How Do Shoe Companies Carry Out Year-End Assessment?

The year-end closing is also a gateway for businesses.

Why do I say so?

Because enterprises are facing year-end year-end examination problems.

According to professionals, a performance appraisal system is very complex. It consists of many intrinsic factors, such as the purpose of evaluation, the tools of evaluation, the procedures of evaluation, the source of evaluation information, the setting of evaluation indexes, the application of the evaluation results, the feedback, the subjects, objects, training and so on.

These elements are also in the organizational environment, and closely related to other management activities and processes of the organization.

Therefore, in the process of year-end evaluation, we should take care of some key problems, such as "missing a mile or a mile". Improper handling of these key problems will not only directly affect the assessment results, but will also jeopardize the overall interests of the company.

There are two different purposes for the purpose of performance appraisal. It has the purpose of organizational management on the one hand, and it aims to promote the realization of organizational goals through examination. On the other hand, it also has the purpose of personal motivation, hoping to maximize the individual existence of each individual through performance evaluation.

These two purposes are full of contradictions and sometimes even irreconcilable.

Sometimes, trade-offs between efficiency and fairness must be made.

In practice, the phenomenon of heavy evaluation and light business improvement often appears, which results in not only improving efficiency but also reducing efficiency.

Many shoe manufacturers' boss said, "is the purpose of the assessment to improve the overall operation level and performance of the enterprise, or to achieve reasonable rewards and punishments for employees?

Is it to enable enterprises to operate at a standardized level, or to let managers with skills fail to find a sense of management? "

Every shoe company needs to ask this question and make it clear that year-end examination is not an end in itself. It is a means to enable employees to improve their performance level in the coming year.

If the examiner deviates from the purpose of the year-end examination, only for the examination, the assessment is only used to evaluate the work status of the employees, artificially pull away the distance, seize those low performance employees, or even eliminate them, so the big and time-consuming project at the end of the year will lose its original purpose.

The assessment standards should be perfected, and the assessment contents of many shoe enterprises are incomplete or stereotyped.

It is impossible to correctly evaluate people's real work performance if they can not cover all the work contents or generalize them. At the same time, the contents of different types of departments have little difference, and the pertinence is not strong, which largely affects the objectivity, authenticity and accuracy of the assessment results.

Most enterprises focus mainly on two aspects: one is the virtue, energy, diligence and achievement of employees, and the other is how much economic benefits employees can create for enterprises.

These two aspects of assessment can not fully include all aspects of employee performance.

In addition, the assessment indicators such as morality, energy, diligence and performance are basically indicators of qualitative. The existence of too many qualitative indicators naturally can not avoid the subjective arbitrariness of the examiners' judgments, and to a certain extent, they have lost the fairness and effectiveness of performance appraisal.

Only when the qualitative indicators are expressed in a quantitative way can the subjective arbitrariness be overcome.

The assessment criteria should be based on the work function of the staff rather than the position.

For example, the assessment standard is large and general, there is no specific evaluation standard; there are too many difficult to measure factors in the assessment criteria, so it is difficult for employees to convince themselves; the assessment standards and work functions are quite different.

All these make the examiner scoring somewhat arbitrary, the possibility of artificial manipulation is strong, and the examination results are controversial. It is very hard for employees to convince themselves, and the result is a mere formality of assessment.

Assessment indicators should be able to adapt to rapid changes in the market and organization.

Because year-end assessment indicators are usually set annually, indicators are coagulated and will rapidly aging; while organizational efficiency is often generated by flexible management, performance evaluation often leads to Organizational Failure and failure efficiency, which leads to lower efficiency.

Therefore, the setting of assessment indicators should be based on the specific requirements of the market and industry to be flexible and flexible, so as to ensure a positive reinforcement of organizational performance.

The general manager of a shoe company who has no responsibility for uncontrollable consequences is faced with a difficult problem: after the year-end bonus has been issued, there are two business backbone members who are not satisfied, so let him find a reason to say that the competitors are fighting for their share in the market area under their jurisdiction, resulting in their failure to complete the performance indicators signed at the beginning of the year, and the bonus is affected.

