In the concrete implementation, many enterprises equate performance appraisal with performance management, and only pay attention to the evaluation and control of department performance and employee performance, ignoring the systematic connection between local performance and overall performance of the enterprise, which leads to the disconnection between goals and actions, making the appraisal unable to grasp the key points, unable to reflect the business objectives and business priorities of the enterprise, and unable to realize systematic management from planning, implementation, monitoring and feedback, which is reflected in daily work. That is, unreasonable index setting, employees' exclusive attitude towards assessment, unclear assessment function, futile increase of HR workload, constant complaints from business departments, failure of top management to see the expected effect of performance management implementation, and inability of enterprises to effectively improve performance. The above phenomenon shows the serious consequences caused by the disconnection between performance management and enterprise strategy. Then, how to implement performance management from the perspective of realizing the strategic objectives of enterprises and reflect the business strategy and intention of enterprises through evaluation? Building a strategic performance management system is the key to solve the problem.
With the unremitting exploration of China enterprises from personnel management to human resource management, we have introduced many advanced management theories from the west. After years of practical application in the west, these theories have provided a source of power for the rapid development of many enterprises. However, after entering China, foreign theories have become acclimatized. The root cause is related to the development stage of the enterprise. China enterprises and western enterprises face different development stages, internal and external environments, and different management themes and contents, which leads to problems in the application of the theory. The theory of performance management has also undergone a transformation from traditional non-systematization to modern systematization. From the general theoretical basis of performance management, such as cybernetics, system theory, behavioral science and management science, to the direct theoretical basis, such as target management theory and management control theory, we are also faced with the problem of how to connect with China's reality. Therefore, to build a strategic performance management system, we must first consider the maturity of enterprise management and have the following foundations:
1. Enterprises should have clear values.
Enterprise values refer to the main values and the code of conduct of all employees, which are accepted and held by employees and support the spirit of employees. Clear values clearly represent what enterprises advocate and put an end to, thus affecting employees' behavior patterns. Through subtle influence and infiltration, employees' mental models are constantly changing under the influence of culture, and gradually gain employees' recognition and tend to be consistent. In the formulation of performance target plan, values are the core of its target and index design, which embodies the value orientation of enterprises. Therefore, clear values are the premise of the design of strategic performance management system.
2. Make clear company strategy and objectives.
Enterprises should have a clear positioning and planning for their own development and future business direction, fields, situation and changes, determine strategies and goals, and formulate various implementation plans on the premise of strategic analysis. Moreover, to implement strategic planning, we must combine it with the control of daily business plans, organically combine business objectives with strategic objectives, and unify overall strategic objectives with local tactical objectives. This process needs to be promoted, implemented and finally completed through performance management, so performance management is an important tool for enterprise strategy implementation.
3. The organizational structure is reasonable.
Reasonable organizational setup is the basis of performance management. According to the business objectives and business priorities of the enterprise, establish a lean and efficient organization to ensure the smooth and effective implementation of the performance management system. Performance management is a systematic management activity, which requires all departments of the enterprise to participate in every link of assessment according to the system requirements, from horizontal communication to vertical command, affecting the overall situation and covering all positions. Therefore, through the efficient setting of organizational structure, the reasonable definition of departmental functions, the continuous optimization of business processes and the standardized allocation of post personnel, the transaction costs within the organization can be reduced and the operational efficiency of the organization can be improved.
4. Establish a perfect human resource management system.
Establish a hierarchical and classified human resource management system to realize the mutual connection between performance management and various functional modules. By establishing a human resource management mechanism corresponding to the qualification system, salary and welfare system, employee career planning system and training development system, the performance appraisal is supported by various data and information, and the assessment results are fully applied and reflected within the organization, thus strengthening the circular promotion and continuous performance appraisal.
