How to improve employees' understanding of performance management
First of all, we should strengthen employees' deep understanding of their posts.
The effective way is to write a job description, which is one of the achievements of organizational design, an important basis for setting performance appraisal indicators and the basic point of performance management. In private enterprises, this basic work is often ignored, and the responsibilities of each post are limited to oral agreement or simple written explanation, which is mostly maintained by habit and lacks clear definition. If this basic work is not done solidly, employees will be at a loss. Therefore, make a scientific and serious investigation and analysis of each position, obtain scientific and reliable data as much as possible, and form a job description. Then, employees in each position fully understand the process of job analysis, realize their position in the whole company organization, and then clarify their value and significance in the operation of the whole company, because the whole job analysis itself is a scientific system, a system that can be used for performance management and job changes, and provide employees with information related to salary management.
Secondly, it is to let every employee have a clear understanding of the company's business objectives.
In fact, in the process of private enterprise management, employees' sense of belonging is not very strong. Employees tend to focus only on the work at hand, especially those with lower positions. They are just executors, pay little attention to the strategic objectives of enterprise management, and are not clear about the future development direction of enterprises. They only look at how much salary they can earn, which will inevitably lead to a negative understanding of performance appraisal in the process of performance management and think that they are just deducting their own wages. Then in the process of enterprise management, it is necessary to publicize the strategic objectives and development plans of the enterprise to all employees, so that every employee can find his own development direction in the direction of enterprise development.
Finally, grasp the key KPI indicators of each position.
Not choosing too many indicators leads employees to be vague about the purpose of assessment, and even conflicts with assessment work. Due to the lack of talents and management advantages of private enterprises, especially in the period of rapid development, the scale of the company has expanded rapidly. When the scale is small, there is basically no talent reserve, and the basic management of enterprises is not solid. Therefore, we must be very careful when choosing performance appraisal indicators. There are many indicators that can be used for assessment. It is necessary to find out the performance goals that can drive value creation and judge their impact on enterprises. A comprehensive and detailed measurement index will not only increase the management cost and distract the attention of managers and employees, but also confuse the use of employees because of its complexity. This is another place that private enterprises need to pay attention to. When there is no assessment, the enterprise is in a state of no indicators. Speaking of assessment, I hate that I can't take everything I can think of into account. Therefore, grasping the key KPI indicators of each position can effectively transform the enterprise strategy into an assessable standard and performance system. Through the performance system, employees can be drawn and promoted, so that employees' behavior can be closely combined with enterprise strategy, thus transforming enterprise strategy into internal processes and activities, continuously improving the core competitiveness of enterprises and continuously achieving high efficiency.
Eight misunderstandings of performance management;
The misunderstanding of performance management is the most fundamental reason for the poor performance management of enterprises, and it is also the most difficult obstacle to break through. Enterprise managers often have the following misunderstandings or even misunderstandings about performance management:
1, performance management is a matter of human resources department, and has nothing to do with business department.
There are many such examples in the practice of enterprise performance management. Company leaders attach great importance to performance management, and the human resources department also makes great efforts to promote performance management. However, the leaders and employees of various departments don't know enough about performance management, and they always think that performance management is the business of human resources department or personnel department. Some business department managers think that filling in the performance appraisal form will affect normal business work; As a front-line leader, he doesn't want to participate in the performance appraisal of his subordinates and thinks that his evaluation is unfair; I always hope that the human resources department or an assessment team will assess employees. Under the influence of this idea, some departments, especially business departments, will passively respond to performance appraisal. If the company's execution is not strong enough, the performance appraisal of the business department will often be aborted first.
There are not a few people who think that "performance management is the business of human resources management department", and even some company decision-making leaders think so. So what is the deep-seated reason for this understanding? In fact, it is related to the development stage of the company and the ability and quality of employees. First of all, in the case of a small enterprise, business personnel play an important role in the company. Regardless of income or status, business personnel are more valued than functional personnel. Business people always think that performance management is a virtual thing, so performance management is not valued by business people. Secondly, business department managers with business background are often accustomed to simple and extensive management methods, and it will be very tired to collect assessment data and fill in performance appraisal forms regularly. At the same time, because they don't see the benefits brought by performance management, they will strongly resist performance appraisal; Third, business leaders often don't know the responsibilities of management. In fact, business department leaders should be more focused on management rather than specific business operations in essence, and should better motivate and guide their subordinates to run their businesses instead of doing it themselves. The basic functions of management are planning, organizing, leading and controlling, which will be reflected in all aspects of the performance management cycle.
