Performance Appraisal Plan

1. Purpose

1. In order to better guide employee behavior, strengthen employee self-management, improve work performance, explore employee potential, and achieve better communication between employees and superiors , create an excellent team with development potential and creativity to promote the realization of the company's overall strategic goals.

2. In order to more accurately understand the work attitude, personality, ability status, work performance and other basic conditions of the employee team, provide information basis for the company's personnel selection, job transfer, rewards and punishments, training and career planning, etc. .

2. Scope of application

Performance appraisal is mainly a regular evaluation of all regular employees, and is suitable for all regular employees of the company who have become regular employees. The evaluation of new intern employees, trainee employees competing for positions, employees in special stages such as job transfer, promotion, demotion, etc. will be formulated separately and is not suitable for this evaluation, but the objective data information of the performance evaluation results can be cited as the basis for decision-making.

3. Assessment categories and assessment content (see Appendix 1 and Appendix 2 for the assessment structure diagram)

According to different assessment positions, they are divided into three categories: front-line employees, agency staff, and management Personnel, performance appraisals are conducted separately, and the scope and focus of the three appraisals are different.

1. Performance evaluation of front-line employees

(1) Front-line employees include: salespersons, front desk attendants, concierges, cashiers, gold collectors, customer relations officers, traders Ordinary employees waiting to work in the store;

(2) Front-line employees are evaluated once every six months and comprehensively evaluated at the end of each year.

(3) Evaluation methods include: summary of percentile evaluation results, summary of customer opinion survey opinions, addition and subtraction of points for typical events, evaluation of work completion, democratic evaluation, sales completion rate, work plan completion and Assessment of achievement of work goals, etc.

(4) Conduct evaluation (accounting for 30% of the total performance evaluation score)

① Behavioral character (10%): 100% evaluation records to evaluate employee compliance Zhang Shouji

The implementation of star service standards and customer opinion survey results are summarized to evaluate employee service behavior. Customer praise will be given extra points and customer complaints will be deducted. If you are satisfied, add 1 point, if you are not satisfied, subtract 1 point

(Note: Due to the different number of surveys, the probability of adding and subtracting points is not equal. For this reason, it is necessary to record the number of surveys and average them before they can be compared)

② Work attitude (10%): Evaluate employees’ attendance and overtime status when arriving late, leaving early, taking personal leave, working overtime, etc.; one point will be deducted for each time or one point will be deducted for each day of personal leave. No points will be deducted for sick leave. If you take the initiative to work overtime to better complete the work, you will get 1 point. If you work hard and obey unplanned work arrangements, you will get 1 point. < /p>

③ Mental outlook and psychological quality (10%): Employees’ daily words and deeds, such as whether they take the initiative to promote the company’s reputation in a positive way, whether they correctly understand and publicize company policies, and whether employees love the company and whether they support all aspects of the company. policy guidelines. (Additional and subtracted points for key events)

The employees’ daily working status and attitude towards colleagues are evaluated to evaluate the employees’ mental outlook and psychological quality. (Add and subtract points for typical incidents, or conduct regular democratic reviews to avoid only deducting points without adding points, and preventing being too sensitive to bad behaviors but not being aware of positive and good behaviors)

Note: Character evaluation The score record is only accumulated and is not directly reflected in the daily salary table. It is only used as the basis for the original evaluation data of the current period. Heads of each department must make clear distinctions when recording employees' daily performance and avoid duplicating rewards and punishments.

(5) Performance evaluation (accounting for 70% of the total performance evaluation score)

① Sales performance (40%): average sales task completion rate; converted into a 40-point system.

