机会面前人人均等——大港油田第五采油厂全员绩效管理浅析

Equal opportunity for all——Whole-staff performance management at the Fifth Oil Production Plant of Dagang Oilfield Company

大港油田第五采油厂创新绩效管理模式,建立了完整的全员绩效管理综合评价体系,主要做法:1)打破绩效考核仅是应对奖金发放的单一功能;2)化繁为简,只对员工与安全、产量和效益强相关的工作内容进行考评;3)将与社会责任相关的环保、道德纳入评价细则;4)制度重塑,对原有的评价方式、方法、内容进行全方位的梳理和创新;5)完整、真实、及时地记录员工工作阶段的日常表现,任人唯贤。通过实施全员绩效管理,激发了员工的工作热情和团队意识,彰显了绩效文化的引导作用,实现了"帮助企业、成就自我"的双赢目标。

Innovation has been achieved in performance management methods used at the Fifth Oil Production Plant of Dagang Oilfield Company by establishment there of a complete comprehensive evaluation system for whole-staff performance management. Main measures taken include： 1） Breaking down the single assessment of performance only for bonus payment; 2） Simplifying an otherwise complicated process by evaluating staff job duties related only to safety, production, and cost results; 3） Bringing environmental protection and social responsibility into the evaluation; 4） Remodeling the system of appraisal methods, measures and content by sorting out and innovating in all directions; 5） Complete, accurate, and timely recording of daily staff performance, and appointment of staff by ability. Implementating whole-staff performance management stimulates staff enthusiasm and team spirit in their work, highlights the guiding role of performance culture, and achieves the win-win objective of ＂selfrealization through helping the company＂.