The correct understanding should be that the human resources department is only the organization and coordination department of performance management, and managers at all levels are the protagonists of performance management. Managers at all levels are not only the object of performance management (the assessed), but also the person in charge of subordinates (the assessed).
How to change the above understanding of employee existence? First of all, we should instill in them to change the mentality of big salesmen and realize the importance of management; Secondly, managers should be trained in tools, methods and skills related to management, especially performance management, to improve their ability and quality and enterprise management level; Third, from the construction of corporate culture, strengthen the company's execution. As long as the company's decision-making leaders vigorously promote it, I believe that managers and employees at all levels will gradually accept performance management. With the deepening of performance management, managers and employees at all levels will benefit from performance management, and then performance management will also be valued by managers and employees at all levels.
2, performance management is performance appraisal, performance appraisal is to find fault with employees.
Many companies do not have a clear understanding of performance management when they start performance management projects. They believe that performance management is performance appraisal, which is a means to restrain and control employees. Increase employee pressure through performance appraisal, and unqualified performance appraisal is the reason for dismissing employees. Some enterprises blindly adopt the bottom elimination system. If the company's corporate culture, business characteristics and management level do not support this method, performance appraisal will naturally be resisted by employees.
In fact, performance management and performance appraisal are different, and performance appraisal is only a part of performance management. Performance management is a complete cycle, including performance planning, performance coaching and communication, performance evaluation and application of performance results. The purpose of performance management is not to pay performance pay and bonuses, nor to raise wages. These are all means. The purpose of performance management is to continuously improve the performance of organizations and individuals and ensure the realization of enterprise development goals. Performance evaluation is the most important part of performance management, and its purpose is to correctly evaluate the performance of organizations or individuals, so as to effectively motivate them. If performance management is effective, the above four links should be done well, otherwise the effect of performance improvement will not be achieved.
How to change the misconception that performance management is performance appraisal, and performance appraisal is finding fault?
First of all, let employees realize that performance management and performance appraisal will bring benefits. No matter performance management or performance appraisal, it will not harm the interests of managers and employees at all levels, on the contrary, it will promote the improvement of personal ability and quality, which is very critical in the increasingly fierce workplace competition. In fact, no organization will eliminate employees because there is no performance appraisal. Without performance appraisal, it does not mean that it is an iron rice bowl. Performance appraisal is a very effective communication medium between supervisors and subordinates. In the process of performance management, employees will get the guidance and support of the supervisor, and the feedback of performance appraisal results will let subordinates know their own shortcomings and deficiencies, thus improving their personal ability and professional level.
Secondly, it is necessary to strengthen the training of performance management tools, methods and skills for managers at all levels, so as to implement the work of performance planning, performance coaching and communication, performance appraisal and application of performance results.
3. Pay more attention to assessment and ignore work performance planning.
In the process of implementing performance management, many managers pay more attention to performance appraisal and pay less attention to the formulation of performance plan, which is a common problem in enterprises that try performance management for the first time. Performance planning is a process in which leaders and subordinates fully discuss what work to complete and what standards to achieve during the assessment period, and form a contract. What is the function of the performance plan?
First of all, the performance plan provides the basis for the performance evaluation of the organization and employees.
Performance management is a system consisting of performance planning, performance coaching implementation, performance evaluation and performance interview. Making a feasible performance plan is the first step and the most important link of performance management. When making a performance plan, at the end of the appraisal period, you can make an appraisal according to the performance plan made and promised by employees themselves. For organizations and individuals who successfully complete the performance plan, the performance appraisal will get excellent evaluation and reward. For organizations and individuals who have not completed their performance plans, the superior leaders should help their subordinates analyze the reasons for not completing their performance plans and help them make performance improvement plans.
Second, a scientific and reasonable performance plan ensures the realization of organizational and departmental goals.
