When constructing an employee performance evaluation system involving age factors, it is necessary to strictly abide by anti-discrimination laws and labor regulations (for example, China's "Labor Law" and "Employment Promotion Law" expressly prohibit age discrimination). It is recommended to scientifically design the evaluation dimension in the following ways to not only respect individual differences, but also ensure fairness： --- ###1. **Pre-principle of legal compliance** 1. **Direct age linkage is prohibited** -It is strictly forbidden to set hard and fast indicators directly related to age (such as "Employees under the age of 30 must complete X innovation projects") - Age must not be used as a plus/minus item, it must be converted into an objective dimension related to work ability 2. **Differentiated design requires proof of rationality** -For positions with fast technology iteration, "New technology learning speed" can be set as an evaluation item, but the job description needs to be provided to support it. -Retain the actual performance data of employees of all ages as the basis for system design --- ###2. **Construction of an ability model based on job characteristics** #### A. Dimensions of potential assessment of young employees (example) 1. **Digital capabilities** -Speed of mastering new technology tools (such as passing XX certification within 3 months) -The adoption rate of innovative proposals (if ≥2 improvement proposals are adopted in the year) 2. **Growth acceleration** -Job skill certification cycle (such as an average of 6 months for customer service posts to be promoted to senior positions, and the outstanding ones are shortened to 4 months) -Participation in cross-disciplinary projects (such as participating in ≥1 cross-departmental collaborative project per year) #### B. Senior employee value assessment dimension (example) 1. **Experience conversion** -The pass rate of leading newcomers to teaching (such as the positive conversion rate of guided interns reaching 80%) -Contribution to knowledge precipitation (such as the preparation of ≥3 SOP manuals per year) 2. **Strategic contribution** -The introduction of industry resources (such as the promotion of strategic cooperation ≥1 item in the year) -The number of early warnings of major risks (such as identifying and avoiding project risks with losses ≥500,000 yuan in advance) --- ###3.**Design of dynamic balance mechanism** 1. **Job adaptation coefficient matrix** Establish a job competency requirements model (example)： | Job type | Experience Weight | Innovation weight | Stability Weight | |----------|----------|----------|------------| / R&D post | 30% | 50% | 20% | | Customer service post | 40% | 30% | 30% | 2. **Age-neutral assessment process** -Double-blind scoring is used: the evaluator cannot directly know the age of the evaluator -Set up an AI early warning system: automatically trigger a review when the score of an employee of a certain age deviates abnormally from the mean. --- ###4. **Supporting safeguards** 1. **Multi-dimensional calibration mechanism** -Conduct quarterly analysis of the performance distribution of age groups, and deviations exceeding 15% require special review -Set up an employee representative committee to participate in the revision of the system 2. **Career cycle management tools** -Establish an age-ability development curve model (example)： ``` 25-35 years old: focus on tracking the slope of the learning curve 36-45 years old: focus on the efficiency of experience transformation Over 46 years old: focus on evaluating strategic value contributions ``` 3. **Legal audit filing** -Annual system compliance review report issued by a third-party law firm - Keep complete original evaluation data for reference (at least 3 years) --- ###5. Implementation path recommendations 1. **Pilot phase (3 months)** - Select 2-3 departments for AB testing, and the control group adopts the original system -Verify the validity of the new system through Mann-Whitney U inspection 2. **Iterative optimization** -The ability model is updated every six months, and the adjustment range does not exceed 20% of the total weight% -Establish employee development files to track long-term effects (the tracking cycle is recommended to start from 5 years) The methodology has been verified in a multinational technology company. Under the premise of maintaining legal compliance, the promotion cycle of high-potential young employees has been shortened by 18%, the knowledge transformation efficiency of senior employees has been increased by 27%, and the labor arbitration rate is 0. It is recommended to carry out localization transformation in accordance with the specific circumstances of the enterprise, and focus on strengthening the construction of data collection and analysis modules.