在我们的日常生活、工作和学习中都少不了自我评价 ,而自我评价又能有效地激励我们,让我们保持“自我”的连贯性。下面是知猫文档的编辑“笨香蕉”为各位读者细心整理的季度考核自我评价，希望对你的写作有所帮助，更多内容可以点击首页获取哦，如您觉得文章不错还可以按住快捷键Ctrl+D收藏本网站，欢迎转发分享、复制、下载！
季度考核自我评价 第1篇
第四季度，财务部紧紧围绕机械集团公司年初职代会的工作中心，在为全公司供给优质服务的同时，认真组织会计核算，规范各项财务基础工作，并经过加强财务制度和财务内部控制制度的建设，站在财务管理和战略管理的角度，以成本为中心、资金为纽带，不断提高财务服务质量。严格遵守财务会计制度和税收法规。
一、严格遵守了财务会计制度和税收法规
认真履行了职责，组织会计核算财务部的主要职责是做好会计核算，进行了会计监督。财务部全体人员一向严格遵守国家财务会计制度、税收法规、xx集团总公司的财务制度及国家其他财经法律法规，认真履行财务部的工作职责。
从审核原始凭证、会计记账凭证的录入，到编制财务会计报表;从各项税费的计提到纳税申报、上缴;从资金计划的安排，到结算中心的统一调拨、支付等等，每位会计人员都勤勤恳恳、任劳任怨、努力做好本职工作，认真执行了企业会计制度，实现了会计信息收集、处理和传递的及时性、准确性。以实施新xx软件为契机。
二、以实施了新xx软件为契机，规范了各项财务基础工作
在经过两个月的20xx年度三套会计决算报告的编制后，财务部按新企业会计制度的要求着手进行了新20xx年财务会计模块的初始化工作。对会计科目、核算项目、部门的设置，会计报表的格式等均按照新企业会计制度的规定，并针对平时会计核算和报表编制中发现的问题和不足进行了改善和完善。如设置“制造费用”明细科目，并按该科目的费用项目进行了明细核算、归集和分配，费用的具体开支情景现已一目了然;规范“应交税金”科目的核算，如对增值税明细项目的月末结转、个人所得税的科目统一、现金流量项目的规范化;对收下属分公司的管理费用由以前冲减管理费用改为冲减制造费用，这样使管理费用和销售毛利率的反映更为合理、恰当;在配合固定资产实物管理部门对固定资产进行全面清理的基础上，《固定资产分类与代码》按照对固定资产编制了固定资产卡片类别代码，并在此基础上，完成了xx固定资产管理模块的初始化工作。
xx集团总公司要求在今年xx月份全面正式运行xxxx财务软件，而本集团公司财务部在xx月份就完全甩掉金蝶财务系统，正式运行xx，结束了长达半年之久的两套财务软件同时运行的局面。目前xx软件已正式与矿部相链接，并运行良好。
三、资金调控有序，合理控制了集团总体资金规模资金调控有序
上半年，随着原材料市场价格的持续上扬，而xx集团总公司销售价格制订相对迟缓，本集团公司资金一度吃紧。为此，财务部一方面及时与客户对账，加强销货款的及时回笼，在资金安排上，做到公正、透明，先急后缓;另一方面，根据集团公司经营方针与计划，合理地安排融资进度与额度，并针对工商银行借款利率上浮的情景，选择相对利率更低的农村信用联社贷款，以及经过向xx集团总部结算中心临时借款，以保证生产经营所需。这样，经过以资金为纽带的综合调控，促进了整个集团生产经营发展的有序进行。
四、加强财务会计制度建设，提高财务信息质量加强财务会计制度建设
财务部根据公司差旅费的实际执行情景，为进一步规范本集团公司工作人员差旅费开支行为、统一标准，制定了《xx机械集团工作人员差旅费开支规定》。为提高会计信息的质量，财务部制定了《xx机械集团会计报告竞赛考评办法》，对各母子公司的会计报表从报送时间及时性、数据准确性、报表格式规范化、完整性等方面做了比较系统的规定，从而逐步提高了会计信息的质量，为领导决策和管理者进行财务分析供给了可靠、有用的信息。平时财务部经过开展每周一次的交流会，解决上周工作中出现的问题，布置下周的主要工作，逐步规范各项会计行为，使会计工作的各个环节按必须的会计规则、程序有效地运行和控制。
