How to Eliminate the Extracorporeal Circulation of Performance Management

Extracorporeal circulation of performance management

In many enterprises we visited, it was found that performance appraisal often happened: the appraisal objectives of employees in business departments were mainly straight lines.

The management publishes the daily work objectives of employees, and the completion is checked and assessed by some functional departments, such as business management department and office.

The enterprise will eventually ask the functional department manager about the department results. In this way, at first, the line manager was solely responsible for planning, implementation,

A complete performance management system composed of assessment and promotion has now been broken in half. In this way, functional department personnel often go to check regularly.

Check the implementation of the objectives of employees in the business department and score the performance appraisal results of employees, while the line supervisors lose the right to check and assess, and they also

Finish your task and everything will be fine, regardless of the performance and improvement of subordinates. You check yours, I'll do mine and take the exam.

Core and management have become two skins, forming the extracorporeal circulation of enterprise performance management.

Cardiopulmonary bypass has many disadvantages.

Putting the cart before the horse in the examination: Because the employees in functional departments are not familiar with the specific work of business departments, the examination is more about rules and regulations.

The performance of the contract, how to complete the work temporarily assigned by the superior, etc. As long as it is completed on time, inspection will take the place of assessment. As for the nuclear personnel

What are your responsibilities and goals? Is it up to standard? What's the effect? It will disappear. Because these contents are more clear to the direct supervisor of the target.

In this way, tangible inspection, intangible inspection. Details such as employees arriving late and leaving early become the focus of assessment. Put the cart before the horse in the assessment.

The core responsibilities have been diluted, the achievement of employees' performance and goals can not be evaluated in time, and the performance can not be reasonably rewarded and punished, let alone assessed.

Without progress, there is no promotion. As a result, everyone complained about the assessment, and the more chaotic the assessment, the less the performance of the enterprise, and the performance assessment became an empty talk.

Enterprise internal friction surge: this artificial cardiopulmonary bypass has caused a huge contradiction between functional departments and business departments, and business department executives believe that functions

There are too many inspections in the department, which troubles the department and thinks that it is always helping the functional departments. Moreover, functional departments also complain that the heads of business departments are not worthy.

Work together. Once there is a problem, the two sides will blame each other and push the problem to the other side. As a result, many problems could not be found and dragged on for a long time.

Decisions such as quality problems, delivery delays and staff turnover have seriously affected the operation of enterprises.

Managers become salesmen: because the assessment of enterprises is collected in functional departments, line supervisors have lost their core management functions and they are short of people.

Lack of enthusiasm for management, the sense of responsibility is slowly disappearing, and after a long time, managers become front-line salesmen. They don't manage the behavior of their subordinates,

The result is not responsible, let it be. Moreover, due to the long-term lack of management, the management ability of these supervisors will be weakened and will not be managed slowly.

Unhealthy culture formation: Because inspection and assessment are usually linked to rewards and punishments, people in functional departments may be offended. In order to make fewer enemies, they also

Always take the middle road. Replacing the rule of law with the rule of man, as long as you don't make mistakes in principle and direction, the average employee can get excellent assessment and is a good person.

In order to maximize the benefits, the whole company has formed a culture of no progress and no responsibility. Performance appraisal has become a superficial article, and the role of rewarding the good and punishing the bad is useless.

Method implementation.

How is cardiopulmonary bypass caused?

The problem of cardiopulmonary bypass in performance management is obviously not caused by one aspect, but by the system construction, departmental functions and employees of the enterprise.

The lack of role positioning has a considerable relationship with mistakes.

Lack of company rules and regulations: enterprises with cardiopulmonary bypass often do not have a perfect division of powers and responsibilities, and there is no clear stipulation on what each department should do.

What? What every employee should do. There is no corresponding incentive and reward mechanism for employees to do well or not. At the same time, there is also a lack of effective trainers.

Workers should realize their roles and be familiar with their responsibilities. In this way, there is no systematic planning at the enterprise level, and employees from

However, it is still unclear. Moreover, such enterprises set up functional departments, hoping to put an end to all problems through their inspection and assessment. Necessary inspection

There should be some, but the daily supervision and inspection of enterprises can't replace the target assessment, and the result will be because the standards are not uniform because of man-to-man management of enterprises.

The confusion of the assessment subject and too much emotion make employees lose trust in the authority of the enterprise. Therefore, the lack of enterprise system leads to cardiopulmonary bypass.

The root of the present.

There is management offside in functional departments: as functional departments, supervision and service are the focus of their work, and the service function is greater than supervision.

Function: Generally speaking, functional departments urge employees to work in the direction expected by the company through supervision and inspection of supervisors and supporting services, while

I won't overstep my authority. I will evaluate and manage employees for the supervisor. But many times, functional departments position themselves as supervisors and constantly strengthen management.

But it rarely serves the development of business departments. The functional departments have done a lot of things that should not be done, can't be done and can't be done well. What really should be regulated is

Items that are not well done, such as rule establishment and problem prevention. At the same time, due to the heavy workload of checking all employees, the functional departments are also expanding.

Large-scale, resulting in bloated institutions and redundant personnel.

Dislocation of the roles of line supervisors: Many supervisors don't really understand their roles, but stay at the level of doing things and are busy putting their own.

Work hard. As a result, the work that should not be authorized was given to others, such as employee assessment, rewards and punishments, etc. And these can best be reflected as a supervisor.

