PBC(Personal business commitment), translated in Chinese as personal performance commitment or personal career commitment, is an evaluation method initiated by IBM, which decomposes goals and work level by level based on strategic and business goals. Its essence is an evaluation management tool around business. When it comes to PBC, most people think of Huawei's PBC, and Huawei's assessment method is actually imported from IBM. IBM established the PBC evaluation system in 1996 to encourage every employee to constantly set more challenging goals.
What are the aspects of 1.PBC and what is the relationship between them?
IBM's traditional PBC is based on three principles: win, execution and team. Among them, "Win power", which pays more attention to results, refers to where your destination is, and the efforts to reach this destination are no less than anyone else; "Execution" tends to be process-oriented, that is, what you need to do to achieve these goals, and execution is the guarantee for the completion of the goals. "Team" refers to team goals. Any individual combat is not as strong as a team. What kind of teamwork and team goals are needed to achieve these goals?
At present, the PBC of IBM includes three aspects: business goals, employee management goals and personal growth goals. Business goals are based on departmental goals and team goals, but at the same time, they can also reflect the individual's commitment to what results his business will achieve. The company encourages employees to achieve more challenging goals. Staff management goals are formulated for managers with management tasks, while personal growth goals refer to how employees hope to improve and grow their personal abilities in this year, and how the improvement of personal abilities can help them achieve their personal business goals.
Two. PBC operation process
The concrete steps of PBC include: planning, counseling, result evaluation and performance interview. IBM's PBC plan is generally made at the beginning of the year, from top to bottom. The leaders of all departments first formulate individual PBC according to the company's strategic objectives. Then the department staff will work out this year's work plan according to the goals set by the leaders. The plan is made according to the SMART principle, and this plan commitment needs to be made according to the three principles of Win, Executive and Team.
Third, how to evaluate and apply PBC results.
The result of PBC is very important to employees, involving salary, bonus and promotion. The evaluation of PBC is not only a unified evaluation at the end of the year, but also a continuous feedback and guidance in the implementation process. The assessment results of PBC are based on the employee's self-evaluation, the evaluation of the superior direct leader and the record of key time, and the basic assessment is made by comparing the PBC plan with the actual implementation. In addition, the 360-degree evaluation method is used to collect the evaluation of employees' performance by customers, colleagues and subordinates as a performance reference, and other interviews with senior executives/employee opinion surveys and open door policies will also be used as a reference. The evaluation results of employees will be divided into five categories, as shown in the following figure:
The leader of the directly affiliated team will eventually implement compulsory distribution according to the relative contribution of each team member this year, and the result of compulsory distribution is shown in the above figure. It is worth mentioning that employees with management responsibilities must reach above average level (PBC2+) in employee management if they want to become PBC 1. After the PBC evaluation results were released, 1 employees were promoted and raised, and 3 and 4 employees participated in performance improvement or job change. Level 2 and 2+ employees belong to the majority of the company, and the company will give corresponding rewards.
Fourth, the performance interview
After the results of performance appraisal are released, the direct leader will conduct performance interviews with employees according to their appraisal results, review the performance of the previous year, find out the good and bad places, check with employees with recorded key events, and speak with facts. At the same time, we should also listen to employees' inner thoughts, give employees full opportunities to explain and discuss, and jointly find solutions. This part can also make employees more aware of the achievement of their goals, so as to better understand and digest the process and results of performance appraisal.
Verb (abbreviation of verb) Advantages and disadvantages of PBC performance evaluation tool
At present, there are many widely used or popular evaluation systems, such as traditional KPI evaluation and 360-degree evaluation. These assessment systems are all based on the assessment criteria set by objectives, and the assessment objectives set at the beginning of the year may be far from those set at the beginning of the year. And PBC has solved this problem to some extent, and its advantages are obvious:
1. Focus on business completion. Focus on the close combination of goals and business.
This plan is by no means fixed. Employees help, constantly modify and improve their personal plans through consultation with superior leaders.
3. When employees set their own goals, they will find more suitable ways to explore more challenging goals.
Of course, each evaluation tool has its advantages and disadvantages:
1. Because the direct leader of employees is people, people will have likes and dislikes and have an invisible attitude towards employees, so even a bowl of water can't be leveled.
2. The requirements for direct leaders are very high, not only to observe and record key events in employees' daily work, but also to have requirements for their communication skills and performance coaching skills at any time and place.
Here are some examples:
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