Research On The Evaluation System Of Middle - Level Managers Under The Guidance Of Corporate Culture

Talent, as the most valuable resource, has become a solid foundation in business forward, mid-level managers play a upload issued role in the enterprise, and is the tactical decision makers and implementers of corporate strategy, is the bridge of communication between senior managers and line managers.To be a good selection of middle managers, will become an enterprise’s ability to achieve business goals, and maintain the sustained and healthy development of the important content, so the construction of the evaluation system in mid-level managers is very important. Corporate culture, as one of the factors, will have a major affection on personnel evaluation of the performance, their abilities to play, and talent retention. While mid-level managers as a corporate culture and its builders, the evaluation system the effective integration of corporate culture and implement but also to promote enterprise culture construction and propulsion. Overall, including the corporate culture into middle management evaluation system, it not only will select and cultivate the high performance and cultural fit talent managers, but also promote the corporate culture of landing.Company G is founded in 2006, its main productions are poly silicon. In the early days, the company imports many employees from large state-owned enterprises. Their wealth of experience, made a significant contribution for the rapid development of the company. But, with the company becoming matured, corporate strategy changed, the demand of talent has changed. Meanwhile, under the guidance of the group, the company reintroduced the connotation of enterprise culture in 2014, and summed up as core values with "the value of the lead, competition-driven, coordinated as family". But the talent evaluation system is not much changed. The selection of talent is not necessarily out of the company really wants, when they are lack of integration with the enterprise culture of talent evaluation, based on this sense, we selected G’s mid-level managers as the object of study, to improve program evaluation system.In this paper, firstly, it is on the based study of talent evaluation system and corporate culture, sorting out the existed theoretical knowledge, to provide a theoretical basis of this study; secondly, it introduces the current status of the evaluation system in company G to sort the contents of the current system in mid-level managers,which focus on evaluation and presentation; thirdly, it tries to find problems of mid-level managers’evaluation system and analyze the reasons; fourthly, it puts forward ideas to resolve the problems, so we can improve the status talent evaluation of mid-level managers in company G.First of all, the innovation of this paper is to build a comprehensive talent evaluation system from "performance, abilities, attitudes literacy" in three dimensions, while, to improve the evaluation system of mid-level managers from the perspective of the corporate culture, and to design assessment indicators and system of assimilating into corporate culture from a practical point, so company G can select excellent mid-level managers who not only create performance but also have the consistent values.