In performance management, managers and employees should keep continuous communication from the setting of performance goals to the final performance evaluation. Only in this way can performance management be effectively implemented. At present, most of the performance appraisal models ignore communication, and some enterprises even have no communication at all, but performance appraisal flows between human resources departments and line managers. As for how to evaluate and how the evaluation results are, employees don't know at all, and the enterprise has not prompted the line manager to give employees performance feedback, which also gives the line manager an excuse to evaluate at will, and no one will pursue it anyway. Lessons from the past: A dismissed employee of enterprise B sued the enterprise to the labor arbitration department. In the arbitration application, the employee said how hard he worked, how excellent his performance was, how heartless the company was when he was dismissed, and how wronged he was. He said a lot of good things about himself and bad things about many enterprises. However, the results of the investigation were beyond the arbitrator's expectation. The dismissed employees actually have a bad reputation, such as being late and leaving early, absenteeism and fighting, and doing many bad things, but their work performance is in a mess. However, many managers fill in the word "excellent" on the performance appraisal form in order to push employees out of the door smoothly and not blame him. In this way, the employee ran around in various departments of the company with an excellent aura until there was nowhere to go. After reading this case, we have several questions: Does this enterprise have no performance management system? Is the performance management of this enterprise perfect? Why does an ordinary dismissal eventually turn into a labor dispute? Obviously, this enterprise has a performance appraisal, and it will also assess its employees every year, and it has also established employee performance files. However, the performance file is too full of moisture, which deceives the company and employees and causes many problems and troubles for themselves. How to do this, performance management must start from the following aspects: theoretical learning is still a new thing for many people, management including HR managers have not fully understood its true connotation, there are still many puzzles to be solved, and there are still many concepts and methods to be mastered, and the most effective means to quickly master theories and methods is learning. At the end of theoretical study, enterprises should urge enterprise managers to publicize their subordinates, so that employees can truly understand the true face of performance management, eliminate those doubts in their hearts, let employees participate in it, and stimulate their enthusiasm for self-performance management, so as to get their greatest support and participation in future implementation and execution. Job analysis job description seems to be detached from performance management, but it is not. In performance management, the setting of performance objectives, the recording of performance files, continuous performance communication and performance evaluation are all inseparable from employees' positions and should always be based on job descriptions. Process design usually, an effective performance management process should include the following parts: setting performance goals. The goal is the object of performance management, and the activities of performance management depend on the realization of the goal. So at the beginning, managers should work with employees to set a performance goal. Performance coaching. After the goal is set, the responsibilities of managers are more clear. Managers should constantly communicate with employees in the process of achieving their goals, keep close contact with employees as much as possible, constantly provide support to employees and remove obstacles on their way forward. Record employees' performance files. No accident is an important principle of performance management. "Nothing unexpected" here means that in the year-end performance appraisal, managers and employees will not be surprised by the results of the performance appraisal, and everything is expected. Employees will not argue with managers because of the results of performance appraisal, and no dispute is what performance management advocates and pursues. In order to avoid accidents, managers must observe more in their daily work, make necessary records and form employee performance files. Performance appraisal. This is a necessary stage of performance management. The purpose of performance management is not to evaluate, but to make performance management more excellent, and to find problems and improve them through evaluation. Diagnosis and improvement of performance management system. Without an absolutely perfect performance management system, the performance management of any enterprise needs to be continuously improved. Therefore, after the evaluation, enterprises should organize effective diagnosis, so that the enterprise performance management system will play a greater role in the next cycle. The process of role positioning is carried out by people, and it is obviously not enough to clarify the responsible person. We must also locate the role that employees at all levels should play in performance management. Business owner: Whether the performance management system can be successful or not, the business owner is of course fully responsible, and the industry gives the boss a position of support and promotion. First of all, support it in attitude, and then promote the development of management system in action to promote the sustained and in-depth development of performance management. HR manager: HR manager is a person who is often wronged. Usually, enterprises pin all their hopes on HR managers, and all the burdens are shouldered by HR managers. Now it seems that this is not realistic. As a human resource manager, his role should be a consultant and an absolute expert in performance management, providing scheme support, tools and consultation on various issues for the construction of enterprise performance management system. Line managers: Line managers are the backbone of performance management, because even the best scheme can only be effective after their strong implementation, so their role should be implementation. Of course, in the diagnosis of performance management system, they are also natural "proposal" submitters. Employees: employees are the