is higher than the salary without assessment, then the salary obtained through assessment will be paid. The first and second versions of the trial operation plan will be implemented. The second edition is the final edition after revision, which fully implements performance management.
If we really carry out this work, we will encounter more problems than we originally thought. We must start to do it before we meet it. As a management activity, performance management can constantly find problems, find solutions and solve problems in practice, and grow, mature and improve in such a virtuous circle.
During the training, He Laoshi told us a story: In a Japanese-funded enterprise, all the workers trotted all the way, and never walked loosely like the employees in Chinese mainland. When a part breaks down, their repair union immediately thinks about how many hours the part has been working and whether there is this same type of part in other equipment, so whether there is such a problem. He will immediately call all the maintenance workers, find out the equipment with this part, and carry out key inspections. If there is a problem, it may take only five minutes to replace it, but if the problem is not found in time, it will take two hours to repair the equipment, which will affect the output.
If one day through performance management, more than 98% employees in our company also have such working ability and sense of responsibility, that is, performance management is a real success.
202 1 personal work summary of year-end performance appraisal assistant (3) performance appraisal is the core work of human resources department and one of the main work contents of company 20021. In order to better expand the implementation of the performance management system in the company, the Human Resources Department conducted a performance appraisal trial run in three functional departments (Finance Human Resources Department and Administration Department) from X to X. The trial run is summarized as follows:
I. Assessment results of functional departments
The performance appraisal system vigorously promoted in functional departments this time includes four aspects: departmental KPI index assessment, post work target assessment, employee work ability assessment and employee work attitude assessment. Through the final data collection and analysis, objectively speaking, the system is effective and feasible in functional departments, and the goal of quantitative performance management has been achieved initially. The collection of these four aspects is described as follows:
Departmental KPI assessment (TP): The difficulty coefficient of departmental performance assessment itself is relatively high, and the design of KPI indicators is not in place, so this time only part of the data is collected, which can only reflect part of the work of the department from the side, and can not fully reflect the performance of a department for the time being, so the collection of KPI in this department provides valuable practical experience for the next step. One of the key points of the next assessment work is to continue to improve and optimize the assessment of departmental KPI.
Job objective assessment (IP): On the basis of the decomposition of the overall objectives of the company, each department breaks down the departmental objectives into individual work objectives of employees. At the beginning of each month, the department manager helps employees set personal work goals, and at the end of each month, evaluates the realization of employees' work goals. Judging from the three-month trial of IP assessment, all functional departments have effectively promoted the achievement of employees' personal work goals, effectively passed on the work pressure of departments, improved work efficiency and promoted the development of enterprises.
Evaluation of employees' working ability (CP): CP evaluation of functional department managers is conducted from multiple perspectives (boss, subordinates and internal customers) and through multiple dimensions (such as objectives, guidance, communication, support for superiors, support for straight-line departments, etc.). ); The assessment of employees in functional departments is multidimensional (working ability, cooperation and communication ability, support and cooperation with superiors, personal learning and self-development ability), and the direct assessment of superiors is adopted. From the final data collection results, the CP assessment of functional departments objectively reflects the ability level of employees, and this part of the assessment is effective.
Employee's work attitude evaluation (AT): Employee's work attitude is employee's daily work performance and behavior. This behavior is mainly reflected in the degree of employees' commitment to our company's work. This part of the assessment data mainly comes from the overtime hours of employees, so the source of this part of the assessment data can accurately reflect an employee's work attitude, that is, the degree of investment in work. AT evaluation is also effective.
Second, the problems and solutions in the trial evaluation
The main problems in the trial:
1, the design of the exam itself
As the evaluation itself, its operation needs a perfect human resources system, such as a scientific and relatively stable organizational structure; Scientific job description and job evaluation system, fair and scientific quantitative means, etc. These are exactly what we lack, which also shows that our human resources background for assessment is relatively weak.
Compared with the company, the performance appraisal system is a new thing. New things must be practiced in the company, and the most suitable solution must be found in running-in and improvement. Subjectively, when we design some indicators, we don't fully consider them, and some processes and indicators are not in place. Therefore, objectively and subjectively, some aspects of the design of this assessment system are still not in place. For example, the design of departmental TP cannot collect complete data for the time being. At present, the human resources department is assisting all departments to set their work targets for the next quarter according to the new operation form of departmental TP.
2. Communication problems
Through the three-month trial evaluation, we believe that the key issue in the implementation of the evaluation is the communication and interaction between the assessed and the employees. If a department manager doesn't fully communicate with employees when helping them to set personal work goals, there is no guidance and help in the process, and the final assessment results don't put forward work improvement points on the basis of full communication with employees, then the final assessment results are definitely invalid. It will not improve the performance. Judging from the trial of this assessment, the failure of some assessment data is caused by this problem, and the communication and interaction between the assessed and the employees is the key to the effectiveness of the specific assessment results.
3. Understand the problem
According to the experience of previous assessment, some employees are not fully aware of it. They think that this assessment will be just a formality as in the past, so they don't pay enough attention to it ideologically. In addition, in the process of assessment implementation, it is considered that assessment is nothing more than beating employees, creating troubles for employees, or going through the motions, adding a lot of unnecessary troubles to employees' work and so on. These negative misunderstandings will make employees have obvious resistance and rejection in their operations.
4. Promote this issue
Before the habit of assessment is formed, the promotion of assessment is still a very important issue. In addition to the strong promotion of human resources departments, the strong promotion of middle and senior leaders is the key issue. There are few pilot departments in this functional department, and the promotion problem is not obvious. However, if it is fully promoted in the whole company, the promotion problem is the key to the success or failure of the full implementation of the entire assessment system.
