I can't remember the content clearly, but the biggest gain for me is as follows:

The lecturer asked me:

Have you read so-and-so book?

Yes, I do.

How many times have you read it?

Okay, how many more times? I only read it once, but I remember the general content, but I don't know much about it.

He said that I watched it ten times, and every time I watched it, I got something. There are not many books, but they are good. Absorb its essence is your own.

And still!

I have been working on a performance evaluation system recently. I always think that managing people is more complicated than doing skills, because I am not complicated and don't want to be so tired. There was a lot of confusion in the process, so I searched some information and found this on the Himalayas, which gave me a deep understanding of the point of view. It turns out that people have summed up their experience and relieved me of many puzzles. It is much more scientific when applied to practical operation. This year's quarterly performance appraisal is very scientific and there is no objection. From interviews with employees, I also realized that I am convinced of both praise and criticism, and I am willing to reach an understanding of * * *, which should be inspiring. And I personally learned more from it and made great progress. So I listened to it again and again, all on the way to and from work, recording my own experience while listening for future reference. Taking notes is a good habit.

-Here's the gorgeous dividing line for getting down to business-

Target decomposition and performance appraisal? Zhang Wen, author of the textbook "The True Trajectory of Goals"

1. Premise of performance management

2. The purpose and significance of performance management

3. How to set skill goals?

4. Basic procedures of performance management

1.80% of the performance appraisal is based on the planned appraisal form, which is objective and the performance must be calculated.

2. Attitude assessment 20% (daily work, process, etc.). )

Work performance and work performance are scored separately, and finally the total score is calculated.

Attitude assessment and performance assessment are scored separately.

When grading your attitude, keep your performance secret. Prevent the supervisor from adjusting.

How to normalize subjective scores, whether to rank them and then distribute them normally.

Each item is scored separately, and then classified and classified, and then classified and sorted. Then the normal distribution is given. The weight is 20 points.

The total score is not graded by score, but by department ranking and normal distribution.

My question is how to evaluate the workload. First of all, it is the responsibility of management, not hard work.

1.80% of the performance appraisal is based on the planned appraisal form, which is objective.

2. Attitude assessment 20% (daily work, process, etc.). )

3. Work ability, without assessment, is reflected in performance and cannot be assessed, as long as it is assessed every year for career development.

1. Premises of performance management: first-class project, perfect system (different assessment methods are adopted for different functions) and simple (perfect internal system and simple external performance).

2. Purpose and significance of performance management: short-term effect of capital strategy, medium-term effect of technology strategy and long-term effect of human resource strategy (performance appraisal). The rate of return is closely and positively related to performance appraisal.

Complete personal job responsibilities, an aspect of key performance quality, in exchange for basic salary; The exchange of performance pay is another aspect of key performance quality to achieve personal annual goals.

Functional departments have job responsibilities, and no individual's annual goals are unclear, unclear and unquantified. How to be clear, definite and quantitative?

This lesson mainly studies non-quantitative departments, non-quantitative posts and non-quantitative work.

Lecture 6

Management skills: communication, authorization, teamwork, motivation, etc. They are icing on the cake, and the methods vary from person to person and from thing to thing. Can't decide the nature of management. The most important thing is management. As long as you master the way of management, it doesn't matter what method you use.

Management: first, learn to be a man and be really good for employees; Second, learn performance management. The most fundamental purpose of an enterprise is to make money, and only performance management can directly link enterprise goals with personal goals.

To improve performance, we must first establish a performance culture:

Take performance management as the key link. Only look at performance contribution, not hard work qualifications. Play the hero.

Lecture 7

To maximize the benefits of enterprises, one is technological innovation, and the other is to motivate as many employees as possible.

The goal of performance management is to motivate as many employees as possible.

Reasonable quantification, in order to cover everything, blindly quantify, the result conforms to this and does not conform to that, which will become a deduction item and dampen the enthusiasm of employees.

Don't pursue fairness, justice and openness. There is no absolute fairness and justice because expectations are different. Don't make it public, or you will not keep up with the competition.

