Performance evaluation practice

Performance appraisal includes two parts:

1. Performance appraisal

2. Behavior appraisal

A situation occurs in many companies , that is, overemphasis on performance and neglect of behavior cultivation. This leads to a problem: employees with better performance are less disciplined and less respectful of the rules of the game. Such employees will become an obstacle to the company during its vigorous development. Once promoted to management, the impact becomes even greater. Therefore, the performance and behavior assessment of employees is generally divided into four situations, and employees in these four situations must also be treated differently (picture on the right): 1. Graded evaluation method

The work content of the position being evaluated It is divided into several independent modules. In each module, clear language is used to describe the standards that need to be met to complete the work of the module. The actual work performance of the assessee is evaluated according to "excellent, good, qualified, and unqualified".

2. Target assessment method

Evaluation is conducted based on the performance of the appraisee in completing the work objectives. Before the work starts, the appraiser and the person being appraised should reach an agreement on the content of the work that needs to be completed, the time limit, and the evaluation standards. At the end of the restriction, the appraiser will conduct the evaluation based on the work status of the appraisee and the originally agreed evaluation standards. This method is suitable for projects that implement management by objectives.

3. Sequential comparison method

A method for assessing personnel in the same position. Compare all employees with the same position in the same evaluation module and sort them according to their working conditions, with better ones ranked first and worse ones last.

Specifically, the sequence selection method is usually carried out in several steps. First, according to the overall work performance, the best-performing employees are placed at the first position on the list, and the worst-performing employees are placed at the last position. Then the superiors select the best-performing and worst-performing employees from the remaining subordinates. Poor choice. The middle of the list was chosen last. The sequential selection method is often very efficient, whether it is done by a single supervisor or by subordinate members themselves. This approach is particularly useful for members who perform the same duties as a group.

4. Relative comparison method

This is also a method of evaluating people with the same position. The difference is that it compares employees in pairs. Any two employees will be compared once. The better employee will be recorded as "1" and the worse employee will be recorded as "0". After all employees are compared with each other, each employee will be compared. People's scores are added up, and the greater the total score, the better the performance appraisal result.

5. Group evaluation method

An evaluation team consists of two or more managers who are familiar with the employees' work to conduct performance appraisals. The advantage is that the operation is simple and labor-saving; the disadvantage is that it is highly subjective and can easily obscure the evaluation criteria. It is planned to announce the evaluation content, basis and standards to employees before the "group evaluation", and explain the evaluation results to employees after the end. When using the group evaluation method, it is best to combine it with individual employee evaluations.

6. Important event method

"Important events" refer to the outstanding outstanding performance and poor performance of the person being evaluated. There are usually written records. The written records are comprehensively compiled and analyzed to finally form the evaluation report. result.

7. Evaluation grammar

The evaluator writes a comment to evaluate the person being evaluated. Comments include work performance, actual performance, strengths and weaknesses, direction of efforts, etc.

8. Forced proportion method

According to the principle of normal distribution, the proportion of excellent employees and unqualified employees should be basically the same, and most employees should be employees with average work performance. The number of outstanding employees and the number of qualified employees can be mandated during evaluation and distribution. For example, the ratio of outstanding employees to unqualified employees is 20%, and ordinary employees account for 60%.

9. Situational simulation method

This is a simulated work evaluation method. It requires employees to complete activities similar to those that may be encountered in actual work in front of members of the evaluation team. The evaluation team The work ability of the person being evaluated will be evaluated based on the completion status.

10. Comprehensive method

Use various performance evaluation methods comprehensively to improve the objectivity and credibility of the evaluation results.

11. Paired comparison method

The paired comparison method mainly uses each assessee to compare with other members, using the same standard at the same time to compare, to see which performance is "more effective" "Better", and then by calculating the number of "better" each person has obtained the most, whoever gets the most will be ranked first, followed by second, and so on. The advantage of this method over traditional ranking is that it overcomes the "height setting" problem, that is, it forces the evaluator to compare the work performance of each two members one by one.

12. Simple ranking method

The simplest method is the simple ranking method, in which the superior supervisor ranks the subordinates in order from best to worst according to their overall work performance. It may also be ranked according to some specific performance of the members, such as attendance, attendance at meetings, quality of report preparation, etc. This approach is generally more suitable for smaller organizations. When the number of members in an organization increases, it becomes difficult to distinguish differences in each person's work performance - especially between ordinary employees.

