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The idea of ??performance partners is not only reflected in the performance plan, but, like performance communication, runs through the entire performance management process. Communication must be carried out as a partner. In order to maintain and develop the relationship between performance partners and continuously improve employee performance, continuous two-way communication is required. The two are complementary and indispensable. . In addition, performance partners are not only reflected between managers and employees, but also between HR managers and line managers. As the makers of performance management policies and providers of form tools, HR managers should serve as performance partners of line managers, helping them to continuously master the ideas, methods and tools of performance management, and answering questions during the implementation process. Managers maintain and develop performance partnerships so that their performance management skills are continuously improved and they better understand and implement the company's performance management policies into practice.
We can definitely assert that there is no absolutely perfect performance management system, and there is no performance management system that does not need improvement. This also requires us to introduce continuous improvement as an idea into performance management so that it can continue to gain results. Develop and improve and become a booster of corporate strategy!
Performance management itself is an excellent management idea. It unifies managers' management activities into performance, helps managers pay better attention to employee performance, and better integrate employee performance with the enterprise's Performance is linked and continuously improved.
Performance management pursues continuous improvement, that is, by continuously improving employee performance, thereby improving the performance of the enterprise, and in this process, the performance management system itself can also be continuously improved, making it more suitable for the enterprise. The current situation is more welcomed and used by managers and plays a greater role.
Employees are not synonymous with being managed, nor are they just objects of assessment and grading. In fact, employees are experts in their own work fields. They are most familiar with their job responsibilities and can best know what they should do. How to work hard can we be consistent with the requirements of the enterprise and make greater contributions to the development of the enterprise. Therefore, as a manager, your responsibility is to explore the potential of employees, set appropriate performance goals for them, and provide various supports to help them achieve these goals so that their abilities can be continuously improved!
Rather than saying that performance management is a method or a tool, it is better to say that performance management is an idea and a philosophy. Performance management as a method and tool can provide managers with the convenience of managing and assessing employees, making the results of performance appraisal more fair. Performance management as an idea and philosophy can help companies make more scientific decisions and help management Managers can do management work more efficiently and professionally, and help employees better plan their work and careers.
The following five ideas are worth noting in performance management:
The idea of ??systematic integration
Performance management is first and foremost a scientific management system. The system consists of five important components: 1. Performance plan - setting performance goals; 2. Performance communication and coaching; 3. Establishing employee performance files; 4. Performance appraisal and feedback; performance diagnosis and improvement.
Performance management is obviously different from the widely understood performance appraisal. Usually, performance appraisal only consists of two parts: one is to design the performance appraisal scale; the other is to fill in the form for assessment. This cannot be regarded as a system, and of course it cannot be called a system. Many people like to call performance appraisal a performance appraisal system. I think this terminology is wrong. Performance appraisal cannot become a system independently. At best, it can only be regarded as a system. A link and component of the performance management system. Some people also like to call performance appraisal the performance appraisal management system. This is also inappropriate because performance management and performance appraisal have a clear sequence and cannot be reversed.
Whenever you operate performance management, no matter what your purpose is, whether it is to pay bonuses, to divide employees into three, six or nine grades, or to improve employee performance, you have to start from the system. Understand and treat performance management from this perspective. First, treat performance management as a system, then deeply understand the connotation of this system and its important components, and then start making decisions about performance management on this basis.
The idea that employees are the masters of their own performance
I think this idea can be understood from three aspects: first, employees’ performance is not determined by assessment; , employee performance is not given by the manager; third, employee performance is created independently by the employee under the guidance of the manager.
Let’s talk about the first point first. Regarding assessment, many managers have the misunderstanding that performance is determined by assessment. Their thinking logic is that because employees have the mentality of laziness, seeking convenience, and avoiding work, they must hold up the "big stick" of assessment and introduce some strict assessment policies. If employees do not do well, they will use punitive measures, so that employees will have If you feel fear, you will work harder and your employees' performance will improve. Is this really the case? If you put a tiger behind every employee, can they become Liu Xiang? Obviously not. Because no matter what measures you take, if employees' abilities cannot be improved and they do not receive effective guidance and help at work, all they can do is to be duplicitous, doing one thing before others and another behind others, and just pretending. At best, this kind of assessment measure can only make employees take action. As for the results of taking action, it is self-evident.