②Performance of work responsibilities (10%): Points will be deducted for dereliction of duty, and points will be added for completing this duty or other temporary work with high efficiency and high quality as required. Continuous recording and monthly review. Summarize and conduct a complete assessment once every six months. (More rewards, more points, and more rewards should be given to employees to encourage them to continuously improve work quality and efficiency)

③Execution of temporary work tasks (10%): Execution of temporary work tasks assigned to employees The effectiveness will be evaluated by the person assigning the task, once at the end of each large-scale event or task, or once per month by the department head. (According to the "Regulations and Requirements on the Organization of Large-scale Events" issued in 2004, the performance of all personnel involved in event organization shall be recorded)

④Business skills test (10%): Various tasks organized by the department The more important exam and test scores are converted into a 100-point average. (The questions are set and organized by the department, and the Human Resources Department supervises the execution. The test results are filed with the Human Resources Department)

Note: For non-salesperson positions: "Performance of job responsibilities" accounts for 30%, and "Performance of temporary work tasks" ” accounts for 20%, and the “Business Skills Test” score accounts for 20%.

2. Evaluation of agency staff

(1) Agency staff include personnel below the sponsor level (excluding sponsors) from the general office, finance, planning, and human resources departments

< p>(2) Institutional staff shall be evaluated once every six months and comprehensively evaluated once a year.

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(4) Conduct evaluation (accounting for 25% of the performance evaluation score)

① Behavioral character (5%): Evaluate employee compliance with rules and disciplines from the 100% evaluation record

Evaluate employees’ professional quality from typical incidents such as speech behaviors

②Work attitude (10%): Evaluate employee attendance status such as lateness, early departure, personal leave, etc.; one point will be deducted for each time or one point will be deducted for each day of personal leave. . In order to actively complete the work, consciously and proactively work overtime, and one point will be added at a time.

Cooperative spirit: Cooperation and cooperation in various work tasks, especially temporary key work tasks. If you take the initiative to take on more work, add 1 point, and shirk without reason will deduct 1 point (plus or minus points for typical incidents) , or conduct regular democratic reviews. When deducting points, the actual work conditions of employees must be considered)

③Mental outlook and psychological quality (10%): Employees’ daily words and deeds, such as whether they actively promote the company’s reputation positively . Whether the company's policies are correctly and appropriately promoted. Evaluate whether employees love the company and support the company's policies. (An additional 1 point will be added for timely, conscious, and proactive publicity of the company’s reputation and policies. Otherwise, 1 to 2 points will be deducted for failing to record the company’s reputation.)

Employees’ daily work status, treatment of colleagues The attitude evaluates the mental outlook and psychological quality of employees.

Appraisal method: Add or subtract points for typical events, or conduct regular democratic reviews

(5) Performance appraisal (accounting for 75% of the total performance appraisal score)

①Business test and professional knowledge test (10%) - for professional and technical personnel or positions that require relatively high professional knowledge.

② Daily work self-management (10%) - such as assessing employees' monthly (weekly) work plans, goal setting, and rational work arrangements. (Is the planned time arrangement appropriate, appropriate, operable, and how efficient is the specific work arrangement? It will be evaluated by the superior supervisor and the employees themselves)

③Execution of temporary work tasks (10%)— —Evaluate the completion of tasks for which employees are responsible for task assignments in large-scale activities or work plans. (All staff will be evaluated after each large-scale event)

④ Fulfillment of job responsibilities (20%) - Employees will be evaluated regularly by direct superiors. Points will be deducted for dereliction of duty, and points will be added for undertaking work outside of responsibilities. . (Pay attention to the phenomenon of only deducting points but not adding points, and give more affirmative encouragement to employees)

⑤ Completion of work plans and achievement of goals (25%) - Monthly direct superiors report on the completion of work plans for departments and employees Evaluate the situation and achievement of goals.

3. Performance evaluation of management personnel

(1) Management personnel are mainly the company’s formally appointed management personnel at or above the sponsoring level (including sponsoring).

(2) Assessment cycle: The assessment is conducted once a year, and the assessment results are summarized every month.

(3) Evaluation method: 100% evaluation summary score, typical incident plus and minus points, department work plan formulation and summary evaluation, department work plan completion and goal achievement, subordinate employee performance and overall evaluation results , annual democratic review or two-vote assessment, etc.

