The hottest performance appraisal don't forget the

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Performance appraisal: don't forget the performance interview

year end performance appraisal. Many enterprises have received a bonus and a penalty. Traditional enterprise management is to assign work tasks at the beginning of the year, divide the planned indicators, calculate the general ledger at the end of the year, and honor the rewards and punishments. If the task is completed, the leadership is good, and if the task is not completed, the employees are ineffective in implementation. Replacing management with rewards and punishments has become the amulet for individual managers to escape

in the year-end assessment, several people are happy and several people are sad

how can performance appraisal make employees change from hate to love, from passive acceptance to active participation, and from conflict to harmony? It is necessary to save performance appraisal from performance management, return the true face of performance management, and let performance appraisal glow with new youth in corporate governance

test the magic weapon of managers

as the saying goes, "only things with data can be evaluated, and only things that can be evaluated and measured can be managed". Performance appraisal follows the operation and management mode of "quantification - appraisal - reward and punishment". Motorola, the world's communications giant, understands and positions performance management as "enterprise management = Human Resource Management" and "human resource management = performance management". It can be seen that enterprises pay attention to performance appraisal

examination, examination, examination are the magic weapon of teachers and managers. No wonder people say that profit goals are "tested", employee enthusiasm is "tested", and enterprise development is "tested". There is no management without assessment. Strict management comes from strict assessment. It is a common law that students are afraid of examinations. Although enterprise employees have fear, resistance and dissatisfaction with performance appraisal, managers will not give up performance appraisal because of these. Performance appraisal is not the crime of enterprises

performance appraisal is actually a kind of digital management, which turns the traditional qualitative management and fuzzy management into quantitative management and precise management. Especially in the IT era, everything is informationized, networked and digitalized, and the assessment can be extended to anyone, at any time, at any place, and in any content. The accounting by products, customers, departments, and institutions has changed from ideal to reality

what you sow, what you sow, what you reap. The assessment objective plays a guiding and guiding role, standardizing and restricting role in employee behavior, and determines what "road" the enterprise takes, what "flag" it holds, and what "life" it reforms. It centrally reflects the culture, strategy and pursuit of an enterprise. It can be said that assessment is the "invisible hand" of managers to regulate and manage the enterprise

"it works at one stroke". After the bank's share reform and listing, the shareholders, customers, employees and investors of the enterprise all want to see the birth of a new bank. Therefore, it is not enough to only do some "beauty" for the bank's share reform and listing, but also carry out "DNA transformation". From a micro perspective, change should start with performance appraisal

- from administrative assessment to market assessment

- from the assessment of people to the assessment of posts

- from punitive assessment to incentive assessment

At the end of the year and the beginning of the year, many enterprises must conduct performance appraisal to review and evaluate the performance of employees in the past year. However, from the results of previous performance appraisal of many enterprises, the results are not satisfactory

you must do well in the exam if you do well. Performance appraisal has become a means for managers to punish and control people

many managers lack scientific data standards when assessing, and only score by impression; Scoring among employees is not about performance, but relationship. Many managers are used to traditional statements and cold "paper" appraisal. They are not clear that they have to discuss performance issues face-to-face with employees, and there is a lack of communication in performance appraisal

during the performance interview, some supervisors like to play the role of judge and tend to criticize the shortcomings of their subordinates. The performance interview often evolves into a criticism meeting and a trial meeting. Face examination, lack of humanistic care; God cares about everyone and everyone cares about themselves. Cold assessment alienates interpersonal relationships. Performance appraisal has become an annual death gate for employees. Employees are frightened by the authority of their supervisors, dare to be angry, and refuse to accept it

because the performance appraisal is mainly about the performance defects of the superiors and the subordinates, and the performance interview results are related to the subsequent grade evaluation, bonus and promotion, once such a sensitive and embarrassing problem has to be discussed face-to-face, in order to avoid conflict, some supervisors avoid contradictions, don't talk about problems, the communication can't achieve the effect, and some even bring tension and even interpersonal conflict to both sides

over time, performance appraisal has become a mere formality, and employees have become insensitive. They don't care, don't ask, and don't fear. Performance appraisal has reached a situation that cannot be changed

to sum up, there are more than ten problems in the year-end assessment of enterprises:

1, more qualitative and less quantitative

2. More on paper and less communication

3. More people than posts

4. More good news than bad news

5. More blame and less encouragement

6. More commands, less help

7. More relationships and less work

8, more test results and less test process

9. More division of labor and less cooperation

10. More people will be tested now and less in the future

a scientific performance management system mainly includes several aspects: first, there should be a clear job description, and everyone's job responsibilities should be clear; Second, everyone has clear goals for their responsibilities, and the assessment is based on the goals; Third, whether the goal is achieved or not is directly linked to salary and promotion, and rewards the good and punishes the bad; Fourth, there should be corresponding training and guidance for employees' weak points in the assessment, rather than letting go; Fifth, the assessment complaints should be unblocked, and there are grievances to be sued when employees are unfairly evaluated

in fact, performance appraisal is only a part of performance management. As an effective management tool, performance management definitely provides more than a means of reward and punishment. Through performance management, employees know what their superiors want them to do, what they can do, how far their work should be, when to report to their superiors, what will happen if they do it well, what will happen if they don't, and what to do in the future. The process of performance appraisal is the process that managers help and promote employees to improve performance. From the beginning to the end, the whole process of performance management is a communication process

according to wastonwyatt's 2006 survey of the United States and Canada, effective employee communication can achieve more financial performance. He found that the company with the most effective communication mechanism achieved 91% return on investment between 2000 and 2004. The analysis of 10000 personnel files conducted by Princeton University in the United States also found that "wisdom", "professional technology" and "experience" are only 25% of the success factors, and the remaining 75% depend on good interpersonal communication

"performance management is a continuous communication process, which is guaranteed to be completed by the agreement reached between employees and their direct supervisors, in which clear objectives and understanding of future work are reached, and the organizations, managers and employees who may benefit are integrated into the performance management system". Robert, an American performance management expert? Barker's definition of performance management best reflects the value of communication

communication revitalizes the assessment

performance communication is the soul and core of performance management. It is the longest, most critical and most effective link in the whole process of performance management. It includes performance goal communication, performance coaching communication, performance feedback communication and performance improvement communication

1. Communication of performance objectives

performance management in administrative mode. The formulation of performance objectives is to adopt administrative orders, which are divided equally by head through administrative means. It is one-way, imperative and top-down. The market-based performance management, the formulation, planning and allocation of performance objectives are formed in the two-way communication between superiors and subordinates

communication of goal setting. Line managers must make it clear to employees: what is the blueprint for enterprise development? To achieve this blueprint, what is the goal of enterprise development; In order to achieve the overall goal of enterprise development, what are the development goals of each department; In order to achieve the development goals of the Department, what are the expectations of the enterprise for employees; In order to realize the expectations of the enterprise for employees, how many goals and tasks should be completed by the post, and what standards should be reached in the work; What will happen if the work goal is completed, and what will happen if the work goal is not completed? Everyone bears a heavy burden, and everyone has indicators. Let employees know that what we are doing is not a simple job, but a great career, and clarify our position, mission and vision

communication of goal implementation. When assigning performance indicator tasks, managers must also communicate with employees on what measures and means to take to achieve the goals, and what resources and conditions are needed. For example, in the process of achieving the goals, what are the key links, what are the priorities of the work, what contradictions and problems will be encountered, what are the countermeasures, and so on, we should communicate with employees. For another example, what support conditions, resources and help the enterprise need to provide to achieve the goals also need to be determined in the goal communication, so that managers can make corresponding preparations in advance

2. Communication of performance coaching

after the manager assigns the task, he does not leave it alone. When the shopkeeper leaves, he is also responsible for the performance completion of his subordinates. In the past, problems were found in the year-end assessment of performance management. Afterwards, it was "wise" and "afterthought"

performance coaching communication does not solve problems after the event, but in the implementation process. Therefore, managers should timely understand the implementation of employees' work performance objectives and track the progress of the plan through statements, documents, inspections, reports, etc. when the subordinates have problems, difficulties and setbacks in the process of achieving the objectives, the supervisor should follow up in time to help the subordinates analyze the reasons, find out the solutions to the problems, and provide support

performance coaching and communication requires employees not only to have good performance, but also to have a good process, supervise the means of employees' implementation of goals, prevent employees from pursuing short-term interests at the expense of long-term interests, pursue local interests at the expense of overall interests, and avoid employees from unscrupulous means to achieve performance goals. We cannot do bad things in violation of regulations, nor can we do good things in violation of regulations. We should supervise the systems, processes and mechanisms implemented by employees in the process of achieving their goals, and correct problems in a timely manner

3. Performance feedback communication

after the reward and punishment, the performance appraisal is not over, but the results of the performance appraisal should be fed back to the employees. Let employees know what they have done? How's it going? Why? What about the back? Work with employees to analyze the reasons for success and the lessons of failure

for employees who fail to achieve their goals, it is necessary to analyze whether it is caused by external or internal factors. If it is an external cause, it is caused by changes in the objective environment, natural and man-made disasters, or by unreasonable internal systems, processes and mechanisms of the enterprise. If it is caused by internal factors, such as the lack of knowledge and experience of employees, or the lack of thoughts and attitudes of employees, it is necessary to distinguish and identify the root cause, and the assessment results should be convincing to employees

for employees who have achieved the goals, it is also necessary to analyze how to achieve the goals

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