Firstly, the necessity of performance management is comprehensively analyzed.
As a management tool, performance management has its applicability. Every enterprise should not blindly implement performance management because of different scales, different stages of development, different members, different employees and values. Under the influence of the same culture and values of the company, employees' own goals are consciously consistent with the company's goals, and under the overall strategy of the company, the phased goals can be successfully completed. In the short term, it is not appropriate to intervene in performance management and break the original balance. At this time, the way for the company to improve its performance is the training and career guidance for its employees. For example, many enterprises have this feature in the initial stage of enterprises. If the company's performance is insufficient, the employee's performance is stagnant or declining, and the enterprise begins to have performance management requirements, the enterprise should start thinking about intervening in the implementation of performance management.
Second, provide organizational guarantee for performance management.
At present, the failure of management performance of many enterprises is due to the failure of various performance measures that have been trying to advance smoothly. One of the main reasons is that performance management has not been continuously supported by managers, and the HR department is independently responsible for performance management. It is suggested to set up a performance management promotion committee led by the human resources department, with the participation of department managers and relevant vice presidents, and report directly to the general manager in order to obtain continuous support from the management. The distinct systematicness of performance management inevitably involves all departments of the enterprise, even every employee. Although performance management pursues the common development of enterprises and employees, it breaks and redistributes the balance of interests from a local perspective, which will cause conflicts between departmental organizations and individual employees. It is particularly important for the smooth progress of performance management to coordinate the relationship between various departments through the performance management Committee and finally reach a consistent goal.
Third, the design of performance management system.
First of all, it is necessary to systematically decompose the previous performance management, management and performance management feedback links, and formulate a closed-loop process of performance management. This is the premise of successfully promoting performance management. Secondly, it is the process of deduction and decomposition of the overall strategy, the process of employee behavior focusing on strategy, and an interactive choice. Third, choose an appropriate performance evaluation method. There are many methods of performance management, such as KPI, BSC, 360-degree feedback evaluation, EVA and so on. In fact, there is no difference between these methods, but the emphasis is different. It is not that the emerging performance evaluation method is the best. According to the specific situation of enterprises, we should treat them differently and choose the most suitable method. Finally, it is necessary to clarify the dynamic cycle and management procedures of performance management, which is necessary for the phased summary and continuous improvement of performance management.
Fourthly, performance management is an interactive process among organizations, departments and employees.
Performance management is not the control of a single employee or a single department, but the continuous improvement of cooperation and consistency, which is the requirement of individual and organizational development of employees. This requires enterprises to establish a mutual trust relationship with employees when implementing performance management. First of all, they should strengthen the propaganda of the purpose of performance management in order to gain the support of all employees. Second, fully communicate with employees on performance standards and assessment contents, and reach an agreement on performance management; Third, in the process of performance management, continuous problem feedback; Fourth, after the phased summary, do a good job in performance interview; The fifth is to strengthen the feedback of performance improvement.
Fifth, pay attention to the key role of performance interview.
As an important link in the process of performance management, performance interview plays an important role in achieving the purpose of performance management. Through interviews, organizations and individuals agree on the results of performance evaluation. Face-to-face interviews can create a harmonious atmosphere, better understand employees' fundamental views on performance appraisal results, be more easily accepted by employees when affirming their advantages, especially pointing out their shortcomings, and understand the resources and support they need through discussions between the two sides, so as to make improvement plans acceptable to both sides. Before the performance interview, the interviewer must determine the best interview time and occasion, especially to make full preparations for the interview, use exploratory questions for the purpose of providing help, pay attention to listening, and eliminate the self-defense psychology of the examinee. This point is often ignored in enterprise practice. Some enterprises do not conduct performance interviews at all, while others conduct performance interviews. Because they can't grasp the above problems, the interview can't achieve the expected purpose, and what's more, it causes opposition and conflict.
Sixth, carefully handle the error of performance evaluation.
Performance evaluation in performance management often adopts a combination of quantitative and qualitative methods, which will have a serious impact on performance evaluation results due to personal prejudice, leniency tendency, halo effect, logical errors and recent deviations. If it is not controlled, the objectivity and fairness of the evaluation results will not be guaranteed, which will lead to conflicts within the organization and make the performance management work a complete failure. Therefore, we must attach great importance to the prevention of evaluation errors before, during and after performance evaluation. Before evaluation, the evaluator should be trained in evaluation standards, contents, methods and procedures, and have a correct attitude. In the evaluation, the evaluator and the evaluated should have an interview opportunity and do a good job of communication between the two sides. After the evaluation, there should be feedback and appeal procedures.
Seventh, performance management should be adapted to the reward and punishment system.
First of all, the salary structure of an enterprise should not only meet the needs of ensuring the stability of the organizational structure of the enterprise, but also contain dynamic content, which can flexibly respond to the changes in the performance of enterprises and individuals. For example, the establishment of performance pay components enables organizations to use performance pay as an incentive tool to support the realization of performance management objectives. Secondly, the promotion system in enterprises is related to performance results, which makes personal career development adapt to the continuous improvement of performance. Develop multi-channel broadband promotion channels so that employees with outstanding performance improvement can have promotion channels. Finally, in the process of performance management, we should set up typical employees with outstanding performance in time, and provide a clear direction for performance management by setting benchmarks and examples.
Eighth, expand the application scope of performance evaluation results.
Making full use of the results of performance evaluation is an important part of performance management. Through the application of evaluation results, it also provides support for other parts of performance management According to the characteristics of performance evaluation results, it is applied to human resource planning, recruitment and selection, human resource development, salary scheme design and adjustment, employee training management and so on. At present, the performance management of many enterprises often stays on the reward and punishment of the assessment results, but the more important planning and promotion that is conducive to organizational development are rarely used, which on the other hand also hinders the continuous rolling progress of performance management.