员工公司绩效考核制度的方法共享（employee company performance evaluation system sharing）

员工公司绩效考核制度的方法共享（EMPLOYEECOMPANYPERFORMANCEEVALUATIONSYSTEMSHARING）FORHOWTODEVELOPSTAFFPERFORMANCEAPPRAISALMANAGEMENTSYSTEM,TALKABOUTSOMEIDEAS,IHOPETOHELPYOUFIRST,THEIMPROVEMENTOFDEPARTMENTALPERFORMANCEAPPRAISALSYSTEM1,THEDESIGNOFDEPARTMENTEVALUATIONSYSTEMTHEESTABLISHMENTOFADEPARTMENTPERFORMANCEEVALUATIONINDEXSYSTEM,DETERMINETHEQUANTITATIVEDEPARTMENTKEYPERFORMANCEINDICATORSTODETERMINETHEDEPARTMENTKEYPERFORMANCEINDICATORSISANIMPORTANTBASICWORK,RELATEDTOALLASPECTSOFMANAGEMENT,NEEDTOACTIVELYCOOPERATEWITHTHELEADERSATALLLEVELSANDALLDEPARTMENTSINVOLVEDINTHEPROCESSOFDEVELOPINGTHEKEYPERFORMANCEINDICATORSOFENTERPRISEMARKETING,HUMANRESOURCESTHEDEPARTMENTPLAYSANORGANIZATION,COORDINATION,TRAININGANDSOONTODEVELOPKEYPERFORMANCEINDICATORSOFTHESTEPSCANBEDIVIDEDINTOALISTOFINDICATORS,SELECTEDINDICATORS,SETTHEWEIGHT,MODIFYTHECONFIRMATIONTHEESTABLISHMENTOFBDEPARTMENTPERFORMANCEEVALUATIONINDEXSYSTEMQUALITATIVEEXTRACTIONOF360DEGREEPERFORMANCEAPPRAISALINDEXMAINLYTHROUGHLEGALANDLEADERSINCHARGEOFTHEVARIOUSDEPARTMENTSOFTHESURVEYANDINTERVIEWSWITHSUBSIDIARIES,THEKEYPOINTTOTHEIMPORTANTROLEANDTYPICALWORKBEHAVIOROFTHEWORKPROCESSBETWEENUNDERSTANDINGASSESSMENTDEPARTMENTANDEACHASSESSMENT,ONSOMEIMPORTANTBUTNOTQUANTITATIVEINDICATORSSUCHASWORKATTITUDE,WORKEFFICIENCY,QUALITATIVEASSESSMENTWORKSUPPORTTHESOURCEOFPERFORMANCEAPPRAISALINDEXCDEPARTMENTKEYNOWMOREANDMOREATTENTIONOFENTERPRISEPERFORMANCEAPPRAISAL,ESPECIALLYQUANTITATIVEASSESSMENTISCONSIDEREDTOBEARELATIVELYFAIRANDREASONABLEASSESSMENTOFTHEEVALUATIONOFEMPLOYEEPERFORMANCEINPRACTICE,WEFOUNDTHATPERFORMANCEEVALUATIONBUSINESSISEASIERTOQUANTIFY,SUCHASSALES,PROFIT,PRODUCTION,CUSTOMERDEVELOPMENTQUANTITYETCTHENUMBEROFQUANTITATIVEINDICATORSBUTFORFUNCTIONS,DETERMINETHEOBJECTIVE,QUANTITATIVEPERFORMANCEEVALUATIONINDEXISMOREDIFFICULTAGENERALEVALUATIONINDEXHASTHREESOURCESTHECOMPANYTARGET,DUTIESRESPONSIBILITIESORDEPARTMENTS,THENEEDSANDEXPECTATIONSOFSUPERIORSANDCUSTOMERS1THECOMPANYTARGETCORPLEVELTARGETISACCORDINGTOTHEENTERPRISEBUSINESSDEVELOPMENTSTRATEGYANDFOCUSONTHEFORMATIONOFTHECOMPANYLEVEL,THEGOALISDETERMINED,WENEEDTOTARGETDECOMPOSITIONTOEACHDEPARTMENT,BUSINESSDEPARTMENTREFLECTSTHEBUSINESSINDICATORS,FUNCTIONALDEPARTMENTSREFLECTSTHEWORKPLANTHENTHESECTORINDEX,PLANTOJOBS,EACHJOBWILLHAVEACLEARASSESSMENTINDICATORSTHROUGHTHEEXAMINATIONDEPARTMENTINDICATORS,REACHARATEPLAN,MAKEAPERSON,WITHTHECOMPANYSSTRATEGICOBJECTIVESOFDEPARTMENTALGOALSARECLOSELYLINKEDFOREXAMPLE,ACOMPANYSANNUALWORKTHETARGETFORTHENEWPRODUCTSALESREVENUE5MILLIONYUAN,THENFORTHEPRODUCTIONDEPARTMENTANDSALESDEPARTMENT,ITSOBJECTIVESAREOUTPUTANDSALESREVENUEREACHED5MILLIONYUANTHISISRELATIVELYCLEARASSESSMENTCRITERIA,BUTFORTHEDEPARTMENT,THEDECOMPOSITIONOFACOMPANYSOBJECTIVESISAPROCESSTHATNEEDSTOBETRANSFORMEDINTOEASILYMEASURABLEINDICATORSTHECOMPANYUSEDHOSHINPLANASTHEIRTARGETDECOMPOSITIONTOOLHOSHINPLANISASETOFSTRATEGYPLANNINGANDIMPLEMENTATION,INTHECONNECTIONBETWEENTHEUPPERANDLOWERLEVELS,SOTHATTHEGOALOFTHE“BATON“ALEVELGIVENTODIFFERENTHANDSXIAOJIANGHUMANRESOURCESMANAGERWITHHISTARGETDECOMPOSITIONASANEXAMPLEHEWENTTOAGOALTHEGROUPPERFORMANCEAPPRAISAL,ANDTHEKEYEVALUATIONINDEXTHATISKPI,ISTHEGROUPPERFORMANCEAPPRAISALCOVERAGERATEREACHED100FORTHIS,HISSTRATEGYISFIRSTQUARTERRELEASEGROUPPERFORMANCEMANAGEMENTMEASURESTHEFIRSTHALFOFTHEPILOTEFFECTSATISFACTIONWAS80THETHIRDQUARTERBEFORETHECOMPLETIONOFTHEFIRSTHALFTARGETGROUPISISSUEDLISUPERVISORXIAOJIANG,XIAOLITOOKTHEBATON,HISGOALISTOREALIZETHEGROUPPERFORMANCEMANAGEMENTCOVERAGERATEOF100,WHICHACCOUNTEDFOR20OFTHEWEIGHTOFHISYEARENDPERFORMANCEAPPRAISALTHISISONEOFHISSTRATEGIESGOODPERFORMANCEMANAGEMENTPUBLICITY,THROUGHTHEPERFORMANCEEXPRESSANDTRAININGSOTHATEMPLOYEESHAVEAMOREINDEPTHUNDERSTANDINGOFPERFORMANCEMANAGEMENTONEOFHISKEYINDICATORSKPIRELEASEDPERFORMANCEMANAGEMENTLETTERSINATIMELYMANNER,TASKISRELEASEDTHE5PERFORMANCEMANAGEMENTLETTERSTHISWORKISCOMPLETED,ACCOUNTINGFORTHEWEIGHTOFPERFORMANCEAPPRAISAL10XIAOJIANGSAID“ATEVERYLEVELARESUCHLAYERSOFDECOMPOSITION,FROMTHECOMPANYSSTRATEGICTARGET,TOEXECUTIVES,MIDDLEMANAGEMENTSTRATEGY,TOEMPLOYEETASKANDWORKTHEBATONFROMHIGHTOLOW,TRANSFERTOTHEENTERPRISESTAFF“WHILENERVEENDINGSFORTHETARGETIFITISDIFFICULTTODECOMPOSE,NONQUANTIFIABLEGOALS,CANTURNITINTOASTRATEGY,BYDOINGSOMETHINGSPECIFIC,FROMDEDICATIONTOTHEREALIZATIONOFTHISGOAL,THESETHINGSAREMEASURABLE,ANDTHENMAKEKPIATTHESAMETIME,SAID“THESTRATEGYPLANNINGANDIMPLEMENTATIONISTHEDECOMPOSITIONOFTHETOOLS,TOOLS,THEMOSTIMPORTANTISTHEUNDERSTANDINGOFTHEPEOPLE,THEREFORE,THEDECOMPOSITIONPROCESS,MUSTLOWERPARTICIPATIONANDCOMMUNICATION,RATHERTHANSIMPLYASSIGNINGTASKSTHEREFORE,MANAGERSMUSTGRASPTHETARGETDECOMPOSITIONABILITYANDSKILLS“ADEPARTMENTMANAGERSAID“THETARGETDECOMPOSITIONSTEPBYSTEPFORTHEGENERALDISCUSSIONFIRSTOFALLTHANKTHESTAFFTOPARTICIPATEIN,ANDDISCUSSTHEIMPORTANCEOFSURVEYOFTARGETTHEN,INTRODUCESEMPLOYEESTOOURDEPARTMENTTOACHIEVETHEGOALWHICH,WHILESTAFFPARTICIPATIONWILLPLAYANIMPORTANTROLEINHOWTOCOMPLETETHESEDEPARTMENTSAFTERTHAT,WEMUSTFIRSTCONSULTTHEEMPLOYEEHOWTOLOOKTHESEGOALS,WHATARETHEIRATTITUDESANDOPINIONSTHEN,MANAGERSSHOULDGRASPFROMTHEIROWNPERSPECTIVE,INTRODUCEYOURSELFTOTARGETTHEIDEATHISWOULDPROBABLYHAVESOMEDIFFERENTPOINTS,MANAGERSANDEMPLOYEESTODISCUSSTHEDIFFERENCES,FINALLYMUSTAGREETHEKEYSTEPTOCOMPLETEUNITYOFPURPOSE,WILLHOWTOACHIEVETHESEGOALSARETOBETAKENTOTASK,DETERMINEDACTIONTODETERMINEAGOODACTIONTOIMPLEMENTTHETASK,FORM,SIGNATUREOFTHEEMPLOYEECOMMITMENTTHISCOMPLETEDTHEGOALBREAKDOWNTHEDISCUSSIONPROCESSAND,FINALLY,THEMANAGEREXPRESSESHISCONFIDENCEINTHESTAFFSABILITYTOACCOMPLISHTHETASK“2POSTRESPONSIBILITYORDEPARTMENTRESPONSIBILITYTHEASSESSMENTCRITERIAARESECONDSOURCESOFRESPONSIBILITIESJOBDUTIESORRESPONSIBILITIESORDEPARTMENTSDEPARTMENTCANANSWERTHEFOLLOWINGQUESTIONSWHYTHECOMPANYOFTHEDEPARTMENTANDTHEPOSTTHEDEPARTMENTORPOSTSHOULDEXERCISETHEAUTHORITYOFTHEDEPARTMENTORPOSTDOWHATWORKTOCOMPLETETHEANNUALTARGETHELPDEPARTMENTORJOBRESPONSIBILITIESTHROUGHWORK,GETOUTOFTHEANALYSIS,ANUMBEROFDEPARTMENTSTOCOMPLETETHEWORK,WECANPUTTHEWORKINTOTHREETYPESMUSTDO,SHOULDDOMUSTOUGHTANDSUITABLEFORTHENEEDANDTHEEVALUATIONINDEXISSETUPINORDERTOFINDOUTTHEMUSTDOTHEWORKSHOULDBEDONE,REFINING,PROCESSINGASASSESSMENTINDICATORSTHESEWORKSHOULDBEABLETOCOVERMORETHAN80DEPARTMENTSORPOSITIONSWORKDAILYADMINISTRATIVEMANAGEMENTFUNCTIONS,BUSINESSSUPPORTWORKOBJECTIVESUSUALLYCANNOTBEDIRECTLYREFLECTEDINTHECOMPANYSTARGET,THEIRPERFORMANCEINDEXISMAINLYREFLECTEDINTHEFOLLOWINGRESPONSIBILITIESINTHEHUMANRESOURCESDEPARTMENTASANEXAMPLETOILLUSTRATETHEEVALUATIONINDEXSETTHEHUMANRESOURCEDEPARTMENTSHOULDSETUPTHEEXAMINATIONINDEXSETTINGLISTCLASSMWORKSHOULDDOOCLASSWORKSUITABLETODONCLASSWORKIFTHERESULTISNOTREACHED,THECOMPANY/DEPARTMENTWILLLEADTOMAJORSETBACKSANDWORKISNECESSARYTOIMPROVEJOBPERFORMANCEWORKRESULTSAREGOODFORIMPROVINGWORKPERFORMANCEUSUALLYNOTREQUIREDTOBEINCLUDEDINTHEASSESSMENTCRITERIA1,ESTABLISHANDIMPROVETHECOMPANYSHUMANRESOURCESMANAGEMENTBUSINESSPROCESSESANDMANAGEMENTSYSTEMS,ANDGUIDETHEIMPLEMENTATION2COMPILEANDDESIGNHUMANRESOURCESDEVELOPMENTPLANANDEMPLOYEECAREERDEVELOPMENTPLAN3,RECRUITMENT,SELECTION,HIRING,CONFIGURATION,COMPANYSTAFF4,ESTABLISHANDORGANIZETHEIMPLEMENTATIONOFEMPLOYEEPERFORMANCEMANAGEMENTSYSTEM,SALARYSYSTEMANDTRAININGSYSTEM5,FORTHEEMPLOYEESOFTHECOMPANYPERSONNELTRANSFER,INSURANCEANDOTHERPERSONNELPROCEDURES,COORDINATELABORRELATIONS1,LABORCONTRACTMANAGEMENT,PERSONNELFILES2,TRAINING,GUIDANCE,VOCATIONALWORKERSREEMPLOYMENTRESETTLEMENTPOSTS3,JOBANALYSISANDJOBEVALUATIONREGULARLY1,KEEPALLTHETHINGSPEOPLEREPORT2,HELDEVERYMONDAYBUSINESSMEETING3,KEEPTHEOFFICECLEANANDOTHERAFFAIRS4,TRACKEDCOMPETITORSTHEALLOCATIONOFHUMANRESOURCESACCORDINGTOTHEDIFFERENTTYPESANDSTAGESOFENTERPRISEDEVELOPMENT,DIVIDEDINTOTHREETYPESOFWORKANDTHEESTABLISHMENTOFTHEPERFORMANCEINDICATORSWILLCHANGEACCORDINGLYSUCHASTHEESTABLISHMENTANDIMPROVEMENTOFTHECOMPANYSHUMANRESOURCEMANAGEMENTANDBUSINESSPROCESSMANAGEMENTSYSTEMANDGUIDETHEIMPLEMENTATION,INTHESTARTUPPERIODOFTHEWORKTHATMUSTBEDONE,BUTAFTERACERTAINSTAGEOFDEVELOPMENT,ALLKINDSOFMANAGEMENTSYSTEMSANDBUSINESSPROCESSESHASBEENGRADUALLYIMPROVED,ITSHOULDBEDONEORWORKFORINADDITION,IFTHEENTERPRISEINARELATIVELYWEAKMANAGEMENT,ORBUSINESSLEADERSSHOULDPAYSPECIALATTENTIONTOCERTAINASPECTSOFTHEWORK,THISWORKISLIKELYTOCHANGEFROMTHEAPPROPRIATEDOSHOULDDOFOREXAMPLE,TRACKEDCOMPETITORSTHEALLOCATIONOFHUMANRESOURCES,ORBYTHECONVERSIONSHOULDBEDONEFORTHEWORKTHATMUSTBEDONESUCHASREGULARJOBANALYSISANDJOBEVALUATIONDIFFERENTPOSITIONSASSUMEDIFFERENTRESPONSIBILITIES,THECOMPANYADOPTEDAMULTILEVELOFMANAGEMENTANDSTAFF,PERSONALIZEDEVALUATIONSYSTEMEVALUATIONSYSTEMINCLUDINGFINANCIALMANAGEMENTTHROUGHTHEBALANCEDSCORECARD,CUSTOMERSANDPARTNERS,ORGANIZATIONANDPROCESS,THEFOURDIMENSIONSOFGROWTHABILITYWHILETHEMIDDLEANDGENERALEMPLOYEESTHROUGHPERFORMANCE,ATTITUDE/BEHAVIORTHREE,ABILITYTOASSESSTHEMANAGEMENTOFTHEASSESSMENT,USUALLYONCEAYEAR,THEHIGHERTHECYCLEISLONGERTHEDIMENSIONSOFTHEASSESSMENTGENERALLYHAVEMORETHANADOZEN,AROUNDTHEBALANCEDSCORECARDFOREXAMPLE,THEFINANCIALDIMENSION,MANAGEMENTSHOULDHAVE,ANDACCOUNTEDFORTHEEVALUATIONINDEXBUTMOSTDIFFERENTFUNCTIONALDEPARTMENTSFOCUSONDIFFERENTDIMENSIONSTHESALESDEPARTMENT,SUCHASEMPHASISONFINANCE,FINANCIALACCOUNTINGFOR40,ANDTHEHUMANRESOURCESDEPARTMENTMAYONLY30THEFINALEXAMINATIONRESULTSINSCORESREFLECT,WILLAFFECTOURBONUSES,EVENJOBSFORTHEMIDDLEMANAGEMENTSTAFFANDGENERALSTAFFASSESSMENT,DIVIDEDINTOPERFORMANCE,BEHAVIOR/ATTITUDEANDABILITYOFTHREEPARTSTHEEMPLOYEEBEHAVIORATTITUDEANDABILITYINDEX,UNLIKEBUSINESSINDICATORS,THEFORMERISQUALITATIVE,THELATTERISQUANTITATIVELIMITED8QUALITATIVEINDICATORS,THE3INDICATORSOFBEHAVIOR/ATTITUDE,ABILITYINDEX5,THEWHOLECOMPANYUNIFORMTHEQUALITATIVEINDEXSCORELEVELISDETERMINEDBYUSINGTHEPOSITIONINGEVALUATIONMETHODTHROUGHTHEPOSITIONINGEVALUATIONFORM,THEDEFINITIONOFVARIOUSLEVELOFSPECIFICBEHAVIORRATINGANDEVALUATIONSTANDARDFOREXAMPLE,EVALUATIONOFEMPLOYEECUSTOMERORIENTEDTHINKINGFROM0TO2REPRESENTINGTHELACKOF“MEETCUSTOMERDEMANDDESIREANDATTITUDEINDEPENDENCEPERSONALLIFE,ALWAYSTHINKINGFROMPERSONALINTERESTSCONVERSATIONORWORKMAYOFTENSHOWIMPATIENCEORIMPATIENCE,LACKOFENTHUSIASM“4TO5REPRESENTATIVES“TOUNDERSTANDTHEPOTENTIALCUSTOMERNEEDSANDCUSTOMERTOPROVIDEADVICEFORTHEDEVELOPMENTOFBENEFITS,TODEVELOPCUSTOMERSANDTOSERVEASAVALUEORIENTATIONTOCLAIMTHEMSELVES,ANDTOBECOMEAPROFESSION,HABITSANDBEHAVIOR“BUTTHEMANAGERBELIEVESTHATASTAFFINCUSTOMERORIENTEDTHINKINGIS02,INSTEADOF4TO5POINTS,CANNOTBECOMPLETELYSUBJECTIVEJUDGMENT,KEYEVENTRECORDINGSOLUTIONSTHEKEYEVENTSMETHOD,ISTHROUGHOBSERVATION,AWRITTENRECORDOFEMPLOYEESABOUTTHESUCCESSOFTHE“KEY“INHINDSIGHTASFOREXAMPLE,ONTHEBASISOFEVALUATIONAQUALITATIVEINDEXSCORE,4POINTSTOTHEIREMPLOYEES,THEMANAGERGAVE3POINTSIFTHEEMPLOYEEREFUSESTOACCEPT,TODETERMINEWHATISTHEKEYEVENTRECORDWHATYOUHAVEDONE,WHATTHINGSDO,WHATNOTTODO,THEYNATURALLYHAVENOTHINGTOSAY3SUPERIOR,CUSTOMERNEEDSANDEXPECTATIONSFORADEPARTMENT,SOMEWORKISURGENTTASKASSIGNEDBYSUPERIOR,THEREISALOTOFWORKISTOPROVIDESERVICESTOINTERNALANDEXTERNALCUSTOMERSSUCHASTHETEMPORARYTASKSASSIGNEDBYTHELEADERSHIPOFTHEGENERALMANAGERSOFFICEOFTENRECEIVE,DEALWITHTHELEADERSHIPOFTHECOMPANYSOMEACCIDENTSTHEYHAVETODEALWITHEACHDEPARTMENT,ENTERPRISESINGENERALTHESERVICEDEPARTMENTSANDPERSONNELAREINTERNALCUSTOMERSALSOSHOULDERINGTHERECEPTIONOFGUESTS,DEALINGWITHTHEGOVERNMENT,MEDIA,INDUSTRYPUBLICRELATIONSDUTIES,THESEEXTERNALUNITS,PERSONNELFORITSEXTERNALCUSTOMERSSO,THESUPERIORLEADERSHIP,WITHINTHEENTERPRISE,THENEEDSANDEXPECTATIONSOFCUSTOMERSALSOOUTSIDEOFADMINWORKASASOURCEOFASSESSMENTINDICATORSCALCULATIONOFKEYASSESSMENTINDEXESINDDEPARTMENTACCORDINGTOTHECOMPANYSVARIOUSDEPARTMENTSOFTHEENTERPRISECONTRIBUTIONEVALUATIONRESULTS,BYTHEGENERALMANAGEROFTHEOFFICEWILLDETERMINETHEVARIOUSDEPARTMENTSINTHEENTERPRISEDEPARTMENTOFWEIGHT,WEIGHTANDACCORDINGLYAPPROVEDTHE“DEPARTMENTOFTHEMONTHLYASSESSMENTSCORE“,“MONTHLYASSESSMENTSCOREMONTHLYASSESSMENTSCORESDEPARTMENWEIGHT“DESIGNPRINCIPLESOFKEYASSESSMENTINDEXESINEDEPARTMENT1ASSESSMENTINDICATORSOFENERGYCANNOTBEQUANTIFIEDQUANTIFIEDASFARASPOSSIBLE,TRYTOREFINETHEPROCESSTOQUANTIFYTHEPERFORMANCEINDICATORSOFALLCOURSEISGOOD,BUTITISNOTREALISTICFORTHEDEPARTMENTSCONCERNEDTHEFUNCTIONSOFROUTINEWORKINMOREROUTINEWORK,CANBEREFINED,PROCESS,INTOTHEINDEXSYSTEMOFBEHAVIOR,WECANMEASURETHEFUNCTIONORPOSITIONPERFORMANCEFOREXAMPLETHEEXECUTIVESECRETARYOFTHEPOSITION,ISANIMPORTANTDUTYOFTHEWORKINTHECUSTODYOFTHEDAILYDOCUMENT,ANDTOASSESSTHERESULTBUTNOTFILECUSTODYCUSTODYDOCUMENTSTODETERMINETHENUMBEROFDOCUMENTSTHATCANBEROUTINEWORKFROMTHEREFINEMENTPROCESSTHEWORKINGFLOWCHARTOFTHEADMINISTRATIVESECRETARYSDOCUMENTKEEPING2THEDEVELOPMENTOFASSESSMENTINDICATORSSHOULDFOLLOWTHEPRINCIPLEOFSMARTTHEEVALUATIONINDEXSHOULDBESPECIFICANDMEASURABLESPECIFICMEASURABLECANBEREACHED,ACHIEVABLE,REALITYREALISTIC,ATIMELIMITTIMEBOUND3THECOMPREHENSIVEEVALUATIONINDEXCANREFLECTTHEEVALUATIONOBJECT,THEPERFORMANCE,ANDSHOULDHAVETHEMANEUVERABILITYTHEKEYINDICATORSOFPERFORMANCEAPPRAISALOFFDEPARTMENT1PERFORMANCEREFERSTOTHECOMPANYSANNUALWORKACCORDINGTOTHEOUTLINEOFTHEDEPARTMENTANDTHEIMPLEMENTATIONDETAILS,ANDCOMBININGWITHTHESYSTEM,THEDEPARTMENTOFRECENTWORKOVERALLARRANGEMENT,COMPLETEMONTHLYWORKPLANFORTHEPRODUCTIONDEPARTMENTTHEMAINASSESSMENTOFITSPRODUCTION,MARKETINGCENTEREXAMINATIONOFITSSALES,BACKTOTHEAMOUNTOFFINANCIALDEPARTMENT,THEMAINASSESSMENTOFTHERATEOFRETURNONINVESTMENT,CAPITALTURNOVER,CASHFLOW,PROCUREMENTWAREHOUSINGDEPARTMENTMAINLYEXAMINETHEGOODSWAREHOUSENUMBER,GOODSTURNOVERRATE,ANDSOONTHEPERFORMANCEWEIGHTSCOREDEPARTMENT802REFERSTOTHEABILITYTOWORKTHEWHOLEDEPARTMENTSTAFFSOVERALLWORKSKILLS,DEPARTMENTSWORKABILITYINCLUDESTHEFOLLOWINGFIVEASPECTSMONITORINGABILITYAUDIT,SUPERVISION,GUIDANCEANDTHEABILITYOFTHEDEPARTMENTINCHARGEEFFECT,PLANNINGABILITYJUDGMENT,DECISIONMAKING,PLANNINGWILLREACHABILITY,WORKIDEAS,INNOVATION,ABILITYTOSOLVEPROBLEMSWORKTOCOOPERATEWITHOTHERDEPARTMENTS,RATIONALIZETHEWORKINGRELATIONSHIP,TOSOLVEPRACTICALPROBLEMS,TOINFLUENCEANDPERSUADEOTHERSTOWORK,ABILITYABILITYSHOULDADAPTTOCHANGESINTHEEXTERNALENVIRONMENTANDDEALWITHEMERGENCYTHEEVENTORGANIZATIONANDLEADERSHIPSKILLSABILITY,LEADERSHIP,GUIDANCE,ABILITY,MOTIVATINGWORKINCHARGEOFTHEDEPARTMENTANDITSSTAFFTOACHIEVEANDLEADTHEWORKOBJECTIVESANDTASKSOFTHESTAFFWORKABILITYSKILLSINCLUDEFOURASPECTSTHEABILITYTOEXECUTETIMELYANDACCURATEIMPLEMENTATIONOFTHECOMPANYMANAGEMENTSYSTEM,SUPERIORCOMMANDABILITY,COMPREHENSIONABILITYABILITYUNDERSTANDTHESUPERIORWORKINTENTION,ANDREPLICABILITY,ANALOGY,COORDINATIONANDPROBLEMSOLVINGSKILLSANDOTHERDEPARTMENTS,THESTAFFOFUNITYANDCOOPERATION,WORKWITHOUTPASSINGPHENOMENON,INFLUENCEANDSAIDABILITYTOADAPTTOOTHERPEOPLESWORK,ADAPTABILITYABILITYTOADAPTTOCHANGESININTERNALANDEXTERNALENVIRONMENTANDABILITYTODEALWITHEMERGENCIESPERFORMANCEWEIGHTINGACCOUNTSFOR5OFTHEDEPARTMENTSSCORE3THEQUALITYOFPRODUCTSANDSERVICESPRODUCTIONDEPARTMENTREFERSTOTHEPRODUCTIONOFPRODUCTSINACCORDANCEWITHTHEQUALITYSTANDARDSPROMULGATEDBYTHESTATE,AQUALIFIEDRATEOFTHEPROPORTIONOFPRODUCTSMARKETINGCENTERISREFERSTODOSERVICEFORTHEMARKETLINEAROUNDTHEWORKEFFICIENCYANDWORKQUALITYMANAGEMENTREFERSTOTHEPROVISIONOFQUALITYOFSERVICEFORTHEPRODUCTIONANDMANAGEMENTDEPARTMENTSTHEPERFORMANCEWEIGHTDEPARTMENTOF5SCORE4CUSTOMERSATISFACTIONREFERSTOTHECOMPANYSEXTERNALBUSINESSUNITSOFTHERELEVANTDEPARTMENTSOFTHECOMPANYSJOBSATISFACTION,ASWELLASTHEINTERNALDEPARTMENTSOFEACHOTHERSJOBSATISFACTIONTHEPERFORMANCEWEIGHTOFTHEDEPARTMENTSSCOREOF55THEWORKINGTIMEANDCOSTEFFECTIVENESSREFERSTOTHEDEPARTMENTTOCOMPLETETHEWORKEFFICIENCYOFTHEPRACTICE,WHETHERORNOTTOCOMPLETETHETASKSINREQUIREDTIME,ANDSPENTTHECOSTTOCOMPLETETHESAMEENTERPRISEBENEFITRATIOISCOSTEFFECTIVETHEPERFORMANCEWEIGHTSCORE5DEPARTMENTEVALUATIONOFGASSESSMENTINDEX1SETTINGUPASSESSMENTSTANDARDSANDEVALUATIONGRADESNOSTANDARDGOALISNOTASSESSMENT,AFTERTHEESTABLISHMENTOFOBJECTIVESYSTEM,ALSONEEDTOSETTHEEVALUATIONSTANDARDTHEEVALUATIONSTANDARDREFERSTOTHEASSESSMENTINDICATORSSHOULDREACHWHATLEVELANDTOWHATEXTENTTHESTANDARDCANBEQUALITATIVE,ALSOCANBEQUANTITATIVE,ORATTHEMOSTRECOGNIZEDTHENATUREOFTHEREACTIONTARGETISBASEDONTHESTANDARDOFQUALITATIVETHEEVALUATIONSTANDARDISDIFFICULTTOUSEDIGITALQUANTITATIVE,CANONLYUSETHEEXPRESSIONOFTHESTATEINDEXSUCHASTIMELINESS,RELIABILITY,INNOVATION,PRACTICALITYANDMANEUVERABILITYITCANBELEDTOTHERESULTOFANACT,SUCHASCOMPLETE,APPROVAL,CONSENT,ANDSOONTHROUGHTHEQUANTITATIVEEVALUATIONSTANDARDISONEKINDOFPHYSICALRESULTSSUCHASPRODUCTIONUNITSOR,SALES,PROFITS,THENUMBEROFCUSTOMERVISITS,COMPLIANCERATE,ERRORRATE,THERATEOFRETURNONINVESTMENT,THERATEOFCOMPLAINTS,SATISFACTIONEVALUATIONUSUALLYTHETARGETCOMPLETIONFROMTHEQUALITY,TIME,COST,SEVERALASPECTSOFCLIENTORSUPERVISOREVALUATIONAFTERCONSIDERINGTHEASSESSMENTCRITERIAWASFORMULATED,INORDERTOIMPLEMENTTHEASSESSMENTTHESPECIFICASSESSMENTLEVELTODEVELOPACCORDINGTOTHETHEASSESSMENTCRITERIA,GENERALLYDIVIDEDINTOABEXCELLENT,GOOD,QUALIFIEDC,DTHEPOOREINCOMPETENTSEVERALGRADES,ACCORDINGTOTHESPECIFICSITUATIONOFENTERPRISESCANBEDIVIDEDINTODIFFERENTLEVELS2SPECIFYTHEBASISFOREXAMINATIONTHEASSESSMENTSTANDARDISABASIS,“AVERBALSTATEMENTWITHOUTANYPROOFISNOTPOSSIBLE,“GENERAL“SHOULDBEFORMED,ANDSHOULDPUTITDOWNINBLACKANDWHITE“TEXTRECORDOFFORMAL,SUCHASALLKINDSOFFINANCIALSTATEMENTS,ACCOUNTINGDATA,MANAGEMENT,ANDRELATEDSYSTEM,PLAN,SUMMARY,REPORT,ADVICE,PLANALLKINDSOFCOPYMATERIAL3SETTINGWEIGHTSTHEDEPARTMENTSASSESSMENTSHOULDBEDESIGNEDTOROUTINEWORK,ASSESSMENTSCALEPLANWORKANDTEMPORARYWORK,BYADJUSTINGTHEWEIGHTSOFALLKINDSOFWORKTHEMONTHLYWORKFOCUSONTHEASSESSMENTTABLESETOFWEIGHTSISNOTFIXED,BUTSHOULDBEINTHEIMPLEMENTATIONOFTHEEVALUATIONACCORDINGTOTHETEMPORARYWORKSITUATIONTOADJUST4FORMINGATARGETMANAGEMENTCARDTHEGOALISTOURGETHEMANAGEMENTCARD,THEEFFECTIVETOOLTOCHECKITWITHTHEFIXEDTARGETINTHEFORMOFTHESITUATIONOFEACHEMPLOYEEINTHETARGETINTHEPROCESSOFTHEACTIVITYOFTHESYSTEMREDUCEDTOAASSESSMENTSCALE,ANDMAKEPERFORMANCEMANAGEMENTMORESYSTEMATIC,INSTITUTIONALIZEDANDSTANDARDIZEDTHEMAINWORKINCLUDESTHETASK/GOAL,EVALUATION,EVALUATIONSTANDARDANDGRADEANDWEIGHTTHEFOLLOWINGISTHEMONTHLYTARGETMANAGEMENTOFACOMPANYSOFFICETHEHEVALUATIONINDEXSETPROBLEMS,DETERMINETHEEVALUATIONTARGETSHOULDFIRSTCLEARTHEFOCUSOFTHEWORKOFDEPARTMENTSANDPOSITIONSSECONDLY,THEIMPLEMENTATIONOFTHEPLANFORTHEDEPARTMENTWORKTARGET,ANDDETERMINETHEMAINRESPONSIBILITY,WILLIMPLEMENTTHEDEPARTMENTTARGETTOSPECIFICPOSITIONS,FINALLYAGREEDTOWORKOBJECTIVESANDSTAFFSETTINGWEMUSTPAYATTENTIONTOSETTHEPERFORMANCEINDEXWHENTHEPROBLEMISSUFFICIENTTOSTRENGTHENCOMMUNICATIONWITHINTHEDEPARTMENTSUPERVISORANDSUBORDINATESTAFFINTHEPAST,PEOPLEALWAYSTHI