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.
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 objectives.
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.
7. Help subordinates find ways to improve their performance.
When you find that your subordinate's performance is not good, it is not enough to just tell him/her that "your performance is not satisfactory". It is important that you also point out the reasons for his/her poor performance. What are the improvement methods?
Subordinates with poor performance are generally anxious themselves, but they can't find the reason and don't know how to improve. Ask colleagues to worry that others will think you are ignorant and have no face. The consulting manager is afraid of being criticized for poor performance.
At this time, the manager should take the initiative to find him/her, analyze the reasons for poor performance with him/her, and help him/her find ways to improve. At the same time, if possible, it is best to provide corresponding promotion opportunities and certain resource support. Managers can succeed, it is important that he/she can guide subordinates, think, see and do things that subordinates can't. If the manager can't surpass the employee himself, how can the employee serve her? In this case, most employees will not work hard and their performance will naturally not be good.
8. Give the final limit of improvement.
For subordinates who have not performed well for a long time or new employees who have just come to the company and have not performed well, people usually use the method of dismissing employees. There is nothing wrong with dismissing employees with poor performance decisively, but we prefer to give them another chance before dismissing them. For example, tell him/her clearly that the company will give him/her another month, and his/her performance must meet the requirements of the company, otherwise, ask him/her to find another job.
In addition to avoiding the costs and risks brought by re-recruitment itself (who can guarantee that the re-recruited person is better than him/her), there are two other benefits. One is that we have done our best to the dismissed employee, and he/she will not slander the company because of his/her bad dismissal after leaving the company. In addition, for other/her employees who stay in the enterprise ..... >; & gt
Question 2: How to improve employees' performance? The life and death of an enterprise depends on its goals. The goal and key achievement method is a common management method adopted by Silicon Valley enterprises. OKR requires companies, departments, teams and employees not only to set goals, but also to specify specific actions to achieve them. The life and death of an enterprise is either a matter of direction (strategy and goal) or action. Actions cannot directly support the realization of goals. Such actions are "killing" the company, because such actions not only waste manpower, material resources and financial resources, but may even offset, hinder or even destroy the correct actions of others. OKR is characterized by simplicity, directness and transparency.
Question 3: How to improve the performance of the department? Employee performance is a combination of "performance" (that is, the result of work) and "efficiency" (that is, the level of efficiency to achieve this result), which exists objectively. The factors that affect employees' skills are skills, incentives, environment, opportunities and so on.
(1) skills
Skills refer to the working skills and ability level of employees. Generally speaking, the factors that affect employees' skills are: talent, intelligence, experience, education, training and so on. It can be seen that the skills of employees are not static. In order to improve the overall skill level of employees, on the one hand, organizations can conduct scientific selection in the recruitment stage; On the other hand, we can also improve the skill level of employees by providing various types of training or relying on individual employees to actively carry out various types of learning.
Incentive measure
Motivation, as a factor affecting employees' job performance, plays a role by changing employees' work enthusiasm. In order to make incentive means really work, organizations should choose appropriate incentive means and methods according to the individual needs, structure and personality of employees.
(3) Environment
Environmental factors affecting job performance can be divided into two categories: internal environmental factors and external environmental factors. The internal objective environment generally includes: the layout and material conditions of the workplace; The quality of work design and the nature of work tasks; Supply of tools, equipment and raw materials; The leadership style and supervision mode of superiors; Organizational structure and policies of the company; Wage and welfare level; Training opportunities; Corporate culture and organizational atmosphere, etc.
The objective environmental factors outside the organization include: social politics, economic situation, market competition intensity, etc.
Whether it is the internal environment or the external environment of an organization, it will affect the work performance of employees by affecting their work ability (skills) and work attitude (work enthusiasm, etc.). ).
(4) Opportunities
Opportunity refers to a kind of contingency, commonly known as "luck". For any employee, what kind of work is assigned to do is often accidental in addition to objective inevitability. Under certain circumstances, if employees can get the opportunity to complete specific tasks, it is possible to achieve job performance that cannot be achieved in the original position. For example, an operator used to work on a production line, but he taught himself many advanced technologies in automation. On one occasion, he received an additional task, asking him to put forward suggestions for improvement of the existing problems in the production line. That is, this opportunity gave him a stage to show his talents. His improvement suggestions saved a lot of money for the enterprise, thus creating a job performance that could not be created in the original position. We can think that opportunity has a great influence on his work.
