Performance appraisal is to assess and evaluate the actual effect of employee behavior and its contribution or value to the enterprise by using various scientific qualitative and quantitative methods according to the work content of each employee in the enterprise. According to the reality of discipline integration in M&A industry, this paper designs a performance appraisal scheme to maintain the stability of the organization and finally achieve the goals of the enterprise.
Keywords: enterprise performance appraisal scheme design
The enterprises I know are mainly engaged in the research and development and application of the power industry. With the rapid change of power industry environment and the increasingly fierce competitive pressure, enterprises are transitioning from extensive human resource management to refined management. Through scientific and effective performance management, we can establish a high-performance corporate culture, so that enterprises can continuously improve the per capita output rate, the return rate of human capital and talent development, and forge lasting competitiveness for the future.
Effective performance appraisal can not only determine the contribution or deficiency of each employee to the organization, but also provide decisive evaluation data for the whole human resource management, thus improving the feedback function of the organization, boosting morale and serving as the basis for rewarding employees fairly and reasonably. At present, due to the adjustment of industries and disciplines, M&A enterprises are in a critical period of integration, and all departments are redeploying, so a good performance appraisal design scheme is urgently needed to strengthen the assessment and improve the management level.
I. Objectives of performance appraisal
Establish a performance-oriented management model. Determine the key performance indicators at all levels, decompose the company's goals into departments and employees, and ensure that the company's and individuals' goals are consistent. Strengthen execution, mobilize the enthusiasm and initiative of employees. Provide a just, fair and open basis for the assessment of employees' performance pay. Based on strategic continuous improvement, continuously guide employees to continuously improve their work. Promote communication between superiors and subordinates and cooperation between departments through performance appraisal, and enhance teamwork spirit.
Second, the performance appraisal method and the choice of the appraisal object
People and departments at different levels should choose different performance evaluation methods, and M&A enterprises should choose evaluation methods suitable for their own characteristics to evaluate employees and departments fairly, justly and openly.
From the analysis of working departments, the departments and industrial companies engaged in scientific research projects in M&A enterprises are assessed, and it is suggested that projects be selected as the assessment method of key performance indicators, and the 360-degree assessment method is recommended for the functional management departments of enterprises. From the analysis of employees, it is suggested that the key performance indicators assessment method should be adopted for the senior managers of each assessment unit; Technicians and middle managers adopt 360-degree assessment method; The general manager mainly adopts the interview method.
Third, the main methods of performance appraisal
1. Evaluation method of key performance indicators. The key performance indicator method is an operational tactical objective that is put forward according to the macro-strategic objectives and decomposed step by step, and then it is transformed into several assessment indicators, and then these indicators are used to comprehensively track, monitor and feedback the performance of organizations or employees in advance, during and after the event. The selection of key performance indicators must be based on the principles of integrity, value-added, measurability, controllability and correlation, and then the key performance indicators should be decomposed. Fill in the key performance indicators decomposed into assessment units according to the set table, then formulate key performance indicators and key tasks according to the reported indicators, which are divided into two assessment cycles: the first half of the year and the whole year, and assess each assessment unit according to the established planned indicators.
2.360 degree assessment method. 360-degree assessment, also known as all-angle assessment method, refers to an assessment method in which superiors, colleagues, subordinates and the examinee themselves are the examinees, and the examinees are evaluated from multiple angles in an all-round way, and then the purpose of changing behavior and improving performance is achieved through feedback.
3. interview method. Performance communication is the key link of performance management. The goal is set, the communication is effective, and the assessment is completed. Without communication, assessment can't motivate employees, and performance management just becomes a tool to score employees. When employees lose confidence in assessment, performance management will gradually become a decoration. Communication in place, management will get twice the result with half the effort. In order to make performance communication go smoothly, we should make employees realize the importance of performance communication through training and publicity, let employees learn performance communication, and let employees feel responsible and obligated to communicate. In this way, employees' attitude towards communication will also change, from the original resistance to the willingness to communicate. Performance communication should be divided into four stages: target determination, implementation process, performance feedback and performance improvement. The four stages cooperate with each other, step by step, and * * * together constitute a communication system.
Fourth, determine the evaluation results.
According to the pre-selected assessment methods, all kinds of assessment results are summarized and concluded, and the assessment results of excellent, good, qualified and unqualified grades are determined.
