1, I believe that "performance appraisal will be effective as soon as it is tested".

Performance appraisal is just one of many management tools and a part of management. Only the management (strategy, mode, organization, personnel matching, system, process, etc.) is systematically sorted out. ) whether performance appraisal can play a role.

2. Replace management with assessment.

The focus of performance appraisal management is not assessment, but assessment management. Managers who use this tool can work with employees to clarify their tasks and goals, find out the deviation of employees in the process of achieving goals in time, and thus give employees the necessary support, help and management in time.

3. Design an overly complicated evaluation system.

Too complicated assessment indicators and assessment system will make managers and managed people lose their focus in order to get high comprehensive scores.

4. The performance appraisal system is either unprofessional or a mere formality.

Unprofessionality is reflected in the unreasonable design of indicators and targets, such as indicators and targets are often changed at will; Improper allocation of indicators, a person can not be responsible for their own goals and so on. On the contrary, a mistake is to pursue formalism, not to spend time discussing substantive goals and indicators, but to do a lot of specious tables and weight calculations.

5. Encourage individualism.

The performance appraisal system is essentially an incentive mechanism, that is, a part of a person's income is linked to his performance. Because the performance should be subdivided into individuals, the fundamental of many companies' performance systems is to motivate individuals' performance, rather than to motivate a person to care about his team and the whole company. This kind of motivation may lead to the wrong direction.

6, short-term, not long-term.

Another misunderstanding of performance management is that it only pays attention to the short term and does not pay attention to the long term. Without proper guidance, employees may sacrifice the long-term interests of the company for short-term interests. One way is to design a corresponding promotion system to combine the long-term interests of employees with the long-term interests of the company.

7. Only test business, not support.

The performance appraisal of most enterprises is only for business personnel, not for auxiliary personnel (such as technology, finance, personnel and services). However, the performance appraisal of enterprises should be comprehensive.

8. Do not measure the possible results of the assessment.

The performance appraisal scheme formulated in this way will cause some people's performance commission to become very large because of some accidental factors. On the one hand, enterprises can't stand it, on the other hand, other employees will feel unfair, making incentives become incentives for a few people.

9, egalitarianism and the concept of good people.

One purpose of performance appraisal is to express the quality of employees' work objectively, quantitatively and intuitively through indicators, and to give pre-agreed incentives according to employees' contributions. The essence of motivation is to let those who do well get a lot, and let those who do badly not get or get a lot. However, there is egalitarianism in many performance system designs, and there is kindness in scoring some qualitative indicators in managers' execution. The final result is that performance management becomes a mere formality.

10, the assessment frequency is too high or too low.

The frequency of assessment is too high, and it is impossible to find the problems of the assessed objects in time and give guidance. The assessment frequency is too low, and the work of the assessed object does not match its work results. In both cases, the evaluation is meaningless. Usually, the assessment frequency of business personnel is higher (monthly assessment or quarterly assessment), and the assessment frequency of support personnel is lower (quarterly assessment or semi-annual assessment).

The performance appraisal of sales staff can also play the following roles

1, achieve the goal

Performance appraisal is essentially a process management, not just an assessment of results. It is a process of decomposing medium and long-term goals into annual, quarterly and monthly indicators, and constantly urging employees to achieve and complete them. Effective performance appraisal can help enterprises achieve their goals.

2, mining problems

Performance appraisal is a PDCA cycle process of planning, implementation, inspection and processing, which is embodied in the whole performance management process, including the cycle of setting performance goals, meeting performance requirements, revising performance implementation, performance interviews, improving performance and resetting goals. It is also a process of constantly discovering problems and improving them.

3. Distribution of benefits

Nothing in the assessment has nothing to do with interests. The salary of ordinary employees will be divided into two parts: fixed salary and performance salary. The distribution of performance pay is closely related to employees' performance appraisal scores, so when it comes to appraisal, employees' first reaction is often the payment of performance pay.

4. Promote economic growth

The ultimate goal of performance appraisal is not to simply distribute benefits, but to promote the growth of enterprises and employees. Through assessment, we can find problems, improve problems, find gaps, promote progress and finally achieve a win-win situation. The application of performance appraisal focuses on the combination of salary and performance. Salary and performance are two inseparable links in human resource management. When making salary, salary is generally divided into fixed salary and performance salary, which is reflected by performance, and employee's performance appraisal must also be reflected in salary, otherwise performance salary will lose its incentive function.

5, personnel incentives

Through performance appraisal, employees' employment, job promotion, training development and labor remuneration are combined to give full play to the incentive mechanism of enterprises, which is conducive to the healthy development of enterprises; At the same time, for employees themselves, it is also convenient to establish a psychological model of constant self-motivation.