How Do I Develop an Audit Methodology?

Performance appraisal refers to the process by which an appraisal subject compares work goals and performance standards with a scientific appraisal method to assess the completion of employees' work tasks, the fulfillment of job responsibilities and the development of employees, and feedback the results of evaluations to employees.

Performance appraisal method

Performance appraisal refers to the evaluation of the subject against the work goals and performance

First, the simple sorting method

(I) Meaning of the simple sorting method The simple sorting method is also called the sequence method or the sequence evaluation method, that is, the order of "1 2 3 4 ......" is assigned to a batch of assessment objects according to certain criteria. Advantages and disadvantages of this method.

(II) Operation of the simple ranking method First, the assessment items are formulated. The second step is to evaluate each person for each item and sort out the sequence. The third step is to add the ordinal numbers of each individual's assessment items to obtain their respective total scores and rankings.

Second, the mandatory distribution method

(I) Meaning of the mandatory allocation method The mandatory allocation method is a method of assigning the appraisers to each performance category according to a predetermined ratio. This method is based on the principle of statistical normal distribution. It is characterized by few high and low scores on both sides, and most of them are in the middle.

2. Applicability of the mandatory distribution method

Third, the element assessment method

(I) Meaning of the element evaluation method The element evaluation method, also called the functional evaluation method or the evaluation scale method, is a method that combines qualitative evaluation and quantitative evaluation. The advantages and disadvantages of this method.

(II) Operation of the element assessment method

(1) Determine the assessment items.

(2) The indicators are divided into ranks according to their pros and cons.

(3) Training assessment personnel.

(4) Perform assessment and scoring.

(5) Analyze, adjust and summarize the obtained data.

Fourth, the work record method

The work record method is generally used to assess the operational work of production workers. Advantages and disadvantages of this method.

V. Objective Management Law

(A) for

The first step is to analyze the work and develop the enterprise KPI index database.

The second step is to set a performance evaluation form

The third step is to train employees.

For companies that have just started performance appraisal, the training includes:

The company's step-by-step vision. All assessments are to achieve corporate goals, challenge the limits of performance, and achieve the corporate vision;

The need for corporate culture and reform. The selection of performance indicators is formulated in combination with corporate culture. The purpose of implementing performance assessment is not to reduce employee salaries, but to hope that employees can achieve higher returns while improving performance;

Performance-related compensation policy, how performance evaluation results correspond to compensation, and how to calculate individual performance salary. Compensation must be calculated by employees so that employees have visible profit motivation;

The subject relationship of the assessment is who is assessed, of course, it is generally assessed by a direct superior;

The form of performance assessment is what is assessed and what are the requirements;

The performance evaluation system is the evaluation process, methods and methods.

The fourth step is a trial assessment.

The fifth step is to announce the performance appraisal policy. The publication of policies can adopt signature methods, publicity methods, etc .;

The sixth step is the import of external experts.

Compared with internal personnel of the company, external experts are more authoritative and instructive. Enterprises can consider hiring external experts to assist in the introduction, adjust the mentality of employees before formal assessments, and take appropriate risk prevention and control measures. Culture, etc., to allow employees to identify with the assessment and identify with corporate requirements.

Step seven, assessment

The eighth step, performance interview and application, improvement.

Performance assessment is a continuous improvement cycle. After the monthly performance assessment is completed, the immediate superior should conduct performance interviews with the subordinates, affirm the employees' good work in the month, point out the deficiencies, and jointly develop a performance improvement plan to improve the next Performance evaluation at the stage.

As a theoretical study, various methods have their own strict theoretical boundaries and system frameworks, but as a consultant, we pay more attention to the commonalities between them, the value of each tool, and their inspiration to business managers and consultants. . Taken together, the following aspects can be summarized:

First, the goal of the business is core. Either way, the content of management is the goal, and the purpose of management is to ensure the realization of the goal.

Second, the internal logic of the system. Companies, departments and specific positions, high-level, middle-level and grass-roots, are all a nervous system, the transmission of pressure, the tracking of responsibilities, performance partners, who can not be separated from others.

Third, the same SMART principles. These principles are clear, measurable, quantifiable, pragmatic, and timetable. These requirements are fundamental to the strong operability of performance management.

