班组工作积分模式在绩效考核中的应用

Team Work Integral Pattern in the Application of Performance Appraisal

自班组工作积分制推行至今,各班组不断探索适合自身业务、管理特点的工作积分推行模式。国网南昌供电公司在变电运维班组推行标准工作积分模式,结合变电运维班组的工作特点,将不同班组间、不同岗位间的共性部分、差异部分进行提炼梳理,形成由日常工作、专项工作和专责工作等3大类积分项目构成的标准积分库。通过推行标准工作积分模式,一方面平衡了相同工作在不同班组间的积分标准,减少了班组长管理难度,促进了员工间的团结协作;另一方面解决了由于不同班组间积分尺度不一致,同一岗位积分结果差异太大,员工接受程度低的问题。通过实施标准工作积分模式的绩效管理,达到了激励员工、提升员工能力和班组生产管理水平的目标。

Since team workload mark implementation, each team, continuously explore suitable for their own business management characteristics of integral model. Its nanchang power supply company in substation operations team to implement standard work integral model, combined with the working characteristic of the ops team, different shift the commonness between different positions, differences between refined, the part formed by the daily work, project work and dedicated work consisting of three types of integral project standard library. Through the integration of the implementation of standard working pattern, on the one hand, the balance between the same work in different shift integral standard, reduced the team leader to manage difficulty, promoted the solidarity among employees. On the other hand solved due to different team integral scale, between the same position and integral.