The reason why the world's leading enterprises lead the world lies in their leading management, while domestic small and medium-sized enterprises just lack management. Therefore, domestic enterprises have an unusual love for advanced management methods and concepts, so that once introduced, performance management is regarded as a "Bible" by the majority of business people, and performance management is vigorously promoted. However, most enterprises began to flourish, and ended quietly and thanklessly. Therefore, the voice that performance management is not suitable for China enterprises appears gradually.
In fact, as a management tool, performance management itself is not right or wrong. The key lies in how enterprises choose and use it. Properly used, it can promote the skills, management and strategic goals of enterprise personnel; Improper use will waste life and money, and may also dampen the enthusiasm of employees. The failure of performance management in many domestic enterprises is largely due to the unscientific import procedure of performance management system, so that the foundation is weak, which leads to the inapplicability or impossibility of implementation of performance management system.
Of course, a scientific and reasonable performance import program can't guarantee the successful operation of the performance management system, but a standardized program can avoid omissions and mistakes, lay a good foundation for the correct operation of performance management, and is a necessary condition for the normal operation of enterprise performance management. Combined with the management and personnel quality of small and medium-sized enterprises, the author believes that the following steps are essential.
The first step is a comprehensive diagnosis.
When introducing a new management mode, enterprises will inevitably hope to solve some problems. Most enterprises introduce performance management to solve the problems of low employee enthusiasm, low execution efficiency or other aspects. In fact, to solve enterprise problems, we must find the root causes, such as low enthusiasm of employees, insufficient salary incentives, improper job matching, or work design problems. Only through comprehensive diagnosis can we find out the root of the problem, and then judge whether it can be solved through performance management and which mode to choose.
The content of enterprise diagnosis can mainly focus on enterprise strategy, culture, ability, personnel, organizational structure, style and system. Generally, questionnaires and interviews are mainly used, and the questionnaires and interview outlines mainly focus on the above aspects.
The second step is to improve the basic work.
The normal operation of any management system needs certain basic support, especially performance management as an important management tool. If the basic conditions of the supporting system do not exist, the performance management system will inevitably fail to operate normally. Many enterprises copy the performance management system of excellent enterprises, but the effect is often poor. The main reason is that the management foundation of the enterprise is too weak and does not have the basic support of excellent enterprises. Running the performance management system needs to improve the basic management work in the following aspects:
(1) Clarify the strategic objectives of the enterprise: strategy is the direction of all management work of the enterprise. If the strategic objectives are unclear, performance management will lose its direction and significance. Although for most small and medium-sized enterprises, it seems difficult to establish a systematic strategic system in the short term without a perfect strategic system, in the actual operation process, a compromise method can be adopted, that is, enterprises can make clear the annual business objectives and the main work plan of performance management through the business performance of the previous year, and then gradually strengthen strategic management.
(2) Sorting out responsibilities: responsibilities are the combination of tasks undertaken by various departments and positions in an enterprise to achieve enterprise goals. The assessment link in performance management is to measure the realization of the objectives of each department and post on the basis of the division of responsibilities. Therefore, before performance management, it is necessary to sort out the responsibilities of various departments and positions.
When sorting out responsibilities, the method of top-down decomposition and bottom-up supplement is generally adopted, that is, first, the main business processes of the enterprise are sorted out and clarified, then the heads of various departments are organized together to clearly divide the tasks involved in the main business processes into various departments, and then the heads of various departments organize their own personnel to decompose the departmental responsibilities into various positions, and the incumbents of each position further improve the departmental responsibilities in combination with the existing work development. Of course, work logs, interviews and other methods can also be used, but these methods take a relatively long time.
(C) establish a performance-oriented culture: corporate culture is a basic belief and cognition gradually formed in the process of enterprise development. Once this belief and cognition are formed, it will restrain and guide the behavior of employees in enterprises. When the new management idea introduced by an enterprise conflicts with the original culture, the behavior under the guidance of the original culture will inevitably conflict with the requirements of the new management idea, and the management reform will be greatly resisted, which is also the reason why most domestic enterprises cannot implement performance management. Oriental enterprises are mostly based on stable family culture, which conflicts with the spirit of performance orientation, survival of the fittest and dynamic balance advocated by performance management. In this cultural background, performance management will inevitably be resisted by people. In order to implement performance management smoothly, we must reshape the original culture.