Fourth, the 80/20 rule of management. The key 20% creates 80% performance. So performance management focuses on key performance indicators.

Fifth, focus on the future and development. The goal itself is concerned with future development, and it reflects the pursuit of the enterprise; evaluation is a means, motivation is the goal, and improvement is the fundamental. What the performance management pursues is the sustainable development of the enterprise.

Sixth, two-way communication and continuous improvement.

Set goals, communicate, evaluate results, and improve. Performance management is simple, that is, goals + communication.

Indeed, the balanced scorecard is a scientific tool for setting corporate goals; the decomposition of key performance indicators is so delicate when setting personal goals; benchmarking is actually the best indicator and standard source for each assessment indicator .

Enterprise performance management cannot exhaust all methods, but the best method must be a collection of their best.

Throughout the various performance evaluation methods (or performance pay distribution schemes, etc.) of enterprises, they can be classified into the following eight common characteristics:

(1) Close-embracing type: Performance appraisal and bonus distribution are highly integrated in one plan, and it is difficult to separate them;

(2) Relationship-specific: the performance of one indicator for one dollar and multiple indicators for multiple dollars;

(3) Light planning and heavy assessment: When the index is issued, the estimated component is too large or even "slaps the head". During the assessment, the momentum and pressure are vigorous;

(4) Strong business and weak functions: the assessment plan is mainly for sales, production and other business departments, and functional departments are often formalized;

(5) Indicator business type: indicators focus on sales, cost, output value and other business categories, and management indicators are less due to quantification difficulties;

(6) Paradox of index quantification: The index is quantified as much as possible for the sake of scientific fairness, but tends to be simple and feasible due to the complicated quantification;

(7) Recalculation and light analysis: The purpose of many performance appraisal schemes is to calculate the bonus, but there is no analysis of the problems that arise;

(8) Lack of diversification of incentives: the application of assessment results is single, and the multiple incentives for training, promotion, and welfare have little to do with assessments;

Among them, the light planning and re-evaluation type, the strong business weak function type, the indicator business type, and the index quantification paradox are reflected in the performance management technology level; the close embrace type, relationship-specific type, recalculation account light analysis type, lack of incentive Diversification reflects the problem of management orientation.

Performance technology in universities is educational technology, with the focus on improving the quality of teaching and learning. Therefore, in the work, performance evaluation must be linked with economic benefits.

There are five commonly used scoring methods for assessment indicators: the step method, the subtraction method, the ratio method, the other method, and the explanatory method.

1.Layer method

The stratification method is to divide the assessment results into several levels, and the actual execution results fall within which level, and the score corresponding to this level is the assessment score.

For example: Recruitment cycle = The period from when the employer submits the confirmed application for employment to the time when the employee enters the job.

If the minimum completion time is set to 30 days, the expected completion time is 25 days. The weight of the recruitment cycle indicator in the assessment is 15%, which is 15 points.

Fake design points can be divided into three types:

A. Completion within 25 days, score 15 points;

B. Completion between 25 and 30 days, score 10 points;

C. Completion after 30 days, score 0 points;

2.Subtraction method

The points reduction method is a method of deducting standard points without adding points. When an abnormal situation is found during the execution of the indicator, points will be deducted according to certain standards, and if there is no abnormality, a full score will be obtained.

3.Ratio method

The ratio method is to divide the actual completed value of the indicator by the planned value (or standard value), calculate the percentage, and then multiply by the indicator's weight score to get the actual evaluation score of the indicator.

Calculation formula: A / B * 100% * corresponding score. (A is the actual completion value, B is the planned value or standard value)

For example: Human Resources Department's recruitment plan completion rate = actual recruitment number / planned recruitment number

If the recruitment plan completion rate has a 20% weight in the quarter, that is, 20 points, the score obtained is: recruitment plan completion rate * 20

4. This is the other

Otherwise, the other method means that there are only a few possibilities for the result, and there is no intermediate state.

For example: the information department is responsible for the completion rate of the company-level process release plan.

