In modern enterprise management, performance appraisal is widely used to evaluate the performance and contribution of various departments and employees. However, in the performance appraisal of some enterprises, there is an obvious phenomenon of "good old people". Leaders are worried that giving low scores to subordinates will cause contradictions between superiors and subordinates, and in line with the principle of "more is better than less", the ratings of each department or employee are very similar, resulting in departments and employees doing good and bad, doing more and doing less.
If there is no significant difference in the scores, regardless of the quality of the work, it will lead to a lack of competitive motivation and work enthusiasm among various departments and employees. In addition, when promoting, rewarding, or making other management decisions, it is difficult for leaders to make fair and reasonable choices because the score gap is not obvious, and the actual ability and performance gap of departments and employees cannot be accurately assessed. In the face of this dilemma, Huaheng Zhixin put forward the following suggestions based on the experience gained from long-term research on many famous enterprises in the industry.
1. Setting index weights through hierarchical classification, establishing a multi-dimensional evaluation system, and forcibly distributing assessment results can effectively solve the problem that scoring cannot open up the gap
1.For work of different difficulty and importance, the corresponding weights are set for hierarchical classification.
For more difficult and important work, give higher weight to ensure that departments or employees who take on more responsibilities and obligations can get higher scores even when the scores are similar.
2.Establish a multi-dimensional evaluation system to reduce the influence of subjective factors of evaluators.
A multi-dimensional evaluation system can be established to comprehensively consider the performance of employees in terms of work ability, work attitude, teamwork, etc. Through the introduction of 360-degree evaluation, self-evaluation, mutual evaluation, etc., the evaluation channels are broadened, and additional plus and minus points are introduced to dilute the influence of subjective factors of a small number of evaluators on the score.
3.The assessment results are forcibly distributed to the assessment grades.
The introduction of mandatory distribution tools such as 271 or 361, or the control of the appraisal excellence rate, can effectively avoid the extreme situation that the appraisal results are all excellent or incompetent, so as to improve the accuracy and effectiveness of performance appraisal.
Second, borrowing information tools to help, you can get twice the result with half the effort
In response to the above problems, Huaheng Zhixin has developed a set of information systems that support the correction of scores and avoid too small score gaps based on years of experience. The system supports the mandatory distribution of grade standards, which can control the assessment excellence rate, eliminate the scoring deviation between departments, and avoid the unfair grade distribution caused by the different scoring standards of leaders. In addition, the system can customize the score weights in advance, and the enterprise can customize the weights according to the management needs, and calculate the score or additional plus or minus points according to the weight.
After testing and practice, the system can effectively solve the problem that the gap between the leadership score and the leader in the performance appraisal can not be opened.
3. The management advantages of Huaheng Zhixin's difference correction system
The use of the system to correct the performance scoring gap has the following advantages:
1.Efficient and fast: The system can quickly process a large amount of data, save human resources and improve work efficiency.
2.Objective and accurate: Systematic analysis is based on facts and data, avoiding the interference of human factors, and the results are more objective and accurate.
3.Visual display: The system can visually display complex performance data in the form of charts, charts, etc., which is convenient for enterprise managers to understand and make decisions.
Fourth, summary
In summary, the lack of differentiation in performance appraisal scoring will lead to the loss of usability and validity of appraisal results, which in turn will affect the work enthusiasm and competitive motivation of departments and employees. However, by setting index weights, establishing a multi-dimensional evaluation system, and forcibly distributing appraisal results, this deadlock can be broken and performance appraisal can be more fair, objective and effective. At the same time, with the help of Huaheng Zhixin information system, it can solve problems more efficiently, and the system can easily import performance appraisal and scoring data, carry out data correction and result grading, and greatly improve work efficiency.
In the enterprise to carry out a lot of management work, are inseparable from the evaluation of the score, such as talent promotion, ability evaluation, job value evaluation, selection of outstanding talents, the establishment of reserve echelon, competition for posts and other management activities, will face the problem of evaluation can not be separated. For the above problems, the same can be solved by using Huaheng Zhixin information system.
Huaheng Zhixin has accumulated rich experience and achievements in performance appraisal in long-term consulting work, and has formed unique tools and methods such as "multi-dimensional evaluation, exchange rate score correction, and historical performance analysis system", and has achieved good results in consulting work in all walks of life. He has long-term and rich research on many industries, has rich practical experience, and has the characteristics of "standardization, pertinence, and implementation", which provides a good tool and method for the performance appraisal of Chinese enterprises, and has been unanimously praised by many customers.
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