Personal performance plan, departmental performance plan and organizational performance plan are interdependent and mutually supportive. On the one hand, individual performance plan supports departmental performance plan, and departmental performance plan supports the overall performance plan of the organization; On the other hand, the realization of organizational performance plan depends on the realization of departmental performance plan, and the realization of departmental performance plan depends on the realization of personal performance plan. In the process of making performance plans for organizations, departments and individuals, by coordinating resources from all sides, resources will be tilted to places that restrict the realization of organizational goals, thus promoting the realization of departmental and individual performance plans and ensuring the realization of organizational goals.
Third, the performance plan provides employees with the direction and goal of their efforts.
Performance plan includes performance appraisal indicators and weights, performance objectives and evaluation criteria. This puts forward specific and clear requirements and expectations for the work of departments and individuals, and also clearly expresses where departments and employees will be rewarded by the organization for their achievements. Under normal circumstances, departments and employees will choose the direction expected by the organization to work hard.
In the process of making performance plan, determining performance target is the core step, and how to make performance target scientifically and reasonably is of great significance to the successful implementation of performance management. It is difficult for many companies to conduct performance appraisal because the performance plan is unreasonable. If some employees set performance targets too high, no matter how hard they try, they can't reach them, and some employees set performance targets too low, which is actually unfair internally and will have a great impact on employees' enthusiasm. On the other hand, if the performance target is set too high or too low, the incentive effect of salary will be reduced, and the purpose of stimulating employees' enthusiasm cannot be achieved. It is very important to set reasonable and feasible performance targets, and a scientific and reasonable performance plan is the key to the success of performance management.
4, despise and ignore the role of performance coaching and communication.
Performance management emphasizes the interaction between managers and employees, and emphasizes that managers and employees form the same interest body, so managers and employees will work together to realize the performance plan. Performance coaching refers to the behavior that the immediate superior and other relevant personnel of the performance plan executor give instructions, guidance, training, support, supervision, rectification and encouragement to the executor through communication, exchange or providing opportunities to help the executor complete the performance plan. The necessity of performance coach communication lies in:
First, managers need to master the work progress of employees and improve their work performance.
Second, employees need managers to evaluate and guide their work.
Third, adjust the performance plan when necessary.
5, excessive pursuit of quantitative indicators, ignoring process assessment, denying the positive role of subjective factors in performance assessment.
Quantitative indicators play an important role in the performance appraisal index system and play an important role in ensuring the fairness and objectivity of performance appraisal results. However, quantitative assessment indicators do not mean that the assessment results must be fair and just, and the fairness and justice of assessment results do not necessarily need to be all quantitative indicators. Managers who require all quantitative assessment indicators are incompetent to some extent, indicating that they are unable to correctly evaluate the working status of their subordinates.
In the practice of enterprise performance management, many managers hope that all the evaluation index results can be calculated according to the formula. In fact, this is unrealistic. In a sense, managers avoid problems, which is also a lazy behavior of managers. Performance appraisal is not performance statistics, so we must give full play to the subjective initiative of the appraiser and make an objective and fair evaluation of the performance appraisal object according to the changes of the actual situation.
Why can't we all rely on quantitative indicators? Because an effective quantitative evaluation index must meet the following preconditions, if any preconditions do not exist, the fairness and impartiality of quantitative evaluation index will be questioned. In the practice of enterprise performance management, not all assessment indicators meet the following conditions.
First, quantitative assessment indicators must conform to the company's development strategy orientation; If the quantitative assessment index does not meet the company's development strategic objectives, it will definitely have the opposite effect; Many companies have a brain drain rate for the evaluation index of human resources department, and the definition of this index is very clear and scientific, and there are clear provisions on what is "key talent" and how to identify "brain drain". It is problematic to evaluate the human resources department with such an indicator. There are many reasons for the brain drain in key positions, and the "talents" who insist on going will not make any significant contribution to the company. It is more appropriate to assess the "turnover rate" of key positions than the "satisfaction rate" of key positions.