If the weight of the quarterly indicator is 10%, that is, 10 points, because there are not many processes in each department, the human resources department may only have 8 processes, and the financial department may only have 7 processes. The number of processes completed in each quarter will not be very high, so the minimum requirement for this indicator is 100%. When calculating, there are only two results, 100% completed and not completed.

If it is 100% complete, score 10 points;

If not 100% complete, score 0 points;

5.Explanation

Explanation: A method that cannot be used to evaluate the above methods. The descriptive method mainly needs to explain several situations that may occur in the performance evaluation results, and set the scoring method corresponding to each situation.

For example: employee satisfaction surveys and analysis indicators can be scored using descriptive methods. If the indicator is 20% of a certain position, the four scores are: 2 points, 8 points, 4 points, and 6 points; the six executives scored each of the four items, and the six executives scored four. The sum is the final score.

Depending on the content of the assessment, the assessment method can also take a variety of forms. Using multiple methods to evaluate can effectively reduce the evaluation error and improve the accuracy of the evaluation.

For example, we can arrange for the direct evaluation of the "important work" and "daily work" part of the direct report, and colleagues evaluate each other on the "work attitude" part. In addition, employees can also conduct self-assessment on the "daily work" and "work attitude" parts, and the self-assessment results are not included in the total score. The main purpose is to let the appraiser understand the self-evaluation of the appraised person in order to find out the gap between self-evaluation and enterprise evaluation. This gap may be where the appraiser needs to improve. These materials can provide useful help for subsequent assessment communication.

In order to assess the recent errors in the evaluation, the human resources department may recommend that the appraisers frequently conduct informal evaluations of the "important work" and "daily work" of the appraisers, and record key events, which can be used as the original material in the formal evaluation. In addition, in the evaluation, the appraisers conduct centralized evaluation on the same item of all the appraisers, and do not perform the appraisal on a human basis.

1. Goal evaluation

For the "important task" evaluation, adopt the target evaluation method. Before an evaluation cycle, the appraiser and the appraisal must discuss and formulate an "important task description" that is acceptable to both parties. The description should clearly specify the task name, task description, and task workload.

2.Self-evaluation

Self-evaluation is the self-evaluation of the appraisers. The evaluation results are generally not included in the evaluation results, but its role is very important. Self-evaluation is the subjective perception of the person being evaluated, and it is often different from the objective evaluation result. Through the self-assessment results, the appraisers can understand the true thoughts of the appraisers and prepare for the communication of the appraisals. In addition, in the self-assessment results, the appraisers may find some things they have neglected, which is conducive to more objective assessment.

3.Mutual evaluation

Mutual evaluation is an evaluation method for mutual evaluation between employees. Peer evaluations are suitable for subjective evaluations, such as those in the "Work Attitude" section. The advantages of mutual evaluation are: First, employees can truly understand each other's working attitude, and multiple people evaluate at the same time, often they can more accurately reflect the objective situation and prevent subjective errors. Peer review is more applicable when there are many people, such as more than five people. In addition, the absence of signatures during the mutual evaluation and the release of the details of the mutual evaluation when the results are announced can reduce mutual suspicion among employees.

4 , superior evaluation

In the higher-level assessment, the assessor is the manager of the assessee, and in most cases is the direct superior of the assessee. Higher-level assessment is suitable for the "important work" and "daily work" sections.

5.Written evaluation

Because each employee has different characteristics, the standardized assessment method ignores this factor, and uniform employees are not conducive to the personal growth of employees. Written evaluations make up for this shortcoming. Generally speaking, the written evaluation should include three aspects: affirming employee performance; pointing out insufficient staff; and the company's expectations of employees. Written evaluations can be written by a superior or by the human resources department of an enterprise.

Friends who do human resource management know that performance evaluation is the most difficult human resource management. Why test, how to test, how to reduce resistance, enhance assistance, and test the results. Not everyone is happy, but I ask everyone to accept it. It's not easy. Among the HR managers I know, many people like to recruit and don't like performance. To put it simply, recruitment activities have relative "independence", but performance issues involve a wide range, which is almost the lifeblood of an organization. Operation Rising not only involves company culture, personnel quality, but also promotion methods, as well as changing indicators, each of which is a test for the human resources manager.

