How to plan, develop, implement, and improve corporate performance management

Self-assessment and peer assessment: supervision and self-discipline go hand in hand

Performance appraisal procedures ● Each year, the company sets annual overall goals, which are then broken down by various functional departments; these departments enter into agreements with the workshops to establish the workshop-specific goals. The workshop then breaks down this goal into secondary units such as the office, the technical team, Section 1, Section 2, the maintenance team, and the analysis team. Adhering to the principle of assigning production roles to teams and management roles to individuals, each secondary unit formulates corresponding target-decomposition assessment plans, which are further broken down to teams and individuals. ●In accordance with the target breakdown agreement signed between the company and the workshop, the company will evaluate the workshop once a month. If the set targets are met, the corresponding target bonuses will be awarded; if these targets are exceeded, rewards will be given in accordance with the rules; if they are not achieved, penalties will be imposed as stipulated. The company’s target bonus, along with 13% of the performance bonus for the workshop, are combined to form the workshop performance target assessment bonus. ●Based on the preliminary results of the position evaluation and taking actual conditions into account, the workshop determines the weight coefficients for evaluating the performance goals of each secondary unit. The provisional coefficients are 2.2 for the technical team, 1.9 for Section 2, 1.6 for Section 1 (including the unloading team, catalyst preparation, and freezing station), 1.5 for the analysis team, 1.6 for the fitter team, 1.5 for special job teams, and 1.0 for the office. ●The workshop technical team and the office are responsible for collecting data related to the assessment of daily performance targets. The data must be timely, objective, and accurate; the aspects to be assessed should be detailed as much as possible, and the frequency of data collection should be increased. All sources of statistical data must be kept for reference, and it is necessary to provide reasonable explanations when relevant parties raise questions. ●Each month, the heads of the secondary units can submit feedback regarding the assessment of performance goals. This feedback may include information on their unit’s specific contributions to the achievement of those goals, explanations regarding the status of goal completion, as well as any complaints or grievances related to the assessment process. The assessment team and the heads of the secondary units should communicate promptly to avoid any significant discrepancies. ●Based on the above statistical data, materials, and objective evidence at its disposal, the workshop evaluation team, through meetings and discussions, determines the corresponding performance target scores for each secondary unit. Based on these scores and weight coefficients, the performance target assessment bonuses are allocated to various secondary units, which then distribute the bonuses to individual team members in accordance with the corresponding performance target implementation plans. ●Both the secondary units assessed by the workshop and the individual team members assessed by those secondary units should have their own assessment plans. These plans must be scientific, fair, reasonable, and highly practical. In principle, 100 points are assigned for achieving the performance goals set; the assessment criteria should cover as many of the controllable factors related to the person being assessed as possible. The standards used for assessment should be scientific and appropriate, while also allowing for some level of cross-comparison. (See the assessment flowchart for details) (4) Assessment cycle ●On a monthly basis, the assessor assigns scores to the person being assessed based on their performance that month. The monthly assessment period runs from the 1st to the 31st of each month. Complete the summary of last month’s assessment scores by the 15th of each month. The summarized assessment results are made public on the bulletin board. (5) Performance Evaluation Team ●To strengthen the management of performance evaluation in the workshop, to accept complaints and supervision from employees, to enhance communication with them on a broader scale, and to gain their understanding, a performance evaluation team has been established in the workshop. ●Responsibilities of the team: Responsible for leading the performance evaluation work in the workshop. Responsible for conducting various inspections on the work teams. Responsible for receiving and resolving employee complaints. . Responsible for evaluating employee performance. (6) Complaint channels and methods ● When the heads of various secondary units or their employees encounter issues that require complaint, they must provide objective evidence, ensure its accuracy, and must not engage in any fraud. Upon receiving a complaint, the workshop performance evaluation team needs to investigate it as soon as possible, and generally provides a response and resolves the issue within the following week. (7) Distribution of performance-based salary ● After the workshop distributes the salary among teams based on their assessment scores, position coefficients, and the number of employees in each team, it carries out further distribution based on the assessment results given by team leaders to their employees. (8) Employee evaluations ● Employee performance evaluations are conducted semi-annually to serve as a basis for determining eligibility for job competitions, promotions, and recognition of outstanding employees. The evaluation method is based on a combination of performance scores, rankings from the higher level of evaluation, peer evaluations by employees, and examinations; specific details will be specified at the time of evaluation.

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