2006-05-09 10:46:22 source: new think tank author: no post 1
For your reference! It will definitely help!
Guest:
Chairman of Peng Jianfeng Huaxia Cornerstone Management Consulting Company
Chen Hao, Chairman of Beijing Wayne Collaborative Technology Co., Ltd.
Fu Qiang, President of Think Tank Media
Why is the content of the company's performance plan always a mere formality, the assessment parties have not reached an agreement, the employees have not benefited, and the subsequent performance management means have become useless? Managers can't hear the voices of employees, can't understand the real effect of the implementation of the performance management system, and the performance work is stagnant? Why is the company's performance evaluation inaccurate, which leads to employee dissatisfaction? ...
According to the statistical analysis of the questionnaire, most of these problems are concentrated in companies with more "knowledge workers". What is the performance appraisal for their managers? What is the confusion of enterprises in performance? How to gain benefits from performance and let performance play a real role, rather than a useless or counterproductive display and tool. ...
The first thing to change is the concept.
Moderator: The biggest problem reflected in this questionnaire is that the performance of knowledge-based enterprises is difficult to implement. This should also be the sentence: the new era will face new challenges in management. We found some problems in the investigation. For example, an enterprise has set a high strategic goal, and later found that it has not been completed at all. How does the performance of this enterprise fall on employees? Another example is an enterprise's "annual plan has not been completed, but the total wages have exceeded". Drucker said that knowledge workers are not "costs" but "assets". But how to preserve and increase the value of assets? What do you think of these problems?
Fu Qiang: Knowledge workers have strong self-judgment ability. When an enterprise determines its performance indicators, he can judge whether he feels reasonable or unreasonable. Employees are not the original passive recipients, but also participants and judges. At this time, new problems appeared in management. Is there a difference between knowledge-based enterprises and traditional enterprises in performance management?
Performance often gives people a stiff feeling, because it involves money, honor and other fame and fortune, so it is very realistic. Some enterprises adopt the so-called "wolf culture", and everyone may work very hard for performance. However, today's enterprises are more about teamwork, especially the teamwork and collaboration of knowledge-based enterprises has become very important. Sometimes overemphasizing this performance may reduce the team's cooperative spirit. Personally, I think that performance has not solved the fundamental problem for so many years.
Peng Jianfeng: Performance management is a worldwide problem. In the whole management, it is recognized that the most difficult thing is performance management and performance appraisal. Someone joked that an enterprise "can't do anything without performance appraisal, and it is troublesome to have performance appraisal". Performance appraisal is an endless chess game. Especially in the new economic era, more and more enterprises take knowledge workers as the main body, and performance management becomes more complicated. On the other hand, there are more and more uncertainties in the external market environment, especially in knowledge-based enterprises. The business plan or business objectives of the enterprise itself are inaccurate. Changing strategies or even strategies according to market conditions is also a phased process, which brings many problems to performance management.
Moderator: According to you, the performance management of knowledge workers has become an unsolved problem.
Peng Jianfeng: Of course, there is no way out, but the first thing that needs to be changed is the concept: First, performance management should be a tool for enterprises to achieve strategic goals. Performance management itself is a baton, and it will hit wherever it points. In the past, why did China enterprises always fail to implement performance management? Because at that time, enterprises had no strategy, and opportunism was the mainstay in the past. Now enterprises have changed from opportunity orientation to strategy orientation, and strategy needs a tool. How do they achieve their strategic goals? Performance management is still an effective tool. Second, performance management needs the participation of senior management. The current situation is that the human resources department is doing it. From the source of performance management, it must be the top management who sets performance goals. It turns out that performance management is a mere formality, precisely because the top management itself has not participated; Thirdly, according to the different development stages and forms of enterprises, the index selection of performance appraisal system is determined.
The business orientation of enterprises should be clear.
Fu Qiang: I have heard some managers complain that management is a bit like fashion, new ideas are emerging one after another, management tools will be popular in stages, such as execution, and the current "blue ocean strategy". Many enterprises lack scientific goal system construction, and they are abstract, patchwork, follow the trend and follow the fashion everywhere, which leads to the mismatch between performance management goals and the actual situation of the company and the lack of systematicness and scientificity. How many index systems are available for reference and selection? This confuses many managers.
