Some standard content:
ICS03.120.10
National standardization guidance technical documents of the People's Republic of China GB/Z19579--2012
Replaces GB/Z19579-2004
Guidelines for the criteria of performance excellence
Guidelines for the criteria of performance excellencePublished on March 9, 2012
General Administration of Quality Supervision, Inspection and Quarantine of the People's Republic of ChinaStandardization Administration of China
Implemented on August 1, 2012
GB/Z 19579--2012
Normative references
Terms and definitions
Implementation guidelines
Customers and markets
Process management
Measurement, analysis and improvement
Results…
Appendix A (Informative Appendix) Framework diagram of excellence performance evaluation criteria and scoring terms and value table Appendix B (Informative Appendix) Excellence performance evaluation - starting with organizational overview Excellence performance evaluation elements and scoring guidelines
Appendix C (Informative Appendix)
This guidance technical document is drafted in accordance with the rules given in GB/T1.1-2009. GB/Z19579-2012
This guidance technical document replaces GB/219579-2004 "Excellence Performance Evaluation Criteria Implementation Guidelines". Compared with GB/Z19579-2004, the main changes of this guidance technical document are as follows: - Enhanced the interpretation of the systematic, logical and clause understanding of GB/T19580 standard. This guidance technical document is proposed by the General Administration of Quality Supervision, Inspection and Quarantine of the People's Republic of China. This guidance technical document is under the jurisdiction of the National Technical Committee for Standardization of Quality Management and Quality Assurance (SAC/TC151). The drafting units of this guidance technical document are: China National Institute of Standardization, China Quality Association, Beijing Information Science and Technology University, Xiamen ABB Switch Co., Ltd., China Mobile Communications Group Guangdong Co., Ltd., Haier Group. The main drafters of this guidance technical document are: Gong Xiaoming, Tian Wu, Xiong Wei, Liu Yu, Li Zhao, Zhu Huaiqi, Yang Xuedong. This guidance technical document was first issued in 2004. GB/Z19579-—2012
This guidance technical document follows the evaluation requirements of the national standard GB/T19580-2012 "Excellent Performance Evaluation Criteria", draws on the experience and practices of excellent performance management at home and abroad, and combines the practice of business management in my country. It provides implementation guidelines for the excellent performance evaluation criteria from seven aspects: leadership, strategy, customers and markets, resources, process management, measurement, analysis and improvement, and results, which helps users of the "Excellent Performance Evaluation Criteria" to better understand and use the standard. GB/T19580-2012 "Excellent Performance Evaluation Criteria" specifies the requirements for excellent performance evaluation in detail and is the main basis for excellent performance evaluation; this guidance technical document is a supporting guidance technical document for the implementation of the "Excellent Performance Evaluation Criteria" and provides guidance for organizations to understand and apply the "Excellent Performance Evaluation Criteria".
Appendix A of this guidance technical document provides a framework diagram and related interpretations for understanding the relationship between the seven clauses 4.1 to 4.7 of the excellent performance evaluation criteria and the organizational overview, and provides a score table for twenty-three scoring clauses for quantitative scoring of management maturity. Appendix B of this guidance technical document explains the importance of using the organizational overview as the beginning of the performance excellence evaluation, and gives the content that the organizational overview should include.
