Innovation Paper on Enterprise Human Resources Performance Management in the Big Data Era

Abstract: Under the background of the development of Internet technology and the informatization and sharing of various data, the era of big data has been applied and developed. In modern life, we can clearly see that the big data era has been widely used and developed in people's daily lives or in the management of all walks of life. Among these fields, the most ideal development in the big data era is in enterprise management. The application of the big data era makes the enterprise's human resources management more optimized.

Keywords: Big data era; electric power supply enterprises; human resources; performance management;

Text:

1. The impact of big data on performance management of power supply enterprises Impact

(1) Diversification of positions

The era of big data may promote the creation of new positions, such as chief data officers, data scientists, data analysts, etc., whose main responsibilities are management Power supply companies own and other data resources, mine, analyze and use these data to create value for power supply companies. Therefore, faced with the complex and diverse performance management data of power supply enterprises, the human resources department does not need to analyze and interpret, but only needs to simply collect and extract it. In this way, they will escape from the repetitive and inefficient performance management tasks in the past. Greatly improve management efficiency.

(2) Efficient management tools.

The traditional human resources management department has low efficiency in processing performance-related information. At the same time, the processing methods are too subjective and rough, making it difficult to evaluate employee performance and performance. Make an objective and fair evaluation of quality and other content. In the era of big data, performance management tools will become more diversified and efficient, such as performance dashboards and the "Full Tongtong GTT Power Supply Enterprise Cloud Management Platform" based on "cloud computing" technology.

(3) Diversified assessment purposes.

In the era of big data, assessment results are not only a reliable basis for salary bonuses and job promotions, but also become a guiding benchmark for employees’ career development. On the one hand, through the collection and processing of performance data, the matching degree between employees and positions is tested to help power supply companies understand employees and adjust them to more suitable positions; on the other hand, employees can understand their own interests through assessment feedback, and fully Take advantage of development opportunities in power supply companies.

2. Analysis of the current situation of human resources performance management in my country’s power supply enterprises

(1) Performance appraisal is highly subjective and lacks objective data understanding

Performance management is Department leaders’ assessment and evaluation process for department employees. At present, the human resources management system of most power supply enterprises in my country exports data through the management department, uses databases or EXCEL office software for processing, and finally obtains the results of performance appraisals. Department leaders are often prone to attach great importance to the appraisal results when faced with them. An employee's performance in a certain aspect or a certain period is, therefore, susceptible to the influence of superiors' opinions to a large extent, making the assessment results one-sided and subjective and arbitrary.

(2) Power supply enterprises lack data-intensive talents and have a low degree of intelligence

Traditional information processing in power supply enterprises is limited to a single job of a person in a certain position, and due to the promotion mechanism Due to the constraints of management and management, enterprises are unable to introduce high-quality talents, and there is a shortage of data-intensive talents. At the same time, the performance management of many power supply companies has become a formality. Most of the time, performance appraisals are only conducted at the end of the month, quarter, and year. Relevant leaders only use limited materials to summarize and evaluate employee performance.

(3) Managers do not dig deep enough into the data, and the results of performance management are not fully applied.

Many corporate executives do not dig deeply into the processing and analysis of performance information. , they do not have a thorough understanding of the data association in the database, and only focus on the annual financial statements of the power supply companies and the profits of the power supply companies, without analyzing the problems in the data, and ignore some seemingly irrelevant data, such as diet, Working environment, etc. In fact, if this information is integrated and analyzed, it will be able to more reasonably explain the current performance of employees and help power supply companies improve their human resource management methods.

3. New measures for human resources performance management of power supply enterprises in the era of big data

(1) Sufficient data information

In order to further improve power supply enterprises In addition to further improving the internal management mechanism and operation methods of power supply enterprises, the most important thing is to use various data to manage personnel in a timely manner. In the era of big data, using its characteristics, we can make full use of the relevant data information it can provide, and further manage personnel based on specific and detailed data information. In human resources management, we mainly pay attention to the following three aspects of data information.

1. Objective basic data information. This information is mainly the most basic information in human resource management. This information is the most objective and basic information for employees. It mainly includes the employee’s name, gender, age, place of origin, education, expertise and working hours, etc. Based on this most basic information, we can understand the most basic situation of employees. At the same time, the human resources department should further record and archive this information, further improve it, do a good job in organizing it, and provide corresponding data support for future personnel management.

2. Relevant information on personnel changes. Personnel changes mainly include transfers, dismissals, recruitment and reassignments. When sorting out this information, the human resources department should focus on employee changes, when an employee joins the work, when the employee is transferred, when the position is promoted, etc.

3. Personnel quality information. The so-called personnel quality information refers to employees’ dedication to the power supply enterprise during their work in the power supply enterprise, as well as employees’ satisfaction with the human resources management of the power supply enterprise. situation. On the basis of understanding these data and information, it is helpful for enterprises to further understand the centripetal force and inherent advantages of employees. Only on the basis of understanding these data can we accurately use the characteristics of employees to manage personnel and further improve the management of human resources performance.

(2) Further innovation in methods and methods of human resources performance management

In the era of big data, the human resources performance management of power supply enterprises has been further developed. In order to further enhance the personnel performance management capabilities of power supply enterprises and fully play the beneficial role of the big data era. In terms of human resources performance management, further consideration and optimization need to be made from several aspects. Mainly reflected in the following aspects:

1. Further innovate the management methods of human resources performance. In the previous evaluation of general power supply companies, the evaluation of employees was mainly based on the employee's dedication to the power supply company and year-end performance. This kind of assessment method can reflect the overall contribution of employees to a certain extent, but due to the careless and comprehensive consideration of data, there is also a certain degree of inequality in the assessment of employees.

2. Establish and improve the performance evaluation system of power supply enterprises. When conducting performance appraisals of employees, the collection of some specific data and information is also very important for the fair management of the performance of employees in power supply companies. Only after a comprehensive verification of the specific information related to each employee and the power supply company can the employee evaluation system be further improved. Only on the basis of further determination of the assessment system can the optimization of human resources performance management in power supply enterprises be realized.

3. Make reasonable use of comprehensive assessment methods. When evaluating employees of power supply companies, the management departments of power supply companies can also change the assessment methods and improve the assessment mechanism. Among them, the 360-degree assessment method is a comprehensive assessment method for employees.

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