Compared with the first three influencing factors, opportunity is an accidental factor. However, this contingency is relative. A good manager should be good at creating such opportunities for employees. In this sense, the so-called opportunity can actually be grasped.
In view of the four factors that affect employee performance, in order to improve employee performance, we can put forward the following countermeasures:
(A) the establishment of employment standards
The employment standards of world-class enterprises have their own characteristics and differences. For example, Motorola's employment standard is "4E+ 1E", and its vision, energy, execution, determination and ethics. The employment standards of General Electric Company in the United States are mainly values, professional skills and potential. For a long time, Microsoft has only employed 5% top talents or smart talents. The so-called top talents or smart talents refer to people with broad technical skills, good thinking and decisive efforts, who are the best targets in different fields of work, and so on.
Summarize the standards and experience of successful employment in world-class enterprises, as follows: the quality of employees is the foundation of everything. First, honesty. Honesty means honesty, not cheating, keeping promises and keeping promises, so as to gain the trust of others. We know that the good image of an enterprise comes from its integrity, so where does the integrity of an enterprise come from? The employees of an enterprise come from the personal integrity of each employee. Enterprises attach great importance to the integrity of employees. Second, confidence. Self-confidence is a psychological tendency to believe that you have the ability to achieve a set goal. The rapid development of enterprises can not be separated from a sound management system, but also from high-quality and confident employees. Third, learning ability. The core competitiveness of enterprises is innovation, and innovation cannot be separated from learning. Enterprises with good learning ability are creative enterprises. Because the creativity of enterprises comes from the creation of employees ... >>
Question 4: How can managers improve employees' job performance? Comrade, you can write a very thick book on this question! You'd better find a consulting company, or no one here can give you a complete answer!
Question 5: How to assess the performance of employees? Reference of employee performance appraisal scheme.
I. Purpose
1. In order to better guide employees' behavior, strengthen employees' self-management, improve work performance, tap employees' potential, realize better communication between employees and superiors, build an excellent team with development potential and creativity, and promote the realization of the company's overall strategic objectives.
2. In order to more accurately understand the basic situation of employees' work attitude, personality, ability and work performance, and provide information basis for the company's personnel selection, job transfer, rewards and punishments, training and career planning.
Second, the scope of application
Performance appraisal is mainly a regular assessment of all regular employees, which is applicable to all regular employees who become employees of the company. The evaluation of new interns, interns competing for posts, employees in special stages such as job transfer, promotion and demotion shall be formulated separately, which is not suitable for this evaluation, but the objective data information of performance evaluation results can be cited as the basis for decision-making.
Three. Classification and content of assessment (see attached table 1 and attached table 2 for the assessment structure).
According to the different evaluation positions, they are divided into three categories: front-line employees, government employees and managers, and their performance is evaluated respectively. The scope and emphasis of the three are different.
1, performance appraisal of front-line employees
(1) Front-line employees include: salespeople, front desk attendants, concierge, cashier, old gold recycler, customer relations staff, traders and other ordinary employees working in stores;
(2) frontline employees shall be assessed once every six months, and comprehensive assessment shall be conducted at the end of each year.
(3) Evaluation methods include: percentage evaluation summary results, customer opinion survey summary, typical events addition and subtraction, work completion evaluation, democratic evaluation, sales completion rate, work plan completion and work goal achievement evaluation.
(4) evaluation (accounting for 30% of the total performance evaluation)
① Behavior characteristics (10%): the percentage assessment record to evaluate employees' compliance with rules and regulations.
Summarize the implementation of star service standards and the survey results of customers' opinions, and evaluate the service behavior of employees, which will add customers' praise and deduct customers' complaints. Satisfaction plus 1 minute, dissatisfaction minus 1 minute.
(Note: Due to different survey times, the probability of adding and subtracting points is not equal, so it is necessary to record the average number of surveys to be comparable. )
② Work attitude (65,438+00%): check the attendance and overtime of employees who are late, leave early, take personal leave and work overtime; Deduct one point each time or one point for one day of personal leave. No points will be deducted for sick leave, and 1 point will be added for taking the initiative to work overtime in order to better complete the work, and 1 point will be added for working hard and obeying the unplanned work arrangement.
The spirit of cooperation is correct. For the cooperation of various tasks, especially temporary tasks, increase 1 point, and decrease 1 point without reason (add or subtract points for typical events, or conduct democratic appraisal regularly).