terminal of performance management, and employees are defined as the masters of performance in the industry. They are the owners of performance, and they own and produce performance. (Wang Liguang) Random Talk-Which company does corporate vision come from? Is there anything more macro and long-term than strategy, which plays a more decisive role in the ultimate fate or sustainable development of enterprises? Yes, but many companies ignore it. A few years ago, a well-known boss in the industry (we might as well call him Teacher Niu) signed a one-year "teaching contract" with the author. Naturally, my first duty is to "feel the pulse" of his leadership and his relationship with the senior management team. The comprehensive enterprise of cattle developed rapidly in those years. However, with the expansion of enterprise scale, the lack of senior management talents has become the main bottleneck restricting the company's development. The cattle head office is very motivated. Once it sees the problem clearly, it will go all out to recruit talents nationwide. With heavy investment, the company introduced a group of outstanding talents within half a year, especially the "new faces" in various key leadership positions of the company. The "three fires for a new official" burned the whole company steaming. However, within a year, high-spirited executives have become "monks who ring the bell on time" and cannot dial abacus beads. Seeing the team atmosphere changing so quickly, Niu always wondered. Among the members of the senior management team he introduced, there are directors who have worked in famous multinational companies, professors who have gone to sea from universities, and even "rebellious heroes" who have worked hard in private enterprises for many years. These people are all proficient in martial arts, and everyone wants to make their mark on the stage provided by Niu Lao. But a few months later, everyone found that the main script was basically gone, and the main director was busy fighting the fire. Even if the actors tried hard, they couldn't put on a good show, so they were all depressed. "Teacher Niu, it is very important to unite people's hearts and renew their enthusiasm. It is very important to clarify the strategy, but that is only the second step." "What? What is the first step? " Cows always seem impatient. "It is to establish the mission, vision and core values of the enterprise, that is, to establish the direction and purpose of the enterprise." Looking at the cow with a blank face, I replied like this. What Teacher Niu did next surprised me. Mr. Niu, who is known as the "first executive in the industry", used the subsequent "May Day" holiday to shut himself up in a villa far away from the city, carefully studied the information I provided about corporate culture, and then thought hard, and actually worked out the company's mission, vision and core values alone. As soon as he went to work after the long vacation, Niu Lao called all the senior executives together to share his "R&D achievements". After the executives said some nice things at the meeting and made some suggestions on wording and sentence making, this "most important document since the establishment of the company" was "settled". Two weeks later, I went to the company and found that the hall, canteen, corridor and elevator were all covered with the company's "mission, vision and core values". I asked Mr. Niu, "Has this' project' designed and implemented by you been' quick' and achieved the expected effect?" Niu Lao lost in thought. Perhaps he has realized that the construction of corporate culture should be a process of collective participation of employees, rather than patting his head to make decisions. (Yang Shan) Skill-Skillfully avoid the small cycle of the word "Hui" □ Xiong Jie is in a shop designed with zigzag moving lines. The author found that customers take the inside line of the word "Hui" more than the outside line of the word "Hui", thus forming the problem of small circulation of passenger flow in long and narrow buildings. The first problem is that the ideal moving line is that customers can walk the whole store comfortably after entering the door, but this is not the case. After customers enter the store, they first enter the * * * to enjoy the space. At this time, * * Enjoy Space may be doing marketing activities and gathering a large number of customers. However, because the enjoyment space is too close to the entrance, the actual situation is that the door is crowded with people, and there are few people in front of the cabinets in the depths of the store, so customers stop at the door. So * * * space should be moved back appropriately. Customers who want to know about the activities in the * * * space must first go through a set of cabinets at the door, so that customers will naturally enter the mall. Second question, the elevator was right in the middle when the customer came in. Unless there is something particularly attractive in the depths of the store, he can walk around the elevator at most and then go upstairs, forming a small circle of passengers, and both sides of the building can easily become dead zones. The elevators in this long and narrow building must be set separately. If customers want to go upstairs after coming in, they must go both ways. In this way, he must go through more storefront space, accept more commodity information, and form an outside line of the word "back". The third problem is the design of the main passage of the floor. Most designers have designed two straight main aisles to ensure the transparency of shopping malls. In the survey, industry analysts found that most customers said that when they stood on one side of an aisle with a length of 100 meters and a width of three or four meters, they felt particularly tired when they looked at the changes of the aisle and the ceiling posters in front of them from near to far, from big to small. "This aisle is too long and it's too tiring to walk", so they turned and left. The long passage of this department store can't be designed in zigzag, but should be designed in zigzag, turning a corner every 30 to 40 meters to continue, which can effectively alleviate the fatigue of customers and have a feeling of winding paths and flowers. Relatively speaking, the problem of small passenger flow in long and narrow buildings has been effectively improved through the backward movement of the enjoyment space, the forced diversion of elevators and the zigzag treatment of main passages. Store manager-hard work can convince the public. The last time I saw him was at this year's meeting of cadres and