13. Strategy-oriented performance evaluation

This system basically integrates the above-mentioned various evaluation methods, including five aspects.

The first part is the potential assessment system with the quality model as the core. This system mainly evaluates the quality and potential of employees.

The second part is the professional behavior evaluation system with qualification standards as the core. This system mainly assesses whether employees act in accordance with professional rules, procedures and methods.

The third part is the strategy-oriented key performance indicator evaluation system. This evaluation system is similar to the KPI system and the balanced scorecard in its ideas and methods. It mainly designs a key performance indicator system.

The fourth part is the performance improvement system with business review or mid-term work report as the core. The main purpose of this system is to turn the assessment of key performance indicators into a dynamic process and a management process through mid-term work reports. This system requires debriefers to summarize and extract three main lessons and three main achievements in daily work, and analyze and communicate the objective environment and the situation of competitors. This way, knowledge and experience can be generated endogenously, and problems can be identified. Then propose a performance improvement plan.

The fifth part is a performance management cycle system with the core of improving managers' human resources management responsibilities. The ultimate goal of performance appraisal is to turn the entire performance system into a management cycle, and let managers, not the human resources department, bear the responsibility for performance appraisal. This system is essentially a management skills system for managers.

These five systems are closely related and combined together form a strategically oriented performance management system.

Practice has proved that the above-mentioned various evaluation methods play a very important role in the performance evaluation practice of enterprises. However, these methods have their own advantages and disadvantages, and they need to be continuously improved and explored. In the actual evaluation process , several methods can also be used in combination to learn from each other's strengths. One of the key points: Completely understand the content of performance appraisal

In the process of corporate management in my country, many managers and even individual "boss" mistakenly believe that performance appraisal is the evaluation of employees' work results. This is a bias caused by taking "performance appraisal" literally. In fact, performance appraisal refers to the company applying various scientific qualitative and quantitative methods to evaluate the work results of employees and the factors that affect the work results of employees within a certain period of time, based on the work undertaken by each employee and based on the needs of human resource management. A process that considers and evaluates behavior, performance, and quality characteristics. From this definition, we can see that when conducting performance appraisals of employees, we should pay attention to two aspects at the same time:

The results of employees’ work, which is the so-called “Task Performance” in foreign countries; The behavior displayed during the work process is what is called "peripheral performance, or contextual performance" in foreign countries.

Task performance is relative to the job a person performs, that is, according to his or her job Nature, the result of employees completing their work or performing their duties.

In other words, performance is the contribution of organizational members to the organization, or the value they have to the organization. In an enterprise, employee performance is specifically reflected in the quantity, quality, cost and expense of completed work, as well as other contributions to the enterprise. Task performance should be the most basic component of performance appraisal. Task performance can usually be evaluated using indicators such as quality, quantity, timeliness, cost, and other people's reactions.

Peripheral relationships refer to the behavior, performance and qualities that affect employees' completion of a certain work result. From this perspective, performance is not just about how well employees do their jobs. Even if an employee does a good job or completes a certain task, if he does not regulate his behavior and show good qualities in the process of completing the work, then the employee's performance will be evaluated comprehensively. At least not well. Peripheral performance is usually evaluated using behavioral descriptions.

More and more companies include both task performance and peripheral performance in their performance appraisal systems. Of course, when conducting performance appraisals for each type of personnel, the proportion of each part is not exactly the same. Generally speaking, the closer a position is to the front line of production, the more emphasis is placed on "task performance"; the closer a position is to management, especially middle and senior management positions, the more emphasis is placed on "peripheral performance."

