Q: What is performance management for?
In the eyes of many enterprises, performance management is performance appraisal, which exists to provide a measure of interest distribution. For example, the assessment purpose of a company is mainly to pay bonuses at the end of the year. What's more, some enterprises regard performance appraisal as a fine system. In many small private enterprises, performance appraisal has become a means to deduct employees' wages and bonuses. So how can enterprises stimulate employees' enthusiasm for work?
Atta Consulting believes that the great significance of performance management lies in conveying a management and development concept based on "performance" to all employees of the enterprise. It not only makes a scientific evaluation of employees' performance, but also helps managers to master management skills, develop scientific management habits, help employees improve their work efficiency and maximize their potential, so as to realize the * * * promotion and * * * development of enterprises and employees' performance.
Question 2: Has the enterprise made clear strategic planning and business objectives?
A very important goal of performance management is to achieve the company's strategy and business objectives through this management system. Therefore, the company should work with employees to formulate the company's strategy and business objectives, and then decompose them layer by layer. All employees' goals are centered around the company's strategy and business objectives, so each employee must first know the goals of the higher level, and then work with the supervisor to set their own goals accordingly. In this way, employees are not only very clear about their work objectives, but also have standards to measure work results in performance appraisal, which ensures fairness, impartiality and openness in performance appraisal.
On the contrary, if there is a lack of strategic planning and business objectives, the implementation of enterprise performance appraisal is like water without a source, and there is no way to start. The hard work of patchwork can only be full of mistakes.
Three questions: Is the business process really optimized and has it played a role?
Process is a set of interrelated activities that create value for customers. Process optimization can improve the cost, quality, service and speed of enterprises and improve the management level of enterprises by rethinking and redesigning business processes. Process optimization should be customer-oriented, process-centered, and make full use of information technology to realize the flattening of organizational structure. Process is the norm of enterprise operation, and excellent process can enhance the core competitiveness of enterprises.
In other words, process optimization helps enterprises to improve their dual effects-effectiveness and efficiency, which is the internal work norm and foundation of performance management. In the absence of clear business process text, concise and clear management reporting and command relationship, and detailed post rights and responsibilities, performance management has also lost its corresponding management foundation.
Question 4: Are employees fully aware of their rights and responsibilities?
Linked with enterprise process optimization is the establishment of institutional norms for the division of responsibilities at each node of the process.
In many enterprises (especially private enterprises with weak management), the work of job analysis is basically blank, and at most there is only a general description of job responsibilities.
A clear division of responsibilities is the premise for enterprises to implement performance management. A simple basic truth is: if a person should not do something to be assessed, he will certainly be dissatisfied; Whoever doesn't know who should do the work will be dissatisfied with the assessment, and the result of dissatisfaction is contradiction, dissatisfaction and conflict. Therefore, the premise for enterprises to implement performance appraisal is to analyze posts on the basis of process optimization, clarify the division of work and responsibilities, and formulate job descriptions for each post, so that performance management can be justified, fair and just when evaluating, comparing and rewarding the work and performance of each person or team, and achieve the purpose of motivating individuals and promoting work.
Five questions: Who is responsible for the failure of performance management?
The implementation and popularization of performance management is a major reform of enterprise management means and methods. It needs the continuous support and help of the top management, and the human resources department can be more confident to cooperate with all departments to complete this great cause. However, in many enterprises, all the tasks of performance management are handed over to the human resources department, while other managers don't care about performance management at all. In this case, the human resources department also had to cope with heavy tasks, and finally ended in a hurry, and the assessment forms were closed.
Therefore, when we reflect on the dilemma of performance management, we need to answer clearly: As a senior manager, have you really and continuously given the greatest support to performance management? As the head of each department, do you realize that you are the main body of the assessment, and do you try your best to improve the performance of subordinates and departments? If the answer is no, then top managers should be responsible for the failure of performance management first, followed by department heads, and finally the human resources department.
Question 6: Is the enterprise ready to publicize the implementation of performance management?
The implementation of any new management means is inseparable from extensive publicity and implementation, and performance management is no exception.
