Managers often look for reasons for poor performance from employees. In fact, they should also reflect on whether the managers themselves have any problems in employing people, and whether they have given full play to their own strengths and employees' specialties. People are not good at employing people, and it is difficult to achieve good results. To achieve good performance, employing people is the first. Don't arrange a dog to climb a tree, and then blame it for not climbing well, because dogs are not good at climbing trees, and even the best dogs can hardly climb trees well. Instead, we should review whether an ordinary cat should be arranged to climb trees.

2. Strengthen training.

Training can improve the performance of employees, and then improve the performance of departments and the whole organization. What needs to be pointed out here is that the training is not arranged when the company has problems, nor is it only for those employees that the company thinks have problems. Or, like some companies, only cultivate excellent employees. In fact, the company's training should be carried out in a long-term, sustained and planned manner according to the needs of enterprises.

3, clear goals

Do we make employees understand that their job should be to sell first? Or service first? Or profit first? Or all three. If employees don't have clear work goals, they usually feel confused and disoriented. Of course, their work efficiency will be affected. At the same time, because employees are not guided by clear goals, their efforts will inevitably be different from the results that the company hopes to achieve.

4. Establish performance standards

Clear performance standards can make high-performance employees have a sense of accomplishment and know that they have met or exceeded the requirements of the company. The effect of this kind of achievement incentive is very obvious to higher-level managers or professionals. Clear performance standards can make employees who fail to meet the standards have a hard goal and know the gap between themselves and others, thus stimulating their enthusiasm for work and striving to achieve the work indicators. Note: Clear performance standards must be the basis of the company's salary payment to ensure the effectiveness of incentives.

5. Monitor performance evaluation in time.

The evaluation period can be one month, one quarter or one year. However, monitoring should be carried out anytime and anywhere. If the monitoring is not timely, it is certainly impossible to obtain comprehensive and objective first-hand information. It is easy to lead to the phenomenon of competing for performance before evaluation, so that "smart people" can take advantage of the loopholes and the evaluation is unfair.

6, timely feedback evaluation results.

When the results of performance appraisal just came out, it was the time when employees were most concerned about performance issues and also the time when they thought the most. At this time, the feedback efficiency is high, the employee participation is higher, and the effect is good, which is conducive to the timely improvement of some problems. If after this period, the appraiser and the appraiser put the appraisal aside, and the efficiency will definitely decrease; At the same time, employees will also have a bad impression on the company's evaluation, and will think that the company does not attach importance to evaluation. Since other work has already started, the feedback of evaluation will also take up working time, which will inevitably bring adverse effects to other work.