Performance appraisal and salary distribution, as two brothers in the company's operation and management process, are closely related to anzhen group's corporate culture values of "value, stability and harmony". Anzhen group has always stressed that "salary distribution should be based on performance, so as to stimulate the upsurge of employees to start their own businesses, guarantee the needs of market-oriented talent team construction, realize the assessment and distribution objectives of benefit orientation, contribution priority and fairness, and make concerted efforts to promote the platform construction".
Under the new policy and new situation of reforming the wage determination mechanism of state-owned enterprises, anzhen group implements the assessment and distribution mechanism of "linkage of work efficiency, assessment differentiation, emphasis inclination and guarantee basis", so as to realize the full coverage of group assessment, so as to implement the reform requirements of "three systems" in which the total income can be increased or reduced.
Elaborate design and tamp the "foundation pile" of system construction
We should do a good job in the top-level design of the system, strengthen the leading function of the system, and realize the full coverage of the application of performance appraisal and salary management system.
In the aspect of performance appraisal system, the administrative measures for performance appraisal of middle-level managers of the headquarters, the annual comprehensive assessment and evaluation method for the leading bodies and leaders of affiliated enterprises were introduced; as for the salary distribution system, the Trial Measures for total wage management, the salary management system for middle-level management sequence and below, and the responsibility of subordinate enterprises were introduced Results in terms of application system, the regulations on the qualification management of employees below the middle-level management sequence, the measures to promote the ability of middle-level managers to go up and down, and the work plan for training outstanding young personnel were introduced. The above-mentioned systems are closely linked and complementary to each other and have achieved good implementation effect.
Implement the "full coverage" of performance appraisal
Work performance from the "drawer" to the "desktop", good or bad work become "different", which is a new phenomenon of anzhen group in recent years. The company has realized the full coverage of performance appraisal and promoted the decomposition and implementation of the group's annual objectives and tasks through the implementation of performance appraisal management and strengthening the evaluation function.
The comprehensive assessment of the functional departments of the group headquarters takes half a year as the cycle, takes the implementation of the weekly plan of the Department, the completion of the monthly key work, the performance of the Department, business development and guidance, service supervision and other dimensions as the assessment content. According to the dimensions of leadership evaluation, Department mutual evaluation and affiliated enterprise evaluation, the quantitative evaluation is carried out, and the work quantity, work quality and management are set up It is a systematic performance appraisal system that integrates management effectiveness and multi-party evaluation.
The performance evaluation of middle-level managers in the headquarters of the group is organized to report their work on site on an annual basis. In the form of 360 degree evaluation, the group's leading group, middle-level managers, staff representatives and affiliated enterprises conduct quantitative evaluation, so as to fully understand the actual performance of middle-level managers, and effectively open the assessment results for excellent, good and basically competent personnel Gap.
The comprehensive evaluation of the leading group and members of the subordinate enterprise takes the annual cycle, development and Party building as the main assessment direction. The assessment results are comprehensively quantified and weighted by means of comprehensive democratic evaluation, on-site check and evaluation index completion, corresponding supporting materials and heart to heart talks. Based on the implementation of the assessment over the years, the assessment can better stimulate the whole group to focus on the annual business tasks and key work, take the goal as the guidance, decompose layer by layer, implement layer by layer, catch up with each other, compare and learn to catch up with each other, and form a good performance outlook and a working atmosphere of striving for progress.
Dare to apply and be good at "addition and subtraction" of income distribution
We should be good at the application of performance appraisal, strengthen the guiding function of appraisal, set a benchmark by appraisal, implement the incentive and restraint mechanism by salary distribution, and implement the reform of "three systems" with practical actions.
In the application of the assessment results, the assessment is excellent and sets an example. Over the years, according to the assessment results, the company has timely evaluated the excellent and timely cashed in the salary reward for the Department, department head and the person in charge of the affiliated enterprise of the group. In the application of salary distribution, he is good at adding and subtracting, and dare to apply. For the enterprises and individuals whose assessment results are "excellent" or "good", we should give priority to the salary distribution, excellent reward, post grade adjustment, excellent young reserve personnel training, and overseas study and training.
"Everyone has a steelyard in their hearts. We are comparing who is good at performance appraisal and whose performance is good." a grass-roots business personnel evaluated the changes after performance appraisal in this way. The continuous promotion of performance appraisal work of anzhen group has played a "baton" and "booster" role, and effectively promoted the implementation of various operation and management indicators.