There will be a lot of trouble in the implementation of performance management. Here I will introduce the problems and countermeasures in the implementation of performance management, hoping to help you!

With the improvement of enterprise management level, the renewal of management concept and the improvement of management quality, the importance of performance management has been recognized by more and more enterprise managers and has gradually become the core of enterprise management. As an enterprise that has just started to implement performance management, our company will inevitably encounter problems and obstacles of one kind or another. This paper attempts to analyze the problems existing in the implementation and put forward corresponding countermeasures based on my own observation and investigation for a period of time.

First, the problems existing in the implementation process

First, regard performance management as performance appraisal.

"Starting from performance and then returning to performance" is the whole of performance management, but there is a hidden one among some of our managers.

Cognitive misunderstanding: performance appraisal is equal to performance management, and appraisal is for appraisal, ignoring investigation and research, leading to some unscientific and unreasonable performance quantification, and the assessment method is also single, which mistakenly takes filling out the appraisal form as the whole of performance management. In fact, from the process point of view, performance appraisal is only a link of performance management. Real performance management is a system that manages the behaviors and results of organizations and employees. It is a series of human resource management processes, aiming at giving full play to the potential of each employee and improving their performance, and improving organizational performance by combining employees' personal goals with company strategies.

Second, work is troublesome.

As a management tool, performance appraisal is first of all a practical science, which needs meticulous work. But most of us are not used to management that requires logical and rational behavior, such as quantification and scoring. worker

It is perfunctory and has the idea of dealing with customs. I always feel that it is troublesome and meaningless to take time out of the already tense work to do performance appraisal.

Third, the coordination of functional departments is not enough.

Performance management, from the design of indicators, the implementation of evaluation methods to the feedback of results, needs to do a lot of work. The evaluation process involves a wide range and requires the close cooperation of various functional departments. At the same time, it is necessary to go deep into the grassroots to understand and master the "real evidence" and analyze and judge it, otherwise the effect will not be achieved.

Accurate. However, in operation, we will more or less miss the report, report late, and have inaccurate information. Some assessment scores depend entirely on personal subjective judgment, thus affecting the overall development of the work.

Fourth, too much pursuit of the "comprehensiveness" of performance goals.

In order not to miss the goal, when we design the goal, we always list all the indicators, large and small, and design the assessment standards. This seemingly comprehensive consideration will not achieve good results: on the one hand, people's energy is scattered and they cannot concentrate on key goals, and some projects themselves cannot be quantified. In fact, the effect of many goals is the same as that of no goals. On the other hand, people often adopt the principle of "sacrificing innovation and making fewer mistakes" in multi-objective scenes, because it is difficult to give consideration to both.

Second, the countermeasures

To overcome the above shortcomings, the author thinks that the most fundamental point is to emancipate the mind, update ideas, get rid of the influence of the doctrine of the mean and improve the understanding of the importance of performance management. In practice, we should pay attention to the following three aspects:

First of all, we should make performance management a cyclical management process. We should let everyone never adapt to adaptation, and then actively cooperate from adaptation. Performance management is a kind of management at first, and all functions of management include: planning, organizing, leading, coordinating and controlling, following a cycle:

Set performance goals; Cooperate with the implementation of the performance plan and do a good job in performance communication and counseling; Implement performance evaluation; Conduct performance communication feedback and the application of performance results. In specific work,

We not only emphasize the achievement of performance results, but also emphasize the rationality, accuracy, scientificity and operability of planning, analysis, evaluation and feedback. With the development of the company, the company's business and technological processes will continue to increase, and performance management will be more complicated and arduous. To change some people's misconception that the completion of employees' work and production tasks is linked to wages and bonuses is performance appraisal.

The second is to establish quantitative concepts and simplify assessment procedures. One of the main characteristics of China's traditional culture is that it attaches importance to the overall concept and ignores quantification and precision. We usually like to say "most" and "many" instead of "55 in 100". In this way, on many issues, it is easy for us to replace what we should know with vague concepts, which will adversely affect our work in all aspects. Therefore, we must cultivate a quantitative and accurate consciousness, so that the quantitative assessment of performance becomes a habit and a subconscious. In addition, we need to simplify the process of performance management, make this work more standardized and refined, and make it a simple and effective behavior in daily work without making everyone feel troublesome.

The third is to make performance management a conscious thing for all departments. The competent department of performance appraisal is responsible for the effective implementation of performance management, but it is by no means fully responsible. The decision-making level of the company bears the main responsibility for the implementation of performance management, and other functional departments such as production also bear unshirkable responsibilities for the implementation, control and supervision of performance management. At the same time, a smooth cross-examination mechanism should be established.

Fourth, we should constantly summarize and innovate performance appraisal methods. In the past, when we formulated evaluation indicators and evaluation methods, one

Generally, it comes from the habits of previous years and the static definition of functions, and I like to formulate current indicators according to the practice of the previous year. Obviously, this is a subjective consciousness that assumes that the environment is in a stable state. In fact, in the production and operation of enterprises, most of the environment is constantly changing, extremely complex, frequent and unpredictable. Therefore, we must establish the idea of keeping pace with the times, sum up, explore, innovate and improve in practice.

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