Point 2: Scientifically design performance evaluation indicators

Usually the first-level performance evaluation indicators we see include "morality", "ability", "diligence" and "achievement" (In some special positions, "physicality" should also be included in the evaluation content) This seems to have become a natural "norm", but the decomposition of secondary indicators is diverse. Due to space limitations, it is impossible to fully discuss the design of the evaluation index system here. I only give one example to illustrate that the design of evaluation indicators should pay attention to both scientificity and operability. When designing the secondary index system for the evaluation of managers, the evaluation index system for "ability" usually involves organizational ability, decision-making ability, analytical ability, judgment ability, ability to solve practical problems, etc. Most companies place special emphasis on "innovation capabilities", but it is not easy to design evaluation indicators to evaluate employees' innovation capabilities. Many existing enterprise assessment plans, which involve the "innovation capability" indicator, set it as a secondary indicator of "ability". However, as a result, it is necessary to explain what "innovation capability" is in the abstract. ”, thereby increasing the difficulty of operating this indicator in the actual assessment process. In the end, it may become a little with it and a lot without it, and it will become a mere decoration. So, can "innovation ability" be included in "performance" for evaluation? The answer is yes. The specific method is to classify the content of "innovation ability" into the secondary indicator of "performance", and change the title to "work innovation". As far as the evaluation of managers is concerned, this indicator can be specifically interpreted as: managers combine their own work , whether they frequently and creatively propose new management systems, management procedures and management methods that are highly efficient. In this way, it not only avoids the abstract explanation of "innovation ability", but also facilitates operation, thereby improving the efficiency of performance appraisal work; at the same time, it makes "innovation ability" concrete and popular, so that employees can better understand and grasp it; and it also allows employees to understand , Innovation is not very difficult, innovation is around us, and everyone can innovate.

Key point three: Reasonably determine the performance appraisal cycle

The so-called appraisal cycle refers to how often an appraisal is conducted. This is related to the purpose of the evaluation and the position being evaluated. If the purpose of the appraisal is mainly for rewards and punishments, then the appraisal cycle should naturally be consistent with the reward and punishment cycles; and if the appraisal is for the purpose of renewing the employment agreement, the appraisal cycle should be consistent with the employee employment cycle set by the company;

In fact, the performance evaluation cycle is also related to the type of evaluation indicators. A closer look shows that different types of performance evaluation indicators also require different evaluation cycles. For task performance evaluation indicators, a shorter evaluation cycle may be needed, such as one month.

The advantage of this is: on the one hand, in a short period of time, the evaluator will have a clearer record and impression of the work results of the person being evaluated in these aspects. If you wait until the end of the year to conduct the evaluation, I am afraid that you can only rely on subjective judgment. On the other hand, timely evaluation and feedback on work results is conducive to timely improvement of work and avoids accumulating problems until the end of the year. For peripheral performance evaluation indicators, it is suitable to conduct evaluations over a relatively long period of time, such as quarterly, half-year or one year, because these factors about human behavior, performance and quality are relatively hidden and unobservable. It takes a long time to examine and make necessary inferences to draw trends or conclusions. However, companies should record some simple daily behaviors as a basis for evaluation. In practice, the evaluation cycles are generally not set separately for task performance evaluation and peripheral performance evaluation indicators. Instead, after the evaluation cycles are set uniformly, more attention is paid to the connection examination and trend judgment between each cycle for the peripheral performance evaluation indicators.

Point No. 4: Set performance evaluation dimensions in layers

During evaluation, companies often face the question of what angle should be used to evaluate the object being evaluated scientifically. , the more popular one is to use 360-degree assessment. The so-called 360-degree evaluation is a "three-dimensional" evaluation, that is, obtaining information from all aspects related to the person being evaluated to evaluate the person being evaluated, usually including self-evaluation by the person being evaluated, mutual evaluation by colleagues at the same level, evaluation by direct subordinates and evaluation by direct superiors Assessment. However, if 360-degree evaluation is used for all positions in the company, it will inevitably make the evaluation work more difficult. The author's suggestion is that senior managers of an enterprise should generally be evaluated by the employer or his direct superior, such as the board of directors or relevant departments of the head office. Middle-level managers of enterprises play a role in linking up and down and communicating horizontally in the enterprise. They are the "hub" of enterprise management and the key for enterprises to do a good job in performance appraisal. Therefore, in order to set an example and achieve fairness and justice in appraisal, this level of appraisal is It is appropriate to adopt a 360-degree assessment. Enterprise technical personnel (who have major inventions and special contributions are generally invited to be evaluated by external peer experts), general management employees and production front-line employees should adopt a combination of self-evaluation and direct supervisor evaluation.

