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Evaluation Manual: Establishing Performance Management System To Enhance Efficiency Of Evaluation

2008/7/23 15:30:00 41789

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Why did the evaluation fail again? Is the target of evaluation not clear enough?

Is it not enough to quantify the evaluation items?

Is it not enough communication between managers and employees?

Maybe these are the answers you want, but are these answers enough?

Is that what we really need?

Why do these problems exist?

I'm afraid these are all questions.

This series of problems has to arouse our deeper thinking. What can we do to make the performance appraisal really play a role and become a booster rather than a chicken rib for the management of enterprise managers?

In this regard, we must think about it and make corresponding changes. Otherwise, we really need to go to the appraisal.

I observed that, if the performance appraisal is not successful enough, there is no set of perfect performance management system. The so-called performance appraisal is just a few forms to support the appearance. The form is single, the content is monotonous, and some even completely deviate from the employees' work. They deliberately pursue in the edge ball such as dedication, work attitude and so on, completely deviate from the spirit of performance management, and evaluate the evaluation.

No perfect performance management system is the crux of the problem.

If you do not establish a comprehensive performance management system, you can not accurately know the performance goals of employees, you can not urge your manager to help employees improve performance, and can not accurately measure the contribution of employees, and the final result can only make performance appraisal formality, the situation is excellent, everyone is excellent, should be promoted, get a raise, this is the result of the current operation means.

In the management of human resources, performance management is the core and the center and center of management. All human resources management activities are inseparable from performance and are developed around performance. This has become the consensus of the industry.

However, how to grasp the center of gravity and make it truly effective is the most important issue we need to consider.

To build a complete performance management system, we must proceed from the following aspects:

Theoretical learning stage

After all, for many people, performance management is still a new thing. The management including HR manager has not fully understood its true meaning. There are still many puzzles to be solved, and many ideas and methods need to be grasped. The most effective way to grasp theory and method quickly is learning.

There are many ways to learn. Of course, the most economical is reading. There are many books on performance management in the bookshelves of bookstores. Some of them do not have some famous works, some of them emphasize theory, others emphasize practice. Enterprises may take time to choose several books as a required course for managers to send them to read.

The form of reading can be diversified, such as encouraging managers to publish their reading feelings in the corporate journals. First, they can consolidate the knowledge acquired, and secondly, they can also popularize the public. The idea of performance management can be conveyed to more managers and employees to play the role of soft propaganda. Compared with the internal seminars on performance management organized by the HR department, managers take special time to sit down and share, so that knowledge can be sublimated and collide with the performance management plan suitable for the development of enterprises. Perhaps in many exchanges and discussions, your performance management system is really "brainstorming".

In addition, as an important content, it is necessary for the enterprise to send managers to attend the performance management seminar organized by the consulting company's performance management experts, so as to rapidly improve their cognition of performance management.

This is not just a HR manager. Managers who are busy with their business all day should also take part in their work in their spare time. They even include the CEO. After all, the performance management enterprise management collective "enterprise", rather than the HR manager alone.

Two. Internal training phase

After several rounds of theoretical study, managers have basically grasped the theories, methods and skills of performance management. Managers have already been able to act as experts in internal performance management, but managers are not experts enough. Managers need to help employees understand performance management and help them become experts, because performance management is done by managers and employees together, not by managers.

Therefore, after the end of theoretical study, enterprises should urge a business manager to carry out the implementation of their subordinates' staff, so that employees can truly understand the true face of performance management, eliminate the doubts that exist in their minds, allow employees to participate in them, and stimulate their enthusiasm for self performance management, so that they can get the greatest support and participation in the implementation and implementation in the future, and the implementation will be more successful.

Three. Job analysis phase

Job analysis is the basis of performance management.

The job description seems to be away from performance management, but in fact it is not.

In performance management, performance goal setting, record of performance files, continuous performance communication, and performance appraisal are all inseparable from employee positions.

So before you can analyze the position accurately, you should not rush to implement your performance management plan, which will backfire.

Four. Process design stage

After the end of the job analysis, we can formally start designing the process of performance management.

The importance of designing the performance management process is that it can help us implement our plan in a planned way so that all performance management activities are within control and there will be no deviation.

Usually, an effective performance management process should include a few parts:

1, setting performance goals

Goals are the targets of performance management, and the activities of performance management depend on the implementation of goals.

Therefore, at the very beginning, managers should set up a consensus performance goal with employees to make the best preparation for performance management.

2, performance counseling

After the goal is set, the manager's responsibilities are more clear: counselling.

Managers should constantly communicate with employees during the process of achieving their goals, keep in close contact with their staff as far as they can, continuously support staff resources, clear obstacles on the way ahead, and work for the realization of goals.

3. Record employees' performance files.

No accident is an important principle of performance management.

Here, "no accident" means that in the year-end performance appraisal, managers and employees will not be surprised by the results of performance appraisal. Everything is expected. Employees will not argue with the managers due to the results of performance appraisal.

In order to avoid accidents, the manager must pay more attention to the daily work, make the necessary records, form the employee's performance files, and prepare more material for the future performance evaluation.

4, performance appraisal

Performance appraisal is a necessary stage of performance management. The purpose of performance management is not to evaluate, but the purpose of evaluation is to make performance management more excellent, identify problems through evaluation, and improve problems, so that performance appraisal can become a common opportunity for managers and employees.

5. Diagnosis and improvement of performance management system

Without the perfect performance management system, performance management of any enterprise needs to be perfected constantly.

Therefore, after the end of the evaluation, enterprises should organize effective diagnosis, so as to identify problems and solve problems, so that the performance management system of enterprises will play a greater role in the next cycle.

Five. Role positioning stage

The process is carried out by people. It is obvious that the responsibility of the process is not clear enough. The next job is the role positioning.

Generally speaking, an enterprise has four levels of roles:

1, business executives: whether the performance management system can be successful, the boss is VIP.

Of course, corporate executives are fully responsible, and the position of the industry is to support and promote them.

First of all, we should support the attitude, then push the development of the performance management system in action, and promote the continuous development of performance management.

2, HR Manager: HR manager is the person who is often wronged. Usually, the company sends all hope to the HR manager. The heavy burden of HR has been shouldered by the manager of the company. Now, this is obviously unrealistic.

As a HR manager, his role should be a consultant, an absolute expert in performance management, providing programme support for the construction of an enterprise performance management system, providing tools, and providing advice on various problems.

3, line manager: line manager is the backbone of performance management implementation, because a good plan will have to be effectively executed before they can produce effect, so their role should be implemented. Of course, in the diagnosis of performance management system, they are also the "argumentative" authors.

4, employees: employees are the terminal of performance management. The positioning of employees in the industry is the master of performance. They are the owners of performance, possessing and producing performance.

Six, the use of evaluation results

In addition to helping employees improve their performance, the results of the evaluation also have many personnel decision-making purposes in human resources management, such as promotion, salary increase, training, dismissal and so on.