Performance management is like a strange circle. On the one hand, it is portrayed as a manager's Bible, which is enthusiastically publicized and celebrated. On the other hand, being abandoned and avoided by managers is regarded as "chicken ribs". What's the problem?
Because these managers ignore the importance of communication in performance management, they unilaterally understand performance management as evaluation, and think that performance management is to rank and grade employees, which causes tension between themselves and employees and creates the opposite of work.
So what is performance management?
I. Introduction to Performance Management
1, what is performance management?
Performance management refers to the process of understanding goals and how to achieve them between managers and employees, and it is also a management process to enhance employees' successful achievement of goals and promote employees' excellent performance. The purpose of performance management is to improve the ability and quality of employees and improve the performance level of the company.
Performance management covers a lot of contents, and the problems it has to solve mainly include:
A. how to determine effective goals?
B. how to achieve goals between managers and employees?
C. how to guide employees to develop towards the right goals?
D. how to monitor the process of achieving the goal?
E. how to evaluate the achieved performance and improve the target performance?
In short, it is "three plus one", that is, the three-step process of setting goals in the early stage, communication and counseling in the process, and final performance evaluation, plus a control link, that is, performance documents.
Performance management is a complete system with a complete process, which conforms to the PDCA cycle principle advocated by scientific management (also known as pdsa, first proposed by American quality management expert Deming). It can be continuously improved and developed to help enterprises improve their management level and achieve long-term planning and goals.
P (plan) is a plan;
D(Do) is executive power;
C(Check) is a check;
A(Action) for action, which processes the summarized inspection results, affirms the successful experience, and appropriately promotes and standardizes it; Summarize the lessons of failure and avoid falling twice in the same place; Unresolved problems are put into the next PDCA cycle. PDCA is as follows:
2. Prepare for performance management.
(1) Let department managers know the significance and implementation methods of performance appraisal.
(2) The assessment principles and methods should be made public for employees' approval.
Second, set performance goals.
1. How should managers set performance management goals for employees:
(1) What are the main responsibilities of the staff this year?
(2) Why do you want to do what he did?
(3) What are the powers when completing the task?
(4) Which job responsibilities are the most important and which are secondary?
(5) What is the impact of work quality on departments and companies?
(6) If all goes well, when should these responsibilities be completed (for a specific project)?
(7) How to judge whether it is successful?
How can we help them finish their work?
(9) Do you need to learn new skills to ensure the completion of the task?
(10) How to communicate during the execution of work tasks, so as to know the latest situation of work progress and nip in the bud?
It is worth noting that:
(1) Performance objectives must be set by both the line manager and the employees. In this process, we must give full play to the subjective initiative of employees and fully listen to his opinions, because the main body of this goal is employees rather than managers.
(2) Employees' job responsibilities are decomposed by the company's overall strategic objectives and departmental work objectives, but this does not mean that departmental work objectives are equally distributed to each employee. The formulation of job responsibilities should be based on the requirements of job descriptions, not on individual ability, and an employee's extra work content should not be added because of his particularly strong ability; Reduce an employee's work content because of his poor ability. {Job description includes: basic information, job description, job qualification (education, experience, skill requirements, personality and training experience), responsibilities and rights (responsibilities and rights)}
2. How to set KPI
After the performance target is determined, KPI (Key Performance Indicator) needs to be set.
Introducing KPI into performance management is based on the "28 principles" of management. (The core idea is: for enterprises, 20% of the backbone personnel create 80% of the value of the enterprise; For individuals, 80% of work tasks are completed by 20% of key behaviors. (Continued from the content of the online page))
KPI is divided into quantitative and qualitative, and specific work objectives are divided into weights.
(1)KPI has the following characteristics:
Vertical decomposition. KPI links the work and departmental functions of each position with the vision and strategy of the enterprise, including both team indicators and individual indicators. From top to bottom, the goal is decomposed layer by layer, supported layer by layer, and mutually causal. The personal performance of each position, the performance of the department team and the overall benefit of the enterprise have been organically linked.
Transverse connection. Ensure that the performance of employees and departments is connected with the goals of other internal departments, work together to achieve the goals, and finally ensure the realization of the overall goals of the enterprise.
Overall consideration. The design of KPI is based on the overall consideration of enterprise development strategy and business process, rather than just starting from the responsibilities of a single position.
Concise and refined. Compared with the general performance evaluation index, KPI reflects the actual performance more concisely, is more intuitive and controllable, is easy to evaluate and manage, and is more oriented.
