Optimization Of Performance Assessment System Of Dispatching Professional Team In Q Power Supply Bureau

In recent years,with the decision and deployment of the Party Central Committee and the State Council on the three-year action of state-owned enterprise reform,the Southern Power Grid,where Q Power Supply Bureau is located,has been improving and perfecting the modern enterprise system with Chinese characteristics.At present,the performance appraisal mode of "company to department" and "team to individual" is being explored gradually,and"Party building + production double A system" and "individual work point system" have emerged."However,for the performance appraisal of "department to team",there are few systematic and learnable programs or cases due to the inconsistency of the subject of responsibility in the department and the team of the appraisal object.There are few systematic programs or cases to learn from.The research focuses on combines performance appraisal theory and related theories to focus on the optimization and improvement of performance appraisal at the team level(department-to-shift)of dispatching professionals in Q Power Supply Bureau.Starting from understanding the history and status quo of eight shift groups of Q Power Supply Bureau’s dispatching profession,and combining objective situations such as many professional teams of dispatching profession,ununified responsibilities and difficult to unify assessment indexes,the current situation is analyzed through research interviews and questionnaires,and problems and shortcomings in four aspects such as personnel awareness,performance assessment index setting,performance assessment result application and performance assessment process communication feedback are summarized.On the basis of clarifying the purpose and principles of performance appraisal for the dispatching professional team of Q Power Supply Bureau,the OKR-KPI model was adopted to integrate and design the framework of performance appraisal system,clarify the processes of appraisal subjects,periodicity,index setting methods,result application and communication feedback,and put forward relevant guarantee measures to realize the performance appraisal of unified mode and unified index for different subjects with different responsibilities,and make the team become an effective undertaking of It also makes the team become a carrier bridge to effectively undertake the alignment of departmental work objectives and employees’ personal work objectives,enhances the effectiveness and target orientation of performance appraisal,and hopefully provides an effective reference for the performance appraisal of the team in similar state-owned enterprises.