Peng Jianfeng: At present, KPI, balanced scorecard, EVA and performance system based on project and process are widely used. For entrepreneurial companies, KPI is used more. When an enterprise matures and has a little position in the industry, it needs balance, so it needs a balanced scorecard. If enterprises are completely project-centered, such as real estate enterprises and consulting companies, this kind of assessment is based on the process, and it is necessary to establish a performance appraisal system according to the project process. Link the whole project with performance appraisal and implement it according to the time of the project. If it is an investment company, it will use EVA because it wants to maximize the interests of shareholders. Different forms of enterprises have different ways of consideration. At present, there is a misunderstanding in enterprises. Not all points in the balanced scorecard can be balanced, and it is nothing to seek balance with limited resources. Enterprises need to be paranoid when they are young. For large enterprises, the balanced scorecard is an ideal management tool. Now some enterprises are rigid, so it is actually impossible and unnecessary to give consideration to all four angles. The contribution of each post is different, and the balance must be a systematic balance, not a single point balance.
Hao Chen: I agree with Peng. Performance management needs to solve a big problem called management orientation. Among them, the definition and standard of "achievement" is orientation, and the evaluation of "efficiency" and the corresponding interest correlation are strength. Orientation must come from enterprise strategy. When an enterprise can have a strategic system, can transform the strategic orientation formulated by the top managers of the enterprise into measurable, operable and evaluable indicators, and implement the assessment responsibilities of all departments, positions and individuals of the enterprise, this management orientation foundation exists. The problem is how to define the evaluation criteria. Once this standard is determined, the orientation is very clear. In addition, after the strategic and management positioning is clear, it is necessary to solve the problem of management power. Why should employees work hard for the enterprise? Give a reason. The formation of this power largely depends on whether there is a real win-win mechanism between employees and enterprises.
When we study performance, we attach great importance to the study of management orientation. It is not difficult to find that the modern distribution mechanism conflicts with some traditional labor distribution concepts. For example, it was originally mentioned that "from each according to his ability, distribution according to his work", but now I dare not say that this distribution principle is completely scientific. What is "old"? The traditional definition and concept of "labor" have changed today. Now we put forward the principle of "distribution according to responsibility, distribution according to work and distribution according to contribution" in enterprises, and divide contributions into short-term contributions and long-term contributions, explicit contributions and implicit contributions. For example, we ask the company's software engineers to summarize the results that they think can be inherited and reused by the company and submit them. At this time, employees will ask why they want to submit. Is this personal wisdom or collective knowledge? Is submission related to personal interests? When these achievements are submitted, can the impact and benefits on the company be defined as the long-term contribution of individuals to the enterprise? Is this the performance value to be assessed? How to define and evaluate this hidden and long-term contribution? I think enterprises should seriously study this kind of problem, which is a management-oriented problem and has a great influence on the implementation of enterprise strategy.
Peng Jianfeng: Performance management has two core propositions. The first is the value orientation of performance management, which is actually derived from the values of entrepreneurs. It comes down to whether the values of entrepreneurs are short-term or sustainable, and their strategies and operations will be different. The key is the balance in the minds of entrepreneurs, which directly affects the formulation of enterprise indicators. Therefore, the formulation of performance indicators is both a science and an art. Secondly, why do you let employees do it? This is an incentive problem. Employees are asking "why" more and more. What benefits do you want me to get to achieve this goal? Can I achieve it? This is a question of dynamic mechanism.
What are the roles of managers at all levels?
Moderator: The value orientation of performance management is determined by entrepreneurs, so what is the corresponding human resource management?
Fu Qiang: This is a difficult point. For example, in our media companies, there are different forms of their own enterprises. Magazine production and sales, especially manufacturing, media content production and related planning, are all activities in line with knowledge workers. We also have project-based management. Is it necessary for small enterprises like us to establish different assessment indicators?
Peng Jianfeng: I have to. What is embodied in the concept of human resource management is hierarchical classification. In the past, human resource management said to establish a unified human resource system, but now it is more about taking talents as customers. It is necessary to provide different manpower and product services according to different customer groups, and so is the assessment. Different employees have different division of labor. Drucker said more than 40 years ago that talent is marketing work. Now more and more people accept this statement. Talent is the customer. Different talents have different characteristics and needs, and enterprises should provide different human resources products and services.
