1.R&D personnel's performance appraisal should focus on the result appraisal, supplemented by the ability appraisal and behavior appraisal.
The first principle of performance appraisal indicator design is that performance appraisal indicators must be closely combined with the strategic objectives of the enterprise, and the strategic objectives should be decomposed layer by layer, and organizational and post performance objectives should be formulated and key performance indicators should be extracted. The design of performance appraisal indicators for R&D personnel is no exception. If too much emphasis is placed on results, R&D personnel will often ignore the organizational discipline and order of the company. If too much emphasis is placed on behavior, R&D personnel will pay attention to ability and guide employees to focus only on the way of doing things and ignore the results of research and development. For example, we often meet such R&D personnel in our daily work. An R&D person who doesn't abide by the company system and has a good personality can often put forward better ideas to the company's R&D department, design new processes for the company, and obtain many invention patents. Other R&D personnel who behave in a proper way can't provide new inventions for the company and have no practical contribution value to the company. From the behavior and results of the above two types of R&D personnel, we can see that in the actual assessment of R&D personnel, the result assessment should be the main one, supplemented by the behavior assessment.
2. The establishment of R&D personnel performance appraisal system must be timely, practical and easy to implement.
When establishing the performance management system of R&D personnel, many enterprises often want to evaluate all the work of R&D personnel, design performance evaluation indicators above 10, and even set more indicators to evaluate from different dimensions. However, in practice, too many performance evaluation goals are similar to no goals, which leads to weak guiding goals. Therefore, when designing the performance appraisal system for R&D personnel, it should be simple, without too many tables, and the number of performance indicators should be reasonable, practical and easy to implement. At the same time, the performance appraisal objectives should be clear about the work orientation of R&D personnel, and the most important two or three items are enough when designing performance appraisal objectives. (That's right. When I was in Raqqa, I spent a lot of energy on overly complicated KPI tables, such as L table and K table. So many tables and indicators, in fact, did not let employees understand the goal of efforts, and make it clear. If you work hard to improve your performance, you will be promoted. )
3. The design of performance appraisal system should be as objective as possible.
When designing performance evaluation indicators, the source of performance indicators should be based on the enterprise's strategy and annual plan, and performance indicators can be extracted from the dimensions of quantity, quality, time and cost, so as to avoid supervisor evaluation (mainly including behavior and attitude), avoid the situation of "hello, I am good, everyone is good" and "taking turns to sit in the village" caused by artificial evaluation, dampen the enthusiasm of excellent R&D personnel, and encourage R&D personnel to form due to performance evaluation. We should speak with facts and evaluate with data.
4, for the purpose of improving and promoting employee performance, not for the purpose of assessment.
The purpose of performance appraisal is to urge the organization to complete the strategic goals and plans of the enterprise. When designing a performance plan, employees should be clearly defined from the perspective of motivation. The main purpose of implementing performance management is to achieve work goals. The goals set for employees are challenging to some extent, so as to ensure that employees can work actively in a challenging state. Therefore, in the implementation of performance management, we should aim at promoting the improvement of employees' work performance and efficiency, rather than taking rewards and punishments as the purpose of assessment, so that employees will have resistance to performance appraisal. (The goals set for employees are challenging to some extent, to ensure that employees can work actively in a challenging state-to promote the improvement of employees' work performance and efficiency)
Second, the design ideas of R&D company's performance management system
To assess R&D personnel, first of all, the assessment indicators must be closely integrated with the enterprise strategy, and the performance indicators should ensure the effective transmission from strategy to results. Focusing on the strategic objectives of the enterprise, the performance indicators and objectives are separated from the strategic objectives of the enterprise, and the extracted performance indicators should be balanced and comprehensive. Many enterprises use the balanced scorecard to realize the effective management of enterprise strategy, including the control of strategic communication and implementation. The balanced scorecard is a basic framework of enterprise strategic management, and it can't implement company strategy by itself. However, enterprises can define the strategic direction and drive the realization of the strategy through it, and concretize corporate vision and strategy through it to facilitate effective communication. It can also better manage and control the implementation of the strategy, and form a performance appraisal that can undertake the enterprise strategy and drive the development direction of the organization.
Example 1 Guidance of Balanced Scorecard to Performance Management System
Through the balanced scorecard, the performance management system can carry out enterprise strategy. In the design process of R&D company's performance management system, it is necessary to form layers of transmission of strategic objectives, strategic mistakes and core success factors to key performance indicators, so as to realize the drive of performance management system to strategic objectives and finally realize the strategic objectives of enterprises.
