The performance appraisal of most enterprises is difficult to land. What is the reason?

First, our employees do not recognize the performance appraisal of enterprises.

First of all, it needs to be clear that if an enterprise wants to make changes, it must be recognized by employees. Performance is not made by the boss, nor by several people, but by the concerted efforts of most people and Qi Xin. If employees don't approve, your change will not be successful when you do performance appraisal or performance landing. Because the landing of performance must rely on employees, employees' recognition, employees' willingness to do it, and employees' spontaneity, the mechanism can naturally come, otherwise the change of performance will always be stillborn or just the wishful thinking of the boss.

The reasons why the performance of an enterprise is not recognized by employees are generally as follows:

The first reason: the initial performance of most enterprises is not to give employees motivation, but to give employees pressure. This is a directional problem. Both teachers and bosses should convey this idea to employees. The purpose of performance change is to increase their wages, not to reduce their wages, not just to demand pressure. It also requires that all actions of performance reform must be aimed at enterprises to give employees a raise.

Why? Assuming that your enterprise makes performance changes and only cares about the interests and demands of the boss, it is impossible for employees to recognize it. From the perspective of human nature, it is impossible for an employee to work hard for his boss. He can work for the boss and be a laborer, but he can't work hard for the boss because most people don't have this state or this pattern and sentiment.

The second reason: performance change is not an opportunity for employees to raise wages, but an attempt to deduct wages and punish employees. The most common way is to dig out a part of the salary to do performance pay, and then set a very high goal and index. If the assessment target is not reached, there will be corresponding deduction rules for employees to recognize? Can employees accept this change? It is out of the question.

The third reason: performance appraisal is not aimed at the present. Perhaps some enterprises will point to the payment methods of salary increase, promotion and year-end salary increase for employees' past performance. Or for a future salary increase, I object. Because the future cycle is too long, most employees are realistic and live in the present, hoping that their value can be realized as soon as possible. If they fail to meet their expectations once every six months, then this form is of little value.

The fourth reason: the standard of performance appraisal is too subjective. The salary increase examiner in general enterprises is the leading boss, who evaluates and decides the salary increase of employees through his performance. The disadvantage of this method is that the subjective evaluation is unfair and there is no convincing basis.

Assessment should be result-oriented and use data to express work results, which is the real assessment. Subjective assessment is easy to put the cart before the horse, and employees will only pay attention to the boss's evaluation of him, but not to the work results, which is contrary to the assessment principle. The assessment must be determined according to scientific rules, otherwise, the results that the enterprise wants will not be achieved.

Second, the enterprise data is insufficient.

The core support of evaluation is objective data, and the core of evaluation is subjective measurement. There are two reasons for the lack of enterprise data:

Reason 1: Enterprises ignore the construction of data.

Many bosses know how to give money to employees, and employees will do it enthusiastically, but why can't they leave the land? I don't know where to start without data.

In fact, whether an enterprise wants to set goals, people-oriented rate, wage expense rate, profit, turnover, or employee salary increase, it is inseparable from the analysis and judgment of data.

For example, your production manager wants a raise. How much output did he create last year? What's the sales volume? What is the output? What is the cost rate? What is the gross profit margin? What is the rate of return? So what is the loss rate? How about energy efficiency? What is the staff turnover rate? What is the pass rate? The qualified rate and so on should be presented through data. When we can present more abundant and effective data, we can give employees a fair and accurate salary increase.

The second reason: enterprises pay more attention to management than management. If enterprises want to get better profits, they must distinguish the relationship between management and operation. All management serves the operation, and the operation is truly profitable; Management can only produce better benefits through operation, and management is the system rule. What is management? Management consists of three elements, the first is talent, the second is mechanism, and the third is data. Data is the core foundation of management.

When an enterprise spends a lot of time establishing rules and regulations, writing thick rules and regulations, reward and punishment systems … but data management is extremely weak, it is a very dangerous thing.

The data we refer to is not only financial statements, but a database established by enterprises according to their own physical quantity and requirements, especially the indicators used for employee management, which need to be pointed out comprehensively and carefully. It is convenient to form different effective forms according to different project requirements.

The resource database is also established because the financial reports, data, accounting and statements of enterprises may be extracted and converted according to the provisions of national accounting standards, and sometimes they may not truly reflect the operating conditions.

Third, the boss does not pay attention to performance management.

The first reason is that the human resources department has not played a real role. We often say that HRbp should be responsible for the results and effects, such as how many people you have hired, whether you can stay in the company in the end and create direct and effective value for the company's future, whether you can design more effective rules and regulations for salary and assessment, and whether employees can put all these rules and regulations in place to produce direct and effective value. Imagine, which boss doesn't like you doing this?