③ Mental outlook and psychological quality (65,438+00%): the daily words and deeds of employees, such as whether to actively publicize the company's reputation, correctly understand and publicize the company's policies, evaluate whether employees love the company and support the company's policies and guidelines. (Add and subtract points for key events)
Employees' daily work status and attitude towards colleagues, and evaluate employees' mental outlook and psychological quality. (Add and subtract points for typical events, or conduct democratic appraisal on a regular basis to prevent only deducting points without adding points, and to prevent being too sensitive to bad behaviors and unaware of positive good behaviors)
Note: The score record of conduct evaluation is only cumulative, not directly reflected in the daily payroll, but only used as the original data basis of this evaluation. When recording the daily performance of employees, the heads of all departments must distinguish clearly and do not repeat rewards and punishments.
(5) Performance appraisal (accounting for 70% of the total performance appraisal)
① Sales performance (40%): average sales task completion rate; Convert it into 40 points.
② Performance of work responsibilities (65,438+00%): points will be deducted for dereliction of duty, and points will be added for completing this work or other temporary work efficiently and with high quality as required. Keep uninterrupted records and evaluate them once a month. Summarize once every six months and conduct a complete evaluation. (More rewards, more points, more affirmation for employees, encouraging employees to continuously improve their work quality and efficiency)
③ Implementation of temporary work tasks (65,438+00%): The task scheduler is responsible for evaluating the implementation effect of temporary work tasks given to employees, once at the end of each large-scale activity or task, or once a month by the department head. (According to the Regulations and Requirements for Organizing Large-scale Activities promulgated in 2004, record the performance of all personnel involved in organizing activities)
④ Business skill test (65,438+00%): All important examinations and test scores organized by the department are converted into average score 100%. (The examination questions are set and organized by the department and supervised by the Human Resources Department ... >>
Question 6: How to help employees improve their performance? Performance evaluation usually focuses on three aspects: work performance, work ability and work attitude. You can get the job performance score intuitively.
This needs to start with the results of performance evaluation.
Performance evaluation usually revolves around three aspects: work performance, work ability and work attitude. You can get the job performance score intuitively. What are the key factors that affect performance?
Summary includes three aspects: first, the goal, what to do; The second is the ability. Is the ability enough? The third is attitude. Are you willing to do it?
1. Target problem
Management by objectives, review whether the set objectives conform to the SMART principle, and whether the employee KPI is consistent with the company KPI. If there is a problem with the goal setting, and the upper and lower KPIs are inconsistent, it should be adjusted in time.
2. Capacity issues
We should also further analyze the reasons. First, enhance the ability, connect training and development modules, empower employees and enhance their ability; The second is to redesign the process, optimize the responsibilities, and assign the responsibilities that employees can bear to employees; Third, post adjustment, put employees in posts that are more suitable for their ability to play.
3. Attitude problem
It is not simply dismissive, but to understand the real cause of the problem, especially for those who have been active but suddenly depressed. Employees not only play the role of business personnel, but also play the role of family and society, and also have the influence of physical and psychological diseases, which may lead to attitude problems, so it is necessary to prescribe the right medicine.
Performance appraisal is an important starting point of enterprise management and provides a basis for distribution. It is also a tool for employees to effectively understand their own value contribution, find shortcomings and improve their competence. So, how to make employees correctly understand the value of performance appraisal?
First, establish a positive professional mentality, in short, positive energy; Second, it is the best time to make personal achievements and shortcomings explicit by using assessment tools and results, and to examine why employees themselves have not done it; Third, long-term vision. Anyone with a long-term vision knows that enterprises look at long-term and comprehensive evaluations. In the face of low assessment and elimination crisis, including post adjustment, the performance at this time is also within the scope of the company's overall assessment and evaluation. The lower the valley, the more we can see the essence and potential of human beings.
Question 7: How to improve employees' performance? This is a system construction, which cannot be improved by just a few measures. The so-called performance management is not good either, and it needs deep-seated corporate culture transformation.
Question 8: How to improve employees' personal ability and performance level incentives: an effective means to improve employees' performance.
Management psychology tells us that need is the driving force of human behavior and the source of human enthusiasm. The satisfaction of needs is not only the starting point of human behavior, but also the ultimate destination of human behavior. Motivation is a means to strengthen the motivation of need, which can maximize the enthusiasm of people. Enterprise leaders should attach importance to the role of incentives, strive to use various incentive methods, mobilize the enthusiasm of employees, give full play to the wisdom, creativity and ownership of employees, and make enterprises invincible in the fierce market competition. This paper talks about some superficial views on the incentive measures of enterprises.