(4) Conduct evaluation (accounting for 30% of the total performance evaluation score)

① Words and deeds (10%): Evaluate management personnel’s compliance with rules, disciplines and self-discipline based on 100% evaluation records ability.

Evaluate whether managers support and correctly promote the company's system and policies, and whether they can correctly educate and guide employee behavior from typical events such as verbal behavior, preaching company policies to employees, and providing guidance and education.

②Professional quality (10%): (reviewed once a year, by superiors, subordinates, peers, etc.)

u Administrative Department Office - Balanced, cautious, reliable, Modesty, punctuality, kindness, tolerance;

u Human Resources Department - fair, noble, prudent, honest, keen, kind, persuasive, etc.;

u Sales and Operations Department - Initiative, enthusiasm, flexibility, acumen, etc.;

uMarket Planning Department - alert, foresight, confidence, courage, enterprising, innovative, adaptable, etc.;

uFinance Department - serious , meticulous, rigorous, intelligent, open-source, organized, etc.;

uEnterprise Management Department - flexible, enthusiastic, caring, gentle, patient, frugal, persuasive, etc.

③Work attitude (5%): Evaluate employees’ attendance status when arriving late, leaving early, taking personal leave, etc.; one point will be deducted for each time or one point will be deducted for each day of personal leave. If you can organize employees to work overtime to complete the task at a critical moment, 1 point will be added. At critical moments, if you are preoccupied and delay the work progress, 1 point will be deducted.

The work coordination and cooperation between departments and colleagues evaluates the work collaboration and sense of responsibility of managers. (Add and subtract points for typical events, or conduct regular democratic reviews)

④ Mental outlook (5%): Managers’ daily words and deeds, such as whether they proactively promote the company’s reputation positively, and whether they actively and correctly promote the company’s reputation. Whether the company's various policies and policies consciously convey a positive mental state to employees.

Daily work status, attitude towards colleagues and subordinates, performance in special periods, etc.

Evaluate the mental state and psychological quality of managers.

Appraisal method: Add or subtract points for typical events, or conduct regular democratic reviews

(5) Performance appraisal (accounting for 70% of the total performance appraisal score)

①Department work arrangement and distribution (10%) - evaluate the work coordination and arrangement ability of managers, (the enterprise management department will evaluate punctuality, the general regional senior leaders will evaluate the quality of plans and goals, department heads will evaluate themselves, and subordinates will evaluate their The rationality and scientificity of work allocation)

② Fulfillment of departmental work responsibilities and improvement of departmental work performance (20%) - Evaluate managers' grasp of the department's work responsibilities, management capabilities and understanding of the department's work responsibilities Ability to improve departmental work. (evaluation by superior leaders, evaluation by other departments, and self-evaluation by managers)

③ Completion of various department work plans and achievement of goals (20%) - Evaluate the overall contribution of managers to their subordinates to the company's work value. (The Enterprise Management Department will evaluate based on the supervision situation, and the company will evaluate the completion of the plans of each department at regular meetings)

④Completion of temporary work tasks of the department (5%)-evaluate the performance of managers in leading subordinate employees Complete the execution of temporary large-scale activities or tasks. (At the end of each large-scale activity, the general person in charge of the event will evaluate it, and senior leaders will evaluate the general person in charge, and record typical events at the same time)

⑤ Subordinate employees’ work performance and evaluation results (5%) - evaluation management Personnel's ability to educate, guide, and manage subordinate employees. (Evaluated based on the department’s disciplinary violations and the overall evaluation performance of subordinate employees)

⑥Assessment of various financial indicators (10%) - sales indicators, profit indicators and cost savings of the operating department, cost control and cost control of functional departments Utilization indicators, etc., this item is comprehensively evaluated by the Finance Department based on the actual situation of the current period and after taking into account external factors.

