Bert believes that the core work of performance management can not be separated from goal setting, evaluation and implementation and application of results. From the perspective of practical application, I suggest:

1. Goal setting: result-oriented (focus on outcome indicators, less on process indicators), highlight key points (usually the number of key performance indicators does not exceed 5), and quantify management (calculate the results based on target values as much as possible);

2. Appraisal execution: pay attention to the execution cost of front-line managers (that is, reasonably control the time and energy that front-line managers need to invest in employee performance appraisal), and avoid a one-size-fits-all management model (respect the work characteristics of different functional areas, and be more targeted in assessment cycle and assessment methods);

3. Application of the results: notification (whether the assessment results are good or bad, employees need to communicate and give feedback, and the human resources department needs to provide necessary guidance and help to the front-line managers in this respect), cash (the merits of performance need to be clearly reflected in the income level of employees), and expectations (in addition to direct material incentives, employees can expect good performance to become an important weight for their promotion and development);

I hope it helps you. Welcome to communicate more.