From the perspective of influencing employee performance, different communication elements may produce different employee performance. Communication elements are generally embodied in the following eight aspects:
(1) Communication frequency: the number of times the appraiser communicates with the appraisee in an appraisal period.
(2) the evaluator's communication ability: the evaluator's ability to make full use of various communication skills to achieve communication goals.
(3) The evaluators' communication style can be divided into four basic types: commanding, guiding, supporting and entrusting.
(4) Personality characteristics of the assessed: including gender, age, preference, education, income, position, etc.
(5) Participation of the assessed: the assessed participates in performance communication.
(6) Communication obstacles: including the obstacles of the examinee, the obstacles of understanding and the obstacles of the examiner, which are embodied in status influence, semantic problems, sensory distortion, cultural differences, chaotic environment, improper choice of information channels and no feedback.
(7) Communication types: including writing, meeting communication, interview, negotiation, speech, listening, etc.
(8) Communication direction: it can be divided into three types: up and down, parallel and up.
Generally speaking, the whole process of a complete performance communication mainly consists of three parts: the preparation stage before communication, the manipulation stage during communication and the tracking stage after communication. Moreover, these three parts are closely connected to form a circle with strong logic.
Preparatory work stage
Pre-communication is mainly pre-training and publicity, and performance indicators are set in advance. Through pre-training, all employees can learn the basic knowledge of performance appraisal and fully understand that performance appraisal is an effective management tool. Employees' participation will be of great help to the improvement of their own performance and the continuous improvement of management level, and achieve the goals of departments and individuals with the help of performance appraisal. Performance communication to achieve the expected results can not be separated from the careful preparation in the previous stage. It can be said that without careful preparation, the whole performance exchange will lose a solid communication foundation.
Specifically, the preparatory work mainly includes the following aspects:
Classification of communication objects
The first step for communication personnel is to classify the assessed according to the information reflected in the evaluation form and evaluation results. The evaluation forms of the same department are grouped together, and then divided into three categories according to the evaluation results: good, medium and poor. The formal performance appraisal form is divided into various departments horizontally and into three categories vertically: good, medium and poor. In fact, the process of classifying the assessment form is also a process of quickly interpreting the communication objects, which is not only conducive to understanding and grasping the overall performance of the enterprise from the overall situation, but also convenient for employees to communicate in a targeted manner, thus improving communication efficiency.
Orientation of the overall goal and sub-goal of performance communication
Any communication is inseparable from goal orientation. If the communication goal is missing, the whole communication may deviate from the original function and significance of communication. Only under the guidance of correct communication goals and around the needs of the goals can communication really produce results. As far as performance communication is concerned, the overall goal of performance communication is to improve employees' work performance through communication with employees, thus driving the realization of corporate strategic goals. After we have determined the overall goal of performance communication, of course, we cannot ignore the establishment of sub-goals to support the overall goal. In essence, the overall goal is actually a refinement and summary of each sub-goal. Establishing the sub-goal of performance management is actually the communication expectation for each specific communication. What information should I convey to employees through this communication? What kind of communication effect should be achieved after communication, and some more specific and detailed goals. However, it should be noted that the sub-goals must be targeted, and the basic information should be extracted from the evaluation table and job analysis table.
Comprehensive interpretation of performance appraisal results
Only by carefully and comprehensively interpreting the results of performance appraisal and truly obtaining the information reflected by the results can we have a communication basis of "* * * the same language" with the people we communicate with, otherwise there will be communication barriers to varying degrees between them. To interpret the results of performance appraisal, we should complete four questions: first, what should the communication object do; Second, what did the communication object do; Third, why do the communication objects get such evaluation results; Fourth, in what direction should the communication object be improved? By thinking about these four questions, people who implement communication will have a preliminary understanding of the communication object, communicate in a targeted way, and have the language foundation of communication.
