Many times employees are satisfied because the organization provides opportunities to create efficiencies. In other words, the causal relationship between efficiency and satisfaction is exactly the op

Many times employees are satisfied because the organization provides opportunities to create efficiencies. In other words, the causal relationship between efficiency and satisfaction is exactly the opposite. The pursuit of satisfaction is even reflected in mutual evaluations between departments. Unfortunately, many departments originally play the role of "dirty bosses", such as the financial department. If everyone is satisfied with it, it may be because it has not done its job well. At this time, the pursuit of satisfaction is to sacrifice the good and the weak. 2. The form must be standardized. Let me tell you a joke first. In the early days of the founding of the People's Republic of China, the father of a division commander came from the countryside to visit relatives. Every time it was time to eat, the teacher would always pick up the phone and ask the canteen to send some food over. Before leaving, the teacher asked him what he wanted to bring. He pointed to the phone and said I want this. Although the teacher was a little confused, he still took off the phone and let his father take it away. As soon as the old man got home, he couldn't wait to tell his wife proudly, "Now that's it, I've brought back a treasure. Just pick it up and say a few words to it, and someone will bring it to you in a short while!" The inspiration of this joke is that you can’t just learn superficial things. Now it’s perfect to tell it to many companies. Most performance appraisal tools come from the West. When companies use them, they often fail to grasp the essentials and only learn the superficial aspects, such as cumbersome forms, employee signatures, etc., which often causes complaints from employees. Performance appraisal comes from the West and naturally has a very strong Western background. When Western companies conduct performance appraisals, the first thing they pursue is not effectiveness, but legality. For example, one day the supervisor promoted Zhang San but did not promote Li Si. If this happened in a domestic company, Li Si would usually scold his boss in his heart, but in a Western company, Li Si would most likely complain to his boss. The lawsuit was filed in court on the grounds that the company engaged in discrimination. In order to deal with possible legal proceedings, the performance appraisal form with the employee's signature will become important evidence. A pragmatic solution: There is no need for advanced management, but appropriate management is the best. The main criterion for evaluating the quality of a performance appraisal system is how well it fits the organization. In other words, as a part of the entire management system, the key factor to be considered when designing the performance appraisal system is its "match" with the enterprise or organization. Several aspects should be considered for such matching: 1. The purpose of the assessment. Is the purpose of assessment to improve the overall operational level and performance of the company, or to achieve reasonable rewards and punishments for employees? Is it to allow the company to operate at a standardized level, or to allow managers with insufficient skills to find a sense of management? 2. Basis of assessment. The basis of the assessment mainly includes whether the organization's strategy, organizational structure, business processes and job responsibilities are reasonable, and whether a common sense has been formed within the enterprise. When the foundation is relatively weak, it is more difficult to transform from individual evaluation based on rewards and punishments to organizational evaluation based on performance improvement. It is worth noting that the currently popular tools such as KPI (Corporate Key Performance Indicator) and BSC (Balanced Scorecard) are more aimed at evaluating organizations. This reminds companies with relatively weak foundations to be careful when choosing evaluation tools. Be cautious. 3. Assessment ability. The abilities assessed mainly include data collection abilities and performance communication abilities of managers. The current representative view on the performance appraisal of Chinese enterprises believes that "performance management is equated with performance appraisal without realizing that performance management is a process, and managers do not communicate well with their subordinates." The limitation of this view is that for Chinese companies, managers' lack of communication skills is a common phenomenon. This leads to a large gap between what the performance appraisal system designed based on the above point of view requires "what managers must do" and "what managers can actually do". Therefore, it is not surprising that the implementation of the performance appraisal system fails. . For Chinese enterprises, the communication ability of managers should be a constraint factor that should be considered when designing a performance appraisal system, and "managers have good communication skills" cannot be used as the premise and basis for designing a performance appraisal system. In the process of designing a performance appraisal system, a more realistic approach is not to seek perfection or follow fashion, but to take "cost-benefit" as an important factor to consider.For example, there were five porters moving a round table together. Some people reported that there was slack in work, so they conducted an assessment. First, they assessed whether they sweated after working for a period of time. As a result, some people did not sweat naturally, while others sweated when they moved a little. Fair; so we assessed the expressions during the moving process, and it turned out that some people were very good at acting, and grinned when moving, but they didn't put in any effort; in the end, they simply bought a set of advanced machines, and everyone wore a pair of gloves when moving. There are pressure sensors on the fingertips, so the assessment personnel can know whether everyone is exerting force by looking at the advanced machine! At present, many companies blindly pursue quantitative management and quantitative assessment, but they do not know that the increase in management costs caused by excessive pursuit of quantification when the conditions are not met often exceeds the benefits obtained, so they need to be treated with caution. The tendency of perfectionism in human resource management of domestic enterprises is often influenced by multinational companies. In China's active human resources training market, human resources directors of multinational companies are very popular training instructors. Their training content often focuses on the introduction of advanced tools, concepts and best practices. In addition to being well-dressed on the podium, they also whitewashed and packaged their work practices, talked about their successes and avoided questions, and the content of their speeches was also mixed with things that "should be" rather than "currently are". This is of course understandable: we originally invited people to come over and talk about "best practices." Moreover, who would tell an unfamiliar audience about their depression, failure and distress at work? But excluding the elements of failure, depression and distress, their descriptions are no different from movie blockbusters: the audience can appreciate the perfection after careful editing, but it is difficult to understand the reality in front of and behind the scenes. Many human resources managers hope that the introduction of the performance appraisal system will be a smooth, once-and-for-all process. However, for Chinese companies, the "business first" survival rule in the early stages of growth makes the company's management system like a rag, with holes everywhere. . After receiving instructions from their bosses to "introduce a performance appraisal system," human resources managers often find that the company's basic management is weak, the processes are unclear, the division of responsibilities is unclear, and the company's development direction is unclear. Enterprises need to make adjustments in many aspects. First, they need to sort out their strategies. Secondly, they need to carry out process reengineering and organizational redesign, and then conduct performance appraisals. These tasks are impossible for human resources managers to do. For human resources managers, the above ideas are often the basic logic for thinking about problems, and in their daily work, they still play the same role as firefighters: solving practical problems. They achieve more realistic goals by introducing an appropriate performance appraisal system when their responsibilities are unclear and the organization is not very reasonable. Solve problems through seemingly chaotic methods to achieve a gradual improvement in the entire management level. The biggest difference between them and consultants is that they can tolerate many imperfections and use the imperfect status quo as the basis for solving problems, rather than "boiling the entire ocean."