Starting from April 1, the company will implement a new policy for the assessment of white-collar employees.

    White-collar workers account for about a quarter of the company's total employees. They are engaged in most of the company's basic work. How to mobilize the work enthusiasm of white-collar employees and develop diversified career development channels is a problem that the company's human resources department has been studying. The white-collar staff appraisal method after this reform implements the principles of combining quarterly and annual appraisal, unifying result appraisal and process appraisal, and linking appraisal results with rewards and punishments, thus overcoming the relative egalitarianism of the original appraisal method to a certain extent. The shortcomings of a single incentive method.

    First of all, promoting employee professionalism is the core content of the new system.

    To expand the career channels of employees and change the single salary promotion model that develops to the management level, it is necessary to establish professional and technical title level certification standards, use the title level to correspond to the corresponding salary level, and open up the white-collar career development channel.

    At present, the Human Resources Department has implemented the professionalization project of engineering and technical personnel in Rifa Textile Machinery, and has begun the certification of professional technical titles. In the future, the professionalization scope of white-collar employees will expand from the current engineering and technical personnel (now including five sequences of mechanical design, electrical design, quality management, process, and engineering services) to such items as: finance, human resources, administration, secretarial, logistics, IT and other categories.

    Secondly, the assessment cycle was adjusted from monthly assessment to a combination of quarterly assessment and annual assessment, and an auxiliary monthly reporting system was stipulated. On the one hand, this helps to reduce the workload of the assessment, and on the other hand, it also avoids the risk of out-of-control due to the prolonged assessment cycle. At the same time, it also emphasized that white-collar workers must develop the good habit of summarizing scientific plans in time.

    Third, the new assessment system emphasizes the importance of two-way communication. Through adequate communication between the appraisal parties, the shortcomings of non-disclosure and asymmetry of information in the previous appraisal have been overcome, emphasizing employee participation and proactive communication, and providing face-to-face interviews, feedback, confirmation and other methods to assist in communication.

    Fourth, the design of assessment indicators is more scientific and reasonable. The new assessment method has determined four categories of assessment indicators: workload indicators, work quality indicators, work efficiency (profit) indicators and other indicators, and emphasizes the importance of work attitude and teamwork. Through the "performance appraisal form", a contractual relationship between the appraisal parties is formed, which makes the appraisal more serious and makes the appraisal parties more responsible in the implementation process.

    Fifth, it emphasizes dynamic monitoring and performance improvement. Appraisal is not the goal. Finding problems during the appraisal process, helping subordinates to solve problems in time, and improving performance after the appraisal is the ultimate goal of the appraisal.

    Sixth, about the adjustment of the salary structure. The ratio of base salary to performance salary in the original system is 0.250.75, and the ratio in the new system is 0.70.3, which means that the proportion of the fixed part of the salary structure has increased, which is more reasonable.

    Seventh, emphasize the difference of assessment results. Equalitarianism is not the principle of evaluation. The new system puts forward the principle of difference and implements the principle through normal distribution. The evaluation results are divided into five grades: A, B, C, D, and E, thus effectively avoiding white-collar workers in the past. The evaluation results are too average and concentrated around "1".

    A more scientific and reasonable assessment system is continuously improved and perfected in the test of practice. The group's new white-collar employee assessment method explains the principles, points out the direction, provides the system basis, and formulates the rules, but how to achieve fairness in the assessment , Reasonable and fair, both parties need to continuously improve and improve in a candid, negotiated, and rational attitude.