Human resources; Performance management; System construction problem
introduce
This paper discusses the human resource performance management system in detail by introducing competency model, introduces the relationship between competency and performance management, and makes a deep study on the performance management system, so as to improve the role of human resource performance management in enterprises and promote the development of enterprises.
1 human resource performance management system
Analysis on the formulation of 1. 1 performance standard
The main purpose of formulating performance standards is to make employees realize the real purpose of performance appraisal and familiarize them with the methods and standards of performance appraisal. From the perspective of human resource performance management system, the formulation of performance standards is the basic content of performance management. At the same time, the implementation of performance standards is an important guarantee to achieve performance management, and the responsibility is put on every employee to improve the enthusiasm of employees, thus creating greater benefits for enterprises.
1.2 performance appraisal analysis
With regard to performance evaluation, the human resource management system should formulate the following evaluation methods: ① Critical event method: In the process of performance evaluation, employees' contributions to the enterprise and losses to the enterprise should be comprehensively evaluated. ② Comprehensive assessment method: comprehensively evaluate the immediate superior of the assessed object, as well as the peers and related personnel, register and divide employees by means of score summary and index proportion ratio, and determine the performance assessment results. ③ Balanced scorecard method: This method mainly includes the relationship between post promotion, education and training, salary and benefits and employee scorecard, and closely manages them. On this basis, a set of management cycle is formed. Formulate appropriate reward and punishment measures to stimulate employees' potential and make employees create greater achievements for the enterprise.
2. Construction of human resource performance management system
2. 1 Relationship between ability and performance
2. 1. 1 concept
Up to now, many experts and scholars have analyzed the relationship between competence and performance from many angles and reached different conclusions. Among them, one scholar believes that the ultimate goal of evaluating the competence of enterprise employees is to improve the overall performance of enterprises. This is because the evaluation of competence has a far-reaching impact on enterprise performance from many angles. From the perspective of performance, competence refers to the employees with excellent performance in the enterprise, and it is the contribution made by employees to the enterprise. Competency can objectively measure employees in an enterprise, which mainly refers to the ability of employees to complete the work required by the enterprise and produce predictable behavioral characteristics pointing to work performance. It can be seen that competence mainly includes employees' behavioral characteristics, situational conditions and performance-related conditions.
2. 1.2 Relationship between competence and performance
Competency is closely related to the performance management system of human resources. Within the scope of enterprise human resource performance management, competence is mainly manifested in three aspects: ① Competence is closely related to the job performance of enterprise employees, and the performance of enterprise employees can be accurately predicted through competence. (2) Competency is relatively large with the task scenario in the enterprise, and has certain liquidity. ③ Competency features are highly recognizable. Ability to work among employees can be distinguished. All abilities meet these three aspects. Competency can accurately predict employees' future work ability, and can also be used as the basis for evaluating employees' performance.
2. 1.3 Performance Relationship with Competency Characteristics
Enterprises should understand the resources of employees, so as to closely combine their own resources with the goals of enterprises, form a unified goal, improve the overall ability of enterprises, and build the organizational core ability to improve high performance. Therefore, enterprises should adhere to the concept of "people-oriented" and focus on employees according to the actual situation of enterprises. Stimulate the potential of employees and let employees create more benefits for the enterprise. Based on the performance of enterprise employees' competence, the performance management of enterprise human resources is carried out to enhance the competence of the whole enterprise and create new performance breakthroughs. Achieve high-performance human resource management under competent conditions. At the same time, it also shows the close relationship between competence and human resource performance management.
2.2 capability model description
Competency model refers to the sum of competencies required by a specific task role, which means that the structure of competencies is based on the concept of competency. Competency model mainly includes two parts, namely: ① salient features, which are clear at a glance and more intuitive. For example: knowledge and skills, this remarkable feature is easier to understand and measure. This skill can be developed more easily through directional training. It does not play a decisive role in whether there will be excellent performance. (2) Deep-seated features, such as self-cognition, social role and social motivation, are not easy to show and cannot be directly displayed in front of human resources of enterprises. These all determine the behavior and performance of employees. Through the establishment of competency model, we can see the correlation between them, and its theoretical basis is iceberg model. The characteristics of competence can be divided into two aspects through description, namely: ① The characteristics of the surface layer, that is, the characteristics of the iceberg on the water surface as shown in the figure, are the floating parts in the figure, such as knowledge and behavior, which can be developed prominently through directional cultivation. ② Deep-seated features, that is, the underwater part of the iceberg in the picture, such as values, characteristics, internal driving force, etc. These are the unique personalities of enterprise employees, which are not conducive to development. But these are all important factors that determine the behavior of employees.
2.3 Set the goal of human resource management
In enterprises, the setting of human resource management objectives mainly includes two aspects, namely, the setting of work objectives and the setting of development objectives. The setting of work goals refers to the top-down goal setting process, through which the personal goals of employees can be effectively combined with the goals of enterprises. In this process, it should be noted that the goals of employees and enterprises should be consistent. Goals should be based on mutual trust. The goals set by enterprises should be simple and clear. Setting goals should follow the principle of "quantification". The construction of development goals and the setting of work goals should be carried out simultaneously. While setting work goals, we should also set development goals for employees' work behavior requirements, in other words, competency characteristics. If we want to set up the characteristics of ability and quality, we must establish the model of ability and quality. The competency model mainly includes the sum of the required abilities of the positions in the enterprise and the behavioral indicators of competency.
2.4 the establishment of human resources performance management evaluation system
2.4. 1 performance monitoring
There are four main ways to realize performance monitoring, namely: performance consultation, performance coaching, performance progress and review, and performance self-control. The realization of performance coaching is to record employees' performance in the enterprise, make a detailed analysis, find out the reasons for the deviation, and put forward some suggestions for these reasons to help employees improve their deficiencies and improve their work performance. In the process of effective counseling, managers should take the factors that affect employees' performance as the main research object and make a comprehensive analysis to realize performance consultation, development and control.
2.4.2 Quantitative proportion of performance
In the process of competency evaluation, the quantitative proportional result of performance is a very important influencing factor. Relevant appraisers can take competency model as the basis, and in the appraisal process, appraisers can monitor employees' behaviors and collect relevant data according to competency model. In this way, the performance results obtained are quantitative.
2.4.3 Performance feedback and evaluation
In enterprises, human resource managers should sort out effective data according to employees' evaluations and feed them back to employees. Conduct regular performance evaluation. Grasp the goals of work and development, promote communication and exchanges between superiors and subordinates, and combine these. Comprehensive evaluation of employees in the enterprise. And feedback the evaluation results in time. Advocate the importance of competence, guide the positive atmosphere among employees, make employees and enterprises develop in a strong direction, and realize the "win-win" between people and enterprises.
3 Conclusion
To sum up, in today's economic globalization, the construction of enterprise human resource performance management system can effectively enhance the competitiveness of enterprises in the market economy. The construction of performance management system plays an important role in enterprises. Through the concrete analysis of this paper, I hope to provide feasible reference for the performance management of human resources in enterprises in the future.
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