The boss also had a headache. They did not work hard. They were really influenced by the strong competition of their opponents.

According to the performance appraisal system established by the company, they really can not get full bonus, but the company's insufficient investment in the regional market is a very objective reason.

Again, a salesperson's key performance appraisal indicators are at least three: sales growth rate, capital recovery rate, sales profit margin.

In a market where prices continue to fall, the more the sales increase, the lower the profit margin. This kind of internal conflict often puts the salesman in a dilemma.

These two examples reflect a common phenomenon: employees' "performance" is determined not only by their abilities and efforts, but also by the external environment.

Some people have analyzed this phenomenon, and think that the embarrassment of performance appraisal lies in: "personal performance is assessed, but the index is the product of teamwork and environmental factors.

This leads to a logical mistake - letting employees take responsibility for the consequences of their own failure.

The correct use of examination results in the post examination stage of the assessment results, the company always pay special attention to the classification of the results, and the link with the bonus.

This is mainly because the result of performance appraisal is usually the decisive factor of post performance pay or bonus.

In addition, from the value chain system of value creation, value assessment and value distribution, as a basis for distribution, performance appraisal is bound to play a closely related management function or play a role of regulating leverage.

However, there is a more important aspect of the application of the assessment results, that is, the development function of performance appraisal, or the pursuit of performance appraisal -- continuous improvement and continuous improvement.

At present, the function of assessment in Chinese enterprises is often drowned and drowned by arguments and clamour for people to assess scores.

In fact, the application of the examination results is not wrong, but the upper and lower levels often neglect the development function because they pay too much attention to the management function.

The haggle over the result scores often leads the company to forget how to improve itself and improve performance.

The evil consequence is that the short-term behavior of pursuing short-term interests inevitably occurs.

The last use of the examination result is that its strategic evaluation function is to feedback the year-end evaluation results to the implementation of the whole strategy and make dynamic amendments so as to keep the examination consistent with the strategic intentions.

The above is a number of problems which should be paid attention to in the annual performance assessment. In order to promote the improvement of organizational effectiveness as a whole, we must fundamentally solve the problems in the performance assessment, especially the system design of the operation link.

How do shoe companies do year-end assessment?

The year-end assessment is a comprehensive assessment of the company's performance of the duties and responsibilities of the staff over the past year. The contents of the year-end examination generally include virtue, energy, diligence and achievement.

So, how do we do well in the year-end assessment?

First, the examination order 1, make plans, in order to ensure that the assessment work is completed on schedule and guarantee the quality, the annual year-end assessment plan should be worked out in advance. The plan contents include: clear the object of examination, the content of examination, the method of assessment, the implementation time of each stage, and so on.

2, determine the standard of assessment, different departments in the company have different posts, the responsibilities of each post are not the same, so the criteria for assessment can not be identical.

Assessment criteria for different posts should be identified, such as marketing personnel assessment criteria, financial personnel assessment standards, and engineering personnel assessment standards.

3, analyze and evaluate quantitative work to do the analysis and evaluation of the standard of assessment.

For example, the total workload is 10 points, the general score is 8 points, the loose point is 5 points, the work quality is excellent 10 points, the good plan 8 points, the general plan 5 points, the difference 3 points and so on.

4, the feedback and application of the examination results must be timely feedback and the form of feedback is generally two. One is the direct recognition of the examination result by the company manager; the decision is made according to the results of the assessment, such as salary increase, promotion, bonus, etc.; two, the results of the examination are fed back to the examination objects in the form of face-to-face interviews, which are recognized by them, and their advantages are corrected to correct their shortcomings.

Two, there are many methods of assessment, such as rating scale method, factor scoring method, comprehensive evaluation method and so on. No matter what method is adopted, the final form assessment is more practical and convenient.

A good assessment form should be as simple as possible. Unless it is needed, it should not be complicated.

It is best that most people do not need training and explanation from others to understand, so that they will not lead to obstructions, misunderstandings and so on in the process of examination, which will affect the assessment process and the authenticity and reliability of the assessment results.