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使绩效考核更有价值人力资源管理E栈管理E栈POWEREDBYDISCUZ（MAKEPERFORMANCEEVALUATIONMOREVALUABLEHUMANRESOURCESMANAGEMENT,ESTACKMANAGEMENT,ESTACKPOWERED,BY,DISCUZ）MAKEPERFORMANCEEVALUATIONMOREVALUABLEHUMANRESOURCESMANAGEMENT,ESTACKMANAGEMENT,ESTACKPOWERED,BY,DISCUZTOURISTREGISTRATIONLOGIN|MEMBERSHIPSTATISTICS|HELPMANAGEESTACKHUMANRESOURCEMAKEPERFORMANCEEVALUATIONMOREVALUABLEONTHETHEMEOF|NEXTTHEMEONTHEOTHERHAND,THEASSESSMENTRESULTSANDBONUSESARECLOSELYLINKEDEVERYONEISVERYSENSITIVETOTHEASSESSMENTRESULTS,EVENOFFENDEDTHEBOSS,BONUSWILLBEWASTED,SOCHECKDURINGTHECOMPANYSATMOSPHEREISALWAYSNERVOUSWHENTHEEXAMINATIONRESULTSCOMEOUT,THECOMMUNICATIONBETWEENTHESUPERIORANDTHESUBORDINATEISNOTENOUGHINORDERTOAVOIDANYCONTRADICTION,THESUPERIOROFTENTELLSTHEINDIVIDUALONLYTHERESULT,ANDSELDOMMENTIONSTHEPLACEWHICHNEEDSTOBEIMPROVEDINTHEWORKEACHASSESSMENTSEEMSTOBEABATTLE,SOTHATBOTHSIDESAREEXHAUSTEDASSESSMENT,ANDWEARELOOKINGFORWARDTOTHEASSESSMENTOFTHEPASTTHEAPPRAISALSYSTEMOFTHECOMPANYMANAGEMENTLAYER,EXAMINERSANDEXAMINEESARENOTSATISFIED,BECAUSEITISINTHEINVESTMENTMANAGEMENTOFRESOURCES,CANWELLIMPROVETHEPERFORMANCEOFEMPLOYEES,CANIMPROVETHESTAFFSWORKINGENTHUSIASMEFFECTIVELYWHERESTHEPROBLEMALMOSTALLHRMANAGERSUNDERSTANDTHATFROMTHEABOVEEXAMPLEITCANBESEENTHATTHEREAREALWAYSSOMEUNSATISFACTORYPLACESINPERFORMANCEAPPRAISALFOREXAMPLE,WILLREFLECTONOTHERPEOPLESLIKESORDISLIKESINPERFORMANCEAPPRAISAL,MANAGERSCANNOTEFFECTIVELYMONITORANDRECORDTHEBEHAVIOROFEMPLOYEES,MANAGEMENTISDIFFICULTTOACCURATELYEVALUATETHEPERFORMANCEOFEMPLOYEES,THEREISNOGOODEXAMINATIONRESULTSOFFEEDBACKANDCOMMUNICATION,WHICHISSOLELYFORTHEPURPOSEOFASSESSMENTBONUS,RATHERTHANPROMOTEINDIVIDUALSANDORGANIZATIONSPERFORMANCEIMPROVEMENTATTHESAMETIME,WEINTHEPERFORMANCEAPPRAISALOFTENDUETOSUBJECTIVEFACTORSISTHESUBJECTOFEXAMINATION,THEREWILLBESOMECOMMONASSESSMENTERRORS,SUCHASHALOEFFECT,CLASSIEFFECTANDSOONAND,MANAGERSWILLOFTENSTAFFPERFORMANCEACCORDINGTOTHEARRANGEMENTOF“U“MODEL,RESULTINGINMOSTOFTHESTAFFPERFORMANCEAPPRAISALRESULTSINTHEMIDRANGE,DOESNOTHAVETHEDISTINCTION,THEINCENTIVEEFFECTONTHEPERFORMANCEOFGOODEMPLOYEESWILLBECOMESMALLER,ANDTHEPERFORMANCEISPOORBUTINTHEASSESSMENTOFTHEEMPLOYEEFELLUNDERTHEMIDRANGEALARMINGANOTHERPROBLEMISTHATHRANDLINEMANAGERSLOOKATEMPLOYEESDIFFERENTLYHRDAILYWORKISCARRIEDOUTAROUNDTHEPEOPLE,FROMTHESTAFFTOATTRACTANDDEVELOP,EMPLOYEERETENTIONANDUSE,HRAREGENERALLYAWAREOFTHEIMPORTANCEOFEMPLOYEESTOTHEORGANIZATIONANDFORTHEASSESSMENTOFTHEMAINLINEASTHEYARECONCERNED,THISAWARENESSWILLBEWEAKERTHANHR,THEREFORE,MAYINADDITION,PERSONALLIKESSOMESUBJECTIVEFACTORSINTHEASSESSMENT,AFFECTEDTHEFAIRNESSOFTHEEXAMINATION,IFNOTHANDLEDPROPERLY,ITWILLLEADTOTHOSEWHOFEELUNFAIRASSESSMENTRESULTSOFEMPLOYEETURNOVERMANYHREXPERTSAREALSOTRYINGTOSOLVETHESEPROBLEMS,BUTMANYSOLUTIONSTHEMSELVESBRINGNEWPROBLEMSFOREXAMPLE,INORDERTOIMPROVETHERELIABILITYOFPERFORMANCEAPPRAISAL,WEOFTENUSETHEMANDATORYRATIOMETHOD,THEDETAILDESCRIPTIONMETHODANDTHECRITICALEVENTMETHODTHEPROPORTIONOFCOMPULSORYMETHODCANOVERCOMETHEASSESSMENTTOOLARGEORSTRICTSITUATION,BUTITWILLALSOHAVEARIGID,SUCHASTHEPROVISIONSOFOUTSTANDINGSTAFFRATIOOF20,WHENTHEEXCELLENTSTAFFRATIOOFMORETHAN20,WILLBEPARTOFTHEEXCELLENTSTAFFCANNOTGETTHECORRECTEVALUATIONTHEREFORE,TOIMPROVETHEPERFORMANCEEVALUATION,ONLYBYONEORTWOMETHODSORLINKSONTHEIMPROVEMENTISNOTSATISFACTORY,WENEEDTOCONSIDERTHEFOLLOWINGASPECTSGETREADYINORDERTOIMPROVEPERFORMANCEAPPRAISAL,WEMUSTDOSOMEPREPARATORYWORKFIRSTTHISWILLINCREASETHELEVELOFSTANDARDIZATIONOFINDIVIDUALPERFORMANCEINFORMATION,MAKETHEWHOLEPROCESSSMOOTHERANDREDUCEBARRIERSTHATMAYARISEINTHEMIDDLETHISISGOODFORBOTHTHEEMPLOYEESANDTHEEXAMINERSREDUCEACCIDENTS“INPERFORMANCEAPPRAISAL,WESHOULDMINIMIZETHEOCCURRENCEOF“ACCIDENT“GOODEMPLOYEESGETTHEPERFORMANCEAPPRAISALRESULTSTOREFLECTHIS/HERPERFORMANCEINTHEMAXIMUMEXTENTTHEPOORPERFORMANCEOFTHESTAFFANDTHOSEWHOARENOTBYSOMEMEANSORCONNECTIONSTOTHERANKSOFOUTSTANDINGPERFORMANCEINTHROUGHGOODCOMMUNICATION,YOUCANSOLVETHEPROBLEMINTHEINITIALSTAGE,ANDTHEREWILLBENOSTAFFCOMPLAINTSORCOMPLAINTSABOUTUNSATISFACTORYPERFORMANCEAPPRAISALRESULTSREVIEWLASTASSESSMENTBEFORETHEFIRSTREVIEWOFTHEIMPLEMENTATIONPROCESSOFPERFORMANCEAPPRAISAL,APERFORMANCEAPPRAISALCYCLE,ANDSUMMARIZETHEEXPERIENCEANDIMPROVETHEDEFICIENCIES,SOASTOAVOIDTAKINGUNNECESSARYDETOURS,INTHEDESIGNOFTHEPERFORMANCEOBJECTIVESANDTARGETSWILLHAVECONTINUITYANDCHANGETHEPERFORMANCEAPPRAISALPROCESSSHOULDKEEPAGOODRECORDINTHEPERFORMANCEAPPRAISAL,THERECORDCANGUARANTEETHEQUALITYOFTHEASSESSMENTRESULTWELL,BUTTHEREISALSOADEFICIENCYINDOINGSOIFTHELINEMANAGERSDONOTKNOWHOWTODOISTORECORDORPOORPERFORMANCERECORDSFORSTAFFCONTROLORTHREAT,SO,THEPERFORMANCEAPPRAISALWILLBECOMETHEMANAGEMENTCONTROLTOOLSTHATEMPLOYEESCANEASILYCAUSEEMPLOYEEDISSATISFACTIONWITHTHEIMMEDIATESUPERIOREMOTIONS,THEWORSTCASEMAYLEADTOEMPLOYEETURNOVERALSO,THELINEMANAGERSDONTPUTTHEIRSUBJECTIVEUNDERSTANDINGINTOTHEOBJECTIVEFACTSWHENMAKINGTHEUSUALRECORDS,BUTSIMPLYRECORDTHEACTUALEVENTSFOREXAMPLE,DONOTRECORD“ZHANGDELIBERATELY10MINUTESLATEFORWORKTODAY“OR“PERFORMANCEINTHEWORKOFLIISNOTPOSITIVE,“ZHANGSHOULDRECORD10MINUTESLATEFORWORKTODAY“AND“TODAYITOLDMIKESENDTHEFORMTOTHEHEADQUARTERSHED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