Lecture 9

The goal of performance management is to motivate as many employees as possible. So don't pursue fairness and justice, just pursue moderate quantification, rationality and harmony.

Appropriate quantification ensures rationality, 50% motivation, 30% motivation after performance interview ensures harmony, and a total of 80% motivation.

Not for assessment, not for bonus, not for evaluating employees, not for evaluating advanced.

The most important goal of evaluation is to motivate as many employees as possible. It is a good method to motivate as many employees as possible, but it is not a good method not to motivate as many employees as possible. Use this standard to evaluate the assessment method.

With the above evaluation, the conclusion is that 360-degree evaluation is dehumanizing, which makes us forget who we serve and who we are responsible for. Employees are responsible to the supervisor and the first level is responsible to the first level. Instead of being responsible for everyone.

Lecture 1 1

3. Skills (how to set goals)

Five essential skills of performance management:

Tip 1: Set goals and balance assessment workload.

Skill 2, Assessment and Evaluation

Tip 3: Feedback consultation

Tip 4: Performance interview

Skill five, the skill of making development plans

quantify

Goal setting is more important than performance appraisal.

The goal setting is strict, the assessment is easy, employees can calculate their own scores, which is similar to that calculated by the supervisor, and there is no dispute in the assessment stage. If the goal setting is not strict, it will be difficult to go to heaven during the assessment. Because the scores are very different. Put the dispute from the evaluation stage to the goal setting stage.

Lecture 12

The purpose of goal setting is to achieve such an effect, employees can calculate their own scores, similar to those calculated by supervisors, and there can be no controversy in the assessment stage.

Lecture 13

Five tables:

Table 1 year of work responsibility

Table 2 Work tasks

Table 3 Performance of enterprise values, behaviors and work attitudes

Table 4 Personal Development Plan

Table 5 Annual Summary of Annual Plan

Lecture 13- 14

What is the responsibility, qualitative, to what extent is the goal, quantitative, and how is the plan done.

Responsibility has no clear goal and the assessment method is not clear, so it cannot be assessed, but it is the source of the goal.

There are many job responsibilities, and the main responsibilities of the post are the annual key work, no more than eight. The main responsibility is to aim at the main pulse and ensure that it does not deviate from the main direction.

Management by objectives is result management, not process management. Management by objectives has process management, but it is not the main one, but the additional one.

The responsibility is over, and the next point is how to write the goal.

15 irrelevant

Lecture 16

When will the bonus be paid and assessed? Evaluation must be linked to incentives. Assessment cannot be equated with deduction of money, otherwise it would be self-contradictory. The bottom line of assessment is that rewards and punishments are clear.

No one likes the feeling of withholding money, but they are proud when they know they are wrong. Therefore, it is necessary to hide the people who have been detained and publicize the people who have been rewarded to motivate them.

Lecture 16- 17

The definition of the goal, the benchmark that the eye can see. The goal is visible, what you want to achieve, what you can do, written on paper, a bit challenging, the reality is that you can get it by jumping. Too simple is not the goal. Mengniu focuses on making milk and ice cream. What you can do is not exactly the goal, you should be professional.

Target source: responsibilities, customer needs, tasks assigned by superiors.

The measure of the goal,

Lecture 18

Principles of goal writing

This lesson focuses on how to evaluate all non-quantitative indicators.

* * * The principle of writing goals is to quantify as much as possible, not as much as possible. Try to be concise. ***

* * * cocoon reeling, pointing to the target * * *

If you can't see the heart, you can check it with an electrocardiogram.

There is no way to directly point to the target work and non-quantitative work, so we can find a tool to refine and evaluate the target.

For example, the assessment of training is divided into content and teaching materials. The content is divided into whether the teacher speaks well and how practical it is, and then the teacher can use the satisfaction of the students to refine whether the teacher speaks well and how practical it is, and whether it is applied to the work within six months. Conduct an evaluation.

Lecture 19

How to assess clerks?

The goal of a clerk comes from his duties, which include answering the phone, sending and receiving documents, visiting and receiving, and typing. What is the most important evaluation of each project?