(2)KPI should comply with the SMART principle:
S (concrete): concrete (reflecting detailed objectives in stages)
M (measurable): measurable (quantifiable)
A (achievable): achievable (on the basis of ensuring some challenges, employees
Can be achieved through efforts under existing resources)
R (relevance): relevance (consistent with the objectives of the company and departments)
T (time-based): based on time (within the phase time)
It is worth noting that:
Accessibility and challenge are a pair of contradictions that need to be solved by the art of management. The index should not be too low, otherwise employees will lose their enthusiasm for work; It can't be too low, otherwise it will dampen work enthusiasm. Most importantly, too high or too low will affect the final assessment results. The perfect combination is "one jump, it can be achieved".
Third, communication and counseling in the process of performance management
After defining the performance objectives and KPI indicators, the manager's focus is to communicate with employees and guide them. There are two ways to consult:
(1) conference style: refers to the implementation of the counseling process through formal meetings;
(2) Informal: refers to coaching employees through various informal channels and ways.
In the process of counseling, managers should not only recognize the achievements of employees, but also help and support employees to achieve their goals. Help guide and provide support to achieve the required goals, and at the same time correct the goals in time according to the actual situation and develop towards the actual goals. This is also the process of monitoring how to achieve the goal. It should be emphasized that good communication is the basis of effective consultation.
In this process, employees are required to actively participate, describe their goals and evaluate them.
Effective consultation should be:
(1) With the realization of the goal, communication and counseling are continuous;
(2) Not only emphasize the importance of informal communication in some formal meetings;
(3) Clarify and strengthen the expectation of achieving the goal;
(4) motivate employees and exert a driving force on employees (driving force refers to a continuous demand or concern that is usually not realized)
(5) Get feedback from employees and participate directly.
It is worth mentioning that the significance of management lies in that the supervisor completes the work through his subordinates. Therefore, the performance of employees represents the level of supervisors to a certain extent. It is not difficult to explain that the performance of the supervisor comes from the employees. Since performance management is something that supervisors and employees accomplish together, supervisors can't wait, but take action and walk out of the office. Spend more time with employees, pay attention to their performance, show up at their side when they need help, effectively coach and help employees, be a coach-type supervisor, succeed with employees and share the results.
Communication skills:
(1) Effective communication must balance the quantitative relationship between "ask" and "say". A large number of studies have proved that asking questions is much more effective than just telling employees how to do it. When you use the "ask" method, employees need to think about the solution to the problem themselves and really implement the improvement plan in action. Of course, due to your work experience and accumulated experience, you still need to provide the staff with information that they lack in some occasions through "telling".
(2) pay attention. If you don't listen carefully to employees' thoughts or feelings, employees will resent you telling them what to do or change.
(3) Pay attention to the way of "Yang-Suppression-Yang" when communicating, that is, praise first, then criticize, and finally praise.
Four. Records of performance documents
Managers should record the work data or factual basis of relevant staff at any time in their daily work, form performance management documents, and use them as the basis for year-end assessment to ensure that performance assessment is well-founded and fair.
Verb (abbreviation of verb) performance management evaluation
At the end of the phased work, the phased performance is evaluated to reflect the phased performance fairly and objectively. The purpose is to summarize the degree of performance realization according to the target plan, evaluate performance, constantly sum up experience and promote the improvement of performance in the next stage.
1. Evaluation method
The department manager should receive a 360-degree evaluation. Because it plays a connecting link and horizontal communication role within the company, it is the "hub" of company management and the key to company performance appraisal. Therefore, in order to set an example and realize the fairness and justice of assessment, 360-degree assessment should be adopted at this level, that is, self-assessment, peer review, direct subordinate assessment and direct superior assessment.
The technical personnel and general managers of the company adopt the principle of combining self-evaluation with direct supervisor evaluation.
2. Performance evaluation should grasp the following principles:
(1) Consistency: On the basis of negotiation between the superior and the subordinate, the contents and standards of assessment should be consistent during the assessment period;
(2) Objectivity: the assessment should objectively reflect the actual situation of subordinates;
(3) Adequacy: the assessment is based on the overall performance of subordinates;
(4) Fairness: the evaluation should ensure the fairness of the standard;
(5) Openness: Subordinates have the right to know their detailed assessment results, and superiors have the responsibility to timely feedback assessment information and organize interviews and communication. Although the assessment results should not be made public, the assessment principles and methods should be made public, and employees should learn to set their own salaries.
3. The content of performance evaluation
(1) Review and evaluate the actual performance in the past year, including the implementation results of key performance indicators or work objectives, compare the actual results with the set measurement standards, and evaluate the score level.
A) The first level fails to meet expectations: several or most of the key tasks within the employee's responsibilities fail to meet the basic objectives; The performance of key work is lower than the qualified level, which hinders the realization of the overall business objectives of the company and departments; Did not show the personal qualities and abilities that the post should have.