Appendix C of this guidance technical document explains the four evaluation elements of process clauses and the four evaluation elements of result clauses, and gives the scoring guidelines for process clauses and result clauses respectively, and also gives the scoring instructions, providing an operational guide for the performance excellence evaluation. 1wwW.bzxz.Net
1Scope
Implementation Guidelines for Performance Excellence Evaluation Criteria
GB/Z19579—2012
This guidance technical document provides guidelines for understanding and applying GB/T19580-2012 "Performance Excellence Evaluation Criteria" This guidance technical document is applicable to all types of organizations that pursue excellence, and aims to guide organizations to improve their overall performance and capabilities, and provide implementation guidelines for organizational self-evaluation and quality award evaluation. 2 Normative References
The following documents are essential for the application of this document. For any referenced document with a date, only the version with the date is applicable to this document. For any undated referenced document, the latest version (including all amendments) shall apply to this document. GB/T19000 Quality Management System Fundamentals and Vocabulary GB/T19580 Criteria for Performance Excellence Evaluation
3 Terms and Definitions
Terms and definitions defined in GB/T19000 and GB/T19580 apply to this document. 4 Implementation Guidelines
The performance excellence evaluation of an organization includes qualitative evaluation and quantitative scoring. For specific evaluation guidelines, please refer to Appendix A, Appendix B and Appendix C. 4.1 Leadership
4.1.1 Summary
This clause plays a key role in the sustained success of an organization. Among them, the leadership and promotion of senior leaders are the prerequisite for the sustained success of an organization, organizational governance is the guarantee for the sustained success of an organization, and the fulfillment of social responsibilities is a prerequisite for the sustained success of an organization. 4.1.2 The role of senior leaders
This clause includes the key points of the role of senior leaders: determining direction, two-way communication, creating an environment, quality responsibility, sustainable operation and performance management. a) Determining the direction means determining and implementing the organization's mission, vision and values. Mission, vision and values reflect the future development direction of the organization, are also the core of organizational culture, and set the premise for the formulation of strategies and strategic goals. The senior leaders of the organization should discuss, refine, establish and implement its mission, vision and values in light of its historical evolution, industry characteristics and internal and external environment, and take the lead in setting an example.
b) The purpose of two-way communication is to enable all employees and other relevant parties to have a clear and consistent understanding, recognition and action on the development direction and focus of the organization, to achieve unity within the organization, and to promote coordinated development outside the organization. The organization can communicate with employees in a two-way manner through various forms such as speeches by senior leaders, seminars, websites, newspapers and cultural and sports activities; and communicate with relevant parties in a two-way manner through negotiation meetings, seminars, external websites, etc. The organization should establish a performance incentive system that combines material incentives and spiritual incentives around its development direction and focus.
Creating an environment means creating an organizational cultural environment that includes key points such as integrity, law-abidingness, improvement, innovation, rapid response and learning. Senior leaders should actively advocate honesty and law-abidingness through organizational culture construction, encourage employees to carry out various forms of improvement and innovation activities, improve rapid response capabilities, and cultivate learning organizations and employees. Perform the responsibility of ensuring the quality and safety of products and services provided by the organization, and guide the organization to assume the main responsibility for quality and safety. d
Formulate a brand development plan that is consistent with the strategic goals of the organization's business development, promote the organization's brand building by improving the organization's product quality and service level, and continuously improve the organization's brand awareness, brand reputation, brand image and brand loyalty.
) Sustainable operation aims to achieve evergreen foundation. In order to promote and ensure sustainable operation, the organization should cultivate and enhance risk awareness, carry out risk management in strategy, finance, market, operation, law, safety, environment, quality, etc., improve the strategic management and operation management capabilities to cope with the dynamic internal and external environment, and attach importance to cultivating future leaders at all levels of the organization. The ultimate goal of performance management is to achieve vision and strategic goals. Senior leaders should regularly evaluate the organization's key performance indicators through forms such as strategic seminars, management review meetings, economic activity analysis meetings and professional regular meetings, determine the focus of improvement and innovation, and promote the organization to put the pursuit of excellence into action. 4.1.3 Organizational Governance This clause includes two key points: key factors that need to be considered to improve the organizational governance system; performance evaluation of senior leaders and members of the governance body. The key factors that need to be considered in organizational governance include: a) Identify the management's business responsibilities, moral responsibilities, legal responsibilities, etc.: clarify the financial responsibilities of each agency in the governance system, improve the financial system, standardize accounting behavior, and stipulate the transparency of business management and information disclosure policies; ensure that internal and external audit activities are independent of the audited objects and scope of responsibilities, including: external audits and related services cannot come from the same or related institutions. Protect the interests of shareholders and other stakeholders, especially the rights and interests of small and medium shareholders, as well as the legitimate rights and interests of employees and suppliers. b. Performance evaluation of senior leaders and members of governance bodies. In establishing incentive and constraint mechanisms and using evaluation results to improve the effectiveness of individuals, leadership systems and governance bodies. Evaluation methods may include self-evaluation and evaluation by superiors, colleagues, subordinates and feedback from stakeholders.
