Appraisal plan for unit performance

Unit performance appraisal plan

In order to ensure that things or work are carried out in a scientific and orderly manner, it is often necessary to prepare a plan in advance. The plan is the most complex type of plan. What are the characteristics of excellent solutions? The following is the unit performance assessment plan that I have carefully compiled. You are welcome to share it.

Unit Performance Assessment Plan 1

According to the requirements of the xxx Municipal Party Committee and the Municipal Government, in accordance with the "Chinese ***xxx Municipal Party Committee and the xxx Municipal People's Government's Notice on the Issuance of the "Work of xxx Municipal Government Institutions and Institutions" In accordance with the spirit of the document "Notice on the Implementation Plan for Personnel Performance Appraisal" (Jin Committee No. 20XX166) and combined with the actual situation of this street, this implementation plan is formulated:

1. Implementation scope and objects

Meiling Street agencies and institutions have on-duty staff. This implementation plan breaks away from identity management and implements position management, and personnel with different identities are simultaneously included in the scope of performance appraisal implementation. Long-term employees who are not on the job (cannot enjoy performance appraisal bonuses), current quarter retirees (enjoy fixed performance appraisal bonuses based on the month of employment), and employees who are leaving and waiting to retire (have no illegal or disciplinary violations during the period of leaving and waiting to retire, and will enjoy a fixed level of competence) Bonuses) are not included in the scope of performance appraisal.

On-the-job staff assigned to Meiling Street by municipal units such as justice, land, and labor services will participate in the street performance assessment. The street will put forward preliminary assessment opinions and feedback the assessment results in writing to the municipal competent department, which will be reviewed by each municipality. The competent department determines the final assessment grade.

According to the job level, the assessment objects are divided into three categories: department-level cadres, middle-level cadres (including deputy point leaders of work points) and general staff.

2. Performance evaluation method

1. Basic principles

Based on the principle of "who is in charge, who is responsible, and who evaluates", a top-down approach is adopted. Evaluation methods form an organizational evaluation mechanism in which superiors assess subordinates and first-level assessments lead to lower-level assessments.

2. Calculation method of assessment scores

The score of each job is determined by the direct leader of the job against each staff member's personal performance work ledger, the degree of completion of the work goals and the quality of completion. Scores are given. The total score for regular work is 50 points. If you do both department work and community work, each item is worth 25 points. The full score for key project work is 40 points. If you are working on two projects at the same time, each project is worth 20 points. ; If you do not participate in key project work, the score for regular work will be based on a total score of 90; the total attendance score will be 10 points, which will be scored based on attendance. 10 points will be awarded for perfect attendance, 1 point will be deducted for being late once, and 1 point will be deducted for being late 10 times or more. There will be no points for this item, and 5 points will be deducted for being absent from work for one day, and there will be no points for being absent from work for two days or more. Additional points for rewards and punishments will be added or deducted according to the situation of rewards and punishments, and the maximum value of the points added or subtracted is 10 points. Evaluation score = (routine work score, key project score, attendance score, reward and punishment additional score) × 60 Party and government leadership evaluation score × 40. Among them, the evaluation scores of party and government leaders are calculated based on the ranking of the evaluation results. The top 25 scores are 90 points, the top 25-55 scores are 80 points, and the other scores are 70 points.

3. Evaluation grade setting

According to the performance evaluation scores, ranked from high to low, they are divided into four categories: "excellent", "good", "competent" and "incompetent" times. Those with an evaluation score higher than 90 points will be rated as "Excellent"; those with an evaluation score of 75 to 89 points will be rated as "Good"; those with an evaluation score of 60 to 74 points will be rated as "Competent" ; Those who score less than 60 points in the evaluation will be rated as "incompetent". The proportions of "excellent" and "good" performance appraisal personnel are controlled within 25 and 30 of the number of employees according to the three assessment categories respectively.