Five, the examination should pay attention to the problem.
When setting employee performance appraisal indicators, it should be based on the actual work situation and meet the requirements of scientificity and applicability. Performance appraisal should follow the principles of fairness, openness and impartiality. Fairness is the premise of establishing and implementing the performance appraisal system. Openness should let employees know the evaluation standards and procedures. Fairness means that there should be a clear distinction between evaluation grades to produce incentive effect. In performance appraisal, we should also pay attention to collecting feedback information to form a closed loop. The evaluation results must be fed back to the candidates themselves, otherwise it will be difficult to play an educational role. Adhere to the PDCA cycle principle (plan to do inspection action), so that the work will continue to rise and develop.
In short, no matter what method is chosen for assessment, it must be constantly optimized and cannot be static. It is necessary to find out the weak links in practice, make timely rectification and improve the assessment level. Through inspection, some problems were found, which provided reference data for improving performance in the future. By objectively evaluating employees' job performance, we can help employees improve their work level and ability, thus effectively improving the company's overall performance and realizing the company's development strategy.
Key points of performance appraisal scheme design
Author: Chen Huiyong
Management is an eternal topic in business circles, and performance appraisal is a hot topic in the field of human resource management. Some people say that performance appraisal is a chemical injection, which can make "stagnant water become living water and living water become boiling water". Others say that performance appraisal is a competition organized within an enterprise. Some people "cheer for it" and others "worry about it".
Why has "performance appraisal" become a headache for many HR managers and a difficult problem that many employees ignore or contradict? This must be traced back to the current situation of performance appraisal of domestic enterprises and the outstanding problems faced in the implementation of the plan. This paper mainly summarizes the common problems and analyzes the root causes from two aspects: internal self-implementation effect and management consulting experience.
Equating "performance appraisal" with "performance management" is divorced from other steps of "performance management". In several companies contacted, many managers believe that the key to performance appraisal is how to quantify performance appraisal indicators and how to make examiners conduct performance appraisal fairly, justly and openly. They only care about the rationality of individual performance appraisal indicators and the fairness of individual performance appraisal, but ignore the connection with performance planning, performance analysis, performance communication, performance improvement, application of assessment results and other steps, resulting in performance appraisal being too rigid, a mere formality and poor actual results.
There are many reasons for this result, but most of them are related to the old system of state-owned enterprises (personnel management rather than human resources management), the lack of HR professionals, the lack of awareness of all employees participating in HR management, and the unclear purpose of performance appraisal.
The way of performance appraisal is "worshiping the new and obsessing the foreign", the reform of appraisal scheme is misplaced or too radical, and the "soft landing" is ignored. With the advanced foreign enterprise management concepts and methods being accepted and applied by more and more domestic enterprise managers, while some enterprise managers have successfully applied them, a considerable number of enterprise managers have begun to set off a trend of "worshiping the new and the foreign", that is, striving for "innovation" and advocating "foreign", either designing by themselves, consulting companies to design unconventional solutions, or learning from popular foreign practices, such as applying the popular "balanced scorecard" regardless of their own applicability. I don't know, the balanced scorecard is an effective method to implement strategic management and assessment management on the basis of a clear strategic map established by enterprises. However, many domestic enterprises, especially small enterprises, have not clearly established their own development strategy, so they push BSC method, and the result is that it is difficult to carry it out to the end. Some large and medium-sized enterprises have been completely denied or shelved because of their poor performance culture foundation, lack of transformation plans and no effective "soft landing".
A superficial reason for this phenomenon is that HR managers drift with the tide or management consulting companies have their own interests, and they have failed to really formulate a practical or transitional plan that is "based on reality and higher than reality"; So what is the deep-seated reason? It is analyzed in two categories.
In the first category, customers themselves don't really know clearly or uniformly what are the main purposes and key objectives of designing or implementing performance evaluation. The goal orientation of performance appraisal is diversified, including "combining salary with performance", "checking the completion of work", "cultivating employees' ability", "assisting employees in career planning", "determining training needs" and "changing the organizational culture of enterprises". At present, most domestic enterprises take "combining salary with performance" as their main purpose. This may lead to the final performance appraisal of enterprises as "salary" rather than "performance", thus making performance appraisal go astray. In addition, employees at all levels have different expectations of performance appraisal, which will have a certain gap in the implementation effect of the plan, thus affecting the implementation effect.
