Second, there are two preconditions: leaders must participate and employees must participate.

1. Direct participation and promotion of the leader (boss/general manager). The boss or general manager is a direct participant, setting indicators for the following people according to strategic objectives, rather than a bystander. The boss regards performance management as a kind of culture, especially the sales department, which is the least supportive of performance. The purpose is clear: "If you do your sales, it can greatly promote our sales. There is no contradiction between the two." Moreover, in the whole system process, the indicators of all departments are formulated by everyone, and the boss personally participates, which is the first premise.

2, employee participation, employees only participate in the formulation can be more effective implementation, our supervisor put forward the plan, and then discuss with employees, only participation can be faster and better. To achieve.

Performance appraisal must have these two premises. Without the premises, performance management is often thankless and far from the expected results.

Third, three key points:

1, performance appraisal must be carried out for a long time, so that standards can promote our habits and we can't give up halfway. In addition, we should pay attention to constantly improve the performance appraisal form according to the adjustment of post work.

2. The post indicators of performance appraisal should be reasonably decomposed according to the level. The index of the department is decomposed from the index of the store manager, who shoulders the index of the beauty salon and the task of the whole beauty salon. This task is completed by various departments and employees. Otherwise, beauty salons need these departments. Why do they need to feed these people? Why doesn't the boss break into the world alone? Therefore, we must assign the tasks of beauty salons to individuals and let them complete them.

3. The essence of performance appraisal is to find and solve problems. We shouldn't take filling out forms as a routine. After the performance appraisal is completed, most enterprises only pay attention to rewards and punishments and pay too much attention to scores. They only regard performance appraisal as a tool to control and restrain employees' behavior and imprison employees' thoughts, rather than achieving the goal of employees' continuous growth and development through performance appraisal. The results of the assessment are rewards and punishments, payment of wages and bonuses. In the end, a corporate culture of giving up everything and avoiding the important and neglecting the important is formed for the sake of salary assessment, which leads to employees' impetuousness, unwillingness to take responsibility and utilitarian behavior. There is a saying in institutional economics: "What kind of system/mechanism arrangement will lead to what kind of human behavior!" Therefore, in essence, performance should be a kind of culture, which advocates "challenging Excellence and rejecting mediocrity" and makes everyone and every team become positive. If there is no change in concept and courage, simply looking for the so-called "performance improvement method" or combining training with performance effectively will get twice the result with half the effort, even in vain. Please always remember that performance is the commitment (deployment) of subordinates to their superiors/companies, and responsibility is the first; Salary is the company's promise to you after you fulfill your promise. Never put the cart before the horse. It all started with the change of the boss's own ideas.

Postscript: As the management consulting center of beauty salons and the executor of performance appraisal, China Beauty Salon Management Network sincerely hopes that performance appraisal can bring resources integration to our enterprise, optimize human resources and make the company develop rapidly in the fierce competition. In short, it is our ultimate goal to conduct performance appraisal according to our own environment, and to recreate the management model through performance appraisal.

Author: Zhou Hongjun reposted from: China Beauty Salon Management Network.