How to make the short-term performance evaluation system adapt to the long-term strategic development

the construction of performance management system is a thorny issue in any company. There is a survey data in China. A survey of 92 large and medium-sized companies that have established performance systems shows that about 65% companies are dissatisfied with their performance management system to some extent, and more than 15% companies think that the existing performance management system can not meet the development needs of the company. Some foreign management authorities even put forward a more negative view, calling performance management "one of the seven fatal diseases of management".

thus, it can be seen that the implementation of performance management in enterprises is not an overnight event. It needs to lay a solid foundation, improve step by step, and is a continuous cycle and gradual improvement process.

XX group has its own destination to implement performance appraisal (it can only be called performance appraisal at first, not to mention performance management. Even now, although there has been a sense of performance management for a long time, it has not really played the role of "management", and in essence it is still based on "assessment". It has been nearly 1 years. In the past 1 years, after continuous trial and adjustment, there have been many detours in the middle, and the foundation of performance management system has been initially established, but it is not perfect and there is still a long way to go. Taking this opportunity, combined with the actual situation of performance management in XX Group, I would like to briefly introduce how a scientific and reasonable performance management system can be established.

I. Overview of performance management

(I) Definition of performance management

Performance management refers to the continuous cycle process in which managers and employees at all levels participate in performance planning, performance coaching and communication, performance evaluation, application of performance results and improvement of performance goals in order to achieve organizational goals. The purpose of performance management is to continuously improve the performance of individuals, departments and organizations.

One thing must be noted here is that performance management must focus on motivation and strive to play its positive guiding role. Heavy punishment and light reward are the management thinking of many business owners. Although this kind of thinking has its rationality in a specific enterprise, from the general environment of China, the trend of modern enterprise management and the psychological characteristics of the new generation of professional people in China, we should encourage, praise and motivate the managed people more, and criticize and punish them less. When the word "penalty" takes the lead, there is a deviation in the guiding direction of performance management. No professional wants to stay in a company that is easily punished, especially in innovative industries. Performance management should not only be punished, but let employees get paid according to their own abilities and contributions, and give corresponding performance rewards if they reach their goals, and no performance rewards if they fail to reach their goals. Only if you fail to achieve your goal for a long time, you may be punished by salary reduction or other penalties, but this also accounts for a small proportion. In short, performance management should "award first, and the award is greater than the penalty", so as to effectively motivate employees to forge ahead.

So, what employees hate is poor performance management, and what they like is scientific performance management. Good performance management can stimulate employees to make progress and arouse their enthusiasm. Performance management is an inspiring and systematic management system.

(II) Differences and connections between performance management and performance appraisal

Performance appraisal (technical level)

Performance management (organizational level)

Connection

Performance appraisal is one of the links in performance management, which provides the premise and basis for performance feedback and application

Differences

Process

Integrity

Management. It is a closed-loop process

focusing on judgment and evaluation, emphasizing post-event evaluation

focusing on information communication and performance improvement, and emphasizing communication and commitment in advance

management value

human resources procedures

management procedures

investigation objects

paying attention to results

paying attention to results, and also paying attention to behaviors

concerns

. Focusing on the improvement of future performance

The

stage

only appears in a specific period

Accompanied by the whole process of management activities

Application of results

Pay more attention to the distribution of salary and bonus

Diversified application of evaluation results, and pay more attention to how to link with training, employee career planning and career development besides necessary material incentives

(. The performance management system is established on the basis of a perfect work business process and a complete job description, and then the strategic objectives of the enterprise are finally realized by realizing employee performance, department performance, system performance and enterprise performance step by step, with bottom-up and layer-by-layer guarantee.

(IV) Characteristics of an efficient performance management system

1. Systematic

A performance management system not only refers to a performance appraisal system composed of performance appraisal indicators, but also includes the determination and decomposition of performance objectives, the formulation of performance plans, the control of performance implementation process, performance feedback and the application of performance results. Only when the performance management system is regarded as a complete system can the whole performance management framework play a "1+1 >; 2 "effect.