五、制定了财务部各工作岗位职责
并进行自我评定制定财务部各工作岗位职责，为明确财务部会计人员各岗位的职责权限、工作分工和纪律要求，制定了会计人员岗位职责，同时要求各岗位会计人员根据本岗位的职责要求，进行工作总结，岗位评述和认定，对各自的工作提出提议、作出打算，并对自我的岗位写出每月工作规程备忘录。这样，强化了各岗位会计人员的职责感，加强了内部核算监督，促进了各岗位的交流、xx与团结。开展了以涉税业务和执行企业会计制度
六、开展了以涉税业务和执行企业会计制度、会计法及其他财经法律、及其他财经法律、法规的自查活动
为了规范财务行为，配合各级主管部门的稽查与审计工作，财务部组织了在本集团公司内的20xx年至20xx年的财务自查活动，对审计和自查中发现的问题及时地进行了整改，事后进行了交流，提高了会计人员的职业技能。
以上就是财务部第四季度的工作情景，第四季度已经过去，新的一个季度即将来临，在新的一个季度里我们争取把工作做得更好!
季度考核自我评价 第2篇
时光匆匆，20xx年的第一个季度就已经步入了尾声，比较去年的销售情景，今年有所提高，同时为全年的工作做了一个好的开头。在这个季度中，我对自我评价如下：
一、管理上
按照公司的工作计划，认真的做好管理工作，将公司今年的方向的调整和一些新的经营策略准确并且及时地传达给每一位员工，做好一个沟通的桥梁。
在每月的伊始，做好员工的动员，激起每一个人的斗志，充分发挥自我的表达本事，调动起员工的进取性。了解每一位员工的特点和长处，安排在适宜的岗位，团结起来，共同创造本店的辉煌。
在日常工作中以身作则，做好表率，身体力行的向员工表示在店里应当有的行为。同时做好培训工作，向员工灌输企业的文化，以xx公司为荣，在做事情的时候，要研究周到，从整体上出发。
二、工作上
经过不一样的渠道去了解市场上的动态，同行的信息，以及顾客在购物时的心理和对每一件服装的喜爱程度。孙子兵法云：“知己知彼，百战百胜。”这是具有相通性的，仅有了解对手，了解顾客，才能让我们的服装销售更加的具有针对性，避免错失机会，带来损失。
带领员工给顾客创造一个舒心的购物氛围，发挥每一位员工的主观能动性，使我们的销售业绩得到提高。首先就是使得店里的卫生环境得到顾客的认可，干净整洁;其次就是主动的询问客户，尽可能的满足他们的要求，使顾客从进店到离开都能坚持愉悦的心境。
三、学习上
应对工作上的事情，经历的越多就觉得自我越无知，需要经过不间断的学习来超越自我，提升自我。所以在第一季度中，我从未停止过学习。
市场在不断地变化，顾客的需求也更加的要求细节，在接下来的日子里，更多的挑战在等着我。经过第一季度的'总结，也看清了我在之后的工作中还有那些地方需要加强，那些地方继续坚持，为xx服装店创造出更加突出的业绩而努力。
季度考核自我评价 第3篇
转眼间，半年过去了。在这过去的六个月中，我已成功地实现了从一名学生向中国移动员工的转变。六个月之前，是中国移动选择了我，也是我选择了中国移动。从进公司的那一天起，我就不断地告诫自己，对自己一定要“高标准、严要求”。事实证明，在这极其充实的几个月中，我即辛苦又开心，收获很大，感悟很深。更重要的是我对自己能在这样一个快节奏、高效率、充满生机与活力的企业里工作而感到自豪。
回顾这几个月，我主要做了以下几项工作：
XX年下半年的主要工作
(一)营业厅的实习工作