Those who take more than 15 working days of leave in the current quarter will not be eligible for the "excellent" level bonus. Retired personnel and personnel transferred out of the city during the current quarter will enjoy "competent" bonuses based on the months of service.

The following personnel will participate in the assessment at an uncertain level: those who are newly hired (employed) in the current quarter or newly transferred from other counties (cities, districts) have worked for less than 20 working days, and the accumulated sick leave in the current quarter exceeds 40 working days, those who are subject to performance warnings in the current quarter, and those who are under investigation during the filing period.

The following personnel participate in the assessment and are determined to be incompetent: those who have been absent from work for more than 2 working days in a quarter will be subject to party and government disciplinary sanctions or are determined to be incompetent in the quarter during the disciplinary period, and will be determined according to the annual assessment in the future or Undetermined order.

IV. Performance Appraisal Procedure

Performance appraisal work follows the process of “planning, summary, evaluation, and feedback” to dynamically manage the completion of various work goals. Performance appraisal work is generally carried out according to the following four steps:

1. Develop a performance plan. According to the work tasks of superiors and the work functions of the unit, each department arranges according to the target time sequence, formulates detailed work plans, and refines the work plans to assessment objects. Assessment objects should fill in the "Quantitative Rating Form for Work Objectives" at the beginning of each quarter based on their positions and submit it to the Subdistrict Performance Office.

2. Keep good records of work. According to the performance plan arrangement, the assessment objects should keep performance work records. The work records are recorded in the "xxx City Performance Management Work Diary". The work diary records daily attendance and main work conditions. Assessment objects should summarize their work by month, quarter and year, list work goals and progress, degree of completion and work results one by one, and form a personal performance work ledger. When filling out the "Personal Performance Work Ledger for Staff of Meiling Sub-district Government Institutions and Institutions", the work content should be as detailed and quantified as possible. The personal performance work ledger will be collected by each department before the 5th of the first month of each quarter and submitted to the Subdistrict Performance Office, which will be managed uniformly by the Subdistrict Performance Office.

3. Organizational performance evaluation. All assessment objects shall fill in the "Meiling Sub-district Government Institution Staff Performance Appraisal Rating Form" in the first month of each quarter. After evaluation and scoring by the direct leaders of each work, it will be summarized to the Sub-district Performance Office before the 5th of the first month of each quarter. The street performance appraisal leading group will convene a work review meeting based on actual needs to evaluate the performance of the assessment targets in the previous quarter. The street performance appraisal leading group will determine the assessment grade based on soliciting opinions step by step. The performance appraisal grade of main leaders should be linked to the unit performance evaluation and "Five Campaigns" evaluation results, as well as the unit's rewards and punishments. Performance appraisal results shall be reported to the organizational personnel department for record according to the cadre management authority.

4. Provide performance feedback. After the performance appraisal results are determined, a designated person will be designated to feedback the appraisal results to the appraisal target based on the functional work objectives. Pay attention to doing a good job in ideological and political work, and comment on the performance of the assessment objects, mainly to affirm the achievements, point out the shortcomings, and clarify the direction. Performance appraisal results are publicized within the unit and are widely subject to supervision by cadres and the masses.

5. Application of performance appraisal results

Application of performance appraisal results refers to linking performance results with personal interests and using performance results as the main basis for material incentives, spiritual incentives and political incentives.

1. Linked to assessment bonus. "Excellent" grade personnel will be rewarded with 2,100 yuan per quarter, "good" grade personnel will be rewarded with 1,800 yuan per quarter, and "competent" grade personnel will be rewarded with 1,500 yuan per quarter.

2. Linked to rewards and punishments. Integrate performance appraisal with annual appraisal, evaluation and commendation. Personnel with outstanding grades in the annual assessment are selected and selected from those with "excellent" grades in the quarterly assessment. Those who are rated as "excellent" three times or more in the quarterly assessment can be directly employed within the limit of the number of outstanding persons in the unit's annual assessment. Determined to be outstanding in the annual assessment and serve as recommended candidates for the annual assessment. . For those who are rated as "incompetent" twice or more in the quarterly assessment, the annual assessment will be directly determined as incompetent (unqualified); if they are rated as "incompetent" once, the annual assessment will be determined as basically competent (basically competent). qualified). For situations where there is a single-vote veto on family planning, comprehensive management, production safety, environmental protection, etc., the assessment grade will be determined according to relevant regulations.

