Some people define work efficiency as "work efficiency means that the right people do the right things".
This sentence is worth pondering by managers. Indeed, only when the two are properly matched can the work have good results and work efficiency be higher; On the contrary, when you choose an unsuitable person to do something unsuitable for him, you choose to fail.
Performance management is like this. It especially emphasizes the division of responsibilities of managers. For example, the responsibility of promoting performance management lies at the top, and the general enterprise entrusts this responsibility to the human resources department, which obviously violates the principle that the right person does the right thing. Obviously, the strength of a department of human resources department is not enough to promote performance management. Practice also shows that enterprises operating in this way have encountered difficulties and failures in implementing performance management. Therefore, when we design the performance management scheme and publicize the concept of performance management, we must clearly distinguish the responsibilities of managers at all levels and give them appropriate job responsibilities, so that they can know and understand their responsibilities, know what to do, know how to do it, and let the right people do the right thing. Let's work together in Qi Xin to promote the development of performance management.
This article will talk about how to choose the right person to do the right thing in performance management. Let's look at a dialogue in a work scene first.
A said, "Mr. Wang, I recently designed a new performance management scheme, which I want to implement in the company. Please have a look. "
B said, "Well, Liu Jingli, your plan feels good on the whole, but is it a waste of managers' time? "They are so busy at work at ordinary times, how can they have time to set performance goals and establish employee performance files? Will it be too much trouble for them to continue like this? And the assessment time required by the company is less than one month, so I'm afraid I can't finish the task. I think it's better to follow the practice of last year. You can improve these evaluation forms and send them directly to the department manager. The department manager only needs to fill in the blanks and score. The simpler the better, the less complicated. I think this can be done soon. What do you say? "
A said, "However, Mr. Wang, I don't think such an assessment has any practical effect. The content of the evaluation has nothing to do with the employee's work. I am afraid it is a mere formality again. "
B said, "Liu Jingli, time is tight. It's the end of the year. Everyone is busy. I think that's it for now. This time, we tested it in the same way as last year. Let's discuss your plan again, shall we? "
A said, "OK, I'll send an assessment notice, ..."
This is a scene of enterprise performance management, and it can also be regarded as a microcosm of enterprise performance management.
There are three people in this scene, namely Mr. Wang and the department manager. None of them have done their jobs well in performance management. As the general manager, Mr. Wang is responsible for supporting and promoting the further development of performance management. However, when Liu Jingli introduced the new scheme, it poured cold water on it, which made the performance management work return to the old road again and continued to repeat the previous working methods with lower "difficulty coefficient" (filling in forms, grading and grading). Liu Jingli, as a human resource manager and a performance management expert in a sense, is doing the tabulation work that deviates from the performance management thought. According to Mr. Wang, in order not to delay the "precious time" of the department manager, the form must be designed as succinctly as possible, leaving only spaces for the department manager to mark and sign; The last person without a specific name is the line manager. What are they doing? Needless to say, you know, yes, it's just grading, signing and returning the form, as simple as that! By the way, can this be done? Is this performance management? Obviously not. If line managers only do some work such as filling out forms and grading, then the performance management of enterprises will only be an empty shell, and there will be no good results.
Let's talk about people and things in performance management, and see how people and things can better match, so that the performance management of enterprises can play a better role.
1. Performance management personnel
Performance management is a matter for the whole enterprise, so people in performance management should include all employees of the enterprise, from general manager to ordinary employees.
Usually, we can divide them into four levels:
(1) General Manager
(2) Human Resource Manager
(3) Line Manager
(4) employees
Of course, the actual situation of each enterprise is different, and some enterprises have more levels, such as vice president level and supervisor level, but this does not affect our analysis of problems, because these levels can find their own positioning here.
2. Things in performance management
Compared with people who manage performance, the things of performance management are relatively complicated. After all, performance management is a systematic work, involving a wide range of work, which can not be clearly stated in a few words. Nevertheless, we can still cut them into small pieces, just like cutting a birthday cake. The difference is that the cake of performance management is not so easy to eat, or even difficult!
Here, according to the idea of performance management, we divide it into the following three stages:
(1) Introduction to Performance Management.
(2) Formulate a performance management scheme suitable for the present situation of the enterprise.
(3) the process of performance management. Including setting performance targets; Performance communication and counseling; Record performance and establish employee performance files; Performance evaluation and feedback; Performance diagnosis and improvement.
3. People and things in performance management
People in performance management have a clear definition, and things in performance management also have a summary. Let's talk about how to better match these people with these things, so that performance management can be implemented correctly and play a better role.
(1) Who will import performance management?
The proposal for this job varies from enterprise to enterprise, and some enterprises are put forward by the general manager. The general manager learned through various channels that performance management is a good management tool and can help enterprises improve their management level, so he instructed the human resources manager to study the implementation plan. And some enterprises are put forward by human resource managers. They often contact performance management actively or passively in the process of work, and gradually become interested in it and have the impulse to practice, so they suggest to the general manager and start importing it after obtaining the consent of the general manager.
In fact, it doesn't matter who put it forward, because no matter who put it forward, as long as the performance management work is approved to be implemented in the enterprise, the responsibility of importing will eventually fall on the general manager.
Why do you say that? Maybe you will say, the general manager is so busy? I'm busy grabbing orders and organizing production. How can I take care of this myself? Yes, general managers are very busy, but we must make it clear that performance management is not a mess for general managers. On the contrary, the successful operation of performance management can liberate the general manager to the greatest extent, and let them get out of the busy transactional work without going deep into the specific details of each job for detailed management. In addition, performance management is a work involving the whole enterprise, and the special status of the general manager makes them have the responsibility to stand up more, express support and shout for it, so as to promote the smooth development of this work and develop in a better direction.