Selection of suitable place and time
The so-called appropriate place and time is to pay attention to the choice of time and place environment when communicating and performing, and never be careless. After all, the effect of communication is different at different times and different communication places. Shu Yue's suitable timing and communication environment will help to achieve the effect of "getting twice the result with half the effort". So what is the appropriate communication time? The performance communication of enterprises is best arranged at the first moment when the performance evaluation results are announced. I remember the usual practice of the chairman of a foreign-funded enterprise is to invite 20 employees with poor evaluation results to dinner immediately after the evaluation results are announced, and communicate with them on performance. This practice has been well received by employees and the communication effect is obvious. Because the different evaluation results have different effects on each evaluation object. At the same time, some employees may have objections to the results of performance evaluation and the evaluation mechanism itself, which makes performance communication should be carried out quickly. It is worth noting that the communication should not be arranged near the off-duty time. Because the attention of both parties may be disturbed by the interference factors after work.
As for the communication environment in Shu Yue, it should have two characteristics: First, it is formal and authoritative. Generally, it can be held in a conference room or a special office, so that the communication object can realize the importance attached by the enterprise to this communication; Second, there are no interference factors. Shu Yue's communication environment should be able to make communication undisturbed, such as personnel entering and leaving, telephone ringing, etc. This requires proper preparation and arrangement by the staff.
Develop a communication outline
If the communication goal is regarded as the commander, then the communication outline is the guide. Successful performance communication is inseparable from the "guiding role" of the communication outline. Specifically, the communication outline should be divided into two categories. One is the communication plan, which is mainly a pre-arrangement of the whole communication process, such as when and where to communicate and who should participate in the communication. The other is the interview outline, which mainly refines the communication arrangements of specific communication objects, such as what questions to ask, how to record them and which questions to ask first. When formulating the communication outline, we should pay attention to pertinence and selectivity, on the one hand, we should achieve good results in performance communication, on the other hand, we should pay attention to communication efficiency.
Communication manipulation stage
Careful preparation, the whole performance communication is half the battle. However, the essential manipulation stage of performance communication can not be ignored, otherwise it will lead to the situation of all previous efforts being wasted. There are often critical control points in performance implementation, and employees will encounter various problems in the implementation process. If we can communicate in time, help employees analyze the problems they encounter in time and correct the deviation of employees' behavior, we will get twice the result with half the effort This kind of communication can be formal or informal; It can be regular or irregular; You can also use stage meetings, reports or comments. In the process of communication, we should pay attention to the following four aspects:
Stand firmly in your correct position.
Strengthening your correct position actually contains two aspects of information: first, you should ensure that your position is correct and there are no unfairness or mistakes. This requires performance managers to grasp the overall situation and direction, calmly analyze the evaluation form, treat each employee who participates in communication rationally, extract a fair and just position from it, and avoid the position deviation caused by subjective thinking expansion; Second, we must stand firm on the premise of ensuring the correct position. In performance communication, some employees may be skeptical or even antagonistic to the fairness and impartiality of performance results, and simply do not agree with the views and positions of performance managers. Faced with this situation, as an enterprise, on the one hand, we should listen carefully to the opinions of employees and record them carefully, so that employees can feel that the enterprise attaches importance to them, on the other hand, we should also stabilize our correct position and avoid any vacillation or confusion, thus ensuring the order of this communication. After all, the authenticity of the information reflected by employees afterwards is debatable.
To stabilize your position, we should pay attention to two aspects: first, stabilize your position and pass it on to employees, so that communication can be carried out smoothly and effectively. Second, in the face of employee refutation, employees should be given ample opportunities and recorded carefully. Don't rudely interrupt or have a tit-for-tat debate with employees.
Communicate around the set goals.