The core of strategic performance management system is enterprise strategy. According to the enterprise management objectives and plans, formulate performance target plans, implement performance appraisal through performance monitoring, and rationally apply the assessment results. The theory of management by objectives was put forward by management expert Peter. Drucker put forward that "the mission and task of an enterprise must be transformed into goals", and managed according to the goals, and carried out a series of management activities around determining and realizing the goals. Based on organizational strategy and goals, the performance target system transforms strategic needs into the phased goals and plans of enterprises, and then forms the goals and plans of various departments, and then forms the personal goals and plans of employees. In the process of making the goal plan, the key word is "decomposition". First, decompose the target system of "enterprise-department-individual" according to the enterprise strategy; The other main line is to decompose the index system of "enterprise-department-individual" according to the strategy. Therefore, the performance target plan is a layer-by-layer decomposition and refinement of strategic objectives. Performance target plan is usually expressed in the form of target responsibility book and performance contract book as the basis of assessment. The determination of the target scheme is the product of full communication and agreement between the evaluator and the evaluated. In the process of assessment, both parties need to adjust or modify the plan in time through performance feedback to adapt to the changing situation. While setting goals and plans, the two sides should also agree on the standards for performance measurement. Especially in the strategic performance management system, the focus of target management is not the goal, but the management. The beginning of all management actions is to determine the goal, and the implementation process is also goal-oriented, but the end of management actions is to evaluate the management effect based on the completion of the goal.
Goals and plans are the starting point of performance implementation. The target plan of enterprises, departments and employees forms a target system, which determines what should be done, what should not be done, to what extent, why to do it, when to complete it, and the evaluation criteria of the results. To successfully implement performance appraisal, it is necessary to change the phenomenon that all activities in the past depend on or are pushed to the HR department. In the process of assessment implementation, managers at all levels should play the role of trainer, counselor and coach. From the perspective of team growth, managers should fully understand the ideas, implementation techniques and methods of strategic performance management, conduct systematic performance management training for employees, and systematically introduce the concept and operation methods of performance management from the aspects of consciousness and implementation. In the specific implementation of evaluation, managers should start with planning, implementation, supervision and feedback, and take on the responsibilities of counselors for specific problems in the implementation process, answer questions for employees at any time, eliminate various problems, and let employees go into battle easily. From the perspective of training subordinates, managers should exercise the management ability of subordinates as examiners, assume the role of coaches, cultivate and train their comprehensive management skills, and promote the implementation of performance management according to standards.
Performance monitoring is a process in which appraisers analyze and evaluate the completion of indicators during the assessment period, and provide counseling according to the existing problems to ensure the completion of performance goals and plans. Enterprises generally monitor their overall performance, departmental performance and personal performance through relevant accounting statistical systems that focus on reflecting performance, and regularly feed back the monitoring results to managers at all levels. Performance monitoring is the process control link of performance implementation. Because the strategic performance management system is closely related to the strategy and objectives of the enterprise, performance monitoring at each stage guides employees and departments to approach the overall objectives of the enterprise, and by constantly adjusting obstacles and correcting existing problems, the progress and efficiency of achieving the objectives can be rapidly improved. Performance monitoring can help enterprises to constantly revise their goals according to changes in information in a changing environment, and also provide support for departments to adjust their business goals and plans. Finally, performance monitoring provides a basis for the decision-making level of enterprises and a guarantee for better monitoring the management and operation of enterprises.
After an assessment cycle, according to all kinds of data fed back by the performance monitoring system and the completion of the performance objectives and plans of the assessed, the objective results of the assessed are evaluated objectively and fairly, and performance feedback is given through face-to-face communication between the assessed and the assessed. Performance feedback is the key measure of performance improvement. Through objective, fair, timely and responsible communication on the growth of subordinates, the appraisers not only convey the corporate culture that the organization attaches importance to high performance, but also express the recognition of employees' value creation, analyze and discuss the problems existing in the appraisers' work, formulate improvement methods, guide both parties to formulate and revise the performance goals and plans for the next stage, and make the appraisers realize that appraisal is not the real purpose, and promoting performance improvement is the purpose of performance appraisal. Therefore, the contribution of strategic performance management system to the realization of enterprise strategy is reflected in the process of business review. The traditional performance appraisal emphasizes the control of the appraisal process and ignores the revision and adjustment of the business objectives. The strategic performance system focuses on the root cause of performance improvement, analyzes the source, finds out the crux, finds the improvement method, comes up with specific solutions, and designs a series of paths and connections from the aspects of performance target planning, performance monitoring, performance feedback, and application of results to realize performance appraisal.
