How To Do Well The Examination Of Non Business Personnel In Enterprises

In the paper, "scientific assessment of management is the key," I have said that the assessment of employees can be divided into two parts: performance appraisal and quality assessment; for the two, we must first divide the whole process and form the total score of the examiners; in order to make the value orientation of the assessment positive, and guide the staff to become a positive and promising pioneer rather than a prudent modest and modest gentleman, the enterprise examination must focus on the examination of the performance; because the performance appraisal is objective and accurate, and the quality evaluation is subjective and vague, so the examination focuses on the performance, which is also conducive to improving the objectivity and accuracy of the assessment results.

However, the business people in the enterprise can certainly inspect their "performance". However, there are still some non business departments in the enterprise, such as the executive branch, and even some non business people in the business department, and they are "quot".

Secondly, for non business people, especially managers, the requirements for their "quality" should not be the same as those of business people.

This article is to discuss these two questions.

In fact, what we call "performance" is a broad concept; it does not refer to the business performance that can be measured by economic indicators in the business personnel of an enterprise, but refers to the progress of work done by the staff in the enterprise or the completion of the business; some of the "achievements" can not be used. To talk about

From our practice, the close combination of assessment system and plan management can solve this problem better.

1, planned management uses the "workload" and "work schedule" as the index to convert the work of non business personnel into something that can be measured with more accurate numbers.

There are three elements here: A, B, "workload", C, and "work progress".

2, plan management is not a single plan, but a planning system and a planning network with multi-dimensional and precise scale. It makes the whole enterprise's work from long-term, medium to short term, from the entire company, every department to every individual, from production and operation to all aspects of work, and becomes something that can be grasped and measurable.

The plan management system of a larger enterprise should be a group plan, Department (subsidiary) plan, group plan and personal plan link; medium and long-term development planning, annual production and operation plan, annual work plan, monthly plan and weekly plan link; business plan, sales plan, cost plan, profit plan, personnel plan, financial budget plan, daily work plan, the combination of general goal and sub goal, strategic plan and tactical plan, and strict and complete plan management system.

We must really do it: quot; plan at every level, plan for everyone, plan everything and plan at all times.

There is no such plan system, no matter whether it is the assessment of business personnel or the assessment of non business personnel.

3, the principles of planning management, A, moderately high and strict principles, we know, too high goals, too strict demands, too low goals and too loose demands. The goals and requirements in the plan must be achieved through greater efforts.

The principles of B, meticulous and complete: medium and short term plans, departments, local and individual plans should be the decomposition of long-term plans and overall plans. Therefore, the plan should be comprehensive and perfect. Furthermore, the tasks in the plan should be well handled with the unplanned tasks.

C, a fully quantifiable principle of measurement, for example, how many points can be achieved, how much percentage of a plan can be achieved, how much of a task is planned and how much extra tasks are planned.

The principle of combining D, democracy and centralism, self reporting and public consultation is to motivate employees' participation. The formulation of a company's overall, medium and long-term plans, departmental and local plans must be discussed and proposed by employees.

In order to achieve consistency, cohesion and quality of planning, we need to "concentrate" and "discuss".

But "democracy" and "centralization", "self reporting" and "public consultation" must be fully communicated. Otherwise, unrealistic or unpopular schemes can not be carried out well.

The principle of revision, that is, the formulation of plans must be carried out according to law, in accordance with the above procedures of "democracy" and "centralization", "self reporting" and "public discussion". Once the conclusion is completed, it should be regarded as a law and conscientiously implemented, and should not be prevented from changing or overthrowing plans by the leaders of enterprises, otherwise, the plan management will be extremely destructive; the revision of the plan must also be carried out according to the legal procedures, and under what procedures should the plans be formulated, otherwise, it should be regarded as a violation of the plan and regarded as an offence; the assessment should be strictly based on the plan formulated according to the law, rather than by the change of the legal procedure, no matter which kind of change is the will of the leader. E shall be formulated according to law, implemented according to law, and according to law.

In this way, we have actually unified the "performance" assessment of business personnel with the "performance management" of non business people with "plan management": the "performance appraisal" closely integrated with "plan management" is applicable not only to non business people, but also to business people.

Two, how to assess the "quality" of the non business personnel, the requirements of the enterprise on the "quality" of the employees are different: not only the requirements for the business personnel and non business personnel are different, but also the requirements for different positions in the non business personnel are different; the examination system must also reflect this difference.

1, "quality" assessment must reflect positive value orientation. In order to make the value orientation of appraisal system more positive, we should not only show the principle of "upholding performance" in the consideration of two aspects of "performance" and "quality", but also have a lot to do in the content of "quality" assessment.

