Performance management and performance appraisal are one of the most popular words in enterprise management at present. In recent years, performance management and performance appraisal have been extended to government agencies, institutions, schools and hospitals. From the results of Baidu search, we can find that people are more keen on? Performance appraisal? In human resource management, performance appraisal is only an important part of performance management, not the whole. This paper aims to explore why enterprises should shift from performance appraisal to performance management, and what problems should be paid attention to in performance management.
First, why is the company more keen on performance appraisal?
Reason 1: From the job content, performance management has richer content and continuous requirements. It takes more manpower and energy to carry out performance management than to carry out performance appraisal, and the depth and breadth of work involved are also greater. It takes only about 20 years for China to fully learn and apply all kinds of management knowledge, so it is really very difficult to comprehensively promote performance management in enterprises.
Reason 2: Taking the results of performance appraisal as the basis of salary payment can accurately lock in the salary adjustment of specific groups and effectively reduce the impact of the comprehensive salary adjustment scheme.
For a long time, salary distribution has been puzzling enterprise managers, and every salary adjustment is a headache for managers. Every time the salary distribution scheme is adjusted according to the change of internal and external environment, the focus and tendency of enterprise salary will change. When an enterprise adjusts its salary, it is always praised by the beneficiaries, while those who suffer losses express their dissatisfaction in various ways. After the salary increase, the comparison between employees seriously affects the work enthusiasm. After adjusting the salary plan several times, almost all employees have been touched, and the overall work enthusiasm is getting worse and worse, making it difficult for enterprises to achieve the expected results.
With performance appraisal, this embarrassment will no longer appear. By making different performance appraisal schemes for different groups or individuals and paying salaries according to the assessment results, the salary scheme becomes more scientific and easier to implement. Even if employees are dissatisfied with the salary, they can only find reasons from their own work performance and performance, and can't blame enterprises and managers.
By setting different assessment standards for each group, managers can realize different salary adjustments and give full play to the incentive role of salary. This method is obviously different from the situation that all employees used the same salary distribution scheme in the past, and it can accurately lock the groups that need to be focused and tilted, and adjust their salaries.
Second, why do you need to shift from performance appraisal to performance management?
1. Simple performance appraisal has little effect on continuously improving enterprise performance.
For those managers who want to continuously improve and enhance the performance of enterprises through performance appraisal, the effect of simple performance appraisal is not obvious, and the appraisal process still needs a lot of manpower. Through observation, it is found that the main reasons for unsatisfactory performance appraisal are as follows.
Reason one: the implementation is too hasty. Performance appraisal is one of the means of enterprise human resources performance management, and it can't solve all the problems in enterprise management. However, due to all kinds of exaggerated propaganda, many business leaders believe that all problems in business management can be solved as long as performance appraisal is implemented. Driven by this high expectation, some improper practices have emerged, such as the hasty implementation of performance appraisal, the arbitrary setting of indicators, and even the enforcement of high-pressure policies, which have also laid hidden dangers for some problems in the performance appraisal process.
Reason 2: the score of subjective evaluation index is not easy to grasp. The performance appraisal of the company's employees mainly depends on the managers of each department, and the managers of each department score the employees according to their own feelings. Some managers' evaluation of employees is higher than the actual situation, which leads to too loose performance appraisal; Some managers' evaluation of employees is lower than the actual performance, which leads to the tendency of too strict assessment. In this way, the fairness and justice of performance appraisal does not exist.
Reason 3: The Human Resources Department is the agent of the package. Due to the lack of thorough understanding of performance appraisal by various departments and human resources departments, the performance appraisal of many enterprises is entrusted by human resources departments. From the publicity and training of employees at all levels in the early stage, the setting of various assessment schemes, the selection of assessment indicators, the organization and implementation of the assessment process, and the summary of data results, the whole process is basically without the participation of senior managers, and there is little cooperation from line supervisors, and employees are not too concerned about the whole process. In this way, performance feedback and performance interview can't be seen, and the role of assessment for enterprises only stays in facilitating salary payment.
Reason 4: The assessment indicators are too detailed. This phenomenon is widespread. Looking closely at the assessment schemes formulated by many department managers, a scheme often sets more than 20 assessment indicators, including various quantitative and qualitative indicators. It is understood that some managers want to make the plan more detailed and try to be scientific and reasonable; Other managers want to use detailed evaluation plans for a long time. If the salary is paid according to the results of this performance appraisal, it needs a wide range of grading, and a large number of indicators are summarized and statistically calculated every month, which is extremely labor-intensive. Another negative effect of this detailed assessment index system is that because there are too many indicators, it is difficult for the indicator makers to predict the main fluctuation area and limit value of each indicator and the influence range of each indicator fluctuation on the final assessment results. Often after the monthly assessment, because the assessment results fluctuate too much, the appraiser has to adjust the assessment results artificially, which is completely thankless.
2. Continuous performance management can bring continuous performance improvement.
Performance management focuses on constantly discovering and solving the performance problems of enterprises. All aspects of performance management have good PDCA management cycle characteristics. The whole performance management process can be roughly divided into: analyzing the current situation and putting forward performance goals; Implementing and executing the plan; Evaluate the implementation effect; Feedback problems, and adjust and set new performance goals in time according to feedback. The whole process of performance management is a cyclical and continuous management process, and it is this continuous management method that pays attention to enterprise strategy and constantly adapts to changes that brings continuous performance improvement to enterprises.
3. Starting with performance management, we can quickly integrate new human resource management concepts into our daily work.
In recent years, with the intensification of enterprise competition, people from all walks of life have widely realized the importance of human resource management and put forward higher requirements for human resource management. For example, IPMA-HR in the United States suggested that human resources departments should not only be human resources experts, but also be good at it? Business partner? 、? Change agent? And then what? Leadership? This role. These roles require human resource managers to view and organize human resource management from the highest angle of enterprise development.
Because performance management can affect and spread to all levels of enterprises, it has a good depth and breadth, and new management concepts can be easily reflected in performance management, performance management has become a good starting point for practice and implementation of new concepts. Applying the brand-new concept of human resource management to enterprise performance management can realize the transformation of new concept and new role more quickly and effectively, make the human resource department quickly transform and upgrade into a business partner and change promoter, and make the whole human resource management work pay more attention to and serve the enterprise strategy.
Three, performance management to pay attention to several issues
Although performance management is more far-reaching than simple performance appraisal, there are still many difficulties in actual organization and implementation. Here we focus on a few problems that are easily overlooked.
1, waiting and promoting the maturity of time
Everything should be related to timing, especially in performance management. The key lies in the transformation and promotion of enterprise leaders and managers at all levels. The following are several major projects for your reference.
(1) Do business leaders fully realize that performance management can bring sustained and huge impetus to the implementation and change of business strategy?
(2) Whether enterprise leaders and managers at all levels are fully aware that the performance of subordinates and managed teams is their own performance.
(3) Whether enterprise leaders and managers at all levels are fully aware that the main body of performance management is not the human resources department, but the managers at all levels themselves.
(4) Do business leaders and managers at all levels realize that although performance management requires a lot of energy, it can effectively reduce ineffective investment in other aspects and achieve continuous improvement of their own and management team performance.
(5) Whether enterprise leaders and managers at all levels fully realize the importance of performance interview and make full psychological and knowledge preparation.
Use it well? Waiting for the right time? It is emphasized that we should not blindly and rashly carry out performance management activities, rather than let us do nothing before the time is ripe. Just waiting is contrary to the new concept of human resource management. Before the time is ripe, we should play the role of a good change promoter and try and promote the next work.
(1) Through various ways and means, influence our business leaders, let them gradually understand and accept relevant concepts, and make them the most loyal promoters of performance management.
(2) To publicize the knowledge of human resources management to managers at all levels, so that they can correctly realize that they are the main body of human resources management and cannot rely on human resources departments to complete human resources management.