Personnel acquisition and allocation, salary management, performance management, training and development, career planning and management are important functions of human resource management system, and performance management plays an important role in it. The results of performance appraisal provide decision-making basis for staffing and salary adjustment. When making employee training and development plans, the results of performance appraisal provide reference information for determining training needs and designing training courses. At the same time, according to the performance appraisal results of middle and senior managers, the organization collects important information for the promotion of successor plan and backbone training plan. More importantly, the results of performance management provide decision-making information for the organization to revise its overall performance objectives and judge its performance in the next stage. Therefore, the application of performance results is
Through the analysis of the evolution process of enterprise performance evaluation index system, since 1990s, enterprise performance evaluation has gone through cost performance evaluation period, financial performance evaluation period and operation performance evaluation innovation period. The research and application of balanced scorecard and key performance indicators have made important contributions to the innovation and development of performance evaluation system. Key performance indicators (KPI) transform enterprise strategy into internal processes and activities, and represent the value orientation and strategic direction of enterprise management. KPI conforms to the enterprise strategy by guiding employees' personal behaviors and goals. Key performance evaluation is an innovation of traditional performance appraisal concept, which is not only a means of encouragement and restraint, but more importantly, it plays a traction role in strategic orientation and establishes KPI system. The front line of an enterprise should define the mission and vision of the enterprise, determine the strategy and objectives, find out the key points of business value evaluation, determine the enterprise-level KPI, determine the department-level KPI in turn, and then decompose the KPI of each position to formulate evaluation and measurement standards. It should be said that KPI always focuses on the strategic objectives and business priorities of the enterprise, systematically explains the strategy of the enterprise, and makes the strategy closely related to every activity and process of the enterprise through the infiltration of indicators in the process of enterprise management. Balanced scorecard is also a systematic evaluation method that combines enterprise strategy with enterprise management evaluation. By transforming enterprise strategy into specific objectives and evaluation indicators, the organic combination of strategy and performance can be realized. The balanced scorecard also breaks through the limitation that traditional performance appraisal is mainly based on financial indicators, supplemented by other auxiliary indicators. Considering the improvement of enterprise performance from the perspective of enterprise overall operation, we not only pursue the realization of financial indicators, but also pay attention to the achievement of business indicators from the perspective of customers, internal processes, learning and growth, so that organizations can pay attention to the trend and possibility of improving enterprise capabilities and obtaining future growth potential while pursuing financial results. Although there are management maturity problems in the application of balanced scorecard in domestic enterprises, for example, the balanced scorecard requires high quality of management information, while some enterprises have weak information management and information infrastructure; There is a certain gap in the understanding of performance management among some enterprise personnel, and there are problems such as communication and understanding obstacles. However, it is a scientific tool. By paying attention to long-term and short-term goals, external measurement (shareholders and customers) and key internal evaluation (internal operation, learning and growth), it pursues results, promotes the balance between internal driving factors, and helps enterprises achieve strategic goals better. Therefore, enterprises should improve their internal management level, practice their internal strength and keep pace with the times.
To sum up, in the implementation of the performance management system, although there are many problems, such as enterprises pay too much attention to the short-term performance of enterprises and ignore the long-term performance; The establishment of the index system strives for perfection, and examiners at all levels do not attach importance to performance interviews or deliberately avoid examiners, resulting in the failure to effectively communicate the assessment results; Even the business departments of many enterprises still think that performance appraisal is the work of human resources departments, which is thankless-but establishing a performance management system based on strategy should be a strategic thinking for the future development of enterprises and a powerful breakthrough for enterprises to continuously improve their performance. Some people say that the traditional performance management system is inward-looking, downward-looking, and oriented to what has happened, while the strategic performance management system is based on the strategy of the enterprise, and its vision is from the outside to the inside, looking forward and pointing to the future. It will change the phenomenon that the management lag affects the overall efficiency of the enterprise because of blindly falling into the passive situation of after-the-fact control, so that managers can stand at the height of enterprise strategy and comprehensively examine the performance management system of the enterprise. As Professor Wu Chunbo said, the international competitiveness of enterprises is cultivated at home, and the domestic competitiveness of enterprises is cultivated within enterprises. The internal competitiveness of enterprises is the pressure of external competition and internal mechanism, and performance management is an effective lever to transmit external pressure and generate internal pressure.