As a human resource manager's friend, you must first solve the human-oriented problem. There are various design methods for the assessment indicators, but each has its advantages and disadvantages. You must choose one based on your own company's situation, and the other as a supplement. After a lot of time, things that are designed by Kung Fu do not apply to this situation at all. For example, 360 degrees. In most cases, they cannot be used as the main assessment tool. We must be aware of this.

In the indicator design process, let everyone participate as much as possible. You must not handle everything. You design it as if all you understand. In the early stage of the assessment, it may not be perfect. The key is to let more people agree. Identity, everything else can be gradually optimized.

In the design of the assessment system, it is necessary to realize the compatibility of the assessment system with other human resources systems, and coordinate with other modules as much as possible.

Leadership support is also very important. In a word, the mass foundation and leadership support have solved this problem, and the implementation of the assessment system is a natural thing.

In addition, how to help department managers improve from "performance evaluation" to "performance management" requires more patience. On the one hand, the system should not be too complicated, and on the other hand, demonstrations must be made to urge managers to work hard on the performance improvement of subordinates. To form a climate, the preliminary goal of performance management is considered to be achieved.

Develop an excellent performance evaluation management strategy plan

Companies need to re-evaluate the value of their human resource management, and they need to realize that employee planning and performance management are important means to improve their competitive advantage. Many people believe that many companies have realized the importance of human resource management. So how can we develop an excellent performance management plan to improve the competitiveness of the enterprise? Here are ten steps that I believe are essential to developing an effective performance management strategy.
1. Clearly drive the need for performance management solutions. Like the financial organizations mentioned above, is the purpose of developing a performance management plan to train successors? Like the Baltimore example, is the plan to improve the performance of an organization that performs poorly?
2. Determine the direction of the strategy. For example, when Boeing realized a gap with its main competitor Airbus, the Chicago company began to reflect on the organization of its employees. It found that in order to defeat Airbus, Boeing needed to win external strategic corporate partners like Airbus. Boeing's self-examination led it to develop a suitable strategy.
3. Make sure your business is strategically aligned. Mergers are extremely common in the banking industry. If your business has many business units, and some of them were acquired through recent acquisitions, then ensuring that your business is strategically aligned.
4. Make sure your employees are the people you need. Don't take it for granted that you know the skills of your employees. Five different managers' evaluations of the same employee's ability may produce five different results.
5. Evaluate employees against consistent criteria. If your criteria for evaluating employees are changing, you will not be able to establish uniform standards for assessing employee performance. Without this standard, progress cannot be measured.
6. Let employees know clearly whether their performance is in line with company strategy. Create an open communication platform for your performance management architecture. If your company has an intranet, you can discuss the progress and strategy of the plan on the intranet homepage. If your staff can't use a computer for online discussions, consider direct mailing to keep you updated on the plan. At the same time, it is necessary to arrange time to communicate with employees and inform them how their personal efforts help the company achieve goals such as increasing sales or improving customer service.
7. Provide employees with career development opportunities. Once a strategy is in place, it is important to ensure consistency with the business and start communicating with employees on corporate goals. When you know the company's overall strategy and its personal involvement, employees' emotions will increase and they will be very happy to learn how to professionally improve their level. Draw a blueprint for your employees, make them aware of the responsibilities and responsibilities of company managers, and build employee confidence by providing development opportunities.
8. Link employees' capabilities to positions. You need to know not only the skill levels of your employees and managers, but also what capabilities they have. For example, your very good accountant may also have good writing skills. With a mastery of both finance and writing, she may become an excellent employee in the investor relations department.
9. Encourage employees to perform in a direction that helps achieve the company's goals. Training can teach employees the skills they need, but it doesn't change behavior. When the leadership of an organization demonstrates trust in the performance management architecture and implements it in person, the performance of employees also changes.
10. Identify gaps and monitor them over time. Find out the methods of training and coaching, and build employee responsibility. Change often makes people very uneasy, and you can alleviate this uneasiness of employees by involving managers in the development of the department. Make your manager a peaceful mentor, not a serious trainer. When the performance gap widens, it can be seen as an opportunity to build a strong team and not be punished for certain shortcomings of employees.