Second, the performance target setting of quantitative assessment indicators should be scientific and reasonable, and many factors such as internal conditions and external environment can be considered. If the goal setting is unreasonable and various factors and conditions are not fully considered, it will cause greater unfairness. In the practice of enterprise performance management, the key reason why many companies' performance appraisal can't persist in the end is that there is no substantive way to make performance goals fair and just.
Third, quantitative indicators can be clearly defined and accurately measured, data information is accurate and reliable, and the acquisition cost is limited. In fact, many financial reporting data under accounting standards still have a lot of room for "processing", so the reliability and effectiveness of many quantitative data will indeed be questioned.
Fourth, the completion of quantitative assessment indicators will not reduce the quality of work, otherwise it will have a very serious negative impact. It is long-term and far-reaching for organizations to meet the requirements of work quantity by reducing the quality of work.
Many companies have an evaluation index of "timely completion rate of training work" for human resources departments. Human resource managers who have practiced this indicator should know that no human resource department of a company can't complete such an assessment indicator. In fact, the completion of this assessment index is sometimes at the expense of the quality of work: the training conditions are not available, but after the training, the necessity and effect of training will be affected.
Since the application of quantitative indicators requires certain conditions, it is necessary to give full play to the important role of process indicators in the assessment and fully respect the subjective evaluation role of superiors in the assessment. In fact, no one knows the work status of subordinates better than the supervisor, and any competent leader knows the work performance status of subordinates very well, so it is inefficient to seek fairness and justice in performance appraisal with too complicated methods.
6. Ignore the guiding role of performance appraisal.
To achieve results in performance management, the most important thing is to achieve fairness and justice in performance appraisal and salary incentives. Only fairness and justice can convince people and promote the performance of individuals and organizations. However, the pursuit of fairness and justice in performance appraisal should be based on the strategic orientation of performance appraisal. The author once asked the manager of a department: "Can you effectively distinguish the performance of subordinates, which ones are excellent and which ones need improvement?" He is very confused about this problem. He said: "Some work hard, but the foundation is not very good, and the work effect is average; Some are bold in business, but sometimes the details are not handled in place; Some work results are average, but the use of computers is special, so it is really difficult to choose an excellent one. "
In fact, the manager's feelings are representative. As a manager, he is serious about performance appraisal, but there is still a gap in his understanding of performance management. In fact, the performance appraisal should reflect the strategic orientation, and the behavior that conforms to the strategic orientation of the company's development in a certain period of time should be rewarded. If the company has greater requirements for business development and innovation in this period, then it should encourage pioneering and innovative behavior; If the company's business development is under great pressure, then employees with excellent business should be encouraged. Therefore, performance management should consider strategic orientation, and the purpose of performance management is to improve performance.
There is also a common phenomenon in the practice of performance management, that is, trying to pursue the comprehensiveness and integrity of assessment indicators. The assessment indicators cover almost all the work of this position, and every detail lists the assessment requirements and standards in detail. Table 1- 1 is the energy supervision and evaluation index of a manufacturing group company to its subordinate companies. There are more than 60 evaluation indexes, many of which are 1 even 0.5, and the highest score is only 5. Such evaluation indicators can't highlight the key points, so they can't reflect the strategic orientation. What is particularly serious is that even if the most important indicator "energy-saving renovation project arranged by the group company" is not completed as scheduled, only 5 points are lost, and the subsidiary may still get more than 90 points, and even if the core work is not completed, there is still a chance to score more than 90 points. Will such a performance appraisal have any effect? Excessive pursuit of comprehensive and complete indicators will inevitably dilute the weight of core key performance indicators and greatly weaken the guiding role of performance appraisal.
7. Performance appraisal pays too much attention to results and ignores process control.
It is a very important aspect of performance appraisal to conduct fair and just assessment to motivate outstanding performers. However, performance appraisal is not only the last hindsight. It is an important aspect of performance appraisal to effectively supervise and control the implementation of performance plan through process appraisal, find existing problems in time and avoid greater losses.
8. Have unrealistic illusions about the effect of implementing performance management, and can't persevere.
Performance management is a process of gradual improvement. The achievement of performance management has a great relationship with the basic management level of enterprises, which can not be improved rapidly in a short time. Therefore, it is impossible for enterprises to solve all problems by implementing performance management, so don't expect too much from performance management.