Hao Chen: The Human Resources Department only deals with human resources policies and systems based on corporate strategy and daily basic human resources management. The real human resource manager of an enterprise is not a human resource manager, and all professional managers must be human resource managers first. Here is a deduction, enterprise managers master enterprise resources, what is mastery, that is, they have control over the operation of resources. The so-called enterprise resource operation dominance? Its essence is the command and control of human resources operation. If people's behavior is well controlled, scientific and reasonable logistics and capital flow will certainly appear. The enterprise first gives managers a group of employees. Managers can promote the circulation of assets and materials or conduct other commercial activities through the management of employee behavior. If the manager is not a good human resource manager, it is hard to imagine that he can manage the business activities of the enterprise well.
Peng Jianfeng: It is the responsibility of managers to really lead the team, cultivate talents and motivate talents. Now the core of management is people-oriented. It is necessary to shift the focus of management to people and drive employees by leading the team to achieve organizational goals. In order to improve the overall management level and promote the overall performance of China, one is the self-development and management ability of employees, and the other is the management of human resource managers who are not human resources, which is becoming more and more important. Managers at all levels should bear corresponding management responsibilities. The reality in China is that managers lack human resources.
Moderator: Then I would like to ask Mr. Chen what is the manager of your human resources department?
Hao Chen: In an enterprise, we should establish a strategic management system with comprehensive operating budget as the guide, financial management as the core, human resources as the basis and managers as the leading factor, so that the management power of the enterprise can be easily formed.
If this system is established, there will be a method to define performance indicators, and the overall operating budget of an enterprise and the performance standards of human resource management should be closely related. One of the responsibilities of managers is to clearly distinguish the indicators of various departments and promote their implementation. If he is a qualified professional manager, he will clearly describe the performance indicators of the team or post group he is responsible for, and its accuracy is even far beyond that of the manager of the human resources department.
Labor insurance, welfare, and some daily human resources management of the company, such as recruitment, training, post adjustment, etc. It is done by the human resources department, mainly to make policies and management rules. However, the direct evaluation of each specific employee in his business activities should never be the responsibility of the human resources department. It can only guide, coordinate and supervise managers' work in human resource management according to the formulation and norms of enterprises.
Peng Jianfeng; Human resource managers are actually changing from traders to experts. First of all, we should improve our professional ability in order to guide others and guide training, such as performance management training for managers at all levels. Secondly, it is necessary to solve the problems encountered by managers in the process of performance management. As an expert, it should be the technical support system in the background. In addition, whether managers have done it according to the performance appraisal should also be monitored and supervised.
To improve the quality of human resource management itself, one is to understand the daily human resource problems, and the other is to understand the organization's strategy. To understand the business, you must be an expert, so some people say that the human resources manager is an "engineer+salesman". Engineers themselves represent professions, and salespeople should have communication skills.
Fu Qiang: Before attending this salon, I spoke to several bosses by phone. When they heard that they were discussing the topic of performance management, they said, "That's the business of the human resources department, right?" It seems that this idea is wrong!
Peng Jianfeng: Performance is a matter for entrepreneurs, managers, human resources departments and employees. Its negotiation is actually a game process. The game between directors and management team, the game between management team and managers of branches, and the game between managers of various departments and business managers, and then the game between managers and employees. Games must be relevant stakeholders. Starting from the value of shareholders and employees, "* * * win+balance" completes the balance of interests, and then realizes * * * win.
How to overcome the difficulties in implementation
Moderator: According to our survey results, the performance of performance management is the lowest in terms of "execution". The theory and truth of performance management are generally accepted, but the problem lies in its application. What do you think of this?
Hao Chen: Let me tell you a story. There is a factory in our group, which needs to be a performance appraisal between operators and quality inspectors. From the perspective of pure business assessment, it is his responsibility for the quality inspector to miss the inspection. If rewards and punishments are to be assessed, the more unqualified products the inspector releases, the more his bonus will be deducted. Therefore, he should try his best to find faults in his work. If we simply consider the performance from his point of view, the output of the enterprise may be affected. As manufacturing workers, they adopt piecework system, and the performance goal pursued by these employees is quantity. The more products they produce, the more rewards they should get. This is a contradiction. The thinking logic of these two kinds of people is addition and subtraction. If we set performance indicators completely separately, it will be an endless struggle. Later, we studied a method. First, we define performance as the distribution based on the overall interests of the company. Both sides should understand the truth that the company must sell high-quality products in order to get bonuses and wages. The specific method is to take the average wage of piece workers as a certain weight of the monthly wage of quality inspectors, such as 60%, so that 60% of the income of quality inspectors is related to the income of piece workers, and then the remaining 40% is independently assessed to quality inspectors, and the problem of missing inspection is treated as 40%. As a result, a good phenomenon happened. When the product quality drifts, the quality inspector will actively communicate with the manufacturing department to help find out the cause of the quality problem. If an enterprise establishes such a unity of interests, it is easy to establish a scientific and reasonable performance system.