How to assess all non-quantitative indicators? Quantify energy as much as possible, but not as much as possible. Try to streamline, if streamlining fails, continue to streamline, continue to streamline. Finally, it can be quantified.

Adjectives can never be used as assessment criteria.

Lecture 20

Finance, signing contracts, repeating work every day, exactly the same. As long as there is no mistake in the assessment, try to treat such a position as a process.

Good goals are smart.

Four key points of target management: 1. The goal is based on things, and the final result is that result management is not process management; 2. Based on important objectives, the weight shall not be less than 5%; 3. Big goals should be refined quarterly and monthly; 4. After refinement, each goal should be assessed with the most important key indicators, and not all indicators are particularly important. Otherwise, it will increase or decrease, which is not conducive to the assessment. Such as typing speed and error rate, the latter is the main one.

Key indicators are particularly important. This means that the company's key indicators are called KPI key performance indicators.

Please note that each goal has key indicators, and the most critical indicators should be evaluated.

Lecture 2 1

There are too many indicators, which are difficult for ordinary people to satisfy and evaluate. For example, girls looking for a partner are not demanding, but there are too many indicators.

Only the key indicators are assessed, and some indicators can be ignored, so don't cover everything. Mengniu only needs turnover and tonnage to determine its status.

Don't be reluctant to delete the target, as long as it is not a key indicator, it should be "deleted"

Don't be greedy for too many goals: When many enterprises implement management by objectives, they set goals in a comprehensive way, thinking that there are too many goals that conform to the SMART principle, for fear that there will be twenty or thirty final goals. In fact, they can learn from the "20/80 principle" and choose the five most valuable goals, with no more than eight as the most important goals.

Three sources of the target, other contents that should not be filled in:

First of all, responsibility

Second, assigned by the superior

Third, the needs and expectations of customers.

Lecture 22

* * * What is a good goal: * * *

Ask three questions about employee goals, and any answer is no, which is not a good goal. Delete or rewrite.

Can you check it? Which of the five criteria does it meet? Is it a key indicator?

Five criteria of target assessment: quantity, quality, cost, time and customer (superior) evaluation.

For example, the evaluation index of computer maintenance post: 1.24 hours, 2. Repair rate does not exceed 5%, 3. The principle of saving money for each maintenance.

Lecture 23

Whether the goal is appropriate: there are three data, superior expectation, historical data and peer data.

Lecture 23

Goal setting process:

1. Division meeting work assignment

2. To be filled in by employees

3. Collect and evaluate a balanced workload

4. Evaluation criteria

5. Mutual recognition

Lecture 24

Fill in the quarterly plan evaluation form,

Main tasks of the quarter: only three items can be filled in: source, responsibility, superior and customer. The main work should not exceed six, and the daily work does not need to be written on it (the daily work company has already given you money).

Appraisal Criteria: Only five target criteria and appraisal criteria can be filled in.

Weight: it refers to importance rather than workload.

Support and resources only need four kinds of resources: human resources, financial resources and property rights.

Participants: there are only two, the project leader and the dotted line superior.

Cadres need 20-40% weight in management, motivation, team building, system building, team building and management, and personnel training.

Lecture 25

1. The assessment standard must be writing the result rather than the process, reflecting the final value. 2. Non-quantitative assessment indicators, such as time and quantity, can be used as key indicators (otherwise employees will be opportunistic), and the most important thing is the quality of the results. 3. There are no more than six major tasks per month, and less than 5% are not written, but as daily work.

The assessment criteria are the most difficult to fill in, and the following methods can be adopted.

The evaluation criteria of non-quantitative indicators are backward: each indicator has five criteria: quantity, quality, cost, time and customer (superior) evaluation, depending on whether it is a key indicator or not. The quality standards of non-quantitative indicators are generally: office meeting approval, superior signature and employee satisfaction.

Lecture 26

The goals set by employees are calculated by themselves, which is similar to that calculated by the supervisor.

Goal setting should have a small tail behind each indicator and a scoring standard.

Lecture 26

The difference between department manager's responsibility and department responsibility. Who is more responsible? The responsibility of the department is only for things, not people, and the responsibility of the department manager is both for things and for people. It should not be confused, and a mature evaluation should separate the two. You don't have to be apart from the beginning.

