The Research And Countermeasures On The Problem Of Performance Evaluation Of XH Headquarter Staff

With the development of society and the growing market competition, XH group is also expanding. Because of it's nature and huge scale of private education industry, its social and economic benefits are increasingly apparent,lots of problems on the human resource management are ignored. In recent years,the problems of performance weaken the competitiveness of XH group, the old examination system becomes a mere formality. Therefore, it is imperative to analyze the performance evaluation problems existing in the group headquarters and design the effective reform plan.In this paper,the research object is the XH group headquarters staff,the research basis is the questionnaire of performance evaluation on XH group headquarters. Through the methods in combination with qualitative and quantitative research,the present situation and the problems of performance evaluation of XH headquarters are studied. The main problems in the process of performance evaluation of XH headquarters include the fuzzy goal of performance evaluation,the dislocation of performance evaluation feedback and using style,and lack of differentiation of performance evaluation indicators,etc.In view of the problems existing in the performance evaluation of XH group headquarters, this paper puts forward the solutions:first, clear the evaluation goal to improve the performance appraisal system. In the foundation of improving the group headquarters attaches great importance to the performance appraisal level, establish clear performance goals, constantly revised performance appraisal system, strengthen the implementation of the supervision and management of performance appraisal, create a favorable atmosphere for the implementation of the performance appraisal of the organizational culture management; followed by the differences in the implementation of the performance appraisal. To establish a differentiated performance appraisal standards, and pay attention to the difference between the main performance appraisal management, and finally to establish a good performance appraisal feedback and the use of mechanisms. Listen to the opinions in the performance appraisal period, strengthen communication performance appraisal, encourage employees to better achieve the goal of performance appraisal after consultation for the performance evaluation of the proposal, in addition, but also encourage the diversification of the implementation of the multi channel feedback, earnestly implement the use of the results of the performance appraisal.