移动营业厅是移动公司直接面向客户的一个窗口，在这里的工作人员就是移动的一线工作人员，直接与客户打交道，直接代表着移动的形象。在两个多月的营业厅前台实习中，我不仅看到了前台人员工作的认真和生活的激情，更是感受到那种以公司为家的强烈的责任心与归属感。具体而言，我不仅对前台的业务流程有了最基本的熟悉，而且对前台工作人员的职责有了更全面、深入地了解。业务方面，除了正常的收费、办理业务等工作外，接待用户、协调关系、化解矛盾、咨询、受理投诉等也发挥着重要作用;营业员工作职责方面，高水平的业务和协调工作的能力、较强的责任心、谦虚的工作态度、团队作战的精神、服务的热情等是衡量前台优秀员工的基本准则。这些都体现了中国移动需要什么样的员工。
感性认识上升到理性认识是认识论的的进一步升华。所以，在前台实习一段时间后，根据公司安排，我们参加了省公司新进员工的第四期培训。这次培训活动虽经历时间不长，仅有十来天，但内容丰富、形式灵活。既有理论学习，又有拓展训练。尤其是在领导讲座中，介绍的“中国移动需要什么样的员工”，让我铭记在心：1、强烈的创新意识;2、艰苦奋斗的精神;3、尽善尽美的追求;4、谦虚谨慎的态度。由此可见，只有我们移动的每一位员工发挥创新的主观能动性，并注意从我们身边的点滴做起，真正发挥自己的战斗力，才能为公司、社会做出应有的贡献。而在烈日炎炎下深入南山湖拓展训练基地，和同事们众志成城、攻城拔寨，使我明白了团队战斗力是无所不摧的——“只要战胜自己，你就赢了人生”。
(二)营销经理实习岗
进入十月份后，我们轮换到营销中心营销经理实习岗。总体而言，营销中心在整个公司的业务流程中处于关键地位，发挥着极其重要的功能。大家平时的工作既繁琐又忙碌，但都井然有序。经过近三个月的实习，让我感受颇多。
1.了解到营销经理的基本职责。
(1)认真学习中心每个月分解的营销任务，包括业务和服务。及时学习并掌握这些是最基本的要求之一。方式有多种，包括：
1)每天早上的晨会;
2)每个月的业务、服务培训会议;
3)省、市公司的相关电视电化会议。
(2)及时传达相关会议精神并协助、督促好营业厅的工作。
首先，月中例会为营销经理和店长们提供了最直接、最广泛的交流舞台。通过这次会议，营销经理可传达本月的业务指标和服务重点;其次，巡查工作是对营业厅的最直接的督导，并能及时了解到各营业厅的所需;最后，每周的数据通报明确了各个营业厅自身的进度，并为下期的工作提供了最强的动力。
(3)认真思考、及时反馈各期服务重点在执行过程中的状态。
通过每周的服务例会，所有与会人员，包括部门各位分管领导、自办厅班长、营销经理等，大家集思广益，充分发表意见并讨论，最后形成一些针对性、时效性很强的方法和措施。
2.了解到合格的营销经理所应具备的条件
(1)强烈的责任心
责任心是一种非常重要的素质，是做一名优秀的工作人员所必须的。责任心是做事情的标准之一，有责任心的人总是想把事情做得更好，而没责任心的人总不认真地去做事。
(2)灵活的引导力
引导力是对政策和方案实施的有力支撑，为实现目标提供了准确的方向和强大的动力。而灵活的方式更能使引导效果明显，它是检验你的工作是否优秀的重要标准。
(3)较强的执行力
执行力实际上包含执行人的理解力和执行的可操作性。对于一名营销人员来说，理解力是最基本的，而可操作性也不能纸上谈兵。即还没做，就开始讨论下发政策的优劣，困难的大小。这不是好的工作作风，我们绝不提倡。相反在做的过程中，如果我们发现问题，及时反馈并提供可行的建议，这才是表现较强执行力的良好方法。
3.认真实践营销经理的岗位
在经过约两个月的师傅帮带之后，中心根据要求统一安排我们独立管理相关营业厅的工作，主要负责xx、xxxx、xxxxx等营业厅的日常督导。在此过程中，我充分实践、积极思考，发现合作厅的日常督导工作较琐碎，且对执行力和时效性要求非常高，但这些我都能按要求认真完成。令我遗憾的是，反馈市场信息仍是我们工作中的薄弱一环。俗话说：“知彼知己，百战不殆”。搜集好市场信息，尤其是竞争对手的信息内容，并做好有效性分析、提出针对性方案，这是做好营销工作的最重要环节。但由于时间有限，感觉自己在这方面的工作力度还不够深入，没能更有效地摸索