In view of the above problems, the next major solutions of the Ministry of Human Resources are as follows:
1, explore and improve, and constantly optimize the assessment system in practice;
2. Through guiding training, gradually introduce the evaluation concept and gradually form the evaluation habit;
For example: nearby training, secondary guidance training for logistics system managers and employees.
3. Strengthen communication:
The human resources department strengthens communication and guidance with the pilot departments, and guides the assessment, communication and interaction between department managers and employees through forms or other means.
4. Strong execution:
Led by the human resources department, it is strongly implemented from top to bottom, and the key is the promotion of middle and senior leaders. Therefore, the focus of the human resources department is to strengthen the promotion of the performance appraisal system for middle and senior managers.
5, linked to performance
Only by linking with performance can we fully attract the attention of employees, fully expose some problems that could not be exposed before, and then achieve the result of continuously optimizing the assessment system through adjustment. Finally, the assessment system can really motivate employees to continuously improve their performance.
Third, the working idea of evaluation
Work objective: Establish and fully implement an effective and practical performance management system. Working ideas:
The test results of functional departments prove that the system is effective and can realize the development of the company to target management (May-July).
In September, the Human Resources Department will conduct a comprehensive and objective evaluation of the performance appraisal system, and put forward specific measures to implement in the logistics system. At the same time, we started the early training and guidance work.
From 10 to 12 (three months is an assessment cycle), the performance assessment results of employees in the administrative, human resources and financial departments will be linked to the salary, and the specific operation will be implemented by the human resources department. The logistics department will gradually link performance with salary (to ensure that it will be realized early next year).
In the last year of 2022, the mature appraisal system that has been running in the company will be promoted throughout the company, and finally an effective performance management system will be realized in the company to support the company's overall strategy.
202 1 year-end personal work summary of performance appraisal assistant (iv) Three years have passed in a hurry, and the operation of xx Co., Ltd. has also been on the right track. Under the correct leadership of the company's leaders and the joint efforts of all departments of the company, the human resources department has successfully completed various tasks assigned by superiors and company leaders closely around the development goals of the group company. The work of the human resources department is based on the annual human resources management work plan, and is gradually carried out in line with the company's work priorities. The work completed by our department in the past three years is summarized as follows:
First, establish and improve the company's human resource management system.
1, the improvement of the company's organizational structure and the determination of staffing.
In the first year of the company's establishment, the human resources department divided and defined the organizational structure of each department, analyzed and formulated the post setting and staffing of each department, thus initially determined the staffing of the company, and constantly adjusted the staffing of each department according to the actual situation and work priorities, so as to make the staffing and staffing of the company achieve the best allocation and give full play to the roles of various functional departments and employees.
2. Establishment of company management system
We know that strict and standardized management is of great significance to the survival and development of a company, so the human resources department has been committed to establishing a sound internal management system. Specifically, the planning organization has compiled three sets of normative documents for internal basic management-the company's job responsibilities, the company's human resources management system and the company's performance appraisal system.
3. The establishment of personnel management system
The human resources department is committed to establishing and improving the basic management system of the company, but also does not forget to establish its own standardized management system. A new salary system has been established. In order to cooperate with the company's new salary system, a draft performance appraisal system has been formulated and constantly adjusted and improved.
Second, the determination of the number of employees.
After three years of operation, I deeply feel that determining the number of employees is the most important task of the human resources department. The human resources department is a "manager" department. Only by accurately understanding the number of employees in the company can we calculate wages, personal income tax, welfare expenses and other work smoothly. If the number of employees is wrong, it will be useless to do anything next, and it will also bring disastrous losses to the company. However, the company will constantly adjust its production plan with the changes of the market every year, and the production line, direct workers and management personnel are all changing, so the work of determining the number of employees is quite heavy.
Three. Recruitment of company personnel
The first year is a year of rapid development of the company, a year of frequent turnover of personnel and a year of heavy recruitment tasks. This year, the company has many vacant positions, many personnel needs, and the time for employees to arrive at their posts is pressing. The human resources department has spent more time and energy on recruitment.
Fourth, the training work
Staff training is mainly reflected in the increase of training fees. Because the qualified rate of products and ISO are directly related to training, employee training is closely related to production. In order to apply for ISO9000, the qualified rate of products produced by the company must reach more than 90%, so training fees should be invested every year to maintain the qualified rate of 90%. However, training will improve the level of employees. After one year of training, the company's original staff level will be improved, and the staff level is too high, which will bring unnecessary salary expenses to the company. At this time, it will be the best choice to lay off high-level employees and hire low-level workers. Therefore, when extracting training expenses, we should also make good compensation for laying off redundant senior workers in the coming year.
Verb (abbreviation of verb) daily personnel management
While completing the above work, our department has given full play to its basic functions and played its due role in standardizing management, wage accounting, handling employee insurance and organizing various activities.
In short, during the three years of the company's market operation, the human resources department adhered to the principle of putting the company's interests first in the case of insufficient manpower, and played a good guiding and exemplary role in various departments.
Of course, in the three years of work, our department also has some shortcomings. Mainly reflected in:
1, in the establishment of the management system, there are only good ideas, but no efforts have been made to promote them, resulting in some work not being completed on time;
2. In terms of coordination among various departments, it needs to be strengthened;
3. The division of labor among departments is not clear enough and needs to be followed up;
4, failed to invest more energy in employee training, resulting in the training work failed to organize systematically.
To sum up, the work of the human resources department in the past three years is quite effective, and as an important member of the company's operation, it has played its due role. We are determined to constantly develop our advantages and experience, improve our shortcomings, and play a greater role and efficiency for the further development of the company.