论文部分内容阅读
当前业界绩效考核多以目标管理为主,可遵循以下要点: 1.确定绩效管理体系框架(人力资源部):工作计划执行情况、态度、能力,在考核中应占60％～70％;考核框架中的态度、能力等辅助因素占30％～40％。 2.确定工作目标(各业务部门):首先,由公司目标层层分解至部门再至岗位;其次,在此过程中,存在一线经理目标制订的难度问题,需注意掌握自下而上与自上而下相结合的原则。值得一提的是职位说明书,这是目标设定的依据。 3.部门或岗位可试着对员工采用关键业绩指标法(工作标准法)。
Currently, most of the industry performance appraisals are targeted management. The following points can be followed: 1. Determine the framework of performance management system (Human Resources Department): the implementation of the work plan, attitude and ability, accounting for 60% ~ 70% of the appraisal; Framework of attitude, ability and other supporting factors accounted for 30% to 40%. 2. Determine the objectives (business units): First, the company's target level decomposition to the department and then to the post; Second, in the process, there are difficult to develop the first-line manager objectives, need to be aware of the bottom-up and self-control The principle of combining top to bottom. It is worth mentioning that the job description, which is the basis for setting goals. 3. The department or position may try to adopt the KPI (Work Standard Law) for employees.