In the preparation stage of communication, the performance manager has set the overall goal and specific sub-goals for communication. In the implementation stage of communication, it is a question of how to accomplish these goals. Compared with the realization of the overall goal, the key point is to grasp the overall and overall concept, and the overall goal must not be artificially deviated because of a partial or partial deviation. The overall goal of performance management is to improve the overall performance of enterprises through communication, so we should pay attention to collecting and grasping the information reflected by the overall situation and different communication objects in communication. As for the realization of specific sub-goals, it is actually to complete the set tasks. What information should I get through this exchange? What message should I send to the people I communicate with? Now that these tasks and goals have been determined, communication naturally needs to focus on these tasks.
Flexible response to emergencies
In the course of any activity, unexpected emergencies may occur. Performance communication is no exception. For example, for some reason, communication has become preaching, and employees have completely become "loyal" listeners. Another example is a series of unexpected events, such as an introverted employee, and the whole communication can't progress at all. In the face of these emergencies, as a representative of an enterprise, we should first straighten our minds, think quickly and calmly, and find out the countermeasures. In the emergency situation that communication becomes preaching, enterprises should turn themselves into listeners in time after realizing this, and extend the original communication time appropriately to avoid negative effects. Secondly, enterprises can also take the initiative to "apologize" to employees, so as to narrow the distance between them and prevent the sudden crisis from expanding.
Focus on the countermeasures to solve the problem.
If improving the performance of employees and enterprises is the starting point of communication, then discussing the countermeasures to solve problems is the foothold of communication. If the communication with employees' performance fails to explore the countermeasures to solve the problem, it is fundamentally a failure, or "meaningless". Therefore, in performance communication, we should focus on discussing the countermeasures to solve the problem. Discussing countermeasures in performance communication has two meanings: first, it can help employees seek countermeasures with the help of the wisdom of enterprises; Secondly, it also gathers the wisdom of employees, making the countermeasures discussed more operational and realistic.
Communication tracking stage
A perfect performance communication mechanism is of course inseparable from the follow-up observation stage after communication. After completing performance communication, performance managers should follow up and observe the communication objects, keep abreast of the work dynamics of the communication objects, and extract information on the communication effect and the achievement degree of communication goals, so as to provide reference for "debugging" the enterprise communication mechanism and performance management mechanism in the later stage. Specifically, you can ask the relevant departments and personnel where the communication object is located to give help and cooperation. The workflow is as follows:
Result audit
Before the communication afterwards, the supervisor should make adequate data preparation, provide a reasonable basis when explaining the reasons for grading, and listen to the opinions and ideas of the employees themselves, and then make appropriate modifications to the results according to the actual situation of communication.
Analyze the reasons
Results After full communication and revision by both parties, it is necessary to deeply analyze the reasons, especially for the unfinished goals, depending on whether they are caused by objective or subjective reasons, internal management of the enterprise or changes in the external environment, incompetence of employees or lack of experience. Finally, it is necessary to further analyze the identified reasons and put forward the best solution.
target analysis
It is also necessary to analyze the goals that have been achieved or achieved in advance, and then share the effective methods and measures taken by employees internally so that everyone can make progress together. But more importantly, for the communication and formulation of the next improvement plan for unsatisfactory goals, it is a key step to ensure the continuous improvement of performance by formulating a clear and effective next improvement plan, because the end of an assessment cycle is the beginning of the next stage, and at the same time, it is necessary to form a * * * understanding of the measures and resource support to achieve the goals.
Performance communication is not only an important activity in human resource management, but also a difficult and complicated activity. In the face of performance communication, managers must have a correct attitude, be carefully prepared, be flexible and treat them properly, and never underestimate them. Otherwise, it is very easy to fall into a vicious circle of performance communication.
The methods of performance communication can be divided into formal methods and informal methods:
Formal communication
It is planned and arranged in advance, such as regular written reports, interviews, regular group or team meetings with managers, etc.
(1) Regular written reports. Employees can report the work progress and reflect the problems found to their superiors in written form, mainly including weekly, monthly, quarterly and annual reports. When employees and bosses don't work in the same place or often work in other places, they can be sent by email. A written report can train employees to think rationally and systematically, and improve their logical thinking and written expression ability. However, attention should be paid to simplifying the text of the written report, and only the necessary contents of the report should be kept to avoid triviality.