Point 5: Clearly define the key points of performance appraisal

The fundamental purpose of employee performance appraisal is to evaluate employees’ work ethics, work ability, work attitude, work performance and work potential. Correct evaluation, combined with management methods such as personnel deployment, promotion, compensation, education and training, can improve the ability, quality and morale of each employee to achieve corporate goals.

The specific purpose of employee performance appraisal determines the difference between the content and focus of the appraisal

Point 6: Carefully organize the performance appraisal interview

The actual performance of Chinese enterprises During the evaluation process, the evaluation interview is mostly ignored. The traditional approach of enterprises is either to implement mandatory "mechanical" rewards and punishments, salary increases or promotions after the evaluation is over and the results are announced, regardless of the consequences; No one knew the outcome, and the evaluation was just a formality. As everyone knows, assessment interviews are a very important way to provide feedback on assessment results and create an assessment atmosphere.

Generally speaking, performance appraisal interviews include three steps: interview preparation, interview implementation and interview effect evaluation.

There are three important points in preparing for the interview: The first is to clarify the purpose of the interview. In my opinion, the evaluation interview should at least clarify the following purposes:

(1) Both parties reach a consensus on the performance of the person being evaluated;

(2) Point out the performance of the person being evaluated; The strengths of the evaluator;

(3) Identify the shortcomings and direction of efforts of the person being evaluated;

(4) *** Develop corresponding improvement plans for the person being evaluated. The second step is to determine the appropriate interview time. The interview time should be arranged at a time that is convenient for the person being evaluated. The third step is to choose a suitable venue. It is best for the interview to be a relatively closed place where the person being evaluated can feel relaxed and where both parties can communicate freely.

The following issues should be paid attention to when conducting interviews:

(1) In order for both parties to communicate smoothly, a harmonious interview atmosphere should be created;

(2) Clearly state the purpose of this interview;

(3) Explain the results and reasons for the scoring based on the established standards and goals of the assessment;

(4) Make full use of Role reversal and listening skills;

(5) Avoid settling old scores;

(6) Don’t preach;

(7) Praise first, then criticize, Praise again;

(8) Let the person being evaluated understand their own development prospects and jointly set new work goals;

(9) When it is time to end (such as being evaluated If the evaluator becomes tired or the conversation reaches a deadlock, he should stop immediately and end the conversation with an encouraging tone.

After the interview, the effectiveness of the interview must be evaluated as a basis for improving interviews in the future. The interview effectiveness evaluation should focus on answering the following questions:

(1) Did the interview achieve the expected purpose?

(2) How should the interview method be improved next time?

(3) What omissions need to be added? Which discussions seem redundant?

(4) How helpful is this interview to the person being evaluated?

(5) Did the person being evaluated fully speak during the interview? Did the interview improve mutual understanding?

(6) What auxiliary skills did you learn during this interview?

(7) Are you satisfied with the results of this interview?

(8) What is the overall evaluation of this interview?

What needs to be added is that performance evaluation itself is not an end, but a means. Therefore, attention should be paid to the application of evaluation results after the evaluation interview. There is a phenomenon in some companies: the appraisal activities involve huge efforts and no expense is spared in terms of human, financial and material resources, but after the appraisal results come out, no one makes any noise about it. No matter whether the employees' performance is good or bad, they receive the same treatment. It is best not to conduct perfunctory and formal assessments, otherwise the side effects caused by them will be immeasurable. The application of performance appraisal results is the process of achieving the appraisal goals, and it is also a touchstone for testing the effectiveness of appraisal activities.

Point 7: Revise and improve performance appraisal methods

Another thorny issue that companies often face in the process of performance appraisal is that peripheral performance appraisals tend to be centered, making it difficult to distinguish the good from the bad. . The content of peripheral performance appraisal is based on employees' behaviors, performance and qualities that affect their work results, and most of these contents are relatively abstract, so it is indeed difficult to evaluate them.

In order to avoid vague evaluations on surrounding performance evaluation indicators, in addition to explaining the meaning of each indicator as plainly as possible and scientifically archiving and grading indicators when designing indicators, the evaluation procedures and methods can also be Find a way.

