Research On Performance Appraisal Of R&D Personnel In HS Company

The world has entered the era of VUCA,where change is the only constant.Disruption frequently occurs in industries,and the restructuring of business ecosystems leads to increasingly intense competition among enterprises.In this fast-paced and ever-changing time,innovation has become particularly important.R&D personnel are the core of driving enterprise innovation.Establishing a scientific and reasonable performance incentive mechanism is crucial in order to motivate R&D personnel and maximize the independent autonomy,creativity,and achievement potential of knowledge-based employees,in order to create higher value for the enterprise.This is also a common challenge faced by many small and medium-sized technology companies.HS company is a state-level high-tech enterprise,a state-level specialized special new key "little giant" enterprise,focusing on the breakthrough of key cryptographic technology innovation and core product research and development and service.In recent years,with the promulgation of laws such as Password Law of the People’s Republic of China,Network Security Law,Data Security Law and Personal Privacy Protection Law,China’s commercial password market has achieved rapid growth in recent years,and is expected to exceed 100 billion in 2024.HS company is determined to rise in the domestic and become an international well-known password equipment manufacturer.HS company must have excellent talents to achieve this goal.The competition between enterprises is the competition of talents in the final analysis,so establishing a set of scientific and reasonable evaluation mechanism and doing a good job in the selection and retention of talents plays a crucial role in the rapid development of the enterprise.Therefore,it is imperative to optimize the existing performance appraisal mechanism of HS company.Through interviews,questionnaires and other methods,this study identified the problems existing in the performance appraisal of HS company’s R&D personnel.The results of the questionnaire showed that 46% of the R&D personnel did not understand the company’s development strategy at all.43% of the R&D personnel think that the performance appraisal subject is very unreasonable,44% of the R&D personnel think that the feedback process of the performance appraisal results is very imperfect,44% of the R&D personnel think that the performance appraisal can not reflect the personal contribution.The interview results show that in addition to the questions in the questionnaire,the R&D personnel and the management staff also think there are problems in the performance appraisal cycle and performance appraisal indicators.Through questionnaire survey and interview,the main problems existing in the performance appraisal of R&D personnel of HS company were summarized.That is,the existing performance appraisal methods cannot stimulate creativity,performance appraisal targets and indicators lack job differentiation and strategic coordination,performance appraisal subjects cannot objectively and comprehensively evaluate R&D personnel,performance appraisal cycle and project cycle conflict,performance appraisal process lack of performance feedback and appeal channels.Through the analysis of fishbone chart,it is found that the reasons for the problems are the imperfect performance appraisal system,the lack of organizational guarantee,the lack of information tools and the lack of performance appraisal culture.Based on the characteristics of R&D projects and personnel,the optimum proposal of R&D personnel performance appraisal is determined,and the optimization is carried out from the aspects of performance appraisal process,performance appraisal method,performance appraisal index,performance appraisal subject and performance appraisal cycle.In order to ensure the implementation of the optimization plan,and put forward from the system support,organizational support,technical support,cultural support and other aspects of the establishment of a comprehensive safeguard measures.The final conclusion is that the R&D staff of HS company is divided into researchers and technical staff.The researchers implement OKR assessment method to stimulate their enthusiasm for work because of their strong creativity,uncertainty and independence.OKR assessment is mainly conducted from the completion degree and contribution degree of OKR,values,addition and subtraction.Because technical personnel need to complete the task assigned by the project manager and have little chance to choose the project and work task,the key performance appraisal method is implemented to evaluate the contribution,progress,quality,values,plus or minus points of their work.As for the degree of work contribution,specific assessment indicators should be set according to the nature of technical staff’s work in demand,design,development,testing and project management.HS company strategy through OKR,the company’s strategic objectives are decomposed into core business strategy,core business strategy into important project list,the project through the project to complete the project objectives,through the success of the project,promote the success of the company’s strategic objectives.The innovation points of this paper are as follows: first,the project objectives are bound to the strategic objectives of the enterprise,the performance evaluation index of the R&D personnel is bound to the success of the project,and the personal goals are successfully tied to the project objectives and organizational strategies,so as to effectively improve the performance and competitiveness of the enterprise and make the performance become an effective starting point for the implementation of the corporate strategy.Second,different performance appraisal methods are adopted for different types of personnel and different natures of work.The performance appraisal of R&D personnel in this study is based on the background of small and medium-sized science and technology enterprises,which provides a reference basis and ideas for the optimization of performance appraisal of R&D personnel in the same small and medium-sized science and technology enterprises.