How to analyze responsibilities in performance management
Introduction: Performance management requires more energy and enthusiasm. How should the responsibilities be borne? Let’s take a look at how performance management analyzes responsibilities!
In fact, performance management is the “top leader” project of the enterprise. Its success and failure are inevitably and directly related to the attitude and actions of the “top leader”. If the “top leader” If you believe that performance management is something worth doing, and can adopt positive action strategies, invest more energy and enthusiasm, performance management will be successful; if the "top leader" thinks that performance management is not worth doing, or thinks it is worth doing, If you do it, but you don't take positive actions, and you always stand behind the human resources manager instead of coming to the front to promote and promote, then the failure of performance management is only a matter of time.
The author’s experience is that the performance management of many companies has stayed at the stage of filling in forms and assessments for a long time, and the reason why performance assessments based on the fundamental principles of “fairness and impartiality” cannot ultimately guarantee the fairness and fairness of their results. To be fair, the reason why performance management based on "improving employee performance" ultimately does not help improve employee performance, and the reason why the implementation of performance management has brought many negative impacts to enterprise management, is that the fundamental reason is that the enterprise " There is something wrong with the decision-making of the top leader. In other words, the general manager who is the “top leader” of the company should be primarily responsible for the formality and failure of the performance management plan, not the human resources manager.
This article combines the author's experience at work to analyze the main reason for the failure of performance management - the responsibility of the "top leaders". It is hoped that through this article, it will attract more support and attention from the "top leaders" of the enterprise, so that Performance management is better implemented and promoted in enterprises.
1. Responsibility Analysis of “Top Leaders”
For the failure of performance management, the “top leaders” of an enterprise are responsible for the following four aspects:
1. Performance management is not listed as a "required course" in the curriculum of "top leaders"
Today, when the concept of lifelong learning is widely recognized, learning has become the largest time investment for general managers outside of work. On their beautifully decorated bookshelves, there are various business and management books. The best-selling books on the market are generally included as spiritual nourishment and recharging needs. General managers who like to teach and share often sell books they think are valuable to their subordinates, such as "The Fifth Discipline" and "The Autobiography of Jack Welch." However, it is rare for general managers to recommend books about performance management. Even books like "Performance Management - How to Evaluate Employee Performance" written by Mr. Robert Backwall, which is regarded as the bible of performance management, have not been mentioned. This cannot but be said to be a pity.
Perhaps general managers have not included performance management as a "compulsory course" in their study plans, or they simply do not think it is something they should consider.
However, in fact, this is not the case, because no matter how busy the general manager is and how little time is allocated, the performance management plan can only be implemented in the enterprise with their approval. When the plan is implemented, If any problem occurs, it must be reported to the general manager level, who will coordinate. In this sense, it is abnormal for general managers to lack the link of performance management in their knowledge system. After all, they are not born performance management experts, and the performance management concepts they understand and master are not necessarily correct and comprehensive. of.
Performance management is the "top-level" project of the enterprise, not the patent of the human resources department. Therefore, it is recommended that the general manager of the enterprise make up the lesson of performance management in the study plan.
2. The “top leaders” do not pay enough attention to performance management work
The general manager’s attention to performance management work is generally focused on what the human resources department has done rather than the performance management system. What role does it play, which makes performance management work superficial and formal.
Usually, the general manager regards performance management as a matter of the human resources department. He believes that the company’s evaluation of department and employee performance is based on results. As for what to evaluate and how to evaluate, it is the responsibility of the human resources department. What other line managers have to do is to cooperate with the human resources department to complete the "prescribed actions" (filling out forms and scoring), without doing any more work.
As a result, systematic performance management has been dismembered into a black-box performance appraisal and a ritualized form-filling "performance". When the "performance" ends and returns to reality, the company will It is found that this approach has no practical effect, and may just create a pile of waste paper consciously, and the human resources department often becomes the target of attacks from other departments. "Blow up this department that only seeks trouble!" ”
It’s not that the human resources department wants to cause trouble. They also want to take some measures that can help other departments and become a popular and respected department. Performance management is one such measure. . But the problem is that things are not decided by the human resources department. Everything has to be decided by the general manager. The human resources department has no right to make any decisions. Although general managers often think that performance management is a matter for the human resources department, when new performance policies are ready to be implemented, their "executive will" will play a decisive role. Therefore, when it comes to performance management, the role of human resources managers is still that of "senior clerks", and they only do things under the instructions of the general manager.
