Research On Performance Evaluation Of Employees In S Company Sales Area

In order to enhance the competitiveness of enterprises and promote the development of the organization,it is necessary for enterprises to improve the performance management of employees by improving the performance appraisal system.At the same time,improve the professional skills of employees,motivate the potential of their employees,achieve the best performance,and enable the benign development of enterprises.The organization and employees benefit together.Company S is a car sales company under the automaker group,which is engaged in the sales of automobiles from manufacturers to dealers.As a sales department of S car sales company,the sales area is responsible for regional marketing and marketing of products,sales of products to dealers,sales of guided dealers,and completion of a series of after-sales services from manufacturers to customers.The performance of the sales region plays a vital role in the development of the enterprise.At this stage,due to the overall decline of the automobile market,the brain drain is serious,and in the difficult market period,the management of human resources is especially emphasized.This paper collects and summarizes the data through the form of questionnaire survey and literature reference,and analyzes the evaluation indicators of employees.It summarizes the problems of performance appraisal of employees in S company area: the assessment target is not clear,and most of the cases are for assessment.Assessment,indicators do not reflect the layered decomposition of the company's strategy.The assessment method is unscientific.At present,the regional director has undertaken the KPI assessment scores of about 30 employees of the subordinates.The evaluation of the work of all employees has not been able to score carefully,thus affecting the fairness and justice of the results.Communication and feedback are not in place.The KPI indicator informs the staff that they often lag behind,even later than the evaluation cycle,and the evaluation results are not notified in time.The application results of the assessment results are not directly linked to wages,bonuses,promotions,etc.In response to these problems,this paper puts forward suggestions for improvement: clear objectives,improve evaluation methods and indicators,establish communication feedback mechanisms,and establish application mechanisms for assessment results.Optimize the performance appraisal of the regional employees,re-adjust the key indicators of KPIs,and put forward targeted opinions on the performance appraisal process of the regional employees through the 360 performance appraisal method,and optimize the performance appraisal system.This paper builds a more optimized evaluation index system,and communicates feedback on the assessment indicators,and applies the assessment results,so that performance appraisal can be more scientifically applied to the real environment of S company sales area.The research in this paper has further enriched the application of performance appraisal of sales company employees,and provided ideas for other sales companies to optimize the appraisal system.