⑦Evaluation of various comprehensive abilities - direct superiors conduct a comprehensive assessment of managers' analytical and decision-making abilities, management leadership abilities, organizational coordination abilities, communication and expression abilities, etc. (This evaluation is evaluated when managers report their work at the end of the year, as a supplement to the usual summary of sub-scores.)

⑧Two-invoice system assessment: It is implemented in accordance with the company's two-invoice system assessment regulations, that is, all managers are evaluated every year A staff and leadership voting assessment will be conducted. If the employees vote with a support rate of 60%, they will pass the first vote. After passing the first vote, a second vote will be held. If the superior leaders vote with more than 50% support and approval rate, they will pass. Both votes will be passed. After approval, the company will issue a letter of appointment.

Note: The last two items are not included in the evaluation, but are only used as a reference for the two-vote assessment of managers’ performance.

IV. Specific implementation steps of performance appraisal

1. Every month, the Enterprise Management Department provides the employee's percentile evaluation status, and the Human Resources Department classifies and statistically records each employee's percentile evaluation. ;

2. The Human Resources Department also collects statistics on employee sick leave and regularly converts it into a percentage system;

3. In daily work, the head of each department is responsible for the employees in the department Work behavior performance and typical incidents are recorded, and points are added and subtracted according to regulations. Department supervisors and employees evaluate the implementation of work plans and achievement of goals. The Enterprise Management Department is responsible for collecting information and submitting it to the Human Resources Department.

4. Every six months, the Human Resources Department collects and summarizes percentile evaluations, attendance status, three-month records and evaluation forms of each department, and organizes a semi-annual comprehensive evaluation in early July every year to record results as a daily evaluation Supplementary, accounting for a small proportion of the total performance appraisal score.

5. In July every year, the Human Resources Department divides various achievements according to proportions, adopts scientific conversion methods, converts various employee achievements into comparable hundred-point scores, and divides them according to a certain proportion. Excellent, good, average, poor.

6. At the end of July every year, the Human Resources Department summarizes and reports the half-year performance appraisal results of employees. At the same time, each person's performance is fed back to the department and employees, and each department is required to conduct interviews with employees on performance improvement and propose improvements. The improvement plan is reported to the Ministry of Human Resources (as the basis for the evaluation in the second half of the year).

Note: The performance improvement interview period is also the "appraisal appeal period", which shall be implemented in accordance with the assessment appeal regulations.

7. At the beginning of August every year, based on the comprehensive results of the half-year performance appraisal, the Human Resources Department proposes various results-handling suggestions such as rewards and punishments, salary adjustments, job transfers, talent reserves, training, development and education, etc. and reports them to the general manager. Manager approval. Implementation after approval.

8. Conduct a two-vote assessment of managers at the end of each year, and conduct a comprehensive and comprehensive democratic review at the same time. As a supplement to the daily evaluation records of managers, it accounts for a small proportion of the total performance evaluation results of managers.

9. The employee evaluation at the end of each year, such as the semi-annual evaluation, plus the performance evaluation results in the first half of the year, will be the employee performance evaluation results for the whole year.

10. Complete the annual evaluation in the middle of the first month of the next year, complete the performance summary and information feedback in the second half of the next year, and propose rewards and punishments, salary grade adjustments, job transfers, training and development education, and manpower reserves in the second month Suggest plans for handling the results and implement them after approval.

V. Responsibilities of various departments or managers in performance management work

(1) The Human Resources Department is the department responsible for the implementation of performance management supervision and application of results. It is responsible for the assessment system and assessment Responsible for the scientificity and practicality of technology, and for improving the performance management capabilities of the management team.

