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Performance management

Let talents surface

First

The classification of personnel and the design of their assessment indicators: The assessment indicators of all personnel are divided according to the nature of the assessment indicators, qualitative indicators, quantitative indicators. The company's assessment of different levels of employees is different, so the assessment criteria are different. The assessment must determine the corresponding scoring standard according to the level of the examinee. The scoring standard is divided into three categories: A, B, and C.

1 . Personnel level

Class A: Executive Vice President, Vice President of Marketing, Vice President of Technology, Vice President of Production, Vice President of Finance, Sales Manager, Office Director, Minister of Enterprise Management, Minister of Purchasing, Minister of Finance, Minister of Finance, Department of Production Planning Minister, Minister of Production and Distribution, Minister of Equipment Management, Minister of Quality Control Management, Minister of Foreign Trade, Minister of Internal Trade.

Class B: directors of various departments, accounting, statistics, clerks, technicians, salesmen, and internal staff.

Class C: First-line employees.

2 . Design of various personnel assessment indicators

1 Qualitative indicator design

a), Class A qualitative indicators are: work attitude, planning ability, organizational ability, ability to cultivate subordinates, ability to find problems to solve problems, professional knowledge and skills, teamwork.

b), Class B qualitative indicators are: responsibility, organizational discipline, obedience and execution, service attitude, teamwork, problem-solving skills, professional knowledge and skills.

c), C category of qualitative indicators are: responsibility, obedience and execution, teamwork, professional knowledge and skills.

2 Quantitative indicator design

Due to the different nature of the posts, the quantitative assessment indicators are also different. Qualitative indicators and quantitative indicators are determined according to specific job positions. The job performance of the position can be quantified using quantitative indicators. If it is not quantifiable, qualitative indicators are used. Quantitative indicators are assessed by the immediate superiors of the subjects being assessed, accounting for 60% of the total assessment.

Second

Assessment weight design: In the monthly, quarterly, semi-annual or annual qualitative assessment, the proportion of the direct superiors and customers of the assessed person is 5:5, accounting for 40% of the total assessment.

Article 3

The examinee is assessed by the superior superiors and the clients for their qualitative indicators, and the scores of the qualitative indicators of the A, B, and C personnel are respectively filled out. The superiors shall also assess the quantitative indicators of the direct subordinates according to the data provided by the relevant departments, that is, fill in the quantitative indicators assessment form and submit the quantitative and qualitative assessment forms of the employees under the jurisdiction to the human resources department by the deputy general manager.

Article 4

The Human Resources Department collects the qualitative indicator assessment form, the quantitative indicator assessment form and the employee reward and punishment record form on the 5th of each month, fills in the scores of the various assessment indicators in the assessment score calculation table, and counts the final scores of each employee during the assessment period.

The fifth

The human resources department separately fills in the monthly (quarterly, semi-annual) post assessment summary table and the year-end assessment score summary table, and then calculates the monthly salary of each employee based on the employee's final assessment score and the total performance bonus during the assessment period. Quarterly or semi-annual, annual bonuses should be paid, and the calculation results should be submitted to the Finance Department for one-time bonuses at the end of the year.

Article 6

For the assessment of quantitative indicators of various departments, please refer to the “Management Measures for Human Resources in 2013”.

Article 7

Assessment performance accounting

1 Quantitative score: score of superior leadership assessment × 60%

2 Qualitative score: (supervisor score of superior leader + customer assessment score) ÷ 2 × 40%

3 quantitative score + qualitative score = monthly performance total score

Total monthly performance scores ÷12=Total annual performance appraisal

eighth

Performance evaluation

1According to the total value of the assessment performance as an important basis for the evaluation of outstanding employees in the future, the establishment of the second talent team, outbound orientation training, year-end advanced evaluation, housing subsidy, job promotion, salary increase and reward.

2 Excellent employees: Determined by the 5% index every month, and confirmed by the monthly total performance value.

Class 3A employees: determined annually by a 15% indicator, confirmed by the total annual performance.

Class 4A employees: enjoy preferential training for orientation training, job promotion, welfare housing, and salary awards.

Class A qualitative indicator score sheet

Position: Appraiser: Date of assessment: Year Month to Month

Qualitative indicator

Indicator content

Rating value

Subtotal

Work attitude

(15 marks)

There is a working attitude towards perfection and continuous improvement of the status quo, with high will and enthusiasm.

In the external business contacts, always put the interests of the company in the first place.

Be wary of revealing company secrets and never leave the company with technical secrets (non-work needs).

I am willing to accept tasks, actively propose rationalization proposals, take the initiative to improve the work, and challenge the difficulties.

It is able to evaluate the subordinates objectively and fairly, and the rewards and punishments are clear.