The remolding of corporate culture is a difficult process, which requires top managers to establish firm confidence, implement the concept of performance-oriented into specific management activities such as personnel management and salary distribution, gradually change people's old ideas and establish new beliefs and cognition. Of course, a culture that pays attention to expression does not mean indifference, but the basis of this culture is not affection, but understanding and respect for human nature.
(d) Publicity of performance management: like-minded people win. When an enterprise carries out management reform, employees will resist the change out of fear of future uncertainty, and must win the approval of most employees through repeated publicity and communication. Performance management is a great change to employees' working methods and behavior habits. If it is not recognized by most employees, it will inevitably face many obstacles in the implementation process. Therefore, enterprises must publicize the concept of performance management, especially to win the understanding and recognition of the heads of various departments, so that they can realize the help that performance management brings to their work.
The propaganda of performance management starts from the characteristics of human nature, focusing on the implementation of performance management concepts and methods, emphasizing the benefits of performance management to employees and the simplicity of operation. In the way of publicity, we can publish some easy-to-understand short articles through internal magazines and internal forums to correct common misunderstandings and answer employees' questions; Promote the concept of performance management through meetings and training. You can also encourage employees to write their understanding of performance management and arouse their enthusiasm.
The third step is to establish a performance management system.
Enterprises adopt different management methods according to their own management foundation and personnel quality. The advanced management methods adopted by the world's top 500 enterprises may be scientific, but they may not be suitable for small and medium-sized enterprises that have just started. Therefore, after pre-diagnosis and basic preparation, enterprises can determine the performance management ideas suitable for enterprises and establish a performance management system under this guidance. This process can draw lessons from the performance management of excellent enterprises appropriately, but it cannot be blindly copied.
At present, the popular performance management models in China mainly include balanced scorecard, target management, key performance indicators and 360-degree evaluation. In view of the characteristics of small and medium-sized enterprises that focus on growth and weak management foundation, it is suggested to adopt key performance indicators or target management method. When selecting indicators, we can extract them from responsibilities or directly take tasks as indicators, and the number of indicators is about 5. Generally speaking, the performance management system should follow the idea of gradual improvement from coarse to fine, and don't expect to be perfect at once.
Of course, this requires performance management organizations and executors to be very familiar with human resource management, especially performance management, in order to establish a scientific and applicable performance management system.
Step 4: The performance management system is put into trial operation.
Social science is different from natural science. It is impossible to conduct a comprehensive simulation test in the laboratory and improve it before putting it into operation. It can only be tested by actual operation. As a management practice, performance management can only find out whether there are problems in actual operation. Through trial operation, the problems found are corrected in time to ensure the scientific nature of the system and maintain the seriousness of the system.
After the establishment of enterprise performance management system, it is necessary to carry out one or two performance cycles of trial operation, and the specific time is determined by the management status of the enterprise. During the trial operation, all links except the application of results were carried out in full accordance with the system, and performance pay was only a simulation, but it was not actually realized. After the trial operation of each cycle, summarize and improve the whole system. At the same time, listen to employees' opinions and suggestions extensively and let employees participate in the construction of performance management system.
Step five, the performance management system is officially put into operation.
After the above steps, the performance management system has basically reached the normal operation state. However, because the performance management system will involve the vital interests of employees, it can only be fully valued by employees when it is officially operated. Enterprises must control the development of each link in this link, strictly follow the system requirements, then solidify and optimize.
It can be said that the introduction of performance management system is a great change, which will bring great influence to most employees in enterprises. Therefore, the introduction of performance management system is bound to be difficult. However, as long as the relevant personnel adhere to the principle of scientific application and mutual benefit, they will certainly win the support and understanding of the majority of employees, and the performance management system will certainly be successfully introduced.