When the authority of the human resources department is not large enough to order other departments, the general manager's attention to performance management will determine the direction of the performance management decision-making of the entire enterprise.
Therefore, it is recommended that the general manager pay more attention to the performance management process while paying attention to the results. When the general manager realizes the importance of the performance management process and gives sufficient attention and support, the performance Only successful management is possible. Otherwise, what awaits everyone may be just complaints and accusations.
3. Understanding success in a narrow sense
In the eyes of many general managers, the greatest success of performance management is to solve the problem of salary distribution and obtain accurate assessment data through effective assessment methods. This enables compensation decisions to be implemented, which is one of the main reasons why the general manager believes that performance management is "worthwhile".
Under the guidance of this idea, the general manager’s instructions often focus on the assessment methods, showing great concern for the design of the performance appraisal form, and the pursuit of operability of the assessment form can be described as Reached the extreme. As a result, the focus of the human resources department has shifted from process transformation and system construction to the study of assessment methods, passively coping with the general manager's instructions.
It is incomplete and even wrong to only regard performance management as a tool for companies to pay wages. This is a narrow understanding of performance management and is not all of performance management.
We know that, in fact, performance management is a booster for the effective implementation of corporate strategic goals. Through the decomposition of corporate strategies at all levels, they can be implemented and implemented, so that employees’ personal goals and corporate goals can be aligned. Effectively combine the goals and exert comprehensive effectiveness. This is the goal that performance management strives to achieve.
Therefore, as the "top leader" and "commander-in-chief" of performance management, the general manager cannot look at and treat performance management from a utilitarian perspective, but should focus on the corporate strategy and start by improving employee performance. , and strive to promote the development of performance management in a positive direction.
4. Excessive indulgence of line managers
When the general manager delegates almost all the responsibilities of performance management to the human resources department, the line managers have the opportunity to refuse to do anything related to performance management. Reasons and confidence to work. Because they were not asked to do more, it was just a form-filling job. Once the form was filled out, the human resources department had no reason to make any further demands on them. If the "uninterested" human resources department asked them to fill in the form again, If they don't work outside the company, they will cry out for trouble, thinking that the human resources department is looking for trouble again. This makes line managers completely outside the performance management system, and their main role has not been brought into play. Instead, it has a negative effect to a certain extent, creating many difficulties and obstacles for the implementation of performance management.
The manifestations of over-indulgence are:
1. Never put any requirements on line managers to help subordinate employees improve their performance;
2. Think that performance management is Additional workload and delay of line managers’ time;
3. No effective assessment measures for line managers’ performance;
4. No training on relevant skills for line managers ;
5. Line managers are not required to participate when formulating performance policies.
The general manager’s connivance with line managers makes them think that performance management has nothing to do with them, thinking that “performance management is originally a matter of the human resources department.” Therefore, when the performance management process is transferred to line managers, They always respond passively and perform perfunctory tasks, making performance management a mere formality.
2. Suggestions for improvement
The general manager should deeply reflect on the reasons for the failure of performance management and think deeply about what he should do and what measures he should take to make performance management successful. Such action strategies, and then take active action, treat performance management as a "homework" to study, master the theory of performance management proficiently, clarify understanding, and clarify the direction. Fully mobilize the subjective initiative of human resources managers, proactively discuss issues related to performance management with them, and achieve a common understanding with them in terms of knowledge and understanding. On this basis, they will appear more in meetings related to performance management, express their views on the company's performance management decisions, appear more in front of line managers, express concern and support for their performance management work, and strive to promote the company's performance management decisions. Performance management continues to move forward, and corporate management is regularly organized to conduct status surveys on the operation of performance management and make timely adjustments to ensure that performance management always operates effectively on the right track and can be improved and improved in a timely manner to truly play its role. ;