Let’s talk about the second point. Here, what I mean by giving is that managers sometimes like to do everything themselves, and even do everything personally. They often go beyond their authority to do some work that employees should do. Sometimes, they do the work themselves before employees are ready. On the surface, it seems that the employee has completed all the work within the scope of his responsibilities and done it well. He should get a high score during the performance appraisal. But in fact, employees did not get any improvement and progress from it. The so-called high performance is just a superficial illusion.
About the third point. This is the essence of this idea. Employees' performance is created independently through their own efforts with the guidance and help of their managers. In this process, employees' performance capabilities have also been improved, and they have the ability to challenge higher performance goals. At this time, managers should help employees set more challenging tasks so that employees can continue to experience performance management A sense of accomplishment and ownership.
The idea of ??continuous improvement
Performance management only has a beginning and no end. Once you put performance management on the track, it cannot stop. It will continue to run along with the company's strategy and continue to be improved and improved.
This can also be seen from the last component of the performance management system, which is performance diagnosis and improvement.
Performance diagnosis and improvement serve as a bridge between the two performance management cycles. By diagnosing the previous cycle, we can identify the existing problems and deficiencies, and then formulate an improvement plan and put it into practice. Next cycle, improve it, and so on, never ending.
The idea of ??continuous communication
After the system structure is established, how do you implement it? Four words: continuous communication.
American performance management expert Robert Backwall defines performance management as: "Performance management is a continuous communication process guaranteed by an agreement between employees and their direct supervisors. Complete, and reach clear goals and understanding of future work in the agreement, and integrate the organizations, managers and employees who may benefit into the performance management system. "If you can sum up this definition in one sentence, it is, "Performance management. It is a continuous communication process. "Here, "continuous communication" as a management idea should run through the entire performance management process, starting from performance planning-setting performance goals to performance diagnosis and improvement, the entire performance management system. Every component of the company is inseparable from communication and needs to be achieved through communication between managers and employees. In addition, unlike performance appraisal, which is characterized by black-box operations, communication in performance management is two-way and requires employee response and participation. When experts describe what performance management is not, one thing they often say is, "Performance management is not about managers doing something to employees." This is indeed the case. Performance management is not the patent of managers, nor is it a tool for managers to punish employees; Managers and employees have the same interests.
In performance management activities, managers and employees are always "standing in the same boat." Even the seemingly "cruel" behavior of assessment has been given a new connotation and is positive. The view is that performance appraisal is an opportunity for managers and employees to discuss success and progress together, rather than looking backward in the mirror, let alone looking for trouble and settling general accounts.
All this is achieved through continuous two-way communication between managers and employees.
Continuous communication, as an important idea in performance management, deserves managers to seriously consider and make positive changes. Managers should constantly improve their communication skills and do a good job in performance communication.
Partner’s Thoughts
I still quote Mr. Robert Bakwal’s definition. In the definition, Mr. Bakwal said that the process of performance management “is organized by employees and their direct supervisors. The agreement reached between them ensures completion, and clear goals and understanding of future work are reached in the agreement." From this point of view, the determination of employee performance goals should be the result of consensus between managers and employees. This result is neither a task issued by the human resources department nor an order from the manager. It should be a process in which both the manager and the employee discuss and ultimately reach a consensus on the employee's performance goals for a period of time in the future. This embodies an idea of ??equality and participation, which is that of a performance partner.
The typical practice of performance appraisal in the past was that the human resources department would first design a standardized performance appraisal form, then send it to the manager to fill out, and then return it to the human resources department for archiving. The flaw of this approach is that employees’ opinions are not solicited for the assessment objectives and standards, so employees are completely unaware and may never even know about it; in addition, because the designer of the assessment form is a human resource who is not familiar with the employee’s work Department, so often these assessment forms are not targeted and there is no personalized form designed for the employee's position, so that the work done by employees is not fairly assessed and evaluated, which is not conducive to mobilizing the enthusiasm of employees; Furthermore, because line managers Not participating in the setting of performance goals makes them think that this is to complete the task, so they simply cope with it, which greatly reduces the authenticity of the assessment results.
In performance management, as the first component of the system: performance plan-setting performance goals is not done by the human resources department, nor is it done by the manager alone, but by the manager and employees *** Completed at the same time. In this process, the manager's role is no longer that of a majestic and inaccessible leader, but a performance partner of employees, appearing in front of employees as a helper and counselor, and working closely with employees as a performance partner. **Set goals together and reach agreement.