In the entire process of performance management, the Human Resources Department has the following specific responsibilities:

l Propose personnel assessment implementation plans and plans that are uniformly required by the company;

l Promote the company's performance management system and plan, publish the evaluation standards and various related processing policies;

l Provide evaluators with training and guidance on performance appraisal methods and techniques;

l Collect various The original evaluation data information is summarized on a regular basis to provide feedback and improvement suggestions for employees' evaluation results.

l Organize and implement the performance appraisal of functional departments and offices, organize the annual two-vote appraisal and annual democratic appraisal;

l Supervise the performance management of each department according to plans and regulations. Implement implementation;

l Propose reward and punishment, promotion, demotion, job transfer, training and other results-handling suggestions based on the assessment results, and implement them according to leadership instructions;

l Collect assessment and evaluation opinions , conduct performance management evaluation and diagnosis, and continuously improve and improve the performance management level of managers;

l Organize various evaluation materials and archive, record, and save them.

(2) The person directly responsible for performance management is the front-line manager, that is, the supervisor or manager of each department. Because the performance management and evaluation of every ordinary employee is directly performed by the department head or manager.

In the entire process of performance management, the supervisors or managers of each department are mainly responsible for the following responsibilities:

l Establish the work plan and goals of the department, and guide subordinates to complete the tasks of each position Work implementation plans and standard requirements for achieving goals;

l Continuously communicate, guide and supervise subordinates' conduct orientation and performance improvement;

l Regularly review themselves and their employees as required Record and evaluate work performance and achievement of planned goals, and submit them to the Human Resources Department on a regular basis;

l Provide feedback on performance appraisal results to subordinate employees, and help subordinates formulate improvement and improvement implementation plans.

l Assist the human resources department to publicize performance management ideas, systems and related requirements, and at the same time reflect the department’s opinions and suggestions on performance appraisal and other aspects in an objective and timely manner.

(3) The Enterprise Management Department provides the Human Resources Department with percentage evaluations, employee attendance records, work plans or summary submissions of each department, completion of work plans of each department, and regular company meetings to review the work of each department. Evaluation data sheet and other information on the completion of the plan.

VI. Performance Appraisal Review System

If employees have major doubts about performance management and performance appraisal, they can report it to the corporate management within 15 days after receiving the performance feedback information form. File a complaint with the Department of Human Resources or Human Resources. After the Enterprise Management Department or the Human Resources Department receives a complaint, both parties will cooperate to handle the complaint together.

The procedures for handling complaints are as follows:

1. Investigate the facts: verify the employee’s grievance matters with all parties involved in the complaint, and listen to the employee himself, colleagues, direct superiors, and department general managers Or the opinions and suggestions of the deputy general manager and relevant personnel to understand the process and reasons of the matter so that the facts of the complaint can be accurately determined.

2. Coordination and communication: On the basis of understanding the situation and mastering the facts, promote communication and understanding between the two parties to the complaint, and explore ways to resolve the matter through negotiation with both parties to the complaint.

3. Put forward handling opinions: After comprehensively considering the opinions of all parties, identify the facts involved in the complaint, confirm whether there are any violations of company regulations in performance management, and propose a handling of the complaint. suggestion.

4. Implement handling opinions: Feed back the fact finding results and complaint handling opinions to both parties to the appeal and the general manager of the department, and supervise the implementation.

7. The results that performance management and performance appraisal should achieve

l Identify outstanding conduct and outstanding performance, identify poor conduct and poor performance, and treat employees Screen and differentiate to make outstanding talents stand out;

l Understand the character and performance level of everyone in the organization and provide constructive feedback, so that employees know the company’s evaluation of their work and their boss’s evaluation of their work. Expectations and requirements, know what are the standards and requirements for outstanding employees of the company?

l Help managers strengthen the correct behaviors of subordinates, promote effective and continuous communication between superiors and subordinates, and improve management performance;

l Understand the principles of employee training and education Need to provide basis for the company's training and development plan.

l Provide accurate and useful basis for the company's salary decisions, employee promotions and demotions, job transfers, bonuses, etc.;

l Strengthen the clarity of work plans and goals of each department and employee , the shift from extensive management to monitoring and assessment is conducive to improving the company's overall performance and promoting the realization of the company's overall goals.