Secondly, most consulting companies fail to really grasp the most urgent and critical needs of customers, but apply them according to popular or relatively scientific schemes in order to solve all problems. It is worth noting that customers hired consulting companies to design performance appraisal systems, some focused on layoffs, some focused on motivating employees, and some focused on indirectly driving the rapid growth of personnel through responsibility transfer and pressure decomposition.
The solution to the above two problems is to let customers fully understand the objectives and key points of performance appraisal at each stage, and at the same time unify the expectations of employees at all levels through full publicity. Consulting companies need to deeply grasp the real ideas of customers at all stages, especially the top management, prescribe prescriptions as needed, and provide transitional or dynamic adjustment programs.
Pay too much attention to the "technology" factor and ignore the "people" factor. In order to learn how to use it as soon as possible and solve the urgent need of performance appraisal, many HR managers are willing to collect and apply some so-called scientific operation tools, tables and software, and spend most of their time thinking about these tools in the office, ignoring a key factor affecting performance appraisal.
-"Man-made" factors are reflected in the lack of adequate "communication and feedback". The method of "communication and feedback" runs through the whole process management of performance planning, performance evaluation, performance assessment, performance interview, performance counseling and application of assessment results. Almost all the problems at present, such as the mismatch between employees' personal performance appraisal orientation and enterprise/department strategy, unreasonable performance contract, unscientific appraisal indicators, subjectivity and one-sidedness of appraisal, and insufficient implementation of employees, can be deeply rooted in this crux.
In order to make readers think and understand the problem-solving ideas and methods in this paper more intuitively and benefit from them. Based on the above common problems, combined with the following practical cases, this paper will provide corresponding case analysis and reference for solving ideas and methods from the perspective of consultants who participate in the whole process of designing, coaching and tracking the performance appraisal scheme of the enterprise.
It stands to reason that the branch of a large telecom operator has always maintained a leading position in the market share of the same industry. Business/personnel developed steadily in 2003-04. Since the second half of 2005, the market competition has intensified, the business scale has increased rapidly, and the corresponding personnel scale has also expanded rapidly. By the beginning of 2006, it had soared to more than 1200, with a net increase of 337 and a growth rate of 37.6% compared with the end of 2005.
Due to various historical reasons, the enterprise has the following outstanding problems in enterprise management and human resource management:
1. Enterprises lack clear strategic planning and human resources planning, and business and human resources management are completely determined by superior companies and market forms, lacking foresight, guidance and planning.
2. Due to the lack of a unified strategic main line, departments with the same main business go their own way, with great differences, such as disorderly expansion of personnel, different business priorities, frequent changes in business strategies and other outstanding problems, which the market functional departments are often helpless about.
3. There is a shortage of middle-level managers, and the management ability of grass-roots managers is generally weak, and HR departments and functions are lacking.
4. Due to the lack of HR departments and professionals, coupled with the rigid thinking of "team consciousness", the current performance has been caused.
Effective assessment only emphasizes the assessment of "team", but fails to effectively assess individuals.
In view of the above problems, how to design a set of "practical" performance appraisal scheme first?
First of all, we have mastered the business and personnel characteristics of various departments of the enterprise and the original performance appraisal scheme through full interviews and investigation and analysis in the early stage.
Secondly, communicate with customers' middle and senior management for many times to master the real needs of customers and the basic principles of performance appraisal scheme design. We found that customers pay more attention to the operability and effectiveness of the scheme, mainly through the implementation of the new assessment scheme, decomposing the performance pressure on everyone, reducing the pressure on senior and middle managers, ensuring the completion of the annual basic performance tasks, and at the same time driving the grassroots managers to grow up as soon as possible under moderate pressure, improving their management ability, and providing reference for the career development planning of core employees.
Therefore, three basic principles have been established, that is, "the plan should be based on incentives", "based on reality is higher than reality" and "necessary science and practicality".
Then, according to the requirements of customers, three sets of reference schemes are provided: BSC method (balanced scorecard), KPI+GS scheme (key performance indicators+target task book) and KPI+CPI+ evaluation indicators (work attitude and ability).