(2) One-on-one formal interview. Formal interview is very effective for finding problems early and finding and implementing solutions to problems; It allows managers and employees to have in-depth discussions and discuss opinions that are not easy to disclose; Making employees feel respected is conducive to establishing a harmonious relationship between managers and employees. However, the focus of the interview should be on specific tasks and standards, and employees should be encouraged to talk more about their ideas and talk and communicate in an open and frank way.
(3) Regular meeting communication. Meeting communication can meet the needs of team communication; People who often attend meetings can keep abreast of the progress of the work; Through meeting communication, employees can often get company strategic or value-oriented information from their superiors. However, attention should be paid to clarifying the key points of the meeting; Pay attention to the frequency of meetings and avoid unnecessary meetings.
Informal communication
Informal communication is unplanned, and its communication mode is through various social relations within the organization. Its forms include informal meetings, small talk, walking and talking, and talking at dinner.
The advantage of informal communication is that it is flexible and does not need deliberate preparation; Timely communication, after the problem occurs, you can have a short conversation immediately to solve the problem quickly; It is easy to close the distance between supervisors and employees.
The behaviors that should be avoided in the process of performance communication are called "ten taboos of communication".
A deadpan monster. As an effective listener, the manager should show his interest in the conversation of his subordinates through his body language. Affirmative nod, proper expression and proper eye contact undoubtedly show that you are listening attentively.
Second, avoid hasty actions. Looking at your watch, turning over the newspaper, playing with a pen and other actions show that you are tired, not interested in talking, and not paying attention.
Three taboos are overbearing. You can show an open communication posture through facial expressions and body posture. It is not advisable to cross your arms and legs. If necessary, lean forward and face to face to eliminate obstacles between the two sides.
Four taboos interrupt subordinates at will. The subordinates haven't finished yet, try not to react. Don't guess when your subordinates are thinking. Listen carefully and let the subordinates finish before speaking. Another important content of performance communication is that employees' performance can be fed back to employees through performance interviews, so that employees can know the gains and losses of their subordinates' work in the past year, which can be used as the basis for doing better or improving in the coming year.
Five taboos: ask less and talk more. It is difficult for managers who give orders to realize the role transformation from boss to "helper" and "partner" We suggest that managers follow the 80/20 rule when communicating with employees: 80% of the time is reserved for employees and 20% for themselves. During these 20% of the time, they spend 80% of the time asking questions and 20% of the time "guiding", "suggesting" and "giving orders" because employees are often more aware of the problems in their work than managers. In other words, it is necessary to ask more good questions, guide employees to think and solve problems by themselves, and evaluate the progress of their work by themselves, instead of commanding and telling employees what to do.
Sixth, avoid using "you" to communicate. In performance communication, use more "we" and less "you"; "How can we solve this problem?" "How far has our task progressed?" Or, "What can I do for you?"
Seven bogey general feedback. Managers should give feedback on employees' specific behaviors or facts to avoid ambiguity. For example, "Your work attitude is poor" or "Your excellent work left a deep impression on everyone." Ambiguous feedback not only fails to stimulate or inhibit, but also makes employees feel uncertain.
Eight taboos are not right for people. When employees make some mistakes or do something inappropriate, they should avoid using evaluative labels, such as "incompetence" and "dishonesty", but should objectively state the facts and their feelings about the facts.
9. Do not refer to the instruction manual. When subordinates are not performing well, they should avoid saying "You should … not …", which will make subordinates experience some inequality and can be replaced by: "I did it at that time …"
Ten taboos "pour cold water". When an employee makes a mistake, it is best to wait for him to calm down before giving feedback, so as to avoid "adding fuel to the fire" or "throwing cold water"; If employees do a good deed, they should be praised and encouraged in time.