Fu Qiang: This story has inspired me a lot. Although employees have different positions, the goal of creating value is the same. Only by finding the same interests can self-management be truly effective.
Peng Jianfeng: I quite agree with two words from Nokia. For enterprises, the first is to establish data management. Management is rational, and there must be processes and systems; The second sentence is based on values, and the top level mainly talks about leadership, which is related to value orientation. The boss's work is passed down from layer to layer, and he is not responsible for everything. The boss is no longer the production team leader, but the bell ringer, the designer of the clock and responsible for designing the system. As for how to get the clock, someone else will do it. The leader just wants to keep the clock more accurate and not have any problems.
Hao Chen: I totally agree. The core issue of performance is layering. The products of entrepreneurs are enterprises, and the establishment of enterprises by entrepreneurs is a system under construction. Designing an enterprise is to define the enterprise strategy and enterprise function, and it is enough to put forward clear requirements for managers.
A big difference between Chinese and foreign enterprises is that there is very little orientation training combined with the actual situation of enterprises in China, which leads to employees' unclear understanding of the strategic objectives of enterprises. I have done research. Five hours after the meeting, I sent a questionnaire to the grass-roots staff to see if the topics at the meeting could be passed on smoothly. Results 80% were unqualified and there was a fault. The department manager understands and knows to follow the goal, but the people below have no goal and are bound to fail. This is related to the professional quality of managers. Whether managers can translate the strategy, business objectives and direction of the enterprise into their own language and behavior to influence the following employees is the standard of assessment.
Fu Qiang: I remember when I interviewed Zhang Ruimin 10 years ago, he suddenly expressed a feeling: "I don't care about employees when I manage, but I care about myself!" It sounded incomprehensible at the time, but now I have a deep understanding. In fact, performance management is also aimed at enterprise managers.
Trust and commitment are the key.
Moderator: As the experts said just now, the performance has changed a lot. For such a large system, large enterprises can establish a mature and perfect system, but how to cut into the most direct and effective for small and medium-sized enterprises? In addition, after a system is established, how can it be deeply rooted in people's hearts and make performance truly effective?
Hao Chen: It's not complicated. The key lies in the integrity of the boss. This sentence is easy to say, but at least 80% of bosses can't do it. Do it and it will develop. Managers of small and medium-sized enterprises must first calculate their accounts, do a good job in distribution methods and mechanisms, and have a good attitude. After finishing the account, we must compete with others.
Peng Jianfeng: Indeed, performance commitment is more important than performance itself, and organizational commitment is more important than assessment. When I go to some enterprises in the south, many bosses will say, you do it first, and then you will be paid, while professional managers say, you promise me first, and then you can do it. My suggestion is that since the boss trusts this professional manager, he should bear the future mistakes. Many bosses are used to being vague and deliberately vague when starting a business, and finally the boss will arrange how to distribute it. When it comes to money, people are selfish. Wherever the cake cutters go, they should cut in their favor. In fact, how to divide the cake is that the two sides reach an understanding. Communication commitment is fundamental, and the specialty is the boss's specialty first. At present, too much attention is paid to performance appraisal, and less attention is paid to mutual trust and commitment. Since it is authorized, don't be empty at both ends.
Fu Qiang: This is also human nature. I used to cook in the canteen when I was in college, and Master Fu had to shake the ribs twice. It can be seen that as long as anyone holds the power of distribution, even if the things in the pot are not entirely yours, the distribution will be biased.
Hao Chen: Enterprise power is the control right of resource operation and the distribution right of operation results. The authority composed of these two rights must establish a responsibility-oriented authorization mechanism, so that the word "benefit" of "responsibility rights" will naturally be brought out, which is the result of distribution.
Peng Jianfeng: In the past, human resource management emphasized the trinity of "responsibility, power and ability", but now it is the trinity of "responsibility, power and ability", so it is very important to judge and measure the ability. Cultural landing and cultural integration, an idea should be recognized by employees. There is valuable language behind any goal design and process design. What you do should let employees know why you do it, what principles are there and what supporting ideas are there? This makes it clear that employees can basically understand it.