3. Linked to career development.

Insist on combining performance appraisal with job adjustment, selection and appointment, and learning and training. Personnel who have been rated as "excellent" multiple times in the annual performance appraisal will be given priority in cadre promotion and use; they will be prioritized during cadre training. For those who are rated as "incompetent" in the current year's performance appraisal, they will be placed on the job for a certain period of time, and measures such as follow-up study and compulsory training will be adopted to help the unemployed personnel rectify and improve, and their jobs will be rearranged based on the training results and ability conditions; Those who are incompetent for their current job and refuse to accept other arrangements will be dismissed. Unit Performance Appraisal Plan 2

In this assessment, each item will be rated on the performance work system every month, and the work business assessment will be conducted every six months. Employees will be rated based on their assessment results to ensure that employees in the housekeeping department are Provide customers with quality services. The assessment objects are the employees of the housekeeping department, and the assessment scope includes:

1. Work system assessment (30 points)

1. Attendance (including training attendance) (10 points)

　2. Etiquette and appearance (10 points)

3. Work discipline (10 points)

2. Work skills assessment (50 points)

　1. Hotel product knowledge assessment (10 points)

2. Bed-making operation assessment (10 points)

3. Clean room hygiene quality (15 points)

　4. Customer service quality (15 points)

3. Appraisal of direct superiors and managers (20 points)

Evaluation plan:

1. Performance The plan system is divided into: basic salary, position salary (employee monthly evaluation), perfect attendance, employee monthly evaluation score is based on 100, and the upper and lower penalties are combined with the actual salary and benefits. It is divided into level A (above 90 points), level B (above 80 points), and level C (below 80 points).

2. Employee ratings include: work system scores, work skills assessment scores, and appraisal scores from direct superiors and managers;

3. The assessment content mainly focuses on employees’ daily work performance and the quality of house hygiene. , on the premise of ensuring hygiene quality, we strive to improve the work efficiency of employees and ensure high-level services to customers.

4. The person who ranks first in total score for three consecutive months will be selected as an outstanding waiter; otherwise, the person who ranks last in total score for three consecutive months will be considered for dismissal.

Attachment: Performance Appraisal Rules for Housekeeping Department Employees

One Work System

(1) Attendance

1. Ten minutes for arriving late or leaving early 2 points will be deducted for being late or leaving early within ten to thirty minutes (including training and meetings organized by the housekeeping department);

2. 1 point will be deducted for each sick leave; 2 points will be deducted for each personal leave points; 5 points will be deducted for each absence from work;

3. 3 points will be deducted for signing in, signing out, and clocking in on behalf of someone else, and 3 points will be deducted for those who go to work, change shifts, or change shifts without the consent of the supervisor;

4. Employees who actively cooperate with overtime work according to the needs of hotel work will be rewarded with 2 points;

(2) Etiquette, politeness, and appearance

1. Those who do not greet colleagues or superiors when meeting them 2 points will be deducted each time;

2. Those who do not use polite words when receiving guests, have a poor attitude and tone, and have no smile will be deducted 2 points;

3. There is no "please" in customer service 1 point will be deducted for those who keep saying "thank you", 5 points will be deducted for those who contradict the guests, and 10 points will be deducted for those who argue with the guests;

4. If the service attitude is not good, and 5 points will be deducted for those who are verbally complained by the guests once. , 10 points will be deducted for written complaints from guests, and those with serious circumstances will be dismissed according to the hotel policy;

5. Those who do not follow the prescribed procedures when making and receiving calls will be deducted 1 point each time;

6 , Did not take the initiative to help guests carry luggage or press the elevator.

