Support for the management and review after implementing Performance rating system

• Evaluation system operated in the way that is unrelated to the management principal and management goals.
• Evaluation items and standards are vague.
• The role sharing is not clear.
• Behavior model is not penetrated to the employees.
• Performance rating result is not providing feedback to the employees.
• Performance rating is not applied to HR development.
• System of management by objectives and competency system that was constructed before is not operated well.

• Review of evaluation element (such as ability, process, duty, and results).
• Refine the point of view for evaluation sheet.
• Reflect the management principle and behavior model on evaluation sheet.
• Review the evaluation schedule and final decision process.
• Review the weight of reflection for treatment.
• Review the interview rules.
• Compose Performance rating system manual.
• Compose Q&A
• Conduct breakdown meetings from organization goal to individual goal.
• Implement performance evaluator training (HR rater training).
• Implement management training.
• Implement explanatory meeting for employees.

And others ...

• They do not know what they need to do to get promotions.
• I don’t have the opportunities to receive the opinions and demand of the employees such as personal statement.
• Employees have no choice of the way of working and work locations.
• The role and responsibility for each rank and managerial position are vague.
• There is no frame for employing good experienced employees.
• There is no female manager. There is no policy for work life balance diversity management.
• The emphasis is on seniority and it is not stimulating the organization.

• Set up specialty course
• Review the number of rank
• Review the prerequisite for promotion
• Compose promotion examination
• Implement the system of personal statement

And others ...

• The relationship between accomplished result and wage & bonus is unclear.
• They can expect the increase in wage if they work hard.
• It does not meet the social standard or industry standard.
• The treatments of lower ranked employees are surpassing the treatments of higher ranked employees.
• Labor expense is not appropriate for the company’s performance.
• Overtime allowance is not paid appropriately.
• There is a difference in treatment between the employees who started earlier and employees who started recently.
• The items of allowance and standard for the current organization or the way of working are mismatched.
• The treatment system is not corresponding the globalization of the company.
• There is no treatment for executives even though there is a clear treatment system for employees.

• Review of base pay element (such as pay per performance, pay based on evaluation, and incentives).
• Review of wage table.
• Review the reform and abolition of allowances.
• Review the calculation standard for bonus.
• Examine the appropriate labor expense.
• Review the wage regulations.

And others ...

• Abolishment of qualified pension plan.
• Transition to Smaller Enterprise Retirement Allowance Mutual Aid.
• Transition to Defined contribution pension plan (DC).
• Transition to Defined benefits pension plan (DB).
• Review of retirement standard.
• Examine the transitional measure from the current system to new system.
• Review of retirement regulations.

And others ...

• Implement systematic OJT system.
• Implement training for specialized knowledge and skill.
• Implement training for different classes.
• Interlock it with career path system (promotion system)
• Implement educational training and support system for public certification acquisition.
• Review training for new employees.
• Implement mentor system.

And others ...