Planning ability

(15 marks)

Can combine the company's work plan and development goals, set clear work goals, and develop practical work plans, budgets, action plans, schedules, etc.

Reasonable arrangements for themselves and their subordinates, personnel are not idle, and work can be carried out in an orderly manner.

Organizational skills

(10 points)

Good at setting clear and reasonable work goals and standards for subordinates.

We can arrange work reasonably and use talents reasonably so that all employees are willing to work together.

Be good at guiding the subordinates to work proactively and guide them to complete their work tasks.

Cultivate subordinate abilities

(10 points)

Being able to listen carefully and patiently to the opinions of the subordinates, and to find potential subordinates in time.

Can carefully guide employees to work, help improve work ability, and subordinates progress faster.

It can mobilize the enthusiasm of employees to continuously improve their work ability.

Can give employees a variety of opportunities to learn and exercise, providing a variety of training and skills development opportunities.

Find problem solving ability

(10 points)

Be good at discovering the problems that are difficult to be discovered, easily overlooked or deeply hidden in the operation of the enterprise, identify the inherent relationship of the problem, and prevent the problem from being solved in a timely and effective manner.

For sudden business events, you can quickly come up with a solution and take it easy.

Can quickly understand and grasp complex things, find clear key issues, find solutions.

Professional knowledge and skills

(20 points)

Have the professional knowledge and work skills to be qualified for my job.

Have a competent working experience.

Familiar with the workflow of this post.

Familiar with the national policies and regulations required by the post and the company's work requirements.

Teamwork

(20 points)

Be good at working with others, support each other, give full play to their respective advantages, and maintain a good team work atmosphere.

Actively promote subordinates to work together and guide the team to achieve organizational goals.

The subordinates are very united, and the subordinates are highly motivated and proactive under the role and influence of the team.

Class B qualitative indicator score sheet

Position: Appraiser: Date of assessment: Year Month to Month

Qualitative indicator

Indicator content

Rating value

Subtotal

Responsibility

(15 marks)

The superior does not have to instruct and supervise his or her own work, and can complete the work quickly.

When I work, I don’t care about it, I don’t push it, I don’t care.

When you make a mistake, you don't evade your responsibility.

Do not talk about the arranged work, take the heavy responsibility, and do as much as possible.

Organizational discipline

(15 marks)

We can strictly abide by the company's rules and regulations, work processes, standards, and report on time.

At work, do not do private affairs, late, early leave, absenteeism and phone chat.

Do not take leave on false grounds and incite others to undermine the company's rules and regulations.

Obey and execute

(20 points)

Can resolutely obey the instructions of the superiors, do not discount, respect the superiors, take the initiative to do a good job.

It can timely and accurately execute the work and planning of the superiors, and return to life in time.

Service attitude

(10 points)

Demeanor and dedication, enthusiasm and thoughtful service to relevant departments or customers.

Actively assist superiors and colleagues to do their jobs.

Teamwork

(10 points)

Be good at working with others, support each other, give full play to their respective advantages, and maintain a good team work atmosphere.

Ability to communicate well with others, build mutual trust and good collaborative relationships, and coordinate work issues.

Find problem solving ability

(10 points)

Be good at discovering problems that are difficult to be discovered, easily overlooked, or deep hidden in the operation of the company, and report to the superior in a timely manner to make reasonable suggestions.

At work, be good at predicting possible problems and take preventive measures.

Professional knowledge and skills

(20 points)

Have the professional knowledge and work skills to be qualified for my job.

Have a competent working experience.

Familiar with the workflow of this post.

Familiar with the national policies and regulations required by the post and the company's work requirements.

C-class qualitative indicator score sheet

Position: Appraiser: Date of assessment: Year Month to Month

Qualitative indicator

Rating value

Subtotal

Responsibility

(25 points)

The superior does not have to instruct and supervise his or her own work, and can complete the work quickly.

When I work, I don’t care about it, I don’t push it, I don’t care.

When you make a mistake, you don't evade your responsibility.

Do not talk about the arranged work, take the heavy responsibility, and do as much as possible.

Obedience and

carried out

(25 points)

Resolutely obey the instructions to the superiors, do not discount, respect the superiors, and take the initiative to do a good job.

It can timely and accurately execute the plans and tasks issued by the superiors and resume their lives in time.

Teamwork

(25 points)

Be good at working with others, support each other, give full play to their respective advantages, and maintain a good team work atmosphere.

Ability to communicate well with others, build mutual trust and good collaborative relationships, and coordinate work issues.

Professional knowledge and skills

(25 points)

Have the professional knowledge and work skills to be qualified for my job.

Have a competent working experience.

Familiar with the workflow of this post.

Familiar with the national policies and regulations required by the post and the company's work requirements.