8. Processing of Performance Appraisal Results

1. After the evaluation results are summarized, front-line employees, agency staff, and management personnel are normally distributed and sorted: the top 5% are excellent, and the 20% are excellent. Good, 30% is acceptable, 20% is poor, and the last 5% is poor.

2. The top 5% of outstanding employees will be targeted for salary increases or promotions, and the top 10% of employees will be given one-time honors and material rewards. The last 5% are subject to downgrade.

3. The top 10% will enter the talent pool. The Human Resources Department will cooperate with the department head to plan and provide career development guidance for this department’s employees, and will also be the primary consideration for promotion to important positions in the company.

4. The last 25% will be targeted for key training, education and improvement. The Human Resources Department will cooperate with department heads to provide education, training, work performance improvement and other related guidance for these employees.

5. Those who do not cooperate with the work according to regulations and requirements, provide false information in violation of regulations, and other bad behaviors will be rewarded and punished in accordance with the relevant provisions of the 100% assessment system.

6. Other processing policies and measures will be further supplemented and improved.

9. Supplementary Provisions (to be determined)

10. Various Supplementary Schedules (to be determined)

Various scales used in character assessment:

1. "Percent Evaluation Summary Statistics Table" - Compliance and Discipline Scores (for the Ministry of Human Resources, see Appendix 3)

2. "Statistical Table on Employee Sickness and Leave, etc." - Attendance Scores (Manpower For use by the Resource Department)

3. "Customer Opinion Statistics Form" - evaluates employees' understanding and application of star-rated service standards (satisfaction plus 1 point, dissatisfaction plus 1 point, customer praise plus 1 point, customer praise plus 1 point) 1 point will be deducted for complaints)

4. "Typical Incident Record Form" - evaluates employees' words, deeds, character, work attitude, and mental outlook in key tasks (such as large-scale activities or tasks); (for department heads)

5. "Democratic Evaluation Form" - not used during the evaluation period, evaluates employees' comprehensive work performance, ability and quality, interpersonal relationships, etc.; (for superiors, colleagues, and employees for self-evaluation)

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6. "Professional Quality Evaluation Form" - evaluates the professional quality of managers;

The scale used for performance evaluation:

1. "Business Test and Professional Knowledge Test" Achievements Statistics Table" - evaluates employees' mastery of professional knowledge;

2. "Sales Completion Rate Statistics Table" - the average completion rate during the evaluation period is converted into a percentage system. (See Attachment 3)

3. "Personal Work Plan and Summary Evaluation Form" - to evaluate whether the work plan and summary are appropriate and objective; (used by department heads to evaluate subordinate employees, such as Attachment 4)< /p>

4. "Temporary Work Task Implementation Evaluation Form" - evaluates the task completion status of all participating employees;

5. "Daily Work Responsibilities Performance Record Form" - evaluates employee positions Fulfillment of duties, completing the job with high quality and quantity, points will be deducted for dereliction of duty due to personal reasons.

6. "Department Work Plan and Summary, Goal Evaluation Form"--evaluate the work plan and organizational execution capabilities of managers;

7. "Democratic Evaluation Form"--evaluation management Comprehensive personnel management, organization, and coordination capabilities; (superior evaluation, subordinate evaluation, peer evaluation)

Other scales:

1. "Performance Appraisal Feedback Information Form" - Performance After the evaluation is completed, the Human Resources Department will provide detailed evaluation results feedback forms to each department and employee based on various results.

2. "Performance Improvement Interview Record Form" - After the performance evaluation, the Human Resources Department, combined with the overall employee evaluation results, requires the supervisors or managers of each department to conduct performance improvement interviews with their subordinates in order to further improve employee performance. And keep good records. After the interview, managers and employees reach the same plan and goals.

3. "Performance Appraisal Judgment and Evaluation Form" - After the performance appraisal information is fed back, the Human Resources Department will collect employees' opinions and suggestions for each performance appraisal, diagnose and evaluate the performance appraisal work, and Better improve later performance management work.