Town (street) library branch.
Second, the evaluation process
(1) Self-evaluation Each town (street) branch library shall, according to the evaluation criteria, write a self-evaluation report, which shall be submitted to the District Bureau of Culture, Radio, Film and Television Press and Publication before the end of each year1/kloc-0.
(2) On-site evaluation is organized by the District Bureau of Culture, Radio, Film and Television Press and Publication, and each town (street) sub-bureau conducts on-site evaluation once a year.
Third, evaluation criteria.
The town (street) branch library is evaluated from four aspects: building conditions, business construction, reader service and merit reward. See the annex for specific evaluation indicators and standard scores.
Fourthly, the application of evaluation results.
(a) the assessment score of 60 points (inclusive) is qualified. If the assessment score is above 70 points (inclusive), rewards will be given.
(two) the assessment results will be used as the main basis for the annual incentive funds of the town (street) branch. If the assessment result is 70 points (including 70 points), reward 1 10,000 yuan; More than 70 points, each additional 1 minute 500 yuan; Below 70 points, no reward.
(III) Excellence Award In order to encourage the standardized management of each branch library to be fruitful, the branch library with rich activities and distinctive collection features, as well as the branch library with awards at or above the district level, will be awarded no more than 10, and each additional 1 minute will be awarded 1 yuan.
The above-mentioned assessment and reward funds are used as the working funds for purchasing equipment and updating books in each branch library, and are earmarked for special purposes. The results of this assessment method will also be used as one of the assessment criteria for the annual propaganda and ideological and cultural work of towns and streets.
Performance appraisal method 1. Don't expect any company or expert to give a set of performance appraisal methods that can be used directly.
This is not to deny the expert's theory. Performance appraisal is a problem that human resources practitioners and theorists attach great importance to, but it is also the most headache topic for enterprise HR. Many enterprise HR are gradually realizing that the experience and theory from periodicals, experts and well-known companies can not be fully applied to their own work. So: first, be knowledgeable and lay a good theoretical foundation for yourself; Second, we should listen more, gather the strengths of many experts, broaden our thinking and get what we need; Third, we should establish a suitable performance appraisal system according to the actual situation of the company.
Second, don't be superstitious about any assessment methods.
Undeniably, many assessment methods, such as target management, benchmarking, key performance indicators, balanced scorecard and so on, are indeed very scientific and effective in some cases. However, we should also see that any assessment method has certain preconditions, such as the 360-degree assessment method. The assessment subjects include superiors, peers and subordinates related to employees' work, but first, the emotions and subjective factors of the assessment subjects cannot be avoided; Second, in order to get the praise of colleagues, it will weaken the principle of the assessment subject; Third, if there are many employees in the company, it is necessary to balance the upper, middle and lower levels, which requires more time, energy and funds, resulting in more disputes and internal friction, and the operability is not strong. In addition, 360-degree assessment is an all-round assessment of employees, and the standard of qualitative assessment cannot be quantified and difficult to grasp. For example, Jacky Science and Technology once set up a company standard system in DeNeng's performance appraisal, including a series of standards such as cleaning the desktop within five minutes after work, wearing a tie at work, etc., but the appraisal will be discounted in the implementation process, and actually it will not get the due effect. Similarly, quantitative assessment also has corresponding problems. First of all, not all assessments can be measured quantitatively; Secondly, even if it can be quantified, the source and collection channels of data are quite difficult. Therefore, we should adopt different evaluation methods according to different evaluation objects and purposes, or use the applicable parts of all evaluation methods reasonably and comprehensively.
Third, a healthy organization and a perfect company system are the prerequisites for the implementation of performance appraisal.
Performance appraisal system is one of many management systems in the company, but its establishment and implementation is a systematic project, which can not be operated independently, depending on whether the organizational environment is healthy and the supporting system is perfect. The purpose of evaluation is to apply the evaluation results. One is to improve the performance of the whole organization, and the other is to reward individuals. However, if there is no corresponding system to ensure the popularization and application of the assessment results, the assessment will lose its significance. From the perspective of performance appraisal, the health organization here should have the following characteristics: first, performance appraisal is valued and supported by leaders; Second, there is a good corporate culture atmosphere; Third, a high-quality and principled management team; Fourth, the improvement of relevant systems. The systems that support or react to the performance appraisal system include: First, the post management system. Post, post setting, post value evaluation, job description preparation, post adjustment, post promotion system, etc. It is the basis of performance appraisal and the whole human resource management. Second, the salary management system. Including the structure, scope of use, changes and the response of the evaluation results to it. Post management system and salary management system are both the basis and premise of performance appraisal, and can make the results of performance appraisal be used. They are not only the incentive mechanism of employee appraisal, but also the key for employees to participate in the appraisal system. In addition, before the assessment, we must create a corresponding atmosphere and conduct corresponding training. The evaluation should be open, fair and transparent. After the assessment, it is necessary to draw a result analysis report, accept employees' feedback and complaints in time, ensure that the assessment results can adjust and realize the business objectives of the company and departments, ensure the improvement of company management, and promote the enthusiasm of employees and the performance of the whole organization.
Fourth, establish a performance appraisal culture.
External assessment concepts and methods are not necessarily suitable for the company, and even the performance appraisal system established by our company is still not necessarily suitable for every position in the company. Therefore, don't expect every employee's assessment results to be accurate to several decimal places, and don't assess for the sake of assessment. A simple, key and practical evaluation method is a good evaluation method. It is necessary to establish a performance appraisal culture suitable for the company, so that employees can feel the requirements, spurs and incentives of the company.
Company performance appraisal steps 1. Collection of appraisal data: From 1 to the 5th working day of appraisal, the Human Resources Department is responsible for collecting appraisal index information and providing it to the appraisal committee. The office shall submit the work summary, next month's work plan and this month's work task supervision results to the Human Resources Department on the last 1 working day at the end of the month.
2. Performance appraisal: On the 6th working day after the appraisal begins, the appraisal team and the immediate superior of each appraiser will conduct the appraisal according to the scoring principle after obtaining the performance appraisal scorecard and relevant materials of the assessed department.
3. Assessment of each position in the department of the Group Company: From the 7th working day to the 9th working day, the direct superior of the department will assess the employees in this position according to the performance scorecard and related materials, and submit the assessment results to the Human Resources Department.
4. Collation of appraisal data: From 10 working day to 12 working day, the human resources department collects all performance appraisal results and related data.
5. Complete appraisal summary: From 13 working day to 14 working day, the human resources department will summarize the appraisal results and submit them to the CEO for approval.
6. On the first15th working day of the assessment, the Human Resources Department submits the performance appraisal salary to the Finance Department, and the Finance Department pays the performance salary to the employees.