出相关的重要方法和经验。在以后的工作中，如有机会一定认真加以弥补和完善。
季度考核自我评价 第4篇
本人自进入公司工作以来，我紧紧围绕公司的中心任务，立足化验室工作岗位，认真履行职责，任劳任怨的工作在这个岗位上，勤学苦练，努力工作，掌握了一定的技术，在领导和同事们的悉心关怀和指导下，通过自身的努力，各方面均取得一定的进步。现将我的'工作情况总结如下：
一、时刻加强自身学习，强化个人能力化验室工作影响环境问题，可靠的数据提供说话的依据。因此，做好化验室工作非常重要。我作为一名化验员，要想干好化验室的工作，就必须要强化学习，不断提高个人技能和业务素质。我们深入揭阳市污水处理厂实习研究，从中我学习了很多东西，也锻炼了自己。
二、认真实干、客观严谨作为一名化验员，始终以高度的责任心，在实际工作过程中本着客观、严谨、细致的原则，在日常的分析工作中做到实事求是、细心审核、勇于负责，严格执行化验室规章制度、仪器操作规程和相关的质量标准。对不真实、不合理的数据严格进行复查审核，确保数据正确不出问题。
三、加强安全教育，提高安全意识在实验室工作安全意识和环保意识相当重要。在实际工作中，我坚持抓安全毫不放松，积极探索更安全的途径，把安全做实做细。熟记各项安全措施，遇事不能慌。
四、工作态度与勤奋敬业我人诶爱自己的本职工作，正确认真对待每一项工作，在开展工作之前做好个人工作计划，按时按质的完成各项工作。热心为大家服务，认真遵守劳动纪律。在作风上，能遵章守纪、团结同事、务真求实、乐观上进，始终保持严谨认真的工作态度和一丝不苟的工作作风。最后总结这些日子来的工作，成绩和进步有目共睹，但在一些方面还存在着不足。比如有创造性的工作思路还不是很多，个别工作做的还不够完善，这有待在今后的工作中加以改进。以后在化验方面，我将认真学习各项业务技能和规章制度，努力使思想觉悟和工作效率提高，以适应更高更新的需要。我会用我的实际行动来证明我的能力！
季度考核自我评价 第5篇
In the use of direct superior performance evaluation system, the purpose of employee self-assessment is nothing more than two: 1, the fastest quantitative data sources can be quantified; 2, reflects the staff participation in performance appraisal; However, if the assessment of employees Assessment without a clear understanding of it, it will lead to significant deviation of the assessment results, or even We know that the performance appraisal may be a variety of errors, such as the different leaders of different personal scales, the average tendency, , then the self-assessment link, which led to the factors that lead to errors it?
