How to conduct performance management in R&D Science and Technology Department

R&D Science and Technology Department should carry out performance management in this way: The so-called performance management of R&D Department refers to the continuous cycle process in which managers at all levels of R&D Department make performance plans, implement performance coaching, evaluate performance, conduct performance feedback interviews and improve performance targets for departments and employees at all levels in order to achieve organizational goals. The purpose of performance management is to continuously improve the performance of organizations and individuals. In the early stage of enterprise development, the R&D Science and Technology Department has a relatively small scale, simple business and few management levels, and the decision-making power is concentrated in the hands of the boss. Most enterprises have no systematic performance management. The boss is in charge of the quality of employees' work, and performance management has not been paid attention to by decision makers. After the enterprise enters the growth period, it is particularly important to design an appropriate organizational structure and system to ensure the normal operation of the enterprise in order to meet the needs of rapid business development. Managers pay more and more attention to evaluating the performance of organizations and employees, but at this time, the focus of enterprises is to provide scientific and reasonable basis for salary payment. In all aspects of performance management, only performance evaluation has been paid enough attention; After the development of enterprises has entered a mature stage, the business environment of enterprises is relatively stable, but enterprises often face increasingly fierce market competition. Improving employees' job performance is the fundamental guarantee to ensure the long-term development of enterprises, so the competitive environment forces enterprises to carry out performance management consciously or unconsciously. No matter what development stage an enterprise is in, performance management plays a great role in improving its competitiveness, so it is very necessary to implement performance management. Performance management is particularly important for mature enterprises. Without effective performance management, the performance of organizations and individuals will not be continuously improved, organizations and individuals will not be able to meet the needs of cruel market competition, and will eventually be eliminated by the market. Successful enterprises in R&D Science and Technology Department have the following three characteristics: First, they can correctly view the role of performance management and have the preconditions for implementing performance management; Second, the enterprise has established a standardized and systematic performance management system; Third, managers and employees at all levels of the enterprise are proficient in tools and skills related to the implementation of performance management. With the continuous development of China's modernization, performance management has become an increasingly important issue. The traditional performance evaluation method has been gradually replaced by other methods. For the performance management challenges, different enterprises adopt different schemes. Some companies adopt a bottom-up approach, first setting job responsibilities, then designing performance management forms, and finally implementing them by providing training in the use of forms. Relatively speaking, other companies have a higher starting point. When designing a performance management system, they will consider it from a strategic perspective, but when implementing it, they will often encounter many practical difficulties due to lack of experience. Job Description, Job Analysis and Salary We found that many enterprises in China are trying to upgrade their management methods and make them more modern. Some of these companies attach great importance to the management of human resources, especially the setting of post responsibilities. According to our experience in providing consulting services to more than 65,438+000 companies in China in the past 65,438+00 years, we believe that in the whole process of modernization of management methods, post responsibility should be carried out later, not at the beginning. However, we believe that enterprises must consider strategy before tactics. Take government departments as an example. Before assigning tasks to their subordinates, government leaders in Beijing and Shanghai have formulated strategies, key goals and target values to be achieved. The same must be true for enterprises in China. When establishing a performance management system, we must first make clear the strategy, and then pay attention to the details such as job responsibilities, so as to achieve effective results. Otherwise, even the best details are far from the success of the company. Case 1 background let's look at an example, xxx electronics company, which has developed rapidly and its internal order is chaotic. The general manager wants the human resources manager to change this phenomenon and find out when and who should do what. The HR manager talked with several HR consulting companies, and each company showed its own methods in salary, job analysis and job description. The human resources manager finally selected one and recommended it to the general manager, who was busy with other business problems and approved the choice of this consulting company. Next, the company spent a lot of effort on these details, but in fact, these details are completely out of touch with the company's strategy, and there was no clear definition at the beginning. Employees don't know what is important and what tasks they should focus on. They and their supervisor try their best to provide the information needed for the job description. The completed job analysis was used to modify the company's salary structure, and then a lot of efforts were made to formulate a new salary plan and communicate with employees. When it was implemented, many indicators were not quantified, so the evaluation of managers was subjective. Does analyzing this method help the company to improve the chaotic situation? It seems a little. Most employees have a clearer understanding of their job content and salary payment. Do employees really get paid according to their work? After a lot of efforts and efforts, the basic salary is set in the new salary plan. The human resource manager simply wants a reasonable new capital structure, and paying according to performance is not her goal at all. The company has no floating salary plan at all. When the general manager found that all efforts did not bring him the desired results, the human resources consulting company proposed floating salary as a tracking project. But the general manager turned his attention to other affairs, so the tracking project was put on hold and never mentioned again. Performance refers to the input and output of an organization or individual in a certain period of time. Input refers to material resources such as manpower, material resources and time, and output refers to the completion of tasks in terms of quantity, quality and efficiency. The so-called performance management refers to the continuous cycle process in which managers at all levels make performance plans, implement performance coaching, evaluate performance, conduct performance feedback interviews and improve performance targets for departments and employees at all levels in order to achieve organizational