workers. On snowy days, he walked steadily on his way to work step by step. Now, he is busy with the renovation of the store. A few years ago, he was still managing the Qiaoning apartment community store. When I reported for duty on the first day, he was answering his cell phone at his desk. Before I finished, the landline rang again. I turned to look at the two suppliers waiting at the door and walked out of the office. On that day, I introduced myself several times for a long time. So far, this busy and dedicated manager has made a magnificent appearance in my memory. In the first month, I always thought he was a rigorous person, always analyzing the daily purchase, sale and storage carefully and fastidiously, and then "talking" with the foreman one by one. He is not good at joking and has a bad temper. As soon as he found that the noodles were out of stock and the price was low, he picked up the walkie-talkie to "educate" the foreman. The key is to face his "trouble", and everyone is silent and convinced. Gradually, I understood the reason. Because time is tight, there is something wrong with the structure of the product display. He was very dissatisfied when he visited the shop. He immediately took off his suit and took the lead in adjusting it. It was already past 1 1 at night. At first, everyone looked at each other, and then they went to work without saying anything. At that time, the manager taught me his meticulous and resolute work style. He has a thick notebook, which records his daily work content and monthly/weekly work plan, and practices a good hand day after day. At the regular meeting, he always summarizes and grasps the key problems in operation or management. Especially in personnel management, it has always had its own principles: if employees have difficulties and need to take time off or leave, as long as the situation is true, they will gladly approve it; When raising his salary, he can put aside human feelings, manage according to traces, and come up with objective factual basis in the assessment cycle. Sure enough, this manager with a clear distinction between public and private is rigorous, fair and just. After a long time, I often had lunch with him in the store, and gradually discovered the easy-going side of Manager Wang. He will show some young people the truth of doing things as predecessors, and we are more and more willing to share "growing pains" with him. So this open-minded and generous manager played down his serious impression in my mind with approachability. Later, when my job was transferred, I temporarily left the team led by Wangdian. However, every New Year, I always greet this old superior. I have seen him absorbed several times in the cadre training class. When chatting with former colleagues, I often casually talk about him. It is said that he hasn't changed at all, and he still loves to worry. He still frowns and waves his walkie-talkie while patrolling the fields to "criticize education". There are also people who change stores like me. There is always a nostalgia when I think of Manager Wang and the places where I struggled together before. On a recent business trip, I heard the leader who lived with me mention him again: "He is nice, practical and can bear hardships! When I first joined the internship, I was the main force every time the goods came in the store. When he met the goods at night, he rushed in front to move the rice, oil and salt, and he was so busy that he didn't say a word! " I am not surprised to hear such an evaluation, because he has told many people the same sentence: we can only grow in the process of hard work. (Human Resources Department of suguo supermarket City, Zhu Lili) Management Experience-How big is your fault when employees resign? Paying attention to one's own problems, paying attention to the working life of employees and understanding the mentality of employees are the key to solving problems. In the short time of personnel management, the author found that a considerable number of employees in the enterprise left their jobs abnormally. Some people are slow to adapt to the environment because they have just joined the work. The more prominent problem is not this. A considerable number of employees' resignations have a lot to do with our managers, including usual communication, on-site management, and ways and means of criticism. Failure to do well in these aspects will directly affect employees' satisfaction with the enterprise, and resignation has become their helpless choice. I have encountered such problems in my work. An employee submitted a resignation report to the personnel department. It can be seen from the employee's state and expression that she didn't resign intentionally, but she resigned in anger with the foreman, because her monitor didn't fully understand the situation when he found the problem, so he felt wronged. Knowing what happened, I tried to talk to her from the perspective of management and being managed. Finally, the employee said that he would not resign again. At the same time, after the employee left, I believe she also lost her ideological burden. Although this is only an example, this situation is not uncommon among our grass-roots managers. As the direct supervisor of employees, we actually serve the employees. We can't just emphasize status and rights, nor can we generalize in management. When you pay special attention to status and rights, your way of dealing with problems is easy to go to extremes, and you will lose patience with employees. Unconsciously, your employees will have a high turnover rate, and you will go to the personnel department to keep asking for important people. Once employees can't do it, you will complain that the personnel department is not working well, and at the same time, you will complain that there are too many new employees who can't keep up with your pace. If you don't pay attention to these things, the work of the department will be affected, and the personnel management will make you feel very tired, because you have to invest a lot of time and energy in training to constantly replenish new employees. Therefore, the key to solve these problems is to pay attention to your own problems, pay attention to the work life of employees and understand their mentality. A harmonious team, a collective with strong cohesion and centripetal force, can not be separated from everyone's efforts, but also from the wisdom and dedication of managers. As the saying goes, "the train is fast and fast, all by the front." I hope our managers can understand this truth, make a good start and lead our team to create more impressive