; Failure to do a good job in greeting and drop-off service will result in 2 points being deducted each time;

7. If you use foul language and speak a dialect that the guest does not understand in front of the guest, 2 points will be deducted;

8. 1 point will be deducted for those whose appearance does not meet the standard of the hotel;

9. Smoking, manicure, teeth picking, etc. in front of guests and in guest activity areas, etc. will be deducted 2 points for each behavior that damages the hotel.

(3) Work discipline

1. 2 points will be deducted for taking passenger elevators without permission, using guest facilities and equipment, etc.;

2. Working hours 2 points will be deducted for doing private work, gathering in public areas, and chatting in the workplace;

3. Disobeying work arrangements, disobeying superiors’ instructions, not humbly accepting opinions, and 3 points will be deducted for each time a subordinate contradicts his superior. ;

4. 2 points will be deducted each time for making personal phone calls, reading books, newspapers and periodicals, smoking in non-designated areas, and watching TV in the guest room during working hours;

5. Ask the guest for Those who tip will be deducted 5 points, and will be reported to the hotel for processing;

6. Damage to public property, or take items from the guest room will be deducted 4 points, if the case is serious, the hotel will be reported to the processing;

7. Anyone who violates the relevant regulations and systems of the hotel and the department will be dealt with accordingly according to the circumstances, and the score for the month will be deducted (see the relevant rules and regulations for specific standards);

8. The service room and work vehicle are dirty and messy 1 point will be deducted each time (employees on duty);

9. 2 points will be deducted for each time an employee fails to report a drink or is taken away from the guest room as a non-gift, fails to report or fails to return borrowed items; circumstances Serious cases will be subject to additional compensation;

10. 1 point will be deducted each time an employee does not recycle items in accordance with regulations;

11. The carpet in the corridor has serious stains, paper scraps, and guests. If there are more than 3 cigarette butts in the chimney at the staircase, and there is garbage in the corridor rest area, 1 point will be deducted for each employee on duty;

12. 5 points will be deducted for each employee who privately gives guest supplies to other department employees and friends. , serious cases will be reported to the hotel;

13. The floor staff’s intercom replies are not timely, which will affect the deduction of 2 points for each customer service person;

14. Failure to follow work instructions One point will be deducted for each safe operation of the procedure. (For example: not knocking on the door as required when entering the room, wiping electrical appliances with a wet rag, etc.);

15. 10 points will be deducted each time the employee hides the items left behind in the guest room or takes away the guest’s belongings. And report it to the hotel for processing;

16. If the fixed property on the floor is damaged or missing, 2 points will be deducted from the person responsible for each item;

17. Employees litter the work area and litter everywhere. 2 points will be deducted for each person who spits;

18. 10 points will be deducted for each employee who occasionally conflicts with employees from other departments;

19. Failure to complete each daily hygiene plan 1 point will be deducted for each room;

20. 10 points will be deducted for each person who receives praise from the guests and the hotel;

21. 10 points will be deducted for each person who fails to return the work key in time. points; if an employee intentionally damages the key, his or her qualification for the selection for that month will be cancelled, and will be dealt with accordingly;

22. If the engineering staff repairs the room, but the employee fails to clean it before leaving get off work, 2 points will be deducted for each room;

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2. Assessment of work and business skills

(1) Hotel knowledge

1. Business hours, locations, business features, contact numbers, etc. of each business area of ??the hotel;

2. The corresponding management regulations and systems of the hotel and department;

3. Business skills and knowledge of this position;

(2) Business skills

1. The bed-making skills must be tested every time;

2. The hygiene quality of the room is scored by the foreman’s daily ward rounds, and the scoring supervisor conducts random inspections and scores based on the "Guest Room Inspection Form" and records them, and the average score is calculated at the end of the month ;

3. Appraisal by direct superiors and managers

Based on the employees’ performance during their employment, the employees’ immediate superiors and managers will evaluate the employees. ;