To be an excellent middle-level manager, you need to constantly improve your management quality. The middle managers of enterprises should grow up with enterprises, which has always been one of the core issues of enterprise human resource management. To grow together with enterprises, we must improve our self-cultivation. Lead by example, which is very necessary for establishing management authority. The second is to correct your character. Everyone's experience, personality and education are different. First, they must learn to adapt and integrate into the operation track of the enterprise. The personality of managers should be changed or even reshaped with the development of enterprises and the construction of corporate culture, rather than being arbitrary. With the development of enterprises, the difficulty of communication, coordination and management will continue to increase, which requires middle managers of enterprises to gradually get out of daily specific affairs and focus more on planning, implementation, communication, coordination, supervision, execution and feedback. Middle managers are required to constantly adjust their work direction and thinking, master and use advanced management concepts and means, manage their own departments and subordinates, and constantly improve their performance, so as to improve the performance of the whole enterprise and promote its sustainable development.

Based on years of personal experience and thinking accumulation, the author suggests that middle managers cultivate themselves from the following two aspects:

(a) How do middle managers manage themselves:

The middle managers of enterprises manage themselves well in three aspects:

1. Managers must be clear about their roles, correct their mentality, improve their abilities and adopt different management behaviors.

2. Managers should constantly improve their time management ability, improve work efficiency and do the most important things well.

3. Managers should constantly improve their self-awareness and improve themselves.

(B) how middle managers manage their subordinates:

The management of subordinates by middle managers in enterprises mainly includes four aspects:

1, correctly and effectively use management by objectives, and successfully achieve the goals of departments and subordinates.

2. Really master the performance management tools to improve the performance of departments and subordinates (continued letter online page).

3, scientific and reasonable use of incentives, do a good job in the personal management of employees.

4. Understand the advanced concept of team management, use team management skills appropriately, and lead departments and subordinates to make continuous progress.

Second, case analysis: How does an excellent middle manager do a good job in employee performance management?

Xinhua Company formulated a new performance management system last year. At the beginning of this year, performance appraisal indicators were determined according to various processes, and all employees were evaluated in the middle of this year. However, the results of performance appraisal are not as ideal as expected when the performance management system was formulated: the results of performance appraisal can not properly reflect the work performance of employees; The information of employees' working attitude and working ability presents a centralized trend; The training plans made by various departments according to the results of employee assessment are also very similar. . . . . .

Through investigation, it is found that the main reason is that the middle managers of the company do not attach importance to performance appraisal, and generally believe that performance appraisal is a matter for human resources departments. Carrying out performance appraisal increases their workload, affects their daily work, and is uncomfortable to communicate with subordinates on the assessment results.

So, how can middle managers do a good job in employee performance management?

First of all, middle managers should change their ideas. Enterprise performance management is not only the work of human resources department, but also an important management means for middle managers to achieve departmental goals, help subordinates improve their performance and carry out management work. Middle managers of enterprises must actively participate in enterprise performance management and make full use of performance management means in their own management work.

Secondly, middle managers of enterprises should define their roles in enterprise performance management, and middle managers of enterprises should play four roles in enterprise performance management:

Performance standard setter: fully communicate with subordinates when evaluating performance index standards;

Employee recorder: record the work performance of subordinates every day;

Employee performance appraiser: communicate with subordinates in the performance appraisal process, and finally determine the appraisal results of subordinates;

Consultants to improve employees' work: after obtaining the results of performance appraisal, put forward reasonable suggestions to subordinates, which can include the places that subordinates need to improve, the places that may need training, the future development direction and so on.

The middle managers of enterprises are the promoters of enterprise performance management, and also the practitioners who can conduct performance appraisal fairly in the end. They are definitely not bystanders. In the whole process of performance management, middle managers can communicate with employees deeply and pertinently, and only enterprise managers can make a relatively objective response to the real situation of employees.

Third, middle managers in enterprises should improve their performance management ability while changing their concepts and defining their roles. According to your role, use management methods appropriately to achieve your work goals.

Performance standard setter

Before the performance appraisal begins, it is a prerequisite to formulate assessment indicators and indicator standards. By formulating reasonable assessment indicators and index standards, on the one hand, the company's strategic objectives can be fully subdivided into each position; On the other hand, determining the assessment index and index standard can make employees clear their work priorities and goals, so as to better accomplish their goals.

The human resources department of the company or the superior performance appraisal decision-making body can determine the performance appraisal indicators of each position according to the company's strategic objectives and responsibilities of each position. At the same time, according to the company's strategic objectives, we can formulate guiding assessment indicators. However, the evaluation index standards formulated by the decision-making level are not necessarily reasonable. At this time, middle managers and employees need to communicate, and finally determine the evaluation index standard according to the actual situation and the company's strategic goals. Through communication, employees can have a deeper understanding of the company's strategic objectives, make their work priorities clearer, and at the same time, they can greatly reduce their resistance, improve the company's morale and increase the effectiveness of the company's performance management.

Employee performance recorder

A very important principle of performance management is that in the year-end assessment, middle managers and employees should not have unexpected differences in their views and judgments on some issues. Usually, a very important reason why middle managers are afraid to communicate with employees on the results of performance appraisal is that they are afraid that their judgments on some issues are inconsistent with employees. Middle-level managers are afraid of inconsistency, because his own evaluation of subordinates has no bottom-he never leaves evidence for the performance of some employees.

In order to avoid this situation and make performance management more natural and harmonious, it is necessary for middle managers to record employees' usual performance. Record the details of employees' performance, form a performance management document as the basis for year-end assessment, and ensure that the performance assessment is well-founded and fair. It is more natural to communicate with employees in performance appraisal.

Employee performance evaluator

A very important link in performance management is performance appraisal, which evaluates the information of employees' work performance, work ability and work attitude in a certain appraisal period, and finally draws a conclusion. Performance appraisal is definitely more than just filling out a performance appraisal form. Performance appraisal is a good communication opportunity between middle managers and subordinates. Through communication, middle managers can finally determine the assessment results of their subordinates.

Staff job improvement consultant

In the performance management system, the consultant role of middle managers is a crucial link. Whether the role of middle managers is put in place or not largely determines the effect of performance management.

The purpose of performance management is to improve the overall performance of the company and the performance and ability of employees through performance appraisal. The role of middle managers as consultants after performance appraisal can make employees clear their strengths and weaknesses, the direction for improvement, the training they need to attend and the possible career development opportunities in the company. Through the advice of middle managers, employees can improve their abilities in a planned way. Finally, the performance of the whole company was improved.

It is believed that only by attaching importance to the role of middle managers in performance management, changing ideas and improving performance management ability can the effect of enterprise performance management be improved. It is possible for enterprises to gain the ability of longer-term development.