核电厂运行人员绩效管理实践

2010年5月,中核核电运行管理有限公司二厂3号机组反应堆装料,运行二处由生产准备调试,转向机组运行,开始绩效管理探索,以绩效考核为手段,通过考核、分析、改进,形成绩效管理闭环,提高员工工作积极性和激发员工潜能。绩效考核内容涵盖了人员态度、技能等方面,用工作过程和结果的31项客观指标进行定量考核,根据考核结果趋势、人员面谈,改进修正指标。通过绩效考核对员工产生正面引导,促进员工、部门、企业成长。

Performance Management for Nuclear Power Plant Operators

Fuel was loaded to Unit Second Operation Division stepped in 3 of the second power plant in May 2010. The the operation stage from production preparation and commissioning and exploration of performance management was started. By means of performance evaluation, a closed loop of performance management was formed, staff enthusiasm improved, and potential capability inspired through evaluation, analysis and improvement. The performance evaluation covers attitude, skill, efficiency, performance, teamwork sense, cooperation, etc. Quantitative appraisal was carried out through 31 objective indicators of the working process and results. According to the evaluation results and personal interviews, indicators were modified. Through the performance evaluation, positive guidance is provided to the employees to promote the development of employees, departments and the enterprise.