Based on the actual assessment, the assessment procedures and methods can be operated as follows:

(1) Use paired comparisons for each detail according to the indicators of the team (such as team or functional department) The members of the "team" are evaluated according to the law (the team leaders are evaluated separately), and the rankings are compulsorily ranked;

(2) The top three and last place of each team (the company can also determine the top five and last place according to the actual situation) The last two, etc.) will be gathered separately, and the human resources department will work with the leaders of each team to forcefully rank the rankings of each evaluation index using the paired comparison method or the alternating ranking method;

(3) The top rankings of each team in the enterprise The three people with the highest rankings in the centralized evaluation will be rewarded by the company, and the last person from each team with the lowest ranking in the centralized evaluation will be the object of encouragement from the company. The focus of the appraisal interview is also on the above-mentioned objects, and then on those employees in the middle that the company considers to be special (such as employees with large differences in the results of two appraisals or those with unstable emotions, etc.). This is the so-called "grasp both ends and put it in the middle". This method can not only avoid the "everyone is good" situation in some indicators, distinguish the good and bad, facilitate rewards and punishments, but also simplify the workload of performance evaluation.

Point 8: Continuously create a performance appraisal atmosphere

Employee performance appraisal is by no means a one-day effort and cannot be accomplished overnight.

In practice, many companies that once seriously conducted performance appraisals gave up halfway, and then became just a formality. There are no more than two reasons for this situation: first, it is difficult to complain about evaluation, and it is even more difficult to achieve openness, fairness, and impartiality; second, evaluation is an offending thing, and it can only be a window-dressing. Be real. Obviously, our companies have not yet fully understood the meaning of performance appraisal.

In fact, scientific and reasonable performance appraisal is of great significance to both enterprises and employees. The most prominent significance is as follows:

(1) Enhance the effectiveness of personnel selection criteria;

(2) Plan human resources and allocate personnel reasonably;

(3) Discover problems existing in the enterprise;

(4) Help employees discover We will improve our work and scientifically formulate career plans;

(5) Effectively manage salary and personnel changes. It can be seen that the question is not whether the company or employees need performance appraisal, because not only the development of the enterprise requires performance appraisal, but employees also look forward to performance appraisal when planning themselves and meeting their needs for self-realization.

The key to the problem is how to do a good job in performance appraisal. The author believes that the magic weapon for enterprises to do a good job in performance appraisal is to insist on appraisal, constantly improve and revise the appraisal plan, incorporate appraisal content into the corporate culture, and create a coordinated and harmonious appraisal atmosphere.

The specific approach can be: the enterprise invites or entrusts a human resources management research institution to construct a practical performance evaluation operation plan and implement it under its guidance. However, no matter how sophisticated the plan is, it cannot be perfect. Therefore, in the process of implementing the plan, the company should constantly consult employees at all levels and revise the evaluation plan, and should not be afraid of some different voices changing the evaluation plan. Work falls by the wayside. In fact, any management measure implemented in an enterprise will generate different voices. It mainly depends on whether the starting point of this voice is the enterprise, the team, or oneself. Adhere to open, fair and impartial performance appraisal, and combine it with the signing of labor contracts, job promotions, training and development, and salary adjustments to form an organic human resources management system. If things go on like this, it will naturally form a unique enterprise. evaluation atmosphere and form part of the company culture. All employees who enter the company and are willing to stay will accept and promote this culture. Therefore, the development of corporate performance evaluation is a process of continuous accumulation and innovation, and it must not be accomplished in one fell swoop. ⑴ Use the human resources management system combined with enterprise management system specifications to formulate performance management systems and implementation plans

⑵ The status of performance management functions, organizational settings, scope of responsibilities, division of work, and the responsibilities, authorities, and Specify obligations and requirements

⑶Clearly define the target procedures and steps of performance management, and provide detailed explanations of the evaluation methods and basis for various personnel

⑷Details the principles of performance evaluation Categories, levels, deadlines and usage form filling requirements and evaluation procedures

⑸ Make relevant provisions on the application of evaluation results and the accompanying human resources salary, rewards and punishments, personnel changes, etc.

⑹Make clear provisions on monthly, quarterly, half-year, annual reports and summaries of each functional department, as well as employee complaints, etc.