Many enterprises fail to implement performance management because business leaders are eager for quick success and instant benefit, hoping to quickly change the status quo of enterprises through performance management, which is impossible in the short term.
Performance management will have a far-reaching impact on enterprises, but this impact is slow. Performance management affects the business philosophy of managers and employees at all levels in enterprises. At the same time, performance management plays a great role in promoting and motivating employees to improve their working methods and performance, but these changes are gradual, not overnight. Performance management will be effective as long as it persists, and the effect of performance management is gradually emerging.
Implementing performance management is the necessity of enterprise development. As long as we treat the role of performance management correctly and promote performance management from the actual situation of enterprises, the performance of organizations and individuals will be gradually improved, and finally the competitiveness of enterprises will be improved.
Content expansion:
On how to effectively motivate employees
First, the role of effective incentives
1, arouse the enthusiasm of employees
The goal of employee motivation must be closely related to the development strategy of the enterprise. The motivation to motivate employees is to try to let employees see the connection between their own needs and corporate goals, so that they are in a state of being motivated. Driven by this state, their efforts not only meet their personal needs, but also achieve their corporate goals by achieving certain work performance. Motivation plays a very important role in mobilizing employees' potential enthusiasm, enabling employees to achieve their work goals well and continuously improve their work performance.
2. Retain outstanding talents of enterprises.
Motivation exists in every link of human resource management, which embodies the value of employees and makes employees feel that there are new opportunities in the next step. When an employee's technology develops to the top, the enterprise can expand his work scope. Increase the workload, make his work challenging, make employees feel that he has a broad vision in the company and can learn endlessly, and also let them take administrative positions or special professional and technical positions in the corresponding positions, which not only makes them feel that the company attaches importance to them, but also gives them a platform to display their careers. Therefore, appropriate incentives have a great effect on employees' sense of belonging to the company.
Second, effective incentives should pay attention to the problem
1, the basic work must be improved.
Without scientific and perfect post planning and post analysis, it is difficult to ensure a fair and just evaluation of the work of people in different positions, and it is also difficult to establish an objective performance appraisal system. A good performance appraisal system will have a positive incentive effect on employees. On the contrary, improper performance appraisal will affect the enthusiasm of employees.
2. Spiritual encouragement cannot be ignored.
Many managers don't understand the importance of spiritual motivation to employees, and often ignore it, thinking that when subordinates understand my sincerity, the form is not so important. That was not the case. There are also most managers who think that it is natural for employees to do well and do right. Why praise them? As for doing something wrong or not doing it well, it is unforgivable and they must be criticized or scolded at once. You know, anyone wants to be praised, and anyone who gets the right praise will be motivated. Don't let time slip away, but seize any opportunity. The praise conveyed immediately can have a positive impact.
3. Incentive is not equal to reward.
Many managers simply think that incentives are rewards, so when designing incentive mechanisms, they often only consider positive incentives and despise constraints and punishments. Incentive in a complete sense should include two meanings: incentive and constraint, and reward and punishment are the unity of opposites. Incentives are not all encouragement, but also many negative incentives, such as fines, demotion, salary reduction and even elimination.
Rewarding failure is also an incentive.
Allowing failure is one of the typical characteristics of a positive innovation environment. Managers should let all employees who start a business but are frustrated by setbacks know that as long as their reasons and methods are correct, even if the result fails, it is worth encouraging.
Third, how to motivate effectively.
1. Adhere to people-oriented principle and treat employees sincerely.
Thomas peters once said: Excellent management is inseparable from people, and people's enthusiasm should be aroused with touching, simple and beautiful values. Managers should take employees as the center, satisfy employees' sense of belonging and achievement needs, listen to and understand their complaints, make them feel satisfied with their self-esteem and respect by allowing them to participate in the decision-making of enterprise development, working conditions and other major issues, and realize that their potential for continuous improvement is more important than setting goals. Only in this way, employees can concentrate on the organization, and the morale of the organization will certainly be improved and improved. For example, managers should have a formal conversation with employees every year to discuss what the work is this year, how many work goals there are, what the measurement standards are, what training they need to go through in order to achieve their goals, the development opportunities of employees, and what plans they have in the future, so as to help employees realize their wishes. Let everyone go out to study or train regularly, and employees will leave their posts. Whether traveling or studying, this is not only a team life, but also the welfare of the company. While learning to charge, you will also relax. This is also the company's recognition of employees, and employees will have a strong sense of belonging.
