Research On The Problem Diagnosis And Improvement Of Performance Appraisal System Of Q Company

The "Thirteenth Five-Year Plan" period is a crucial period for China to transform its economic development mode.In order to adapt to the new situation and new challenges,enterprises need to fully deploy,continuously deepen reforms,and stimulate the vitality of enterprises.This series is inseparable from the talent team.The effective encouragement of talents will bring continuous motivation to enterprises.In terms of talent incentives,how to build a sound performance appraisal mechanism has become a problem for many enterprises.Under the great tide of promoting the deepening reform of state-owned enterprises across the country,Q Company encountered many thorny problems in the actual management work.Among them,the original performance appraisal system has existed in name only,basically the performance is gone,everyone's performance is similar.In this way,it is unfair to employees who are really hard working or have technical skills.For those who are lax in work,they do not have to bear a lot of pressure.So the problems of brain drain and employee absenteeism are becoming more and more prominent.In view of the performance appraisal system of Q company,this paper collects relevant information by means of viewing data and internal interviews.Finally,it uses the key performance indicator method and 360-degree performance appraisal method to analyze and analyze Q company performance appraisal system.Improve to help Q companies better manage talent and enhance competitiveness.Through analysis,it is found that the current performance appraisal system of Q company has the problems that the appraisal subject is relatively single,the appraisal object is not clear,the appraisal index is rough,the appraisal method is too subjective,the appraisal result is not big and tends to form.This paper starts with the deconstruction of Q company's strategic goals,and decomposes at different levels.Combined with Q's organizational structure and internal and external environmental analysis,Q company needs to prioritize economic goals and improve employee enthusiasm.Based on this,this paper reconstructs the Q company index system,highlights the economic indicators of the business department,and implements differentiated strategies for employees in different departments and different levels,such as increasing the weight of key performance indicators of the business department.For example,middle and high-level leaders must not only assess key performance indicators but also include behavioral performance indicators and program performance indicators.This paper finally forms a different performance appraisal system for functional departments,branches,project departments,middle-level leaders,and grassroots employees,and clarifies the assessment methods,assessment cycles,assessment contents and weights,appraisers,accounting methods,etc.At the same time,the application suggestions of performance appraisal results under the performance appraisal system are put forward.Through performance appraisal,the company can find the inadequacies of employees in the work and solve problems in a targeted manner.It can also be used for employee salary adjustment and improve performance adjustment.In addition,the results of performance appraisal also provide a certain reference for personnel adjustment,job promotion.The performance appraisal system proposed in this paper received good feedback after the implementation of Q company for a period of time.Under the impetus of the performance appraisal system,the goals of various departments,employees and branches of the company tend to be unified.The goal orientation has greatly enhanced the internal cohesiveness of the company,and the enthusiasm of employees has been significantly improved.In addition,the company's turnover has also increased steadily.Q Company has used the performance appraisal system proposed in this article to basically motivate employees and improve economic benefits.However,due to the limited research ability and theoretical level of the author,the actual situation of Q company is also complex and changeable.The performance appraisal system proposed in this paper is not perfect.The performance appraisal is need to be adjusted according to the actual situation in future applications.