For many managers, they talk about "performance management", but in fact, what they think about and do at hand is "performance appraisal".
Manager Zhang has been in a terrible mood recently. As the end of the year approaches, in addition to doing a good job in the sales sprint, the company also needs to do the "performance management" that the company only started to implement in the middle of the year.
Manager Zhang sighed: "We talk about management every day, but the market still doesn't do it. Management is to serve the market, not market-oriented. What's the point of this management? It's standardization, it's How can we have the energy to capture the market? However, we still have to deal with it, otherwise, the company will be slapped with a big label, and we will have to live with it."
Fortunately, the same is true for "performance management." Now that they are familiar with the situation, Manager Zhang sent an assessment form to each employee and asked them to complete the self-evaluation work as soon as possible. At the same time, I used the queuing method to sort all employees based on their overall performance over the past year. Sorting is a very nerve-wracking job. It has been so long and there are so many subordinates. It is impossible for me to understand them all so well. It is indeed difficult to distinguish who is good and who is bad. However, fortunately, the company does not have any special proportion control. You can still control what is particularly good or particularly bad.
After queuing, the employees’ self-evaluation was almost over. Manager Zhang randomly selected 6 subordinates for 5-10 minutes of assessment and communication. The problem was finally solved, the assessment was far away in the next year, and everyone returned to "real work".
Seeing this case, I am afraid everyone will think: "What are the benefits of such a performance appraisal? Is this performance management?"
From the perspective of the human resources department, The assessment content is the result of the human resources department’s painstaking efforts and countless brain cells spent on pondering, but in the hands of managers at all levels, it is like a dead program and an endless loop, repeated day after day, year after year. Used.
From the perspective of employees, the company and managers have not looked at the work summaries that are written repeatedly year after year, and the assessment is just a "formality".
From a manager’s point of view, the work is already busy enough, and the human resources department has to intervene. It would be extremely happy if the company abolished the assessment or handed over the assessment power to the human resources department. things.
But in reality, Manager Zhang’s department is not operating very well. His employees were unable to complete tasks as required; they were not clear about who should do what, resulting in some things not being done and others being repeated; the same mistakes occurred repeatedly, causing everyone to feel at a loss, but No one seems to know why this is happening.
In the above case, Manager Zhang mistakenly believed that performance evaluation is "performance management", and "performance management" means filling out and submitting forms.
So, to make performance management successful, you must have a clear understanding of some common misconceptions, because these misconceptions can make the best managers dizzy.
"Performance management" is not:
?6?1 Simple task management;
?6?1 Evaluation form;
?6?1 Find the mistakes of employees and record their mistakes;
?6?1 The work of the human resources department;
?6?1 The manager does something to the employee;
6?1 A stick used to force employees to work better or harder;
6?1 Only used when performance is poor;
6? 1 A form-filling job once a year;
?6?1 Performance appraisal;
The process of achieving a clear understanding of goals and how to achieve them, as well as management methods that enhance employees' success in achieving goals. This process is ensured by a commitment reached between the employee and his direct supervisor, and the agreement has clear requirements and regulations on the following related issues:
?6?1 What is expected from the employee Work goals.
?6?1 The impact of employees’ work on the company’s goals.
?6?1 State clear criteria for what “a job well done” means.
?6?1 How should employees and supervisors work together to maintain, improve and improve employee performance.
?6?1 How to measure work performance, that is, what are the performance standards.
?6?1 Identify obstacles that affect performance and eliminate them in advance or seek ways to eliminate them.
In fact, performance management is a complete system. This system includes several important components: goals/plans, coaching/coaching, evaluation/inspections, reports/feedback, and only focuses on one component of the system. , will not work well.
Performance management is not a special thing, let alone the patent of the human resources department. It is management first, and it covers all functions of management: planning, organization, leadership, coordination, and control. Therefore, performance Management itself is a part of managers' daily management, and they cannot avoid it even if they want to; no wonder many managers sigh after receiving performance management training: "If managers don't do performance management, what else can they do!"
Performance management is an ongoing communication process that is ensured by an agreement between an employee and his direct supervisor.
Performance management is a cyclical process. In this process, it not only emphasizes achieving performance results, but also pays attention to the process of achieving results through goals, coaching, evaluation, and feedback.
Through the above two major cycles, we can easily find that performance appraisal is only a part of performance management, and it should invest the least energy in performance management! That is to say, we cannot simply understand performance management as performance evaluation, nor can we regard performance management as an isolated work, thinking that it only reflects past performance, not future performance; that it is closely related to the daily life of managers. The business has nothing to do with management work, and has no connection with employee development, performance improvement, organizational goals, salary management, etc. It has become just a decoration, so it is not surprising that people think it is meaningless.