results. (Zhang Chongyang) Strategy-Detail Differences of Management Qualities As a qualified manager, he should have all kinds of qualities, including not only personal basic qualities, but also professional qualities, such as good communication and teamwork spirit. In practical work, managers tend to be biased when dealing with the following problems: As a manager, being good at communicating with subordinates is one of his basic qualities. However, when communicating with subordinates, many managers are vague about the projects to be implemented, and are unclear about the important elements such as purpose, purpose, method and matters needing attention. The subordinates do what they think, but the result is wrong. For example, a planning manager explained to the designer that the design package, such as purpose, specification, material, design style, conception direction and color, was not accurately conveyed. Results The designed manuscript was revised repeatedly, which not only wasted the cost of human resources, but also affected the progress. In front of the boss, there will always be some inevitable mistakes if you don't say that your subordinates are not at work. As a manager, we should be brave enough to take responsibility, learn from it and avoid it next time. However, in the realization of work, many managers are not strong in dealing with crisis and taking responsibility, but they are quite strong in shirking responsibility, and things are screwed up. It is customary to say in front of their superiors that a subordinate did it, but he didn't do what I meant. I was trying to make him smarter or something. This kind of manager is used to pushing the responsibility completely to subordinates or to brother departments. This shows that his psychological quality, sentiment, adaptability and sense of responsibility are far from each other. Over time, subordinates will be distracted. In the eyes of a wise boss, you are also an unqualified manager. Don't ignore the opinions of employees. When employees give their opinions to managers, some managers will ignore their subordinates' opinions or still do what they are doing. "Hmm, hum" was the answer. Such managers lack the basic quality of respecting others, and think that their subordinates' abilities and knowledge are not as good as their own, so it doesn't matter whether they listen or not. The correct way is to put down the work at hand, listen carefully to the opinions of subordinates, know how to fully respect others, accept the normal opinions of subordinates with an open mind, put forward incorrect opinions or mistakes that subordinates are unaware of because of their knowledge and ability, and communicate with them sincerely so that he can make greater progress from every communication. Giving subordinates the opportunity to know the department director of a group company has excellent abilities in all aspects, so they are nominated by group leaders every year and awarded outstanding individual awards. He has two right-hand men, and his working ability is outstanding. It is precisely because of this strong alliance and complementary advantages that this manager's ability has been maximized. But the manager's annual personal award, one or two years is enough to prove your ability. Why don't you give your subordinates the opportunity to work with them better in the future? In management work, it is these differences in communication details that reflect the different levels of managers. Explain the work concisely and clearly, enjoy the process of communicating with subordinates, and fully affirm the important role of subordinates in their own team when appropriate. Only by being good at grasping employees' psychology in these processes and impressing and infecting employees with their own performance in details can we improve the overall efficiency of a team. (Li Yongjun) Fable-Huang Jintai needs to recruit talents to manage enterprises well. The recruitment of talents in ancient Yan Zhaowang Huang Jintai is the most famous example. "The Warring States Policy Yance I" records that Yan Zhaowang (365,438+065,438 BC+0-279 BC), the monarch of the State of Yan, was bent on recruiting talents, while more people thought that Yan Zhaowang was just a good dragon, not really eager for talents. As a result, Yan Zhaowang has never found a talented person to govern the country and safeguard national security. He is unhappy all day. Later, a wise man named Guo Kun told Yan Zhaowang a story. A monarch is willing to pay 1200 gold for a swift horse. However, three years later, he never bought it again. After another three months, he finally found a swift horse. When the monarch sent his men to buy a swift horse with a lot of gold, the horse was already dead. But the man who was sent to buy a horse bought a dead swift horse for 500 taels of gold. The monarch said angrily, "I want a live horse." How can you spend so much money on a dead horse? " The monarch's men said, "You are willing to pay 520 gold for a dead horse, let alone a live horse. Our move will inevitably attract people from all over the world to provide you with live horses. " Sure enough, in a few days, someone sent three swift horses. Guo Kun added: "If you want to recruit talents, you must recruit me Guo Kun first. A man with little knowledge like me can be adopted by the monarch. People who are better than me will definitely come all the way. " Yan Zhaowang adopted Guo Kun's suggestion, worshipped Guo Kun as a teacher, built a palace for him, and built a "Huang Jintai" to show his sincerity. It wasn't long before there was a situation of "scholars contending". Wei strategist, Qi Yin Yang Shi Zou Yan, and Zhao lobbyist and dramatist Xin successively defected. The backward Yan state suddenly became full of talents. Since then, a weak country devastated by civil strife has gradually become a rich and powerful country. So, avenge, and beat Qi to only two small towns. Revelation: The only way to manage is to employ people. Talent is the foundation of career. Excellent leaders should be good at identifying and using talents. Only by being talented and useful can we be invincible in the fierce social competition. In real life, we may not be able to build a "Huang Jintai" like Yan Zhaowang, but we should at least have the sincerity and corporate culture of recruiting talents. It can be said that talent is efficiency and talent is the first driving force for enterprise development. How to manage enterprises well has always been a "research topic" for enterprise managers. Some of them are well researched and well managed; Some research failed, and so did governance.