4.1.4 Social Responsibility
4.1.4.1 Summary
While devoting itself to its own development, the organization should also proactively fulfill its social responsibilities, enhance its competitive advantage with more socially responsible organizational behaviors, and strive to become an excellent corporate citizen. In "4.2 Strategy" and "4.5 Process Management", those social responsibilities that are critical to the continued success of the organization should be considered.
This clause includes three key points: public responsibilities to be assumed, ethical standards to be followed, and voluntary public welfare support. 4.1.4.2 Public Responsibility
Public responsibility refers to the basic responsibilities that an organization should bear to the public and society:) The organization should evaluate the impact of its products, services and operations on quality and safety, environmental protection, energy conservation and comprehensive utilization of resources, and public health, and take preventive, control and improvement measures. b) The organization can take various measures such as community surveys and discussions to proactively anticipate the public's concerns about the products, services and operations in the above aspects and make preparations for response, such as: responding to the public's concerns about the environmental safety of new infrastructure, ensuring that the supporting environmental safety facilities are designed, constructed and delivered at the same time; responding to the public's concerns about emergencies, formulating emergency plans and conducting regular drills when feasible.
GB/Z19579—2012
The organization should identify and obtain the legal and regulatory requirements in the above aspects, identify and assess the corresponding risks, establish key processes and performance indicators for complying with legal and regulatory requirements and responding to related risks, including prevention, control procedures and improvement plans, and continuously improve on the basis of ensuring that legal and regulatory requirements are met to achieve a higher level. 4.1.4.3 Ethical behavior
Ethical behavior refers to the performance of an organization in abiding by ethical standards and professional ethics in decision-making, actions and interactions with stakeholders. From senior leaders to ordinary employees, they should abide by ethical standards and influence the organization's stakeholders: Integrity is the most basic principle in the organization's ethical behavior. Senior leaders should set an example, advocate integrity and practice integrity throughout the organization.
Organizations should formulate clear and explicit ethical standards based on their mission, vision and values, and communicate and reinforce them regularly; they should establish key processes and performance indicators for promoting and monitoring compliance with ethical standards within the organization, with customers, suppliers and partners, and in organizational governance. Its performance indicators may include: survey indicators for compliance with ethical standards, integrity levels, number of incidents that violate ethical standards, etc.
4.1.4.4 Public Welfare Support
Public welfare support is the social responsibility of an organization beyond regulations and ethical commitments. It is an opportunity and way for an organization to improve its maturity in social responsibility and become an excellent corporate citizen under the condition that resource conditions permit. The scope of public welfare is very wide, including: culture, education, health, charity, community, industry development and environmental protection. Based on its mission, vision, values and strategy, organizations should plan and determine the public welfare areas to be supported, actively carry out public welfare activities, win public reputation and enhance social image.
In public welfare support activities, senior leaders should play a role model, guide and lead the majority of employees to make their own contributions. 4.2 Strategy
4.2.1 Summary
This clause focuses on the overall strategic analysis, selection and deployment of the organization's future development. The organization should establish strategies and strategic goals through strategic formulation; through strategic deployment, make strategies and strategic goals specific, transform them into implementation plans and key performance indicators, and allocate resources for implementation. 4.2.2 Strategy Formulation
4.2.2.1 Summary
Strategy formulation is the planning and decision-making process of the organization for its future development. Based on its mission, vision and values, the organization should be customer-oriented and market-oriented, collect data and information on the internal and external environment, use forecasting, estimation, selection and assumption and other methods to analyze and foresee the future, establish strategies and strategic goals, and achieve sustainable development and success. This clause includes two key points: "Strategy formulation process" requires an explanation of how to formulate strategies; "Strategy and strategic goals" requires an explanation of the formulated strategies and strategic goals.
4.2.2.2 Strategy formulation process
The organization should determine its strategy formulation process and ensure that internal and external environmental factors are taken into account: When determining its strategy formulation process, the organization should consider: a
Clearly define the main steps and work plan for strategy formulation, including the division of responsibilities and time arrangements for each step - hosted by senior leaders, with participation from relevant departments and employees, and when necessary, entrusted to professional institutions to assist in formulation; a committee responsible for strategic management, a cross-functional group, and a designated coordination department may be established: 3
GB/Z19579—2012
Based on the characteristics of the industry and products, specify the time intervals for long-term and short-term plans, and coordinate them with the strategy formulation process through a strategy formulation work plan.