B) The second level is to basically achieve the expected goals: most of the key tasks of employees have achieved the basic goals within the scope of their duties; Very few work failed to achieve the expected goal; Make certain contributions to the overall business of the company and the work of this department; It shows a relatively stable and qualified personal quality and ability, but it needs to be improved.
C) The third level is to realize expectations: within the scope of responsibilities, employees have achieved the basic objectives of key work and completed their own work to the letter; Demonstrate stable and qualified personal qualities and abilities.
D) The fourth level is exceeding expectations: within the scope of responsibilities, employees have achieved basic goals in key work and achieved challenging goals in a few areas; Contribute to the company's overall business and departmental work objectives; Demonstrate stable and qualified personal qualities and abilities.
(2) Prepare for the formulation or adjustment of key performance indicators, work objectives and capacity development in the next performance year.
(3) Determine the salary adjustment and reward scheme.
4. Performance feedback
Performance feedback interview is a vital part of performance management, and its importance even exceeds the performance evaluation itself.
After all, the results of performance appraisal are for use, not for archiving. Without feedback, they are not used at all, and performance appraisal without feedback can not play any role.
Without performance feedback, employees can't know whether their work has been approved by the manager, so they will guess at random and affect their work mood; Without performance feedback, managers can't know whether the performance appraisal has really played a role and have no confidence in continuing the appraisal; Without performance feedback, managers can't point out the shortcomings of employees, let alone put forward constructive suggestions for improvement, which will eventually limit the progress of employees and effectively improve their management level.
Five steps of performance feedback interview:
Step 1: Collect interview materials.
Interview materials include: key performance indicator management card, job description, performance file management card and other related materials (such as work plan, work summary, etc.). ).
Step 2: Make an interview plan.
Before the interview, the line manager should make an interview plan and make corresponding arrangements for the interview content, place, time and personnel, so as to effectively control the interview process and make the interview effective.
Step 3: Inform relevant employees of the interview plan.
After the interview plan is drawn up, the line manager should inform the relevant employees in advance so that they can make preparations in advance.
Step 4: Conduct an interview.
Interviews are conducted in a one-on-one manner, one employee at a time and face-to-face communication. The two sides conducted a comprehensive communication on the performance of the management department, praised the positive performance and expanded the influence. For negative performance, based on the principle of only describing and not judging, constructive suggestions for improvement are put forward to help employees do better in the future.
Step 5: Form an interview record.
At the end of the interview, a written interview record shall be formed and signed by both parties.
Six, the conditions for the establishment of performance management system
1. Support conditions:
Define job responsibilities, set performance targets, set KPI, assign weights and test indicators.
2. Information required:
Enterprise strategic planning and development goals, organization chart, departmental responsibilities, business processes, job descriptions.
3. Elements of participants:
Enterprise boss: the main responsibility is to provide support for the construction and development of performance management system and promote the continuous development and deepening of performance management. Business owners must stand in front, support and promote performance management, and performance management can be implemented.
Human resource manager: The main responsibility is to design the performance management construction scheme, organize managers of all lines to implement the scheme effectively, and make the scheme be implemented. As a performance management expert, he provides implementation consultation for line managers, helping them to continuously improve and become performance management experts in their respective fields.
Line manager: it is the intermediate strength and bridge of enterprise performance management. It is responsible for the strategy of the enterprise from the top and the development of employees from the bottom, which is of extraordinary importance. Therefore, their recognition and promotion is the key to success or failure. Only the enthusiastic participation of employees can bring employees into the performance management system.
Employees: They are the masters of their own performance, own and create performance, and they keep growing and making progress with the help of line managers.
In short, performance management is a national movement and a top-down management reform.
Seven, the establishment of performance management system is to implement an effective salary management system.
Mitchell. La beaufort is a famous American management expert. He is a manager who grew up in the workshop. ) said that the most common mistake enterprises make in rewarding employees is 10:
1. Need better results, but reward those who seem to be the busiest and work the longest;
2. Require the quality of work, but set an unreasonable completion date;
3. I hope to have an answer to the radical problem, but I reward the method of treating the symptoms;
4. Only talk about loyalty to the company, but do not provide job security, and pay the highest salary to the latest employees and those who threaten to leave;
5. Need to simplify things, but reward those who make things complicated and trivial;
6. Require a harmonious working environment, but reward those who complain the most and talk without practice;
7. Need creative people, but punish those who dare to be independent;
8. Only talk about thrift, but reward those employees who consume all resources with the biggest budget increase;
9. Require teamwork, but reward one member of the team at the expense of others;
The development of enterprise performance management is a process of continuous accumulation and innovation, which can never be achieved overnight!