Lead: The key to judge whether a performance management system is successful lies in whether the process of performance management is effectively controlled, and whether the line manager has experienced a sense of accomplishment and the pleasure of management in the process of performance management, then let us know how to control the process in performance management!
When operating performance management, many of our enterprises often forget the process, but do specific things at the characteristic time, that is to say, do performance appraisal at the specified time, no matter how the appraisal target is designed, how to coach the appraisal process, and how to analyze and improve after the appraisal. This is also one of the important reasons for the ineffective implementation of performance management in many enterprises. Therefore, to change this situation, we must return to the track of process, re-examine performance management from the perspective of process, and do a good job in process control.
In order to effectively control the process of performance management and let line managers experience success in the process of performance management, enterprises should pay attention to the following points when designing performance management schemes:
First, redefine the role of performance management.
What is the function of performance management? What is the purpose of implementing performance management? Enterprises must reach a * * * understanding on this point, formulate a development goal and evaluation criteria for the success of the performance management system, and test the performance of the performance management system while striving to improve the performance of enterprises to see if the performance management adopted by enterprises really contributes to the success of enterprises, and in what aspects?
Therefore, the management of an enterprise must first reach an agreement on the goals to be achieved in implementing performance management and have a clear and accurate description of the role and purpose of performance management.
So, what is the function of performance management? Many managers have their own opinions on this issue. Some people think that the implementation of performance management in enterprises is to assess the performance of employees and use the assessment results for the determination of wages and the distribution of bonuses. For them, if this goal can be achieved, it will be a success; Some people think that enterprises are facing difficulties and need to lay off employees, and performance appraisal can do this. Therefore, in order to create jobs and quotas, enterprises implement performance management and implement the last elimination system; Others think that performance appraisal can help enterprises identify the ability level of employees and provide information sources for enterprises to select talents. There are many such views, and more of them focus on the salary distribution of employees. Many enterprises regard performance appraisal as a magic weapon for enterprises to pay wages, and they are bent on dividing employees into three grades through performance appraisal, so as to implement employees' salary decisions.
Undoubtedly, all the above viewpoints are correct, but they are not comprehensive and thorough. Yes, performance appraisal can provide enterprises with personnel decisions such as salary, layoffs and promotion. However, if we blindly assess for the sake of assessment, the final result will not satisfy managers, and it will also put managers in a dilemma. There is a simple reason. If we only position the role of performance management in wage payment, then the management and control of the process will be ignored or even abandoned. In this way, performance management has become a game for managers to fill in forms and start work when necessary, which obviously cannot guarantee fairness and obviously violates the concept of performance management.
Therefore, enterprise management needs to calm down, rethink and position the simple role of performance management, in order to improve the performance ability of managers and employees and increase their performance level. This is enough. Only in the process of performance management, the ability of managers and employees is improved, their performance will be better, and the strategic objectives of enterprises can be better understood and implemented. When personal goals and corporate strategies are effectively combined, corporate performance can be improved, which is the fundamental purpose of performance management.
Then, someone wants to ask, I want to use the assessment results as the basis for paying employees' salaries. What should I do? Easy, that's the question to be answered in performance appraisal. Relevant provisions can be made in the performance appraisal documents related to the enterprise. The role of paying wages is the problem to be solved in performance appraisal, not performance management. Performance management and performance appraisal are not the same thing. Don't confuse the two. It should be clear that the payment of wages depends on performance appraisal, and the fairness and functionality of performance appraisal depend on the construction of performance management system. They are sequential, and it is the process of performance management, not the assessment, that ensures the improvement of employee performance.
Therefore, enterprises must reposition the role of performance management to ensure that the performance management of enterprises always runs on the right track. Only in this way, the performance appraisal of enterprises can be fair and just, and can play an incentive role.
Second, make clear the performance responsibility of line managers.
The line manager is the backbone of performance management and plays the role of a bridge. It is responsible for the upward performance management policy of enterprises and the downward performance improvement of employees, and its importance cannot be underestimated.
The main functions of line managers are implementation and feedback. On the one hand, they implement the performance management policies that the enterprise has decided, so that the strategic objectives of the enterprise can be passed on to the grassroots employees through effective performance management means. On the other hand, they must constantly record and summarize in the implementation process, find out the shortcomings and deficiencies in the existing performance policies, summarize them and feed them back to the human resources department, which will cooperate with the enterprise management to make a comprehensive judgment to prepare for the adjustment of the next performance cycle.
Then, in order to improve the execution of line managers, enterprises must give them the necessary responsibilities, so that they can clearly understand their responsibilities and functions and carry out performance management decisions more efficiently.
The performance responsibilities of the line manager are:
1. Make performance plans and set performance targets for employees.
Performance goal is the starting point of performance management process. At the beginning of the performance cycle, managers must work with employees to determine their future performance goals. The length of the performance cycle depends on the management status of the enterprise. If the basic management of the enterprise is relatively sound, the quality level of managers and employees is relatively high, and the development of the enterprise is relatively stable, the performance cycle can be set longer, with half a year or one year as a performance cycle; On the contrary, it is necessary to shorten the performance cycle and take one month or one quarter as a cycle.