When formulating strategies, organizations should consider:
The key factors listed in GB/T19580 standard, and collect relevant data and information: Use scientific methods to analyze data and information, such as PEST (political, economic, social culture, technology) macro-environment analysis, five-force model industrial environment analysis, SWOT (strengths, weaknesses, opportunities and threats) analysis, KSF (key success factors) analysis, CBI (major obstacle factors) analysis, etc. 4.2.2.3 Strategy and Strategic Objectives
Organizations should explain their strategies and strategic objectives, and how to respond, considering relevant requirements: In the organization's strategy and strategic objectives:
Strategy and strategic objectives should be consistent with the mission, vision and values: Strategies can be built around one, more or all of the following: new products, services and markets, revenue growth through acquisitions, transfers and other means, asset divestitures; new partnerships and alliances, new employee relationships, and meeting social or public needs.
Should consider the changes that may occur in potential market competitors, core competitiveness, etc., and prepare corresponding plans in the strategy:
Strategic goals are the performance levels that organizations expect to achieve in order to enhance their competitiveness and gain or maintain lasting competitive advantages. Organizations should determine the timetable for achieving strategic goals and the annual, quantified key indicator values. Organizations should make strategies and strategic goals able to respond to and consider the following b
requirements through systematic and careful internal and external environment analysis and strategic decision-making:
Respond to strategic challenges and leverage strategic advantages, and reflect innovation opportunities in products, services, operations and business models. Among them, strategic challenges are the pressures that organizations face in order to achieve continuous success, including external and internal strategic advantages, which are favorable factors that have a decisive impact on the future success of organizations. They usually come from the core competitiveness and strategic partnerships of organizations. Core competitiveness refers to the ability of organizations that are best at, unique and difficult to imitate: balanced consideration of long-term and short-term challenges and opportunities, as well as the needs of all stakeholders, such as: shareholders' investment returns, customer satisfaction and success, employee development and satisfaction, supplier's common growth and social responsibility requirements, etc. 4.2.3 Strategic Deployment
4.2.3.1 Summary
Organizations should transform strategies and strategic goals into implementation plans and related key performance indicators, and implement them. At the same time, these key performance indicators should be used to monitor the progress of the implementation plan and predict the future performance of the organization to maintain competitive advantages. This clause includes two key points: formulate and deploy implementation plans to implement the organization's strategies and strategic goals: predict and compare the organization's key performance indicators in order to formulate, track and verify goals and plans. 4.2.3.2 Formulation and deployment of implementation plans
The organization shall formulate implementation plans, deploy them by allocating resources, and establish a key performance indicator system to monitor their progress: Based on the overall strategy and relevant business strategies, the organization shall formulate and deploy strategic implementation plans for each functional area, determine key performance indicators, and use methods such as goal management or balanced scorecard to decompose and refine them layer by layer to achieve strategic goals; the organization shall timely analyze and evaluate the deviation between the actual and the plan, and consider the changes in the internal and external environment, adjust the battle plan, strategic goals and their implementation plans and implement them.
b) The organization's main long-term and short-term implementation plans should include plans for marketing, technology, production operations, etc., reflecting the key changes in products and services, customers and markets, and business management. The organization can obtain and allocate resources by formulating long-term and short-term plans for resources including human resources, finance, information and knowledge, technology, infrastructure and stakeholder relations to ensure the realization of the overall implementation plan. The organization's key performance indicator system should be coordinated and consistent, and strengthen the coordination and consistency of the organization. It should be ensured that the indicator system covers all key strategic deployment areas and stakeholders. For example, the on-time delivery rate indicator should cover the products, departments and suppliers related to it.
