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一、绩效沟通案例某集团公司某部门共有员工20人,设有四个小组,每个小组设有1名小组长。该部门自2013年开始,绩效管理工作以季度为周期,即每季度末月20日至次季度首月10日之前,组织部门经理、各小组长对下属员工实施季度绩效评估、进行绩效沟通面谈、并签订下一季度绩效责任书。(一)小组长与员工之间的绩效沟通在部门绩效专责的督促下,小组长和普通员工之间的绩效沟通工作往往能够及时完成。一般流程是普通员
First, the performance of communication case A group company employs a total of 20 people, with four teams, each team has a team leader. Since 2013, the department has organized department managers and team leaders to conduct quarterly performance evaluations and performance interviews with their employees on a quarterly basis, that is, from the end of the 20th quarter of each quarter to the first month of the 10th quarter of the following quarter. , And signed the next quarter performance responsibility book. (A) the team leader and the performance of communication between employees Under the supervision of departmental performance, the performance communication between team leaders and ordinary employees can often be completed in time. The general process is ordinary staff