Example 2 Key Performance Indicators for Promoting Strategic Objectives
Of course, don't expect a performance management system design to solve all the driving forces of R&D strategic development. First, it is necessary to make clear the main problems that can be solved through performance management, and pay special attention to the current management level, development stage and personnel quality of enterprises, which cannot cover everything.
Third, R&D company performance management system solutions
There are many methods to design and evaluate the performance management system of R&D company, such as project system, PBC (Personal Performance Commitment) and KPI. These performance evaluation techniques and methods have their own scope of application and background. Therefore, when choosing performance management tools or methods, enterprises should first understand the basic principles, advantages and scope of application behind each technology and method, aiming at the development stage, management level, personnel quality and even corporate culture of enterprises. In addition, when using technical tools, we should learn to think flexibly and never stick to one technology and method.
1. Evaluation based on R&D employees' ability (behavior)
Some enterprises hope to improve the ability of R&D personnel through assessment, so as to improve the R&D ability of R&D personnel and the overall R&D ability of the company. This performance appraisal system based on R&D personnel's ability adopts competency model to evaluate R&D personnel's ability, that is, it establishes competency model of R&D personnel, and extracts key competencies according to R&D personnel's key post sequence, such as R&D knowledge, new product design ability, innovation ability, project management ability, achievement orientation and thinking ability. According to the extracted R&D personnel's key competencies, design a questionnaire and method to reflect the key behaviors of the key competencies, and evaluate the R&D personnel's capabilities from the perspective of behavior, such as the performance evaluation of R&D professional competence of the electronic company engineer where my cousin works, as shown in Example 3:
Example 3
On the one hand, competency-based performance appraisal can make R&D managers have a comprehensive understanding of R&D personnel, provide information for employees' personal development (such as the formulation of training plans), promote them to improve their management skills and work performance, and improve the work of R&D teams; On the other hand, for the whole enterprise, it can improve the effect of performance appraisal, motivate employees to pay attention to their own abilities, make themselves aware of their abilities, and strive to improve them in practice.
2. Design of performance management system based on R&D performance.
Like the performance appraisal of other departments, the performance appraisal incentives of R&D personnel must also be closely integrated with the development strategy of enterprises. According to the company's R&D strategy, it is decomposed from the enterprise's strategy layer by layer, which forms the support for the enterprise's strategy, ensures that the company develops new products oriented to market demand, and balances the relationship between long-term indicators and short-term indicators.
The performance appraisal indicators of R&D personnel mainly come from the company's strategic objectives, department or post responsibilities, project plans and department or post shortcomings, and are considered from four dimensions: project cost, project cycle, project quality and project quantity. For example, the new R&D performance appraisal items of Cousin Company include: new product development cycle, R&D project qualification rate, project plan achievement rate, project cost control rate and patent number, as shown in Figure 4 below.
Example 4 Performance Appraisal of R&D Personnel Based on Performance
The performance evaluation of R&D personnel is more based on the quantitative evaluation of performance by R&D department. Performance-based evaluation can enable R&D departments and personnel to correct their short-term and long-term output results in time.
3, R&D talent engineering committee points system.
The characteristics of R&D work are that the project has certain periodicity, teamwork and timeliness. Therefore, in the process of performance appraisal of R&D personnel, many companies turn each R&D project into a virtual team and a virtual project, and adopt a commission system for the total amount of projects, and calculate the total amount according to different development modules or stages of different projects, the number of engineers required and the number of working days. At the same time, enterprises encourage employees to do more work related to the project, such as publishing papers, technical support, customer visits and so on.
Before the project is established, the company's R&D project review team will evaluate different projects to determine the total working time, number of personnel, expenses, etc. Same as project manager and project engineer. At the same time, a project team can participate in different projects, as shown in Table 5 below.
Table 5 Project Man-hour Evaluation Table
According to the working hours in the above table, the working hours of different R&D personnel are assessed, and a performance appraisal is formed based on the working hours assessment, and the assessment results are linked to the performance bonus.
Of course, the performance appraisal of R&D personnel is not a technology or method that can be solved. When evaluating R&D personnel, it is best to combine several methods and technologies to make the evaluation results more in line with the current situation of the company.
Fourthly, the implementation effect of R&D personnel performance appraisal.
After we helped Lao Wang to establish a performance management system for R&D employees, we tracked Lao Wang's performance implementation results. In just three months, the company's project delay rate decreased from 90% to about 68%. With the passage of time, the number of deferred projects will be greatly reduced, and the cost control rate will reach 87%, which will greatly control the total R&D cost and make the profit and cost accounting of various projects more digital. The time and quality of R&D and design have been greatly improved, the satisfaction of customers with products has also been greatly improved, and the number of complaints from customers has gradually decreased.