2, understand the needs of employees, targeted incentives.
Employees come into your company with their own needs. Only by understanding their needs can they effectively mobilize their enthusiasm. According to Maslow's demand theory, different employees or the same employee will have different needs at different times or in different environments. Therefore, when formulating and implementing incentive policies, we should first investigate what the real needs of each employee are, sort out and classify these needs, and then formulate corresponding incentive policies to help employees meet these needs. For example, young employees pay more attention to having autonomy and innovative working environment; Middle-aged employees pay more attention to the balance between work and private life and career development opportunities, while older employees pay more attention to job stability and share company profits. For management technicians, two career planning lines can be designed, one is administrative management line, the other is professional line, and several levels of channel design can be carried out for industrial workers. This requires our managers to be good at grasping the main contradictions and the leading needs of employees. Otherwise, motivation is an armchair strategist.
3. Establish a scientific and fair incentive mechanism.
Incentive system must embody the principle of fairness. Equity theory points out that a person's work motivation is not only influenced by his absolute remuneration, but also by his relative remuneration. Everyone will unconsciously compare their own labor vertically and horizontally. By comparison, see if you have been treated fairly. Thereby affecting your mood and work attitude. Therefore, before the introduction of the system, it is necessary to solicit the opinions of employees extensively, get the approval of most people, publish the system, and strictly implement it in the incentive.
4. Scientifically analyze enterprise posts.
Job analysis is the basis of enterprise salary management. The salary of each employee is closely linked to his own work, and the job content, job responsibilities and job requirements carried by the post match his value. This value is obtained through scientific methods and tools analysis, which can basically ensure the fairness and scientificity of salary and is also a necessary means to break egalitarianism. Moreover, you can also arrange job rotation to solve the job boredom that employees may get from doing a job for a long time, so that new jobs and new businesses can stimulate their new work enthusiasm.
5. Establish a scientific performance management system.
The management process of an enterprise is a process of accumulating and obtaining performance, including organizational performance, departmental performance and personal performance of employees. Judging from the present situation of enterprises in China. Performance management is still an obvious blank. Even if some enterprises implement performance management, they mostly stay at the level of performance appraisal or become a mere formality. Few enterprises really attach importance to performance management and scientifically promote performance management. Without performance management, it is difficult to reflect the fairness and incentive of salary. Therefore, enterprises should attach importance to performance management, seriously study the theory, methods and processes of performance management, scientifically understand performance management, and strive to promote the implementation of performance management in the organization. Let performance speak for itself, unify the thoughts of enterprise managers and employees on performance, give play to the dynamic role of performance management, and mobilize the enthusiasm of employees.
Understanding of performance management;
Performance management is a goal-oriented, hierarchical decomposition of strategic goals to be achieved by enterprises. Through the evaluation and analysis of employees' work performance and performance, we can improve employees' behavior in organizational work, give full play to employees' potential and enthusiasm, and better realize the goals of enterprises. Performance management is a circular process of planning, preparation, guidance and communication, which attaches importance to both results and behavior.
The performance management system mainly includes four stages: post classification, task index implementation and release, process inspection and supervision, result feedback and implementation. Only a performance management system with four indispensable links can operate effectively and support the development of enterprises.
The formulation of performance plan is the basic link of performance management. Without a reasonable performance plan, performance management is impossible. Performance coaching and communication are important links in performance management. If this link is not in place, performance management cannot be implemented. Performance appraisal is the core link of performance management, and if there is a problem in this link, performance management will bring serious negative impact; The application of performance results is the key to the effectiveness of performance management. If there is a problem with the incentive and restraint mechanism for employees, performance management will not be effective.
Performance management emphasizes the consistency of organizational goals and personal goals, and emphasizes the synchronous growth of organizations and individuals, forming a "win-win" situation; Performance management embodies the idea of "people-oriented", and managers and employees need to participate in all aspects of performance management.