Material encouragement
As enterprise decision makers, all employees are expected to make unremitting efforts to achieve the production and operation objectives of the enterprise, and all employees want to meet their physiological needs through their own efforts, that is, the satisfaction of food, clothing, housing and transportation. 1In July, 1994, United Airlines implemented the employee stock ownership plan. Although the salary of employees has been reduced by 15%, they own 55% of the shares of the company and three of the 12 seats on the board of directors. After a short period of 18 months, United Airlines surpassed all its competitors and stole a lot of market share from American Airlines ranked second and Delta Air Lines ranked third. The turnover of each worker increased by 10%, which more than doubled the share of United Airlines.
Emotional motivation
Emotional motivation depends on the power of emotion, which embodies the good interpersonal relationship of mutual respect and concern between people. It starts from the ideological aspect and achieves respect and trust through rational persuasion, thus achieving ideological harmony and understanding of problems. On the other hand, it can also inspire and motivate people to overcome the twists and turns and difficulties encountered in their work, thus inspiring their enthusiasm for doing a good job consciously. Hewlett-Packard Company was founded in 1939, ranking 8 1 among the 500 largest industrial companies in the world. 1983 When the Queen of England visited the United States, she proposed to visit only one company, that is Hewlett-Packard Company. Hewlett-Packard Company is not only among the top 100 companies in the world for its outstanding performance, but also famous for its enterprise spirit of attaching importance to, respecting and trusting people. Bill, founder of HP? Hugh Park Jung-soo said: "HP's success depends on the purpose of' attaching importance to people'. I believe that HP employees want to do a good job and create something. As long as they are provided with the right environment, they can do better. " Some people call this practice of HP "the way of HP". HP's way is to care for and respect everyone, recognize their achievements, and let everyone's dignity and value be recognized as an important factor in HP's way.
Target motivation
Making inspiring and practical goals according to the needs of employees not only shows the direction of the enterprise, but also represents the vision and pursuit of employees for the future, which can be recognized by all employees. The integration of enterprise * * * with the sense of direction and mission of the target and employees' sense of honor and pursuit of personal ideal goals can form an internal motivation to motivate employees to make progress. Employees will turn the needs of enterprises into personal needs, give full play to the consciousness and creativity of the masters, and then be dedicated, diligent, happy, diligent and selfless. In recent years, Haier Group has implemented business process reengineering, transforming the original linear functional management into a mechanism responsible for the market, implementing an internal "market chain" mechanism, internalizing the external market competition effect, and transforming all employees' responsibilities to superiors into market responsibilities, integrating enterprise benefits and employee performance, which greatly mobilized employees' enthusiasm and creativity.
Example motivation
The power of example is infinite, and giving full play to the role of example can drive the middle belt to fall behind and promote the development of all work. Example motivation first requires leaders to set an example. Enterprise leaders under the modern enterprise system occupy a unique position in enterprises. It is not only the operator of the enterprise, but also the owner of the enterprise and the backbone of the enterprise. Their behavior plays an important role in the behavior of the whole enterprise. Its every move is often an important factor affecting the enthusiasm of employees. An honest and active leader will leave a good image of being trustworthy to employees. Example encouragement also needs to set up advanced models. Among the enterprises with excellent corporate culture, the most respected are those enterprise model figures who embody corporate values. These model characters "personify" the values of enterprises. They are role models for employees to learn, and their behavior is often regarded as the code of conduct for employees to imitate. In China, enterprise model figures have many titles, some of which are called "model workers" and "advanced workers". & gt
Question 9: How to improve the work performance of subordinates quickly? I suggest you study the book Water Margin, from which you can get the methods of modern enterprise management.
The Water Margin 108 Heroes kill the rich and help the poor. When they encounter injustice, they draw out their swords and help each other. They are regarded as unruly bandits by the government. But Song Jiang surrendered to such a group of "bandits" in full swing and managed Liangshan in an orderly way. There are indeed many places worth pondering and learning from in the process of modern enterprise management.