(3) When the time is relatively ripe, managers at all levels should be trained in performance management-related knowledge and skills.
(4) Through extensive publicity, employees are psychologically prepared.
2. Pay attention to cultural and humanistic factors.
Because performance management involves a large number of people and lasts for a long time, we should consider problems from more aspects, such as people-oriented, paying attention to more people and cultural background issues, striving to minimize risks and resistance, and achieve twice the result with half the effort.
(1) The golden mean. Under the long-term influence of the golden mean culture, people generally don't want to offend people. When making a performance evaluation plan, many managers often choose to make easier-to-achieve goals for subordinates and teams to accomplish. In other cases, because they don't want to offend others, they often choose scores in a small range during the assessment, and the difference in score results is very small, which can't reflect the actual gap in their performance.
For the influence of the golden mean culture, when setting performance indicators, we should consider using quantitative indicators that are less interfered by subjective factors. When qualitative indicators are really needed, you can use the Behavior Anchoring Method (BARS) to set indicators, describe typical behaviors that may occur in the work, and establish an anchor score table. The evaluator only needs to compare the behavior of the evaluated person with the anchored scoring table, and then he can get a relatively objective scoring result. For example, the behavior of a salesman can be anchored as: poor-? You were blind, and you didn't like it, so you didn't return it? Have a big fight with customers; General one? According to the company's regulations, you can't return it. Do I have to deduct money if I want to return it? , reluctantly returned the goods; Excellent-hospitable, unconditional return, and teach customers how to identify goods. From this example, we can see that through behavioral anchoring, the evaluation of sales staff will be more objective and not easily influenced by raters.
(2) Do not accept overseas orders. Modern enterprises rarely perform? Make an example of others? Does this play want to shock all the subordinates? Persuade people with virtue? But in practical application? Persuade people with virtue? The timeliness is often poor, so the low execution has become a common problem for many enterprises. If we want to change this situation of performance management, we can start from the source and turn passivity into initiative. For example, when making performance appraisal goals and plans, we can consider some indicators proposed by the assessed, and then the two sides will determine them through consultation. For their own goals, candidates tend to be more active and achieve better results.
(3) Heroes are useless. In ancient times, some people thought it was useless to learn to be rich and have five cars, and they were depressed for life. Nowadays, people often sigh? Maximado, Bole isn't it? In fact, there may be two situations: one may be a depressed person who is conceited that his knowledge is useless, and may lack communication skills and cannot let others discover his talents; Another possibility is that besides Maxima, there are many 900-mile horses and 800-mile horses, and the enterprise temporarily gave up using Maxima because it found some shortcomings.
For those who are conceited and lack communication, we can take the initiative to find and identify them in extensive and in-depth performance interviews, listen to their opinions and suggestions carefully, give them more autonomy when making assessment plans, let them choose and formulate some performance goals and assessment indicators independently, and let them fully feel the needs and attention of enterprises. They will be more enthusiastic when implementing performance goals, and they will be more likely to have a sense of accomplishment after reaching and completing their goals.
For Maxima who has its own shortcomings, we should give more help in performance management through interviews to improve its shortcomings, and we can also consider making up for its shortcomings through teamwork.
(4) He Dehe can accept this great task because he is poor in knowledge. In ancient times, people often said modesty after accepting important tasks. I only have a little knowledge. Why can I accept this great task? People, maybe this person is really modest, but being too modest is a bit lacking in self-confidence, which is not conducive to giving orders in times of crisis.
In practical work, if this situation is found, we need to know their difficulties in time and give them full help. People can't all be generalists, and those who are good at planning are not necessarily good at execution; People with strong execution are not necessarily flexible; Even a generalist may not have enough time and energy. By equipping teams with different abilities to achieve complementary advantages, the overall combat effectiveness and performance will be greatly improved.