⑺In formulating specific performance management documents, in order to avoid "promoting but not moving, stagnating" "Previous" situation will allow employees to fully participate and provide suggestions

⑻In order to facilitate operation and accuracy, the evaluation indicators should be as quantified and measurable as possible; that is, specific behaviors or indicators

⑼When giving feedback on evaluation results to those being evaluated, emphasize transparency, clarity and objectivity

⑽In terms of evaluation and application of results, emphasize how to improve and grasp the goals of past evaluations Rather than "holding on to yesterday", high ability and experience will lead to high creative performance. This is a rule many HR departments follow when recruiting. But upon further research, it turns out that this is not the case. Examples of high ability and low performance are common. Among them, attitude has become a key factor affecting performance.

In the iceberg theory, the quality of employees can be divided into two parts: explicit and invisible parts. The explicit part only occupies a small proportion, including knowledge, skills, etc. Most of them are hidden and difficult to detect abilities, such as professional attitude, morality, consciousness, etc. For employees, it is precisely these hidden parts that really affect performance.

The explicit part is easier to measure, such as through academic certificates, qualification certificates, etc. It is easier to judge a person's knowledge and ability by the scores of certificates or test papers. This is also the reason why people The methods commonly used by recruitment departments in selecting talents. In fact, this method can achieve better results. On the one hand, these explicit abilities can bring results in the short term, and on the other hand, it is easier to cultivate. In contrast, implicit qualities are harder to detect and harder to change. Therefore, this part is often easily ignored by the human resources department, which can easily lead to low performance.

For example, in the sales department, many people believe that mastering sales skills can bring more orders, and regard sales skills as a magic weapon for winning. When recruiting, we are also more willing to recruit people who are well-spoken and know how to sell. However, after a long period of assessment, it was found that after everyone has mastered the sales skills, the performance results are also quite different. Those sales staff who have a positive attitude towards work, are sincere and have a sense of service tend to have higher transaction volume and poor performance. most. Among all the factors that have minimal impact at this time, sales skills do not have the highest proportion. If those glib people have an incorrect mentality and approach work with a lazy attitude, their performance will be lower than that of employees who take their work seriously and have a positive attitude.

Generally speaking, knowledge and abilities can be improved through training, such as various trainings held by companies for employees. But this type of training must first start with hidden factors. For example, at the beginning of every training by Taotao International, there will be an "ice-breaking" session to help students break their inherent wrong mentality and establish a correct attitude. In this way, the training effect will become very significant. The same is true for the human resources department. If the hidden factors of employees can be changed and employees have the correct attitude and professional ethics, it will no longer be difficult to achieve high performance.

In order to improve employees' correct concepts in terms of cognition and mentality, in addition to the efforts of employees themselves, companies also need to assume major responsibilities. A reasonable assessment system, a fair competitive environment, good career development plans, etc. can help employees improve their attitudes, thus ensuring higher performance. Job performance refers to what people achieve at work. For an organization, performance is the completion of tasks in terms of quantity, quality and efficiency; for individual employees, it is the evaluation of their work status by their superiors and colleagues.

There are four main factors that affect work performance, namely employee motivation, skills, environment and opportunities. The first two are subjective factors affecting the employees themselves, while the last two are objective factors. factor. The available formulas are as follows: P=F(SOME)

In the formula, P is performance, S is skill, O is opportunity, M is motivation, and E is environment. This formula shows that performance is a function of four variables: skills, incentives, opportunities and environment. 1. The basis for performance appraisal is the job description, which includes job responsibilities and work standards.

2. There must be an appraisal plan and goals, which means there are rules of the game;

3. Keep original records. Original records are an important basis for assessment. The quality of any thing or work must be recorded and speak through facts and data.

4. There must be inspection records. Daily inspections must have detailed records; query records. Compile and compile statistics on production control records, employee work records, shift handover records, and attendance status.

5. Feedback on assessment results: The purpose is to let the person being assessed know what the shortcomings are?

A truly effective performance appraisal must grasp the three core issues mentioned above, that is, it must be based on the company's strategic goals, be closely integrated with business operations, and establish a high-performance cultural concept.

Performance appraisal must start from the top. Without the participation of senior management, a performance appraisal system that only targets middle managers and employees cannot be truly successful.