goals. The purpose of performance management is to continuously improve the performance of organizations and individuals. In the early stage of enterprise development, the scale of the enterprise is relatively small, the business is relatively simple, the management level is few, and the decision-making power is concentrated in the hands of the boss. Most enterprises don't have systematic performance management, and the boss has the final say in the quality of employees' work, and performance management has not been paid attention to by decision makers. After the enterprise enters the growth period, it is particularly important to design an appropriate organizational structure and system to ensure the normal operation of the enterprise in order to meet the needs of rapid business development. Managers pay more and more attention to evaluating the performance of organizations and employees, but at this time, the focus of enterprises is to provide scientific and reasonable basis for salary payment. In all aspects of performance management, only performance evaluation has been paid enough attention; After the development of enterprises has entered a mature stage, the business environment of enterprises is relatively stable, but enterprises often face increasingly fierce market competition. Improving employees' job performance is the fundamental guarantee to ensure the long-term development of enterprises, so the competitive environment forces enterprises to carry out performance management consciously or unconsciously. No matter what development stage an enterprise is in, performance management plays a great role in improving its competitiveness, so it is very necessary to implement performance management. Performance management is particularly important for mature enterprises. Without effective performance management, the performance of organizations and individuals will not be continuously improved, organizations and individuals will not be able to meet the needs of cruel market competition, and will eventually be eliminated by the market. Successful performance management enterprises have the following three characteristics: first, they can correctly view the role of performance management and have the preconditions for implementing performance management; Second, the enterprise has established a standardized and systematic performance management system; Third, managers and employees at all levels of the enterprise are proficient in tools and skills related to the implementation of performance management. The performance management system of R&D department is established as 1, and the performance management of R&D department is guaranteed by this system. More and more people realize that human resource management is a tool for enterprises to gain competitive advantage, and performance management is the core of human resource management. It is the core content of human resource management to continuously improve the performance of organizations and individuals, gain the competitive advantage of enterprises and realize the development goals of organizations. Performance management system includes performance creation, performance evaluation, performance incentive and performance promotion. The coordinated operation of these links ensures the realization of performance management effect and promotes the improvement of performance. To carry out performance management, we must first clarify the purpose and purpose, principles, scope, organization and leadership of performance management, and clarify the responsibilities of senior managers, human resources departments and line departments in performance management. Secondly, it is necessary to design all aspects of the performance appraisal system, such as performance appraisal cycle, performance appraisers and examinees, performance appraisal content and weight, key performance appraisal indicators of various departments and positions, etc. Finally, it is necessary to clarify the implementation of performance appraisal, the application of performance appraisal results, the revision of performance management system, the complaints of performance appraisal, the use and preservation of performance appraisal documents and so on. The implementation part of performance appraisal explains in detail the implementation process of all kinds of performance appraisal, which ensures the smooth implementation of performance appraisal. The application part of performance appraisal results in R&D Science and Technology Department mainly explains how the performance appraisal results are linked with employees' salaries, which is the interface with the salary management system. In addition, the system details other uses of the performance evaluation results. The revision of the performance management system mainly points out which departments and posts have the right and obligation to make efforts to further improve the performance management system, under what circumstances can the system be revised, and should be organized or participated in the process of system revision. The appeal of performance appraisal is to constrain the appraiser to make a fair and objective evaluation of the appraiser in the system. When the appraisee feels unfairly treated, the system ensures that the appraisee can complain in an appropriate way through appropriate channels to ensure the fairness and justice of performance appraisal. The use and preservation of performance appraisal documents make it clear who has the right to consult and copy relevant performance appraisal materials, and make it clear how to save performance appraisal documents. 2. Performance appraisal system Performance appraisal system includes performance appraisal cycle, performance appraisal content and weight, performance appraiser and performance appraisal object. Performance management should specify who is responsible for evaluating in what areas and how often. Performance appraisal cycle refers to the frequency of a performance management cycle, which generally includes Zhou Du, monthly, quarterly and annual performance management cycles; The content and weight part of performance appraisal lists the performance appraisal content, weight of each part, appraisal period, performance appraiser and other information of all departments and positions in the enterprise in detail. Performance appraiser and appraisee refer to who is responsible for the appraisal. 3. Key performance appraisal indicator system Performance indicators are the basis for implementing performance appraisal, and any performance appraisal is based on certain indicators. Effective performance indicators ensure the success of performance appraisal, so the design of indicator system is the central link of performance appraisal system design. In the practice of performance appraisal, the content of performance appraisal generally includes ability index, attitude index, key performance index, department satisfaction, customer satisfaction and comprehensive evaluation. The performance appraisal index system consists of a series of appraisal indexes with different weights. Among these indicators, key performance indicators are the most important and represent the core responsibilities of the position. Key performance appraisal indicators consist of a series of elements, such as indicator name, indicator definition, performance target, appraisal standard and performance appraiser. Choosing suitable performance evaluation indicators, clarifying the relationship between indicators, formulating objective evaluation standards and determining suitable performance evaluators are the key links in designing the evaluation index system.