4.2.3.3 Performance Forecasting
Performance forecasting refers to the estimation of future performance or the results of achieving future goals. It is a key management diagnosis and strategic planning tool. Its methods may include quantitative and qualitative forecasting methods, such as time series analysis, regression analysis, Delphi method, etc. The organization should use appropriate scientific methods and tools to forecast the performance in the long and short planning periods based on the key performance indicators determined in 4.2.3.2 and the relevant data and information collected; and compare the predicted performance with the predicted performance of competitors or comparative organizations, with the main benchmarks, organizational goals and past performance, in order to formulate and verify its own goals and plans. When forecasting performance, it is possible to consider significant changes caused by the establishment or acquisition of new enterprises, market expansion and transfer, new laws, regulations and standards, and innovations in products, services and technologies.
Through performance prediction and comparison, it can help organizations improve their performance prediction capabilities so as to: more accurately depict the performance trends of the organization and major competitors and benchmarks in the future, and formulate target indicators and countermeasures to lead the competition: more comprehensively evaluate the rate of improvement and change relative to competitors, benchmarks and their own goals, so as to respond to performance gaps, make performance improvements and strategic adjustments, and ensure the realization of predicted performance.
4.3 Customers and Markets
4.3.1 Summary
This clause aims to enhance the organization's sustainable operating capabilities in terms of customers and markets, so as to promote the organization's pursuit of excellence. The organization should establish customer relationships, enhance customer satisfaction and loyalty, and increase market share based on identifying and determining customer needs, expectations and preferences.
4.3.2 Understanding of Customers and Markets
4.3.2.1 Summary
Understanding of customers and markets is a prerequisite for customer relationship management and strategic planning. Only by applying a systematic approach to comprehensively and dynamically understand the needs, expectations and preferences of current and future customers and markets can we continuously provide products and services that meet customer needs, adjust marketing strategies, and establish and improve customer relationships. Expand new markets. This clause includes two key points: segmenting customers and markets, and understanding the needs, expectations and preferences of each customer group and market segment. 4.3.2.2 Segmentation of customers and markets
The organization should identify and determine its target customer groups and market segments, while taking potential customers and markets into consideration: The organization should segment and position the market based on its own strategic advantages, and determine the target customer groups and market segments for current and future products and services. Segmentation perspectives may include: market area, sales channel, customer industry, quality and price, etc. The significance of customer preferences after segmentation should be considered according to the actual situation of the organization, and segmentation should be carried out from key perspectives. While understanding existing customers and markets, the organization should pay attention to potential customers and markets, including competitors' customers, according to its strategic development direction, collect competition and market intelligence to expand new markets. 5
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4.3.2.3 Understanding of customer needs and expectations
The organization should establish methods to understand customers and markets, identify and determine customer needs, expectations and preferences, use the information and feedback collected, and keep pace with the times to adapt to development directions and business Needs and market changes: The organization should understand the needs, expectations and preferences of different customer groups, as well as the relative importance or priority of these needs, expectations and preferences through questionnaire surveys, customer interviews and feedback, and focus on the product and service features that affect customer preferences and repeat purchases, including the features that distinguish the organization's products and services from those of competitors, such as quality characteristics, reliability, cost-effectiveness, delivery cycle or on-time delivery, customer service or technical support, etc.; according to the actual situation of the organization, different understanding methods should be considered for different customers, customer groups and market segments, such as: using different questionnaires for dealers and end customers. b) The organization should collect relevant information and feedback from current and past customers, including marketing and sales information, customer satisfaction and loyalty data, customer acquisition and loss analysis and customer complaints, etc., and establish customer files or knowledge bases for use in product and service design, production, improvement, innovation, market development and marketing processes, and strengthen customer orientation, meet customer needs and identify innovation opportunities.
