Research On Performance Evaluation System Of Baishu Education Group To Prevent The Loss Of Knowledge-based Employees

In the process of talent flow,we always follow the "law of slope".This means that knowledge-based talents are likely to start from the need to enhance the positive experience of the position,form an intention to quit,and hope to transfer to a high-efficiency organization.Therefore,the relevant resources will change their orientation with reference to the capital turnover situation.Talents will use this to find a better development platform and reach a career development plan.Performance appraisal is a key link in the entire human resources management field.It can affect the degree of talent development and utilization,and it is also the reference basis for the company to compile other personnel systems.Knowledge-based employees have a unique commonality,that is,the pursuit of the rationality of the company’s personnel arrangements and the soundness of the human resources management structure.Then,the performance appraisal level is bound to affect the degree of stickiness of this type of group.In the entire local private education field,Baishu Education Group has always had a demonstrative influence.Only health workers do not meet the knowledge-based positioning,and the rest are equipped with knowledge-based employees.The author selects this sample object for interpretation,tries to summarize certain theories,brings supplementary effects to the subject area,and provides suggestions for improvement of the company’s performance appraisal system to help it avoid the risk of brain drain and achieve significant progress.The conclusions of this article will also encourage the rest of the industry to improve the internal performance management framework.In this study,the author integrated questionnaire method,literature method,induction method and other different analysis methods,systematically evaluated the effectiveness of the performance appraisal of the group at this stage,analyzed related shortcomings and shortcomings,and summarized improvement strategies and guarantee mechanisms.First,this article introduces the current stage of the group’s knowledge-based employee turnover rate and the actual effectiveness of the current performance appraisal mechanism.Second,the planning questionnaire in this article takes knowledge-based talents working in Baishu as the research object,trying to grasp the deficiencies in its performance appraisal mechanism,and summarizes the following key issues: the performance appraisal purpose is not clear,and the relevant index planning Unscientific,unsound procedural chain,weak follow-up management.Third,the author plans an improvement strategy based on the group’s assessment deficiencies to be corrected,selects 360,PDCA,and COAL evaluation tools,and lays out an assessment plan based on the semester and academic year.The assessment subjects include four categories: direct supervisors,peer-level workers,teaching objects,and assessees.The author also optimized the relevant index structure and enriched it,and suggested that the group extend the scope of utilization of the evaluation data.Fourth,based on the existing personnel management system of the group,the author builds a guarantee mechanism from the dimensions of salary management,incentive policies,training mechanisms,and resignation warnings,and promotes the group to build a better employee management framework,and avoids the risk of knowledge-based talent resignation in many ways.