The usual practice is to list a large number of indicators in the staff quality assessment form. There are often dozens of items, including "labor discipline", "honesty and integrity", "respect for colleagues", "care for subordinates", "speech and behavior", "knowledge breadth", "health status", "expression ability" and so on.

It is not appropriate to say whether some indicators are suitable for evaluation, nor is it appropriate to make uniform demands on everyone.

All staff members of the enterprise, including business personnel and management personnel, should make different assessments according to the different requirements of each post. Moreover, we should grasp a few key indicators that reflect the positive value orientation of enterprises, and should not be so comprehensive.

What should be investigated in the assessment of quality and quality? 2 levels should be asked in the evaluation of the quality of enterprise management personnel: the following are the basic requirements for cadres, such as "honesty and integrity", "compliance with discipline", "respect for colleagues", "care for quot", and so on. The basic requirements for cadres are based on the status and the scores can be accounted for a certain proportion.

However, we should focus on its management quality, that is, its ability to plan, organize, employ, command and control. Its core is coordination ability. This is the main requirement for cadres.

"Whether or not we can make greater contributions to the economic efficiency, corporate culture and social image of our enterprises through their own innovative ability" is the highest requirement for managers, which occupies a peak position. Although the fraction ratio is not large, it embodies the value orientation of the company, which is extremely important.

For managers, they should also make different demands according to three levels of company leaders (senior level), department leaders (middle level) and supervisors (grass-roots).

For example, in the inspection of the above three levels of quality of managers, not only the specific requirements should be different, but also the emphasis and proportion should be different in the three level.

Moreover, the emphasis should be on different levels of cadres' ability structure.

For senior leaders, they should pay special attention to their ability to think and coordinate. The grassroots cadres should emphasize their specific operational skills, while the middle-level cadres' ideological ability, coordination ability and technical ability should be generally balanced.

From our practice point of view, for high-rise, it should be 50:40:10; for middle level, 30:40:30; for grass-roots level, it is 10:30:60.

Thirdly, in the inspection of the management ability of cadres, the weight of the senior cadres' planning ability should be 25%, the organizational capacity should be 20%, the employing ability 30%, the command ability 10%, and the control ability 15%; the proportion distribution of the middle-level cadres should be 20%, 15%, 20%, 35%, 10%; and the grass roots cadres are: 15%, 15%, 15%, and 10%.

At the same time, the specific contents of the five aspects of management ability of high, middle and grass roots cadres should be different.

The quality evaluation of ordinary employees, especially for business people, mainly focuses on their work quality and operation ability, giving consideration to their management potential and leaving room for their rise.

Why does "quality assessment" and "performance appraisal" have to be divided into 3 parts? In some enterprises, the division of "performance" and "quality" assessment is not clear. It is often the combination of the two.

The result is a lot of confusion: some enterprises are evaluating performance and quality once a month. At the end of the year, there are inevitably overlapping and conflicts: whether they are based on the monthly assessment or the year-end assessment?

Whatever the choice is, it will make another kind of examination unnecessary.

　　再者，"業績"本是客觀的東西，只適合"考核"；而有的企業也將其交付"考評"，結果就使本來可以客觀準確衡量的東西變成眾說紛紜的東西了； 　　其三，"業績"應該是短線考察項目，"一月事一月畢"；年終再來籠統考察一次，有不少弊病：a：干部員工每月的工作情況事過境遷，工作表現逐月不同，到年底籠統打分，在很大程度上取決于打分者當時的主觀印象；b：如果中途發生主管人變更，年終的評分就很容易脫離干部員工一年來的工作實際；c：干部員工每月的得分與年終的得分容易發生沖突，同時評分者也很為難：年終重新給下屬打一次分呢，還是按照各月的平均分打分？

According to the former, the monthly score is negated. According to the latter, the year-end score becomes meaningless and unnecessary.

Quot?; quot; it should be a long term inspection project. It often takes months or even years to make a judgement, but put it on a monthly basis to see how people can speak clearly.

Fourth, the "performance" assessment is mixed with the "quality" assessment, so that the examiners can not understand their score and lose their places, which is unfavorable for their improvement and correcting their shortcomings.

The performance of the company is a short-term survey. Quality is a long-term inspection project. It should be clear division of labor, first of all.

Monthly performance and year-end assessment should be observed monthly, and finally the annual score of cadres and staff members will be formed.

There is another kind of practice that often exists in practice. When subordinates complete or even exceed the standard, they will add their subordinates' comprehensive quality or subjective impression when they perform performance scores.