The organization should regularly evaluate the methods of understanding customer needs and expectations, and analyze and improve the applicability and effectiveness of these methods to keep pace with the development direction and business needs and adapt to market changes. 4.3.3 Customer Relationships and Customer Satisfaction
4.3.3.1 Summary
The organization should establish, maintain and strengthen customer relationships based on the understanding of customers and the market, measure customer satisfaction and loyalty, and promote improvements in products, services and management to retain existing customers, acquire new customers and develop new business opportunities. This clause includes two key points: Establishing customer relationships and measuring customer satisfaction and loyalty 4.3.3.2 Establishing customer relationships
The organization should establish customer relationships, clarify the main channels of contact with customers, effectively and quickly handle customer complaints, and keep pace with the times to adapt to the development direction and business needs:
a) The organization should establish differentiated customer relationships for different customer groups, including establishing partnerships or strategic alliances with key customers to win customers, improve their satisfaction and loyalty, increase the frequency of repeat purchases and obtain positive recommendations. The organization should establish the main channels of contact with customers, such as websites, trade fairs, door-to-door visits, order fairs, e-commerce, telephone, fax, etc., so that customers can query information, conduct transactions and make complaints. The main customer contact requirements of each channel, that is, the customer's requirements for the contact process, and then form the standard of customer service, and implement it to the relevant personnel and processes. The organization should establish the customer complaint handling process and related responsibilities, establish a rapid response mechanism, and ensure that complaints are effectively and quickly resolved. For example, the time limit for response and (or) resolution should be promised to customers and fulfilled. The first employee who contacts the customer should be authorized to handle the problem properly, restore the customer's confidence in the organization due to dissatisfaction, and minimize customer dissatisfaction and business loss: complaint information should be accumulated and analyzed, common problems, root causes and improvement priorities should be identified, and used for the improvement of the entire organization and partners.
The organization should regularly evaluate and continuously improve its methods in customer relations to adapt to the development direction and business needs. d)
4.3.3.3 Measurement of Customer Satisfaction
The organization should measure customer satisfaction and loyalty, track product, service and transaction quality, and compare with competitors and benchmarks to promote improvement; and keep these methods up to date to adapt to development direction and business needs: a) The organization should consider adopting different customer satisfaction and loyalty measurement methods for different customer groups, such as dealers and end customers, to obtain effective information for improvement. The measurement of customer satisfaction usually includes evaluation items and digital rating scales. The evaluation items should cover the key needs of customers, such as quality characteristics, price, reliability, delivery time, customer service or technical support, etc. Customer loyalty is usually manifested in performance such as retaining customers, repeat purchases and obtaining positive recommendations. b) The organization should track the quality of products and services through customer tracking, return visits or market surveys, so as to obtain timely and effective feedback information, such as product unpacking qualification rate and failure rate, etc., to quickly identify and solve problems, and use them for improvement activities to prevent their recurrence and prevent future customer dissatisfaction. The organization can obtain and apply customer satisfaction information that can be compared with competitors and benchmarks through its own investigation and research or through independent third-party organizations to identify existing threats and opportunities, improve the performance of the organization, and understand the factors affecting market competitiveness for strategic formulation.
d) The organization should regularly evaluate and continuously improve the methods of measuring customer satisfaction and loyalty to adapt to the development direction and business needs. 4.4 Resources
4.4.1 Summary
This clause is based on strategy, allocating resources for strategic deployment, and is based on process, providing resources for process implementation. The organization should provide the necessary human, financial, information and knowledge, technology, infrastructure, and stakeholder relationships to ensure the effective and efficient implementation of the process to achieve strategic goals. 4.4.2 Human Resources
4.4.2.1 Summary
Organizations should establish a people-oriented human resource management system based on their mission, vision, values and strategy, and formulate and implement long-term and short-term human resource plans based on the long-term and short-term implementation plans of each function. Human resource plans can consider the following aspects such as promoting empowerment, innovative organizational structure and job redesign; promoting communication between employees and management:
-Promoting knowledge sharing and organizational learning:
-Improving compensation and incentive mechanisms:
Improving education and training and employee development
This clause includes four key points: Organization and management of work: employee performance management, employee learning and development, employee rights and satisfaction.