2. Integrity

The object of performance management is the whole enterprise. Therefore, the design of performance management system should pay attention to the connection between organizational performance goals, departmental performance goals and individual employee performance goals, and ensure the realization of the overall performance goals through the decomposition of performance goals.

3. Sustainability

Performance management should take into account the needs of short-term and long-term goals of enterprises and provide guarantee for the continuous improvement of enterprise performance. Therefore, when selecting performance appraisal indicators, it is necessary to set both operational indicators and developmental indicators.

4. Debugging

A perfect performance management system itself should have a mechanism that can be continuously optimized and adjusted: the setting of performance appraisal methods and the selection of performance indicators should be adjusted accordingly with the changes in the actual situation of enterprises. In other words, the design of performance management system should include this periodic adjustment mechanism.

5. operability

The operability principle of performance management is mainly reflected in the data source of assessment indicators. Assessment indicators should have reliable and easily available data sources to facilitate the implementation of assessment.

(V) Formulation of Job Description

When it comes to performance management, salary management, or what is the basis and foundation of human resources work, first of all, everyone will think of the organizational structure. Only by determining the organizational structure can we divide the work responsibilities and authority of various departments and positions and standardize various work processes on this basis. Organizational structure is the main body of the company and the foundation of organizational operation. So how to make this organization full and all the work can be carried out in a coordinated way? What else do we need? What we need is a job description. The job description organically combines all positions and work processes to ensure the orderly development and completion of all work. So job description is the cornerstone of human resources work. However, many enterprises don't realize the importance of job descriptions, so they have to deal with and piece together when making them. How to ensure the effective implementation of the follow-up work if the foundation is not firmly laid.

A sound job description can play the following six roles:

1. Provide a basis for recruiting and hiring employees;

2. Manage employees by objectives;

3. It is the basic basis of performance appraisal;

4. Provide basis for enterprises to formulate salary policies;

5. Basis of employee education and training;

6. Provide basis for employee promotion and development.

therefore, in order to make the performance management system more solid, enterprises must attach importance to the formulation of job descriptions, improve the contents of job descriptions as much as possible, and lay a solid foundation for the construction of performance management system and even the whole human resources work. The content of the job description and the method of making it are not introduced in detail here.

second, the construction of performance management system

performance management is different from performance evaluation or performance appraisal, and it is a cyclical process of setting and achieving the whole goal, including the latter. The spiral process of performance management is a means to promote the spiral improvement of performance, which is also the basic law of the development of things.

an effective performance management system should be a cycle of performance planning, performance implementation, performance evaluation and performance improvement based on "PDCA", so as to ensure the realization of performance targets of companies, departments and employees at all levels. According to the idea of "PDCA" closed loop, the construction of performance management system can be divided into six links:

P (plan): making performance plan and its measurement standard;

D (implementation): daily performance implementation and guidance;

C (evaluation): evaluate performance regularly or irregularly, feed back the results of performance evaluation to the examinee, and apply the results of performance evaluation;

A (improvement): analyze the performance appraisal results and propose improvement plans.

Among them, regular or irregular performance appraisal is what we often call performance appraisal. In addition, for the first time to formulate a performance management system, before formally formulating a performance plan and its measurement standards, a "performance introduction" link should also be added. Each link of the performance management system is shown in the following figure.

(I) performance lead-in (initial formulation)

the performance lead-in period is the preparatory work in the early stage of performance, that is, the stage of laying the foundation, which is the core work of the whole performance management and directly affects the success or failure of the company's performance management implementation. Its main work includes:

(1) sorting out and analyzing the basic data of the company;

(2) performance management training;

(3) the opinions of middle and senior managers and employees;

(4) performance management system and policy determination;

1. collation and analysis of the company's basic data

The first step for an enterprise to do performance management is to collate and analyze the basic data, and sort out all the work processes and work systems in view of the company's management system, so as to formulate basic ideas for the future work. The management basis and management status of each enterprise are different, so the arrangement of basic data is also different. The most important data are: department organization chart (table), post preparation chart (table), department description, job description, work flow chart/table (personnel, finance, business, production, etc.), various management systems (personnel, finance, business, production, etc.) and salary status.

to implement performance management, first of all, the above basic information must be integrated and analyzed, and what is generally available also needs to be updated and adjusted according to the actual situation. Especially in many companies, these basic information are not perfect, so it is necessary to arrange these basic information first as the primary work before performance implementation.

by combing the above work information, we know the basic situation of the enterprise personnel, the rights and responsibilities of the departments and the connection of various businesses of the company. There is still a very important work to be carried out, that is, the understanding of the salary situation.

