A Research To Optimize The Performance Evaluation System For Employees Of S Company's Tobacco Marketing Center

With the breaking of local protectionism,the tobacco industries initiate their campaigns for competing freely on opportunities and challenges.Seizing market share and developing high-end brands have become the strategic goals of tobacco companies in the new era.Each tobacco companies are in bad needs of a dynamic and highly motivated marketing team to obtain the first-move advantage under the new circumstances.As the marketing agency of S Tobacco,the marketing center of S Tobacco Company has been caught in incremental pressure.The original performance evaluation system cannot provide strong incentives for employees.Therefore,the optimization of the performance appraisal system has become an inevitable requirement for S Tobacco Company to operate autonomously.This article takes the S Tobacco Company Marketing Center as subject,and the main theme is how the Tobacco Company Marketing Center conducts performance evaluation of employees scientifically and fairly,improves employees' passion for work,strengthens team internal communication and collaboration to enhance the overall S Tobacco Company Performance.First,analyze the existing problems according to the present situation of performance appraisal system,and then a performance appraisal system satisfaction questionnaire was conducted for the existing problems.Finally,comprehensive performance evaluation system exist certain problems as follow: the performance system is a mere formality,the setting of performance evaluation indicators is unreasonable,the classification of performance evaluation results is unreasonable,the performance evaluation lacks communication and feedback,and the application of evaluation result cannot meet the needs of employees.According of these problems,I take some optimizations for existing system.The first is to determine the basis and objectives of the performance appraisal optimization program,and establish the concept of consistency of performance management,performance appraisal objectives and the company's strategic objectives from the source.The second is to optimize the performance evaluation index system of functional and business employees according to their job responsibilities and incombination with the strategic development goal of S Tobacco Company,so as to make it more incentive for employees.Third,in view of the post differences between the two types of employees,we optimized the classification of assessment results,increased the "excellent" level to buffer the result classification of different posts,defined the "excellent" proportion,and canceled the "incompetent" proportion.Fourth,through optimizing the implementation of performance communication and feedback mechanism,strengthen the two-way communication of performance appraisal,and increase the fairness and openness of performance appraisal.Fifthly,in view of the phenomenon that the "incentive" of performance appraisal results is not high,combined with the actual situation of s tobacco company,the paper puts forward the application scheme of employee rotation of appraisal results.Finally,in order to ensure the success implementation of the optimization scheme of the whole performance appraisal system,the implementation concept and steps are proposed,and guaranteed in terms of organization,process,training and salary.This article quantifies the evaluation indicators of the functional employees of the marketing center of the tobacco company,and coordinates the consistency of the business employees and the company's strategic objectives.It is hoped that the research on the performance evaluation system of the marketing center of the S tobacco company will help the development of the marketing center.It also serves as a reference for other companies in the industry.