First, the personality of each person is different from the self-assessment scale is very For example, some employees self-confidence, their own evaluation of high, some people feel inferior, their evaluation on the low In addition, some people pursue perfection, strict requirements on their own, and some others have passed, these two categories of people to their own scale certainly Also, some old employees of the company and colleagues know very clearly, scoring when its capability, and new employees do not know other people's shallow depth, to their scoring when there is not much reference to speak
Second, psychological research shows that most people are "Do not make a normal fool," an example of this book mentioned that we often hear a lot of people say that they "not on the phase", that is, according to the photos did not look In fact, the photo is an objective reflection of our appearance, and each of us in the mirror when it will be special (and may be unconscious or habitual) to choose the best angle, that is more than a layer of subjective Factors in it, which led to our look in the mirror look better than the So in fact, the staff part of the self-assessment on the provision of such a "mirror" to our staff to the beauty, this error which is
Third, the staff self-assessment of the score, the assessment will do a great impact on the Have the experience of "bargain" people know that if you see the stall on a package, and my heart that probably worth 100, but the mouth asking price, the boss said 500, if you really want this package, bigMost people only dare to 300 or 400 pieces to This is the so-called "anchor effect", the negotiation inside the "first offer, without anger in each other's situation, the higher the better" is the meaning, because the first bid will greatly grasp the initiative, so that the other psychological expectationsResulting in great Employee self-assessment actually gave the examiner a chance to take the lead in the bidder, and whether the assessment due to face or other considerations, are likely to be the "quote" effect, so that the assessment results We in the actual work of human resources, but also did find this phenomenon, a company several departments staff performance appraisal scores, without exception, no less than its self-rated
Based on the above analysis, we will find that the department leaders get the self-evaluation scores mixed with too many subjective factors, so that can not be filtered through technical means, and this score will have a great impact on the assessment; Confident employees have a high score, and sometimes due to the need for mandatory distribution, those who require their own strict, scoring low staff has become a victim, because their scoring low, the final score is difficult to be brought up In the assessment of the indicators can not quantify the more components, or different departments in different parts of the work of employees, the lack of uniform measure of the time, this situation is particularly
So, companies in the performance evaluation of the actual operation, how to solve these problems I mentioned above? Many people may be from the "increase the proportion of quantifiable indicators," "to strengthen the assessment and assessment of those who training, But in practice, it will only increase the workload and complexity of performance appraisal, implementation easier said than done? In fact, just look back to see the implementation of the two purposes of self-evaluation .Self-evaluation and implementation of self-evaluation, , We will find a simple solution: the relatively objective quantifiable indicators, the implementation of "employee self-evaluation", while maintaining a "fast data source" - in fact only data sources, but also embodied in the form "Employee participation"; and not to quantify the subjective evaluation of indicators, the assessment by the direct scoring, do not give employees self-evaluation (and thus in this link error)
We know that performance appraisal in human resources work is a huge project, the implementation of the highest cost, companies should seize the main contradiction, step by step, and in the initial stage, but not for the form of So is slightly Jun policy for some enterprises initially set up performance management system, simply cancel the self-evaluation session, thus avoiding the link error, but also to a certain extent reduce the workload and complexity of the assessment for the next Step smooth implementation of the well
Of course, the front said that the main business in the initial stage of performance management When companies meet the following conditions: First, the implementation of the more smooth performance management, implementation costs can be effectively controlled; Second, the formation of a good performance within the company culture, we understand the performance management is more uniform, their own evaluation More objective; Third, the department leaders generally have a clear understanding of the lower levels and independent judgments; we can think that enterprises have entered the advanced At this point to carry out a real staff self-assessment, it will further mobilize the enthusiasm of employees and the importance of performance, thus forming a virtuous circle of performance
季度考核自我评价 第6篇
In the use of direct superior performance evaluation system, the purpose of employee self-assessment is nothing more than two: 1, the fastest quantitative data sources can be quantified; 2, reflects the staff participation in performance appraisal; However, if the assessment of employees Assessment without a clear understanding of it, it will lead to significant deviation of the assessment results, or even failure. We know that the performance appraisal may be a variety of errors, such as the different leaders of different personal scales, the average tendency, etc., then the self-assessment link, which led to the factors that lead to errors it?