But in fact, most human resources departments have simple work content, low status and no right to call, and performance appraisal is only a process and form, so they can't be responsible for the results and effects of recruitment and education, let alone motivate employees. Sometimes it's not that the boss doesn't pay attention, but that he doesn't know how to pay attention.

The second reason: it is closely related to the leader's mentality pattern and management. In an enterprise, the boss is the most desperate. He can ignore his life and the health of his family day and night, and he can concentrate on his work more than others. In addition to interests, he may have responsibilities, missions and ideals.

But the most concerned interests are employees. When the boss pursues a higher level of spiritual satisfaction, employees may not even be satisfied with the material pursuit; The boss has a car, a house and a deposit to realize wealth freedom, and employees are still fighting for a better life by buying a car and a house. Therefore, employees must care more about interests than bosses.

As long as the enterprise distributes the benefits well and allows employees to get more benefits in their work, when the benefits are driven to the extreme, the potential and talents of employees will be fully exerted. The highest state of performance change is the distribution of benefits, in which employees can make money and enterprises can make more profits, which requires the boss to open his mind.

Fourth, the interests are unbalanced.

Let's start from two angles. First, from the perspective of employees: When employees are dissatisfied with their own interests, the mentality of migrant workers will appear. Love to compare with others: Compared with the standards of people around you, colleagues, friends and even other companies, it is easy to breed laziness, stifle creativity and reduce the cost of enterprises. Another way is to get a short-term salary increase by jumping ship. Job-hopping like this may not be too high. For a person's career, shortsightedness will be punished by the lack of age and value growth when it begins to decline, that is to say, the career will not achieve anything.

From the boss's point of view, the attitude towards employees should keep pace with the times. Don't treat employees as pawns or part-time jobs, but treat employees as future partners and partners of operating companies. Especially now we are facing the post-95 s and post-00 s era. These young people pursue advanced and bold ideas. If there is no profit drive behind them, they can't keep these young people, let alone make the team younger and the enterprise grow stronger.

Bosses also need to change their thinking on performance management. There are two formulas for performance management: employee turnover equals low salary and high value, and high cost equals high salary and low value. If you want to do a good job in performance management, you should not only pay attention to data, but also operate talents well. Talents are most concerned about interests, that is, dealing with the distribution of interests. The relationship between boss and employee is a naked exchange of interests. Bosses should not fantasize about how old employees can be. Human nature is selfish. But behind egoism and selfishness, there must be the same demands and reasonable scientific demands. Just like an employee, he only pursues interests for the benefit, pursues advantages and avoids disadvantages, and only does things that are beneficial to him. These are all human nature.

Don't feel selfish or caring to talk about income and benefits with employees. As long as the distribution of benefits is based on fair, reasonable, scientific and effective records, employees' income and interests are balanced, and employees' enthusiasm and creativity can be stimulated, and high performance is also a natural thing.

Verb (abbreviation of verb) the form of performance evaluation

Assessment not only provides a working basis and reference for employees through assessment points, contribution standards, construction requirements and objectives, but also depends on assessment and encouragement. Assessment is to transform the company's goals and requirements through incentives.

From the perspective of employees, employees don't like to be assessed, but prefer more incentives. But incentives must also be based on work results. There needs to be a balance between price and value, and the high motivation that employees want must be realized through him, so as to achieve better work results.

From the boss's point of view, the boss doesn't like assessment either. He likes a good result. But good results must come from good processes and efforts, and assessment is a series of actions, processes and results in work experience, so this is also an embarrassing point in assessment.

Assessment needs to be highly integrated with incentives and salary increases in order to have a good profit effect, otherwise assessment will have no value and become a mere formality. It is also undesirable to pay more attention to assessment and less attention to incentives, which can neither promote nor achieve good results, and may also lead to the loss of employees, which is not worth the candle.

Sixth, the evaluation is too subjective.

When recruiting employees, enterprises buy not the daily time ability and work performance of employees, but the performance results and effects of employees, which is helpful to improve employees' performance and solve development problems.

An employee's ability can't be accurately evaluated by the evaluation method. The evaluation is only the feedback of ability and performance, and it can't be evaluated in place. For example, if a person's communication ability is strong, must his work ability be strong? Not necessarily. Maybe you have a strong superficial kung fu ability and a good flattering ability. There is nothing in the lining that can really create value. Some positions do not require employees to have strong communication skills, as long as they can produce results and produce results. Excellent communication skills only show that he has reached a certain level in a certain ability, just like a leader's leadership must be equal to communication skills? No, it's just a sufficient but unnecessary component.

