The Six Step Is To Tailor Performance Plan For Employees.

< p > < strong > Step 1: comb duty responsibilities < /strong > < /p >

< p > through the various methods of job analysis, comb the main responsibilities of the position.

The key work contents of the position and the main achievements of the work should be completed. The definition of the job responsibility is to set up the key performance indicators, and to establish the basis of employee performance plan.

Once the responsibilities are defined, two key performance indicators can be initiated from the responsibilities.

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< p > < strong > step two: refining key performance indicators (KPI) < /strong > /p >

< p > according to the company's strategy and business plan, process, departmental responsibilities and job responsibilities, a measurable, quantifiable and representative key performance indicator is formulated for the evaluator.

The key performance indicators are extracted by managers at all levels in accordance with the key responsibilities of the direct subordinates and the key responsibilities of the departments and subordinates to communicate with their subordinates to determine the key performance indicators.

The best practices show that the number of key performance indicators is usually controlled by 4~8.

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< p > < strong > step three: < /strong > a href= "http://www.91se91.com/news/index_c.asp" > strong > work target < /strong > /a > strong > set (GS) < < > > >

< p > there are great differences in the nature of different positions within the company, and not all positions can be measured by quantitative key performance indicators, such as functional support departments and grass-roots employees.

We can put some long-term, process, and auxiliary key work into the goal setting assessment as an important complement and improvement to the key performance indicators.

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< p > the following questions need to be noted when working target setting: < /p >

< p > follows the same principles as the selection of key performance indicators, focusing on the field of performance evaluation which is not easy to measure and process.

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< p > as a supplement to key performance indicators, it can not be repeated with the key performance indicators. Moreover, because the performance evaluation of key performance indicators relative to the objectives of the work is more objective and more accurate in performance measurement, the key performance indicators should be considered in terms of the use of key performance indicators.

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< p > choose only the key areas of work that contribute to the value of the company, not all the work content.

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< p > goal setting should not be too much, generally controlled in 3~5.

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< p > different work objectives should be repeated for different work areas.

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< p > < strong > step four: Design < a href= "http://www.91se91.com/news/index_c.asp" > weight < /a > < /strong > /p >

< p > weight is an important part of the performance indicator system. By analyzing the nature of each assessor's position, the characteristics of its job and its control and influence on the business, the key performance indicators, work objectives setting and the importance of each index in the whole index system are determined, and the corresponding weights are given.

The method of weight determination is: < /p >

< p > 1) the weight allocation between key performance indicators and work goal setting is less than /p.

< p > generally speaking, for top management, there are only key performance indicators in performance plan, and no work goal is achieved.

Management function departments, such as human resources department, finance department and general manager office, usually design work objective performance evaluation.

Due to the different settings of different departments, the allocation of weights in actual operation needs to be determined according to specific circumstances.

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< p > 2) determination of the weight of key performance indicators < /p >

< p > we should pay attention to the following problems when setting the weights of indicators: some general indicators such as "customer satisfaction, departmental budget implementation, departmental staff turnover" and other indicators should be unified in each department to reflect consistency.

The weight of each item should not be less than 5%, otherwise the impact on comprehensive performance will be too weak.

In order to embody the weights and priorities of each index, the weights between indexes are increased or reduced by 5% lines.

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< p > 3) determination of the weight of work target setting < /p >

< p > work goal setting performance evaluation is a separate evaluation method independent of the key performance indicators. The weight of each goal is 100%.. There are only 3~5 GS in general, so the distribution of weights is easy to widen the gap.

In the allocation of weights, we should follow the same principle as the weight distribution of key performance indicators.

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< p > < strong > step five: determine the key performance indicators and the target value of work goal setting < /strong > < /p >

< p > performance index is a reference standard to measure whether the assessed work is up to the company's expectations. It is the key link to ensure the fairness and objectivity of the strategic performance management system.

Performance planning and evaluation indicators are set up for each item in the performance plan, including target indicators, challenge objectives and criteria for measuring the effectiveness of work objectives.

It is agreed by both the assessor and the assessor.

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< p > key performance indicators follow the above principles, but the setting process is not the same.

Key performance indicators often include important business results of an enterprise or department. The setting of its target value is directly related to the business objectives of an enterprise, and involves related management procedures such as company strategic planning, enterprise budgeting, industry competition, and internal resources of enterprises. Therefore, it is often necessary to carefully assess and test the enterprise's objectives.

The evaluation of work target completion effect is often applied to the grass-roots staff and management support department, and it is applied to the measurement of the work process, so it is closely related to the content of the work goal setting, mainly through the communication between managers and employees.

Here, we focus on the goal setting of key performance indicators.

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< p > < strong > step six: < a href= "http://www.91se91.com/news/index_c.asp > > index audit < /a > < /strong > /p >

< p > performance audit is mainly based on the two aspects of horizontal and vertical checks.

From the horizontal point of view, it is necessary to examine whether the key performance indicators of the same departments and positions are consistent with the criteria for the selection of work objectives and the allocation of weights. In the longitudinal direction, according to the company strategy and business plan, and the description of job responsibilities, check whether the assessment indicators of the higher authorities have been reasonably undertaken or further decomposed in the subordinate departments, so as to ensure the overall development of the company's strategic objectives and business plans.

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