Where the responsibility lies. Many supervisors don't think that the problems of their own departments, such as quality, safety and subordinate performance, are their own responsibilities. In fact, many enterprises

The work of the supervisor has little to do with the work of the subordinates, or even has nothing to do with each other. Since many production line supervisors come from business backbones,

They are promoted from the top technical experts, so these executives take pleasure in studying business, being busy fighting fires and even solving subordinates' problems. therewith

At the same time, the overall business progress of the department is slow, even the supervisor is busy and the employees are watching.

Cardiopulmonary bypass solution

Because performance management and cardiopulmonary bypass are a systematic problem. Therefore, we can't talk about things. This requires

We should start from all aspects and solve it systematically from the overall level.

Fill a vacancy: from the company level, the most important thing is to improve the standards and clarify the responsibilities, which functional departments are responsible and which are responsible.

The line supervisor is responsible, and to what extent both parties are responsible. What are the rewards and punishments for violating grades? With the rules, there will be Fiona Fang, through the establishment of rules and regulations.

System, solve this problem from the source. Offside should return: the most important thing for functional employees is to change their concepts. Reducing functional departments is a power department, a supervisor's idea, and power belongs to the Ministry.

By strengthening services, door supervisors provide guidance and support to various business departments, take the lead in dealing with the problems encountered by various business departments, and support all.

The work of the business department is carried out effectively.

Dislocation should be in place: the most important thing for supervisors is to change their roles and strengthen management responsibilities. Be fully responsible for the operation of the department. not only

To achieve the goal of personal business, and more importantly, the goal of team business, the supervisor should complete the task with the help of subordinates, rather than shine alone.

Become a lonely hero.

Cardiopulmonary bypass solution

Staff training: As we all know, it is easy to establish rules and regulations, but difficult to change people's ideas. Because many companies have been evaluating for many years.

Many people have long been used to cardiopulmonary bypass, and many employees involved in it are not aware of their mistakes. Therefore, training is very important to change this kind of

The conditions of cardiopulmonary bypass are very important, especially the concept change of middle and senior managers in enterprises. This requires the design of corresponding training courses, such as management.

The role cognition of managers, the human resource management of line managers and the improvement of management skills. Through various training forms such as open training,

The propaganda on the newspaper website and the wall column of the newspaper layout make people realize the wrong ideas and practices and teach them the correct implementation methods.

Let them know what they should do.

Job analysis: through job analysis, a job description is formed, which specifically explains what everyone should do. As a straight line management

, must be fully responsible for department management, in addition to achieving departmental goals, but also clearly pointed out that it has guidance, supervision, training,

Responsibility for evaluation. If a subordinate fails to complete the task, the person in charge shall bear joint and several liability for dereliction of duty. Clearly understand the written and institutional responsibilities of the supervisor.

Organizational structure combing: through organizational structure combing design, the functions of functional departments and business departments are defined, and clear responsibilities and rights are formed.

Department. The general principle is: functional departments mainly coordinate, supervise and support services, analyze and check major events at the company level, and focus on beforehand.

Prevention and post-treatment inspection is a universal system that everyone abides by. Business executives are responsible for managing employees' business. Head of business department

Responsible for checking and supervising the implementation of the core responsibilities and objectives of subordinates. The daily work of the department also needs the line supervisor to be responsible.

Establishment of evaluation: through evaluation, the double skin phenomenon of cardiopulmonary bypass can be effectively changed. Let employees work hard in the direction of enterprise hope. exist

In the design of assessment indicators, line supervisors have not only specific business indicators, but also corresponding employee training indicators and joint indicators with subordinates.

Through the assessment indicators, the supervisor and employees are firmly tied together. Functional departments should have corresponding service indicators, business support indicators and employee satisfaction.

Indicators, etc. , by the service business departments to participate in the assessment, so that the service awareness of functional departments will be greatly strengthened.

The responsibilities of * * *, such as quality, technology, employee turnover rate and other indicators, need to be shared by both line supervisors and functional departments, and * * * should share the responsibility.

Responsibility, according to the proportion of both parties in the work, should design the corresponding weight in the index design. This has the same goal, forcing a straight line.

Supervisors and functional department employees can consider problems from a global and comprehensive perspective. At the same time, failure to perform the penalty clause can force both parties.

Say goodbye to the original opposition, sit down and discuss the solution to the problem, both sides stand on the same front.

In the process of assessment, it should be carried out according to the principle of who gives the order and who assesses. Specifically, the line supervisor issues indicators to employees, the same as.

It is necessary to assess the completion results of employees and feed back the assessment results to functional departments. Functional departments need to determine the principles and standards of the company's overall assessment.

Train employees how to assess, summarize the assessment results of various departments, and feed back the assessment results to the company's decision-making level. In this way, the responsibility of the line supervisor to his subordinates and

You can effectively supervise the goal, coach and train according to its shortcomings, and become a real manager. And functional staff.

The layman examines the embarrassing situation of the expert, and the assessment and management have taken off two layers of skin. Incentive measures: Incentive policies are essential, such as material incentives, honor incentives and punishment clauses. These measures should be compared with the test.

The close connection of nuclear results will further encourage employees to change their behavior, which is suitable for enterprise development. Further transform the two skins of cardiopulmonary bypass into one.

Skin.

Through systematic thinking, extensive publicity and training, clear responsibilities and rights of employees, perfect assessment and incentive measures, cardiopulmonary bypass of performance management,

The phenomenon of two skins will be effectively solved. In this way, functional departments can effectively transform lay supervision into support services, and linear supervision will also be effective.

Give play to its management function. Only when all employees work hard around the same goal of the organization can the enterprise glow with lasting vitality.