4.4.2.2 Organization and Management of Work
In order to meet strategic challenges, organizations should organize and manage work and positions according to the needs of strategic development and business changes, determine and allocate human resource needs, and achieve effective communication: organizations should organize and manage work and positions, promote internal cooperation, mobilize employees' enthusiasm and initiative, promote a)
organizational empowerment and innovation, and thus improve the execution of the organization. Possible methods include: adopting a flat organizational structure to reduce communication levels to improve operational efficiency, adopting a matrix organizational structure, establishing cross-functional teams such as joint research groups, Six Sigma groups, cross-departmental QC groups, and concurrent engineering groups, and promoting horizontal communication to reduce barriers between departments. Organizations should determine the needs for employee types and quantities based on long-term and short-term human resource plans, conduct position analysis, identify the characteristics and skills of required employees b
, form job descriptions, and recruit, appoint and retain employees. When necessary, analyze the employee turnover and take corresponding measures. The organization should establish channels such as the general manager's mailbox, rationalization suggestions, online forums and various seminars to listen to and adopt various opinions and suggestions from employees, customers and other relevant parties: adopt experience exchange, cross-training, job rotation, network communication, video conferencing and other methods to achieve effective communication and skill sharing between different departments, positions and regions. GB/Z19579—2012
4.4.2.3 Employee Performance Management
The organization should carry out employee performance management to coordinate the performance of employees, departments and the organization as a whole, so as to improve the performance of employees and organizations and realize the strategic implementation plan of the organization. It can be considered to: conduct quantitative and qualitative evaluation and assessment of employee performance based on the decomposition of the organization's key performance indicators, and at the appropriate time: use appropriate forms to feedback the evaluation and assessment results to employees so that measures can be taken to improve performance. The content of employee performance evaluation can include performance results and performance factors (such as employee attitudes, knowledge and skills, etc.). Evaluation and assessment can be conducted on individual employees or teams. The employees include not only regular employees, but also seasonal workers and temporary workers. Establish a scientific and reasonable salary system and implement appropriate incentive policies and measures, including material and non-material incentive policies and measures such as salary, rewards and punishments, recognition, and promotion.
4.4.2.4 Employee Learning and Development
The organization should improve the awareness, knowledge and skills of employees through education and training, thereby improving the performance of employees and organizations, and promoting the strategic development of the organization and the career development of employees:
a) Employee Education and Training
The organization should establish an education and training management system from demand identification, plan formulation and implementation to effect evaluation and improvement. The needs of employee education and training may include: the needs to respond to strategic challenges, cultivate core competitiveness and implement long-term and short-term implementation plans, which are often reflected through human resource plans.
The knowledge and skills needs generated to improve the performance of employees and organizations can be identified through channels such as employee performance evaluation, improvement and innovation plans:
The needs of employees in terms of career development and hobbies can be identified through employee training and education needs surveys. The content of the education and training plan may include: the object, goal, method, funding and facilities of education and training. When evaluating the effect of education and training, in addition to using examinations, questionnaires and other methods for immediate evaluation, the organization should also evaluate the effectiveness of applying what has been learned after education and training in combination with changes in employee and organizational performance, and promote the improvement of education and training. In education and training, the organization should focus on: - Implement in layers according to different classifications of positions and posts, such as: by management, technology, operation and by different types of work; by senior, middle and grassroots levels,
- Use a variety of methods, which may include commissioned training, self-study, short-term training, academic seminars, distance education, rotation, and handover training. b) Employee career development
The organization should establish a variety of development channels to encourage and help employees at all levels to formulate and implement targeted and personalized career development plans to achieve learning and development goals.
The organization should formulate and implement appropriate succession plans, including succession plans for senior and middle-level leadership positions and key technical positions, to form a talent echelon to improve the organization's sustainable operating capabilities. 4.4.2.5 Employee Rights and Satisfaction
The organization should ensure the rights of employees, including maintaining a good working environment, providing welfare support, ensuring the right of employees to participate, and promoting the satisfaction of all employees:
a) Employee Rights
The organization should implement an occupational health and safety management system to determine corresponding measurement indicators and targets for different workplaces, such as dust, noise, harmful gases, electromagnetic radiation, etc., to ensure and continuously improve the working environment of employees, and make emergency preparations for possible emergencies and dangerous situations [see 4.5.2.4b); The organization should formulate a system for employee services and benefits, and provide corresponding services based on the key needs and expectations of different employee groups, 84 Employee learning and development
Organizations should improve employees' awareness, knowledge and skills through education and training, thereby improving the performance of employees and organizations, promoting the strategic development of organizations and the career development of employees:
a) Employee education and training
Organizations should establish an education and training management system from demand identification, plan formulation and implementation to effect evaluation and improvement. The needs of employee education and training may include: the needs to meet strategic challenges, cultivate core competitiveness and implement long-term and short-term implementation plans, which are usually reflected through human resource plans;
The knowledge and skills needs generated to improve employee and organizational performance can be identified through channels such as employee performance evaluation, improvement and innovation plans:
The needs of employees in terms of career development and hobbies can be identified through employee training and education needs surveys. The content of the education and training plan may include: the objects, goals, methods, funds and facilities of education and training. When evaluating the effectiveness of education and training, in addition to immediate evaluation through examinations and questionnaires, organizations should also evaluate the effectiveness of applying what they have learned after education and training in combination with changes in employee and organizational performance, and promote improvements in education and training. In education and training, organizations should focus on: 1. Implement in layers according to different classifications of positions and posts, such as: by management, technology, operation and by different types of work; by senior, middle and grassroots levels,
2. Use a variety of methods, including commissioned training, self-study, short-term training, academic seminars, distance education, rotation, and cross-training. b) Employee Career Development
Organizations should establish a variety of development channels to encourage and help employees at all levels to develop and implement targeted and personalized career development plans to achieve learning and development goals.