* * * Target assessment is result assessment, and management process control should be separated from target assessment. Management process assessment mainly examines the relevant frequency, that is, performance assessment. Individual steps do not belong to the goal responsibility, and the process should not have anything to do with the goal, but should be distinguished.

Lecture 27

The function of management by objectives: reflect the results, evaluate, manage daily, guide improvement and motivate employees.

Target management procedures: target setting, target execution, target evaluation and target improvement.

Management by objectives: Management by objectives is daily management. Be sure to write it on paper. Setting clear goals is part of daily management, not extra work or formalism.

Different departments adopt different assessment methods and the system is perfect.

Business departments use the target assessment system to plan the assessment form.

Financial signature, safety and cleanliness, using process evaluation method.

The technology research and development department adopts the assessment system of project management. Use PMP milestones as evaluation points. Need to learn PMP performance appraisal.

Lecture 28

Project management milestones are used as assessment points, and bonus days of functional departments are used as cash points.

Lecture 29

How to evaluate performance

Be sure to interview.

Why performance appraisal: bring team ability, build trust, motivate employees and communicate deeply.

Steps of performance appraisal: preparation, assessment, rewards and punishments.

Collect the completion of the target

Collect work performance, work attitude and scores.

Lecture 30

Target work, daily work (work attitude evaluation)

1. 80% of the performance appraisal is based on the planned appraisal form and is objective. Performance must be calculated.

2. Attitude assessment 20% (daily work, process, etc.). )

Work performance and work performance are scored separately, and finally the total score is calculated.

Attitude assessment and performance are scored separately. When grading your attitude, keep your performance secret. Prevent the supervisor from adjusting.

Work attitude affects the team, and the daily work is not included in the performance appraisal, but depends on the work attitude. Otherwise, employees will be opportunistic, only doing assessment indicators, not doing daily work.

3. Work ability, without assessment, is reflected in performance and cannot be assessed, as long as it is assessed every year for career development.

Lecture 3 1

Each department of R&D takes the project management milestone as the assessment point, and the bonus day of the functional department as the cash point.

Lecture 32

Performance appraisal must be face to face and in-depth communication.

Responsibilities of managers: formulate assessment methods, determine assessment elements, conduct in-depth communication, conduct performance interviews, provide performance guidance and develop plans.

Lecture 34

Work attitude: supervisor 10, internal customer 10.

Work attitude is divided into several dimensions: responsibility, initiative, team spirit and execution. Has the workload been added to the assessment? Put it in the work attitude as a positive reference.

Work attitude assessment, typical events as a reference.

In view of work attitude, we can hold a meeting to discuss it before the performance score (to prevent the attitude score from being adjusted with the performance), first make a qualitative score for each group, and then judge the score according to the ranking order. Forcibly distribute the scores according to the normal distribution.

Lecture 35

High score and low score analysis, refining praise and improvement.

Incentive interview is very important to motivate employees and improve their promotion.

Interview skills:

Don't put it in the manager's office, there should be a harmonious atmosphere.

More than half an hour, in-depth communication.

You should be prepared in advance for the interview and have a peaceful mind. High score and low score analysis, refining praise and improvement.

Talk about behavior, don't talk about personality, don't talk about people.

The two sides communicate, listen to employees' opinions and encourage employees to speak.

Talk: talk about performance, performance, goals and improvement.

Lecture 36

Standardization of Fractional Normal Distribution

Sort by score and force normal distribution.

To prevent differences between leaders of different departments, the standards are different. Some people give high marks, while others give low marks.

Lecture 37

The secret of performance appraisal is to find the pain point of salary, incentive, reward and punishment through interview. Resolutely oppose departmental mutual evaluation and performance appraisal committees to determine departmental coefficients. Because they come from different departments and want to manage their own departments. Department coefficient (the importance of different departments), who is ahead will score. The weighted average of department coefficients is not greater than 1.

Lecture 38

Lecture 39

Bonus coefficient = personal coefficient * department coefficient.

If there is no data on the performance score, take the average score and get a 10% discount.