Practice also shows that the more the general manager participates, the smoother the performance management will be and the better the line manager will perform.
Therefore, the general manager should assume the responsibility of introducing performance management, not only introducing it, but also doing more supervision after introducing it to ensure that it is not a mere formality in the implementation process.
(2) Who will formulate the performance management scheme suitable for the present situation of the enterprise?
Since the concept of performance management came into being, it has been listed as one of the work contents of human resource managers, occupying an important position and being placed at the core.
In other words, performance management is one of the main tasks of human resource managers. Here is a question that must be clear. Performance management is the core of human resource manager's work, but it does not mean that all performance management work is done by human resource managers, such as setting employee performance goals, establishing employee performance files, performance communication and counseling, including performance appraisal. These specific tasks are beyond the scope of the HR manager's work.
For human resource managers, their roles are more oriented in technical aspects, such as the promotion of ideas, the formulation of plans, the provision of tools, and the consultation and support of related issues in the operation process. These highly technical tasks are usually undertaken by human resources managers.
Therefore, as an expert in performance management technology, human resource managers are responsible for the formulation of enterprise performance management plans. In the process of making plans, they should also appropriately convey the ideas, skills and plans of performance management to line managers and employees, so that they can understand and understand performance management, help them master more skills and methods, and improve their performance management ability. This will be more conducive to the understanding and implementation of the performance management plan, and will be constantly revised and improved in the implementation process.
In addition, the formulation of the plan does not guarantee that the plan will be correctly understood and implemented. After all, performance management is a complex system, and it may become a mere formality with a little carelessness. Therefore, human resource managers should constantly go deep into various departments during the implementation of the plan, become performance partners with line managers, keep continuous communication with them, understand the progress of their performance management, and solve their doubts, so that performance management can become a tool for them to work more efficiently and develop in a good direction.
(3) Who will carry out the process of performance management?
After introducing performance management and making a plan, the baton was passed to the line manager. Whether line managers can pass the baton depends on whether they can better understand and implement the performance management process.
As the backbone of performance management, line managers are upward responsible for the performance management system of enterprises, helping enterprises to improve their performance level, downward responsible for the performance development of subordinate employees and helping employees to improve their performance ability. Therefore, the execution of line managers is particularly critical.
So, is the line manager's execution strong enough? This is to reflect their process of implementing performance management.
A perfect performance management system has five working procedures, namely: performance planning-setting performance goals; Performance communication and counseling; Record performance and establish employee performance files; Performance evaluation and feedback; Performance diagnosis and improvement.
In these five working procedures, line managers work together with employees. As performance partners of employees, they always maintain performance communication with employees, help and coach employees to improve their performance ability, conduct fair and just assessment on employees, and feed back the assessment results to employees through interviews to help employees correctly understand their strengths and weaknesses, help employees improve their management level while constantly improving their capabilities, and seek development and progress together with employees.
When the line manager fully performs the duties of performance management and strictly implements the procedures of performance management, the performance management of the enterprise will be truly implemented. I believe that the enterprise will get better development.
At the same time, another important role of performance management procedures-the role of employees can not be ignored.
In the process of performance management, employees are not passive recipients, but masters of their own performance, and they own and produce performance. They not only accept managers' instructions, but also feedback performance information to managers, set goals together with managers, communicate performance problems with managers, seek managers' support and help, and constantly improve their self-performance management ability under the guidance of managers.
Therefore, the performance management process is not a one-way behavior of managers to employees, but is jointly implemented by managers and employees.
In the final analysis, performance management is a process in which the right people do the right things. When the enterprise really matches the two properly, the success of performance management is possible!
Summary:
In performance management, the division of responsibilities is always a problem worthy of attention, which is related to the predecessor of performance management-performance appraisal. Before performance management, performance appraisal has been presided over and operated by the human resources department, and the appraisal system has been formulated by the human resources department. The form and content of assessment are designed by the Human Resources Department, and even some enterprises are graded by the Human Resources Department. Therefore, when implementing performance management, many managers still think that this is a matter for the human resources department. They think that this work has always been done by the human resources department. What do all departments do now? They can't figure it out. So they think that performance management is to complete the tasks assigned by the human resources department, that is, to work for the human resources department. Doing performance management is an extra workload.
If this concept can't be effectively changed, then the performance policy of the enterprise can't be effectively implemented, and the line manager, as the backbone of performance management, will always take the initiative to take responsibility. In that case, the performance management of enterprises has only one destination-a mere formality. Therefore, before the implementation of performance management, enterprises must clearly define the division of responsibilities, so that managers can realize their responsibilities and really assume them, pass on the baton of performance management, and make the performance management process run effectively.
Performance management is the first-class project of enterprises. As the top leader, business owners should bear the corresponding responsibilities, which are two words-support and promotion. We don't ask the boss of the enterprise to participate in every link of performance management. After all, the boss has more and more important things to deal with, and it is impossible to spend all his time and energy on performance management, but we can't allow business owners to stay out of it and just listen to reports and give instructions. We ask the boss of the enterprise to shoulder the responsibility of supporting and promoting, that is to say, before the implementation, he should make a mobilization speech, during the implementation, he should preside over a special meeting to promote the development of performance management in depth, and at the later stage, he should preside over a summary meeting to summarize the implementation effect of the previous period, so as to make the performance management system run better in the next cycle. In my opinion, as long as the boss can spare time in these three times, performance management can be promoted, and continuous improvement in the process of promotion can play a role in the strategic implementation of enterprises!
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