Organizations should develop and implement appropriate succession plans, including succession plans for senior and middle-level leadership positions and key technical positions, to form a talent echelon to improve the organization's sustainable operating capabilities. 4.4.2.5 Employee Rights and Satisfaction
The organization should ensure the rights of employees, including maintaining a good working environment, providing welfare support, ensuring the right of employees to participate, and promoting the satisfaction of all employees:
a) Employee Rights
The organization should implement an occupational health and safety management system to determine corresponding measurement indicators and targets for different workplaces, such as dust, noise, harmful gases, electromagnetic radiation, etc., to ensure and continuously improve the working environment of employees, and make emergency preparations for possible emergencies and dangerous situations [see 4.5.2.4b); The organization should formulate a system for employee services and benefits, and provide corresponding services based on the key needs and expectations of different employee groups, 84 Employee learning and development
Organizations should improve employees' awareness, knowledge and skills through education and training, thereby improving the performance of employees and organizations, promoting the strategic development of organizations and the career development of employees:
a) Employee education and training
Organizations should establish an education and training management system from demand identification, plan formulation and implementation to effect evaluation and improvement. The needs of employee education and training may include: the needs to meet strategic challenges, cultivate core competitiveness and implement long-term and short-term implementation plans, which are usually reflected through human resource plans;
The knowledge and skills needs generated to improve employee and organizational performance can be identified through channels such as employee performance evaluation, improvement and innovation plans:
The needs of employees in terms of career development and hobbies can be identified through employee training and education needs surveys. The content of the education and training plan may include: the objects, goals, methods, funds and facilities of education and training. When evaluating the effectiveness of education and training, in addition to immediate evaluation through examinations and questionnaires, organizations should also evaluate the effectiveness of applying what they have learned after education and training in combination with changes in employee and organizational performance, and promote improvements in education and training. In education and training, organizations should focus on: 1. Implement in layers according to different classifications of positions and posts, such as: by management, technology, operation and by different types of work; by senior, middle and grassroots levels,
2. Use a variety of methods, including commissioned training, self-study, short-term training, academic seminars, distance education, rotation, and cross-training. b) Employee Career Development
Organizations should establish a variety of development channels to encourage and help employees at all levels to develop and implement targeted and personalized career development plans to achieve learning and development goals.
Organizations should develop and implement appropriate succession plans, including succession plans for senior and middle-level leadership positions and key technical positions, to form a talent echelon to improve the organization's sustainable operating capabilities. 4.4.2.5 Employee Rights and Satisfaction
The organization should ensure the rights of employees, including maintaining a good working environment, providing welfare support, ensuring the right of employees to participate, and promoting the satisfaction of all employees:
a) Employee Rights
The organization should implement an occupational health and safety management system to determine corresponding measurement indicators and targets for different workplaces, such as dust, noise, harmful gases, electromagnetic radiation, etc., to ensure and continuously improve the working environment of employees, and make emergency preparations for possible emergencies and dangerous situations [see 4.5.2.4b); The organization should formulate a system for employee services and benefits, and provide corresponding services based on the key needs and expectations of different employee groups, 8
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