As the first link in the process of performance management, performance goal is the basis of the whole performance management. If there are no clear objectives and performance standards, not only the assessment can not be carried out, let alone the on-the-job coaching of employees by supervisors. In the process of goal planning, the following problems are often found:
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1. Some employees regard performance goals as the responsibility of their posts, and their concepts are confusing.
2. Some supervisors don't make plans according to the SMART principle, and their goals are vague.
3. Some employees only list the target projects, and there are no clear performance appraisal indicators or standards.
So, how should the supervisor make an effective goal plan? Let's do some discussion from the following aspects:
First, the difference between performance goals and responsibilities.
Responsibility is to describe the role a position plays in an organization, that is, what contribution or output this position has to the organization. Should be responsible for no time limit, permanent existence, unless the position itself changes fundamentally. The goal is to describe the results achieved under certain conditions and within a certain time range, and the goal is to have certain timeliness and stages. Take the account manager as an example:
Responsible for: collecting and sorting out market information, visiting customers and establishing good relations with customers.
Performance goal: Before June 30th (time range), visit a director twice (what to do), understand the demand in the office, and preliminarily determine the time (result) for business negotiation.
Responsibility is aimed at the post, not the individual. It is the responsibility of every account manager to collect and sort out market information and visit customers, no matter who holds this position. The goal is personal. Although the sales manager leads and guides many account managers, he may set different goals and assign different tasks for each account manager. These goals vary according to external environmental conditions, time, personal experience, skills and past performance.
Second, the source of performance goals
The department head should make the work target plan of his department according to the goal of the superior department and around the KPI of the department. This ensures that the department develops towards the overall goal required by the company. Then, the supervisor decomposes the department objectives into specific responsible persons according to the responsibilities or KPI of the subordinate positions. The supervisor's target plan can also come from the needs of customers inside and outside the company, feedback from relevant departments, suggestions and suggestions from employees, etc.
When setting goals, the supervisor should consider:
1. Consistency between personal goals and departmental and organizational goals.
2. Obstacles and resources, that is, obstacles that may be encountered in the process of achieving goals, such as budget constraints, lack of time, shortage of personnel, and rapidly changing customer requirements. , and the resources that need to be mobilized, such as information, time, personnel, technical support, etc.
Third, the principle of measuring goals
After setting the goal, the supervisor should measure whether the goal is effective according to the following principles:
1. The goal is very specific, that is, what to do and what to achieve.
2. The goal is measurable, and the performance goal can be expressed by data or facts. If it is too abstract to measure, it is impossible to control the goal.
3. The goal is achievable, and the performance goal is within the control of the department or employee, and can be achieved through the efforts of the department or individual.
4. The goal is highly related to the goals of the company and the department, which reflects the top-down transmission of the goal.
5. The goal is time-limited, within a certain time range.
The above are the SMART principles for measuring goals, and the goals that meet the above principles are effective goals. Otherwise, if the performance target is unclear, it will be misleading because of different interpretations, which will greatly reduce the effect of the assessment work.
Examples of invalid targets:
1. Responsible for payment recovery. (not specific)
2. Improve the on-time delivery rate. (Not specific, without time limit, without quantification)
Examples of SMART goals:
1.Before June 30th, the payment for goods in East China was fully recovered (payment recovery rate 100%).
In the third quarter of 2002, the on-time delivery rate was 2% higher than that in the second quarter.
3. In 2002, the payment recovery period was shortened from 65,438+0,997 days to 60 days.
Four. Determination of performance indicators/standards
Performance indicators are standards or expectations used to evaluate and measure employee performance. When setting work objectives, indicators/standards for evaluating performance should be determined at the same time. Supervisors at all levels must clearly realize this. As long as a goal is determined, there must be indicators/standards to measure the goal, otherwise it will be impossible to control the goal. For example, an account manager's performance goal is to fully complete the payment collection work in East China before June 30. Then, the assessment target of the sales manager is the collection rate, and the standard is 100%.
Performance indicators/standards come from:
1. KPI indicators undertaken by this position. Through the establishment and operation of KPI index system, the key performance contributions of departments at all levels are clarified and applied to performance management, and the work objectives and measurement standards of departments at all levels are determined. At the same time, through the evaluation of KPI, it provides evaluation direction, data and factual basis for evaluating the performance results and performance improvement of employees.
2. The supervisor and employees discuss and decide. Not every position can undertake a KPI of a department/process. Because the more you go to the grassroots level, the more difficult it is to directly link the position with the departmental KPI. In this case, it is more appropriate for supervisors and employees to set performance standards together. Doing so can motivate employees to achieve their goals through their participation, so that they can have more, which is conducive to reducing the conflict between supervisors and employees in the assessment.
When determining performance standards, two types of work should be distinguished:
One is routine work, and the work content will not change with time. The key result of this kind of work is that the main responsibilities of his position remain unchanged year after year. Similarly, performance appraisal indicators will not change with time and organization. The assessment index of this type of work is the main responsibility of this position. For example: cashier's cash receipts and payments, secretary's telephone answering, etc.