As an important tool to improve the performance of enterprises and employees, performance appraisal is becoming more and more important. The "big pot" of performance appraisal means that employees do well and do poorly, and the assessment results are not much different. The reason may be that the management system is not perfect, or that some leaders try to be good people in a balanced way, so in the assessment, a "one size fits all" approach is often adopted, that is, the main responsible person and irrelevant personnel are punished together.

To fundamentally solve the "big pot" problem of performance appraisal, we can take assessment according to job responsibilities and work completion, rather than "one size fits all". There are differences to motivate. Every member of an enterprise has his own job responsibilities and needs to do a good job. If his work does not meet the requirements of job responsibilities, or does not complete the work well, it will naturally be reflected in the assessment. Once he has finished the work, even if the department or other personnel of the company fail to finish the work, the member should not be implicated.

At the same time, competition mechanism should be introduced into enterprises. Our enterprise is like a "team", and the team spirit appears and is constantly strengthened to meet the needs of competition. When it comes to competition, it is often naturally understood as external competition. In fact, competition is also needed within the team. The introduction of competition mechanism within the team is conducive to breaking the "big pot". In addition, we should also stay in the organic combination of work, assessment, talent training and development space, and the close relationship between talent career planning and enterprises.

There are many methods of performance appraisal, but none of them can be perfect. A single evaluation method cannot be suitable for all employees. The selection and comprehensive application of various assessment methods is the focus and difficulty of performance appraisal. The key to the problems in traditional performance management lies in the decoupling between performance management and enterprise strategic planning. People who accept performance management cannot correctly understand their role in organizational performance, and each link goes its own way. At the same time, the person in charge of performance management lacks effective means and resources to help improve performance.

In order to increase the transparency of evaluation, evaluation communication is very important. Through frequent communication between superiors and subordinates, appraisers and appraisees, all units timely feed back the appraisal results to employees, so that the appraised personnel can understand and master their own work in time, continue to work hard in doing well, and propose amendments to the deficiencies, so that the performance appraisal can really promote and improve the future work.