3. Application of Key Performance Indicators (KPI)
It is of great significance to choose the most suitable index system among many performance index systems, because it is related to the effectiveness of performance management. Because the purpose of performance management is to ensure that employees' work activities and work output can be consistent with the strategic objectives of the organization, we need to choose an index system closer to the strategic objectives of the enterprise. The key performance indicator (KPI) system is an indicator system that pays attention to the strategic objectives of enterprises and has good consistency with them. Using this indicator system for performance management and assessment will help employees and the assessed to always pay attention to the key indicators that have the greatest impact on the enterprise. Because the number of indicators is relatively small, it is easier to operate in actual operation, and there will be no problems caused by the use of overly detailed assessment indicators mentioned earlier.
4. Performance interview-an indispensable part of performance management.
Many enterprises do not pay enough attention to and understand the performance interview when conducting performance management and assessment, and often become a mere formality. In fact, performance interview plays an indispensable role in all stages of performance management activities. Managers pay attention to and improve the performance of subordinates and teams through performance interviews, which is to pay attention to improving their own performance.
Performance interview is of great significance to continuously improve the performance of employees and teams. Performance management is a continuous process, which needs to pay attention to the changes of internal and external environment in time and adjust the staged performance objectives in each period according to the enterprise strategy. Through in-depth performance interviews, managers at all levels build wider trust with employees, and the information channels of enterprises are smoother, which helps managers accurately identify the most useful information from a large amount of information, and make more accurate, concise and effective performance goals and plans in time according to changes in internal and external environment. Extensive trust also makes the work of managers and enterprises more widely supported and brings about continuous improvement of performance.
Performance interview is also of great significance for determining performance goals and assessment schemes. By paying attention to national culture and human factors, we find the importance of communication for management activities. Unilateral performance goals and assessment schemes are often not supported and accurately implemented by the assessed, and the enthusiasm and initiative of the assessed are very poor. After completing the corresponding performance goals, it is difficult for the assessed to have a sense of accomplishment. If we make performance goals and assessment plans, we should communicate face to face with the assessed, instead of writing plans according to our own subjective opinions and submitting them to the assessed for discussion, we will gain better support and trust. Communication with the assessed may also make managers gain unexpected gains, find some problems that have not been paid attention to in the past, and make the final assessment plan more scientific.
Performance interview is conducive to the fairness of performance appraisal results. Discussing and determining the performance appraisal results with the appraisee will help to increase the appraisee's trust in the manager, and also help to ensure the fairness of the appraisal results and prevent the negative impact caused by subjective one-sided scoring.
5. Serve salary management for enterprise strategy and personnel development.
Many enterprises pay more attention to how to combine the assessment results with salary distribution when conducting performance management and assessment, so that the results of performance management and performance assessment can serve salary management. Because people are sensitive to performance management and assessment centered on salary, they are easily interfered by more people when making plans and assessing scores, which is not conducive to the organization and implementation of performance management, and performance management and assessment are easy to become a mere formality. In the actual implementation of performance management, we can consider weakening its service to salary and focusing on enterprise strategy. The whole performance management process should be centered on serving the enterprise strategy, and the performance objectives and assessment plans of each period should be adjusted regularly according to the changes of internal and external environment and the development of the enterprise.
What is the basis on which many enterprises often choose personnel? Morality, ability, diligence, success and sincerity? In the selection criteria, ability, morality and dedication are more important than performance. But from the enterprise's point of view, whether it can develop for a long time and obtain good profits is the core content of the enterprise, which is closely related to the performance of personnel. Usually, we have reason to believe that a person with outstanding long-term performance will create better performance in the future than a person with outstanding ability but low performance. Long-term and continuous performance management of enterprises can help us find and identify people with better performance more accurately, and at the same time make enterprises and employees form performance-oriented values.
6. After the pilot promotion,
When all the preparatory work has been fully done, in order to prevent all kinds of unexpected problems, we still can't comprehensively carry out and promote performance management at once. We can choose to pilot in the most suitable area and team first. Through the pilot, we can find more problems and seek good solutions. Through the pilot, we can also preliminarily evaluate the risk of comprehensive promotion, verify whether the adopted scheme is feasible, and lay a solid foundation for the final full implementation of performance management.
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