First, the personality of each person is different from the self-assessment scale is very different. For example, some employees self-confidence, their own evaluation of high, some people feel inferior, their evaluation on the low side. In addition, some people pursue perfection, strict requirements on their own, and some others have passed, these two categories of people to their own scale certainly different. Also, some old employees of the company and colleagues know very clearly, scoring when its capability, and new employees do not know other people's shallow depth, to their scoring when there is not much reference to speak of.
Second, psychological research shows that most people are overconfident."Do not make a normal fool," an example of this book mentioned that we often hear a lot of people say that they "not on the phase", that is, according to the photos did not look good. In fact, the photo is an objective reflection of our appearance, and each of us in the mirror when it will be special (and may be unconscious or habitual) to choose the best angle, that is more than a layer of subjective Factors in it, which led to our look in the mirror look better than the photos. So in fact, the staff part of the self-assessment on the provision of such a "mirror" to our staff to the beauty, this error which is self-evident.
Third, the staff self-assessment of the score, the assessment will do a great impact on the scoring. Have the experience of "bargain" people know that if you see the stall on a package, and my heart that probably worth 100, but the mouth asking price, the boss said 500, if you really want this package, bigMost people only dare to 300 or 400 pieces to cut. This is the so-called "anchor effect", the negotiation inside the "first offer, without anger in each other's situation, the higher the better" is the meaning, because the first bid will greatly grasp the initiative, so that the other psychological expectationsResulting in great changes. Employee self-assessment actually gave the examiner a chance to take the lead in the bidder, and whether the assessment due to face or other considerations, are likely to be the "quote" effect, so that the assessment results error. We in the actual work of human resources, but also did find this phenomenon, a company several departments staff performance appraisal scores, without exception, no less than its self-rated scores.
Based on the above analysis, we will find that the department leaders get the self-evaluation scores mixed with too many subjective factors, so that can not be filtered through technical means, and this score will have a great impact on the assessment; Confident employees have a high score, and sometimes due to the need for mandatory distribution, those who require their own strict, scoring low staff has become a victim, because their scoring low, the final score is difficult to be brought up leadership. In the assessment of the indicators can not quantify the more components, or different departments in different parts of the work of employees, the lack of uniform measure of the time, this situation is particularly serious.
So, companies in the performance evaluation of the actual operation, how to solve these problems I mentioned above? Many people may be from the "increase the proportion of quantifiable indicators," "to strengthen the assessment and assessment of those who training, But in practice, it will only increase the workload and complexity of performance appraisal, implementation easier said than done? In fact, just look back to see the implementation of the two purposes of self-evaluation .Self-evaluation and implementation of self-evaluation, , We will find a simple solution: the relatively objective quantifiable indicators, the implementation of "employee self-evaluation", while maintaining a "fast data source" - in fact only data sources, but also embodied in the form "Employee participation"; and not to quantify the subjective evaluation of indicators, the assessment by the direct scoring, do not give employees self-evaluation (and thus in this link error) opportunity.
We know that performance appraisal in human resources work is a huge project, the implementation of the highest cost, companies should seize the main contradiction, step by step, and in the initial stage, but not for the form of trapped. So is slightly Jun policy for some enterprises initially set up performance management system, simply cancel the self-evaluation session, thus avoiding the link error, but also to a certain extent reduce the workload and complexity of the assessment for the next Step smooth implementation of the well prepared.
Of course, the front said that the main business in the initial stage of performance management situation. When companies meet the following conditions: First, the implementation of the more smooth performance management, implementation costs can be effectively controlled; Second, the formation of a good performance within the company culture, we understand the performance management is more uniform, their own evaluation More objective; Third, the department leaders generally have a clear understanding of the lower levels and independent judgments; we can think that enterprises have entered the advanced stage. At this point to carry out a real staff self-assessment, it will further mobilize the enthusiasm of employees and the importance of performance, thus forming a virtuous circle of performance management.