No matter how long the performance cycle of an enterprise is, managers should set performance goals for employees. The formulation of performance objectives should decompose the strategic objectives of the enterprise according to the job description of employees, and at the same time, combine the expectations of managers for employees and employees' own development aspirations in the performance cycle, formulate performance objectives on the basis of full communication with employees, and finally reach knowledge with employees. Performance goal is not a task imposed on employees by managers, but the direction of joint efforts of managers and employees. Therefore, the opinions of employees must be considered, and the final document should be a formal document signed by both parties, which will be the main content in the performance cycle, and both parties will work together to achieve and surpass it.
2, performance communication and counseling, establish performance files for employees.
After the performance goal is established, the manager's performance management responsibility is to maintain positive two-way communication with employees, provide effective performance counseling for employees, help employees improve their performance ability, and make the performance goal move in the predetermined direction.
This requires managers to leave their desks, go out of the office more often, keep in touch with employees, observe their performance, give timely support and help to employees, and provide necessary resources to help employees work more efficiently. When employees behave well, encourage them to work harder. When employees perform poorly, managers should also point out in time, so that employees can find their mistakes and correct them at the first time and return to the track of performance goals. "Timely" is a key word here, and feedback must be timely. Some experts think that the response time of a feedback is "30 seconds", which is very reasonable.
In this process, managers should do an important job, that is, record the performance of employees and establish performance files. This is important because:
A, the establishment of performance files can help employees review the performance process, provide valuable suggestions, and improve employees' performance ability;
B, help yourself to do a good job in management more efficiently, be familiar with the performance of each of your subordinates, and guide them more pertinently;
Provide factual basis for future performance appraisal work, and make the appraisal more fair and just.
Therefore, managers who are busy with management should pay attention to collecting employees' performance and establishing performance files for employees, which is also one of their performance responsibilities, not an extra workload.
3, performance appraisal and feedback
When the specified performance target deadline has passed, the manager should evaluate the performance of employees in the past period of time. The assessment is based on the employee's performance goals and the performance files he has established for employees, and conducts a fair and just assessment of employees against the employee's assessment standards and records of performance files.
The assessment results should be fulfilled in time, the original commitment to employees should be fulfilled, and it should be combined with the salary, promotion and training of employees, so that the performance appraisal can play a role in encouraging the advanced and urging the backward.
In addition, an important work closely related to assessment is performance feedback. Performance feedback requires managers to give feedback to employees through interviews. Through feedback, employees can clearly understand their own performance, gain employees' recognition, help employees to understand their own performance more clearly, and put forward constructive suggestions for improvement of employees' performance deficiencies, and work out performance improvement plans with employees to make employees do better in the next performance cycle!
4. Performance diagnosis and improvement
Performance management is a regrettable job, because no matter how well you think about it, there will always be some shortcomings. After all, it is the job that has the closest relationship with people.
Therefore, after the completion of a performance cycle, the line manager should conduct a satisfaction survey on employees in view of the performance management work in the previous performance cycle, solicit employees' opinions on whether the performance objectives are appropriate, whether they have done a good job in coaching employees and whether the promised welfare policies have been fulfilled, and adjust the performance policies and their own action strategies through the satisfaction survey to make the next performance cycle more efficient!
Third, train line managers in performance management skills.
After giving line managers the necessary performance responsibilities, enterprises should train line managers in performance management skills, including how to set performance goals, how to communicate with employees, how to coach employees, how to establish performance files, how to assess employees, how to feed back assessment results to employees, how to conduct satisfaction surveys, how to adjust performance management strategies and so on.
Training is very important, and enterprises should pay more attention to it, and strive to make line managers become efficient executors through training, not only knowing what they want to do, but also knowing how to do it. In this way, the performance policy of the enterprise will not be passive from the beginning, avoiding the danger of becoming a mere formality.
Fourth, help line managers.
When the line manager implements the enterprise performance management policy, the human resource manager can't wait for a bumper harvest, which is not a good way to work and can't wait for better results. HR managers should walk among line managers as performance partners, help them better understand performance management from a technical point of view, improve the accuracy of performance goals, provide them with various consultations, improve their performance management skills and execution, and make them become performance management experts through continuous counseling.
When performance management is no longer regarded as a tool to pay wages, when the difference between performance management and performance appraisal is recognized and accepted by more people, and when performance management is strictly implemented as a management process, line managers can realize success from it, thus improving execution, making performance management gradually successful and truly becoming a booster to help enterprises achieve strategic goals!
Core tip:
Thinking determines the way out, and vision determines the height. As a manager, how you view the role of performance management determines how you use the concepts and tools of performance management. You can't just use performance appraisal as a tool to pay employees' salaries, but as a tool to improve performance!
The setting of performance indicators is very important, because it is the result of performance plan and the foundation and basis of performance management. However, performance communication, performance coaching and performance diagnosis are equally important. Without process management, comprehensive results cannot be implemented. Therefore, while paying attention to indicators, we should also pay attention to the process of performance management, both of which need to be taken into account at the same time!
Line managers are the backbone of performance management. How to give them responsibilities and what responsibilities they should be given determine whether the process of performance management can be effectively controlled. Enterprises should clearly define the responsibilities of line managers in performance management policies and carry out relevant training so that managers can understand and undertake the responsibilities of performance management.
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