The company is an economic organization. As an economic organization, the first thing to be solved is the distribution of economic benefits. We carry out performance management, that is, to distribute economic benefits reasonably and realize pay according to work. Therefore, salary management is the core work of enterprise management, and it is also the most important problem to be solved in performance management. Companies with a perfect salary system should consider how to adjust the salary structure and reasonably divide performance pay. Companies without a perfect performance system should consider how to establish a reasonable salary system while promoting performance. This also determines the success or failure of the company's performance implementation.

after integrating and analyzing the above information, we can start the formal introduction of performance management in the early stage.

2. performance management training

the introduction of performance management, the first job is training, which will carry out the performance management work from beginning to end.

there are three main pre-training tasks:

(1) performance management training: what is performance management, what is performance appraisal, what is the relationship between performance management and our work, the strategic significance of performance management (with top management as the core), the management significance (with middle management as the core), the significance of work execution and performance improvement (with bottom management and employees as the core), the advantages and disadvantages of performance management, and the success of performance management.

(2) performance appraisal operation training (to be carried out during the performance implementation period): how to carry out performance appraisal, what is our work and relationship in performance appraisal, how to get high performance, how to carry out performance interviews and how to carry out performance complaints.

(3) performance management summary meeting training (during the performance improvement period): how to summarize the performance of departments and individuals, how to implement the improvement plan, and how to discuss improvement with employees.

the training work in the introductory period is mainly to carry out the training in item (1). Of course, these trainings are all divided into multiple courses. Training handouts should be appropriately adjusted according to different management levels, and the places that students are most concerned about should be taken as the core of training. Moreover, the training content should be combined with the third work, "Investigation on the opinions of middle and senior managers and employees".

3. Opinion survey of middle and senior managers and employees

Why should we put the survey after the training? Because of the diversity of information, middle and senior managers and employees will have a vague understanding of performance management, so we should first instill the concept of performance management in a holistic and unified way, so that the company can have a unified understanding of performance work, and our work will get twice the result with half the effort if we carry out the survey on the basis of this understanding.

The investigation is conducted in the form of training+discussion (departmental interview and personal interview)+questionnaire. Although it will be complicated, our performance management system will be effective only if employees are involved and performance management becomes the work of every employee and department. At the same time, it can also make employees realize the fairness and justice of company management, realize their own value and be respected, and lay a good interpersonal foundation for our later work.

through the investigation, the opinions of all levels will be summarized and discussed, so that the performance system and management plan of the company can be generally established.

among them, the establishment of performance management committee is a powerful guarantee for performance work. It is the important significance of performance management to include the powerful figures of various departments, so that the performance meeting can be put in place at one time without repeated communication and confirmation, and the performance problems can be passed on to the management level of departments and companies.

4. Determination of performance management system and policy

The determination of performance management system and policy is the unity of opinions of all management levels. We need to draw up the performance management system according to this unified core, and through the discussion and approval of the management, we can conduct another training, so that the performance management system can be formally established, and the first victory of our performance introduction period will be achieved.

in the performance management system, the responsibilities and responsibilities of performance work at all levels are defined, and the issuance policy of performance pay, the assessment cycle of each post, the application of performance results, rewards and punishments and other related contents are defined. So as to build the most basic performance framework of the company, and the rest just need to improve and enrich its content.

(II) Performance Plan (P)

The establishment of performance management system provides the core ideas and basic policies for the performance management. It is necessary to make performance plans and targets on this basis in the future.

the main contents of the performance plan include: this position.