Necessary training is essential. Only when employees understand the benefits brought by performance management will they be willing to accept it, and will they cooperate with managers to do a good job in performance planning and communication. Let the heads of departments understand their own benefits, and they will be willing to accept, participate and promote them. Therefore, before the formal implementation of performance management, managers and employees must be carefully trained on the purpose, significance, role and methods of performance management. This work cannot be omitted.
Question 7: Can performance communication be consistently implemented and realized?
When we agree that performance management is an idea and philosophy, performance management is not only a scientific evaluation of employees' performance, but also can help enterprises and employees improve their working methods and work performance, thus achieving the goal of * * *. Therefore, the implementation of performance management is not to get a written evaluation result and everything will be fine, but to pay more attention to communication in the process of performance management and improve performance through communication.
Eight questions: Did the assessment result achieve the purpose of motivating employees to the maximum extent?
The results of performance appraisal should be clearly applied, such as salary increase, reward, promotion, post adjustment, demotion, fine, dismissal and dismissal. Results The application should be reasonable and fast, so as to achieve the purpose of effective motivation.
The close relationship between performance appraisal and benefits contains two connotations: first, the results of performance appraisal of enterprise employees must have corresponding personal interests, whether it is personal bonuses or job changes, otherwise the performance appraisal will be difficult to achieve the incentive effect; Second, the way of performance appraisal should be closely combined with the form of interest distribution. For example, if an enterprise's assessment needs to focus on individual's specific work performance, but the proportion of skill salary in salary design is very large, then the structure of performance appraisal and salary system will not be consistent, and its final implementation effect will be greatly reduced.
Question 9: What is the probability of adhering to the performance management system?
As a concept and philosophy, performance management needs long-term and persistent publicity, training and implementation. However, due to the misleading of performance management by domestic enterprises, the strict requirements of the implementation of performance management on the basic management of enterprises, and the great resistance of customary forces inevitably encountered in the implementation process, it is difficult for many enterprises to implement performance management persistently and unswervingly.
As mentioned above, the importance of performance management in establishing the overall performance concept of enterprises and improving the performance of enterprises and employees cannot be overemphasized. If the enterprise can persistently and successfully apply the ideas and working methods in performance management to the whole organization of the company, constantly push the flywheel to rotate in the same direction, and then gradually accumulate power one by one, the enterprise will finally achieve a breakthrough through unremitting accumulation.
Question 10: Has the enterprise established an efficient "performance culture"?
If an enterprise's performance management system wants to operate effectively, it must have a performance-oriented corporate culture atmosphere, pay attention to performance, explain the decision about "people" to every member of the organization clearly, and tell the members of the organization what the management really cares about and encourages, so that the performance appraisal will be carried out much more smoothly without communication and performance.
R.Bacal, a famous performance management expert in north America, believes that performance management "is a continuous communication process, which is guaranteed by an agreement reached between employees and their direct supervisors. In this process, a clear goal and understanding of future work are reached, and organizations, managers and employees who may benefit from it are integrated into the performance management system." Mr. Buckworth believes that real performance management is "a continuous communication process between two people". He advocated that performance management is the communication between employees and direct supervisors, and it is a high-yield investment in organizations and managers, and built a complete performance management system with this as the core.
In fact, through performance management, employees can clearly know what the company wants him to do, what things can be decided by themselves, what work to do, and when the superior needs to come forward. To put it bluntly: performance management is a process of continuous two-way communication between superiors and subordinates on the setting and realization of performance goals.
Communication plays a decisive role in performance management. To some extent, communication is the essence and core of performance management, which runs through the whole performance management cycle-making performance plans and goals, helping employees achieve their goals, communicating at the end of the year, analyzing reasons and seeking progress all require communication. In short, the process of performance management is the process of continuous communication between employees and managers to improve performance. Without communication, the performance management of enterprises will become a mere formality.
In other words, communication is ubiquitous, and it exists in the whole process of performance management:
Performance concept communication
Performance goal communication
Performance process communication
Performance result communication
Many management activities fail because of communication problems. Performance management is to improve management communication, improve managers' communication awareness and skills in an all-round way, and then improve the management level and quality of enterprises.