When constructing a performance evaluation system that considers the age of employees, it is necessary to take into account fairness, legality and motivation to avoid age discrimination or potential compliance risks. The following is a framework proposal for reference： --- ### **1. Clarify the rationality of age stratification** -**Differentiated evaluation≠ unequal treatment**: Standards need to be designed based on the objective professional characteristics (such as physical strength, experience, adaptability, etc.) of employees of different ages, rather than subjective biases. For example： -**Young employees**: Can focus on indicators such as innovation ability, learning speed, and technology application. -**Older employees**: Can focus on indicators such as experience inheritance, teamwork, and crisis management. -**Legal compliance**: It is necessary to ensure compliance with the "Labor Law", "Employment Age Discrimination Law" and other regulations to avoid directly affecting promotion or salary due to age differences. --- ### **2. Sub-dimensional design plan** #### **A. Competency assessment** -**Young staff**： -Contribution to digital transformation (such as the promotion of new tools and process optimization) -Cross-departmental project participation -Training completion rate and certification acquisition -**Older employees**： -mentoring effectiveness (number of times/results of guiding young employees) - Restoration of historical projects and knowledge precipitation -Customer relationship maintenance stability #### **B. Goal setting** -Adjust the **target weight** by age group, not the total target amount. *Example: Sales position* -Under 30 years old: online channels account for 60% of performance% -Over 40 years old: the renewal rate of major customers accounts for 60%% #### **C. Development potential** -Young employees: clarity of career planning and adaptability to rotation -Older employees: industry resource integration, strategic thinking contribution --- ### **3. Dynamic adjustment mechanism** -**Age range fluctuation**: Take 5-10 years as the interval to avoid rigidity (such as 25-35 years old, 36-45 years old, etc.). -**Personal exemption clause**: Employees are allowed to apply for evaluation criteria applicable to other age groups (such as older employees taking the initiative to undertake innovative projects). --- ### **4. Implementation precautions** -**Transparency rules**: Explain to all staff that the age factor is only one of the evaluation dimensions, and the weight does not exceed 20%-30% of the total score. -**Data verification**: Regularly analyze the performance distribution of employees of all ages to ensure that there is no systematic deviation. - **Ethics review**: It is recommended to introduce third-party HR consultants or lawyers to review standards. --- ### **5. Alternative proposal** If you are worried about the sensitivity of the age dimension, you can use **Career development stage** instead of physical age, for example： -Newcomer period (entry<3 years) -Backbone period (3-10 years) -Expert period (>10 years) This approach focuses more on ability than age itself. --- Ultimately, the success of the evaluation system depends on whether employees of all ages can feel treated fairly and have room for growth. It is recommended to pilot it on a small scale and collect employee feedback before fully promoting it.