First, the evaluation is subjective and it is difficult to be fair. If employees are graded, there are 10 employees. After grading, are 90% of the scores afraid of being made public? If it is an annual assessment, the assessment score may be related to the year-end award, grading, salary increase or promotion, then there is no way to make it absolutely public, so we can only communicate with the employees themselves, because once it is made public, it will bring a series of problems such as comparison.

Second, it is difficult to establish evaluation criteria. Evaluation is to evaluate employees from the perspective of the company or superiors, not from the perspective of employees. Although the original intention of the company's evaluation is good, I hope that employees will get better and better in the future and be strict with themselves, but from the employee's point of view, he thinks that your requirements are too high and too harsh, and such an evaluation is unreasonable and unfair.

Third, the requirements for appraisers are too high. If we want to make an objective and accurate evaluation of the performance of an employee's behavioral ability and let the employees recognize it, this requires that the first evaluator must be objective, without personal prejudice and subjective emotions, and evaluate it completely on the basis of objective standards, but it is almost impossible to do this. If this appraiser is the boss, he should pay attention to recording employees every day and constantly checking their performance. Do you think the boss will like it?

4. Evaluation cannot be used as a performance appraisal because it is not a performance appraisal. What can evaluation be used for? It is to evaluate the value of its existence, to promote managers, to refer to the direction of career planning, and to locate its own ability.

Seven, mode dislocation.

Doing performance appraisal, choosing the right model is half the battle. If you choose the wrong model, the enterprise will suffer losses and may also play a negative role and benefit.

At present, some tools and methods commonly used in the market have the following seven modes.

Mode1:the mode of KPI. This model originated in the United States and is very popular in our large and small enterprises. It can be summed up in nine words: high goal, high pressure and light motivation. Enterprises set high goals and put forward high requirements for employees, and then use them as a reference for evaluating employee performance and results, with the emphasis on not paying attention to incentives.

The second mode: okr mode. Google, which originated in the United States, is positioned in the high-tech industry. One of the biggest characteristics is that there will be a long time gap between employees' behavior and performance and their work results. Okr is to divide the key achievements that researchers will get in the future into various stages, what processes and plans are needed in these stages, or milestone achievements, and then make corresponding assessment and evaluation on the stages of processes or achievements. It is very difficult for our small and medium-sized enterprises, and it has little practical significance.

The third mode: evaluation mode. This model is characterized by poor fairness, poor subjectivity, low employee recognition and weak motivation. If you want employees to create good performance, you can't achieve it through evaluation.

Mode 4: Balanced Scorecard. The balanced scorecard is only a pure assessment tool, it is not a performance assessment model, it is a balanced and dynamic assessment and evaluation of employees through four dimensions: finance, internal, customers and employees, and it is assessed by refining some indicators that feed back employees' performance and results.

The fifth mode: 360-degree evaluation. 380 degrees are reflected in the closed loop composed of the leaders above, employees or subordinates below, colleagues next to them, external departments and customers. But it also focuses on evaluation, only using a 360-degree multi-dimensional assessment.

There are many assessment models, but only one can be applied to enterprises, that is, let employees get more for more work, get more for more, and share more. This is a meaningful model that will be recognized by employees.

Eight, the incentive is not strong.

When the enterprise's performance management is not done well and must maintain normal operation, it seems that everything is ready if we intervene through system control, establish departmental organizations, and refine the work content to form rules and regulations. In fact, setting more posts in each department will only increase the company's burden. For small and medium-sized enterprises, it increases communication barriers and communication costs between departments, which easily leads to poor execution, low human efficiency and increased enterprise management costs.

Instead of spending money on institutional control, it is better to spend money on incentives. Motivating employees is not a simple logic, and you are not rewarded when you earn more at the end of the year. It is an incentive to the past and not enough to motivate employees.

What we want to do is to encourage the future, let employees work for themselves, regard the interests of the company as their own interests, and create the same interests. Every employee has unlimited potential and potential. How to let employees give full play to their potential and potential, and let employees work anytime and anywhere, even when they are not in office hours. This is the key to motivation.

Just like the boss now, he thinks about work when he wakes up, but he can't sleep when he sleeps. Even if he is squatting in the toilet, he thinks about his work and is dealing with it while traveling. Why? Because the interests of the enterprise are yours, because the highest motivation of the enterprise is yours. So should employees. Although it can't be as devoted as the boss, it can also make employees many times better than now.

Then how to do it? The essence of incentive is to divide the money, which pays attention to algorithms and data, ensuring that employees get their places and enterprises can have better profits. Behind this is the need to establish a set of rules and algorithmic logic mechanisms, through which key factors can be extracted for assessment. The result of assessment is that employees can get high income and gain more benefits for themselves, thus encouraging employees to create, contribute and invest.