First of all, let me talk about the organizational culture of Liangshan. When Chao Gai was CEO of Liangshan, Liangshan recruited heroes with righteousness, and the office building was called Juyitang. After Song Jiang entered the company, he felt that it was not enough for the enterprise to develop greatly, so he played the banner of "doing good for heaven" and renamed the office building "Loyalty Hall", which is Liang Shan's new organizational culture and organizational values. As soon as this organizational culture came out, it attracted countless talents to apply. Organizational culture is the soul of an enterprise, and it is the general basic belief, viewpoint or view of internal managers and all employees on the production, operation and service activities of the organization and guiding these activities. With the organization documents centered on "doing justice for heaven" and "righteous words" in Liangshan, the enterprise has a clear value and behavior orientation, which also guides the behavior of each employee. At the same time, it also restricts the behavior of employees. Originally, they would do things according to their own temperament, but with such values, they would consciously restrain their behavior and not do anything contrary to the organizational culture of the enterprise. The values of * * * form the goals and ideals of * * *. All heroes regard Liangshan as an identical destiny, which strengthens the group consciousness and forms a strong cohesion and centripetal force among heroes. People with the same goal will work hard for it, not make trouble, and make the enterprise stable. Therefore, the corporate organizational culture of "doing justice for heaven" and "righteous words" shaped by Song Jiang has played an important role in rallying people's hearts, guiding heroic behavior and stabilizing the corporate situation.
Secondly, talk about Song Jiang's employment and incentive system. Since Song Jiang became the boss of Liangshan, he has been recruiting talents. The key to enterprise development lies in the appointment of talents. Song Jiang deeply understands this truth. He used various methods to attract talents, first of all, his two sons, namely, tickets and women. I remember that some time ago, I heard that an enterprise boss started from five aspects when talking about winning people's hearts, which is euphemistically called "five sons joining the company", namely "tickets, women, houses, cars and sons", but General Song used two of them hundreds of years ago, which shows that General Song is wise. As the saying goes, "wealth gathers people, and wealth gathers people." Song Jiang never stints on gold and silver, and is generous to heroes of all walks of life. He is in charge of wine and meat and delivers tickets. When others were in trouble, he lent a helping hand in time and gave generously. Can this not buy people's hearts? So it got the reputation of "timely rain". Win the hearts of the people, move with emotion, and lure them to benefit. This is an attractive benefit, but also a routine, that is, to give others what they need most. There is no shortage of gold and silver, but this boy is lewd, and Song always likes to send a beautiful woman to accompany him. Then the boy is still unhappy. Can he not work hard? Now the bosses of many enterprises are still very stingy. Enterprise employees work hard not only to support their families, but also how to arouse their enthusiasm without rich profits. Therefore, we should learn from General Song in this respect, and remember the truth that "if you are rich, you will be scattered, and if you are rich, you will be scattered". As the CEO of Liangshan, Song Jiang's ability to win people's hearts and motivate employees is enough. Let's take a look at his employment system. 108 After the heroes gathered, Liangshan Company began to arrange seats. However, General Song's principle is "don't look at the order of entering the company, just look at the level of technology and the size of credit", and this decision is really wise. No one complained. You are not good at it, you can't beat others, and you encourage employees to make more contributions to the company. This employment system has really played a great role in stabilizing people's hearts and inspiring employees. The organizational structure of Liangshan is also very clear, and the castellans perform their duties, do their own departments well and be responsible for the company. As the saying goes, "Fiona Fang cannot be made by rules", and all organizations and enterprises must have their own rules and regulations. Song Zong returned to the company triumphantly after capturing Gauhades, and deeply realized the importance of rules and regulations. So with the cooperation of Wu Yong, the secretary who takes care of both issues, the company's system was worked out, which played an important role in restraining employees' behavior. Although a reckless man like Li Kui jy is a red man in front of his boss, he has to abide by it honestly. Think about it, such a group of fools, if there are no rules to restrain them, wouldn't it be upside down?
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Question 10: How to improve employees' attention to performance? 1. Distribution according to work, strengthening the performance-based salary ratio: for most employees, the material return is quite significant. Xiao Dong found that when a person's performance work accounts for 40%-60% of the total salary, employees attach relatively high importance to performance.
Second, the responsibility for disassembling performance goals lies with people: the most intuitive thing is that employees can explain what the three most important tasks are. The reason for doing this is to strengthen the goal and result orientation on the one hand, and to make employees effective on the other. Clear up work ideas, avoid headless flies, and look north.
Third, competitive culture: the core of performance culture is competitive culture (wolf culture), first of all, the competition between oneself and oneself, followed by the horizontal competition between employees. Without a competitive culture, an organization can only stand still.
Fourth, eliminate backward employees on a regular basis: "Don't let a mouse excrement spoil a pot of porridge". Due to improper recruitment and low quality of employees, it is common for employees to walk slowly. Managers have the responsibility to regularly eliminate "inaction" in these enterprises.