The first scheme is determined through repeated consultations with senior customers: pass. There are two main reasons. First, the top management reflects that the enterprise has no clear strategic goal and is affected by various factors, so it is difficult to achieve it in the short term. Second, there are few financial indicators of enterprises, only internal imaginary profits, and the financial department is not fully functional, and only undertakes basic management work, such as auditing. Our suggestion is to wait until the enterprise strategic map is established, and then gradually turn to this scheme. The second scheme was finally decided after consultation with the middle level of the customer: PASS. Mainly reflected by the heads of most departments, in the past, GS assessment projects were mostly daily basic management projects, which were generally fixed and changed mostly by some market performance indicators. Based on our analysis, we think that the GS target of the department has not changed much, and it is difficult to set or realize the individual GS target because of the frequent changes of the above policies. It is suggested to cancel the GS assessment item.
Because the enterprise has a state-owned enterprise background, the third scheme was finally adopted, and of course some adjustments were made. If the basic management problems are solved repeatedly, this item shall be regarded as a reduction item; In order to strengthen the market support responsibility of functional managers, they should bear a certain proportion of market performance indicators and include them in the "internal customers" evaluation indicators; In order to strengthen the management ability of management, the department manager assessment is not only linked to the department assessment results, but also increases a certain proportion of management performance indicators; According to the requirements of customers, we will continue to keep the evaluation of employees' ethics and diligence, that is, the evaluation of work attitude and work ability. In order to prevent subjectivity and one-sidedness, we will use the "critical event method" to evaluate.
It is not enough to have a "practical" scheme. How to make the scheme leap from "practical" to "effective" is a topic of common concern.
So how to grasp the "effective" control points when the scheme is implemented?
The first point: arm the customer HR management team with professional knowledge and skills.
Another indirect result of the consulting project is to guide the customer's HR personnel to participate in the whole process as much as possible and help the customer cultivate a professional HR management team. Even if the project team quits the enterprise, the customer's own human resource management team has the ability to continue to implement and improve the plan.
In this project, we have done the following work:
1. In the process of scheme design, we work in an independent office with the client's project team members, and both sides can communicate, learn and discuss at any time, and get familiar with the principles, ideas and methods of scheme design;
2. At the initial stage of the implementation of the scheme, the customer's human resources management personnel are specially trained, involving key points, difficulties and solutions for reference (generally, we will put forward more than two schemes and explain the advantages and disadvantages of each scheme);
3. Answer the questions raised by the customer's human resources management personnel from time to time, provide them with relevant operating tools and templates, and recommend them to refer to excellent performance appraisal management books.
The second point: carry out "general mobilization" to help HR managers win "popular support"
In order to help the customer HR manager win as much understanding and support as possible, we always put the principle of "full communication and feedback" into the implementation of the plan. In the scheme design, a large number of communication interviews and departmental discussions were conducted; At the initial stage of the pilot scheme, conduct centralized publicity and training for other managers and employees; During the trial period of the scheme, one person from each department takes turns to exercise in the Human Resources Department to familiarize himself with the operation points of the scheme, so as to guide the human resources work of their respective departments after returning to their posts; Informal communication with managers at all levels or employees interested in human resources to discuss and feedback related issues of performance evaluation.
Through full communication and feedback, the professional image of the consultant has been established, and the HR managers have won more understanding and support, which is convenient for the effective implementation and execution of the plan.
The third point: dynamically adjust the scheme, provide moderate autonomy and maintain certain flexibility.
Any scheme itself is not perfect, and any scheme can only be applicable under certain conditions. Therefore, when implementing the scheme, we always emphasize that the scheme system and principles are dead, and the operation form allows moderate autonomy, which is embodied in encouraging all departments to innovate forms and maximize the effect when implementing the management meeting system; In the personal performance appraisal form, the target value and calculation method can be appropriately adjusted according to the scoring situation. At the same time, it also pays attention to certain flexibility, which is embodied in providing transition plans, allowing enterprises to have different business priorities and dynamically adjust assessment priorities.
Afterwards, through customer feedback and comparative analysis, it is known that although there are still some problems in the implementation process, the scheme has achieved obvious results on the whole and is conducive to promoting other work of human resource management.
Based on the above summary of common problems in performance appraisal and the analysis of consulting cases, we can draw a conclusion that the performance appraisal scheme can only be practical if it is based on the premise of "grasping the real needs of customers", the concept of "systematic thinking rather than local consciousness", the principle of "based on reality, higher than reality", the guarantee of "cultivating internal professional human resource management team" and the means of "full communication and feedback"