Degang Guo Deyun Society Performance Appraisal; What you evaluate, you will get.

When it comes to performance appraisal, we have to mention KPI, a performance appraisal method that most domestic companies are applying.

If KPI is summarized in one sentence, it is "what you assess, you get what". As for whether the result is what the enterprise wants to see, it depends on the HR level of designing and implementing the performance system.

If the level is not enough, performance appraisal will often be made into a joke.

0 1, Deyun Society Performance Appraisal; Everyone is perfunctory with you.

Degang Guo founded Deyun Society, the full name of which is Beijing Deyun Society Culture Communication Co., Ltd., and has been operating as a company.

One day, the leader of Deyun Society made a performance indicator on a whim: "Now this VLOG (video blog) is particularly popular. Everyone shares some trivial things in life and interacts with everyone. "

The intention is good, but once VLOG is included in the performance appraisal, you will find that everyone is trying their best to perfunctory you.

Gao xiaobei eats apple VLOG

Quietly recorded a video of eating apples for one minute.

Sun Jiufang eats leek box VLOG

In vlog for nearly three minutes, if it weren't for burning your mouth, it would be suffocating.

Sesame seed cake climbs 20 flights of stairs.

And VLOG who cooked coffee for six minutes by himself.

Grind coffee beans, boil water ... make coffee by hand and shake it for about 6 minutes.

Everyone's performance indicators have been achieved, but what's the point of these VLOG?

Performance is to ensure the realization of strategic objectives. Deyun Society's strategy is to "let cross talk return to the theater" and do "real cross talk". Not to mention the strategy, these Vlog are far from the short-term "work goals".

When performance becomes perfunctory, it loses its original meaning.

02, no performance = waiting for death, performance = waiting for death.

In fact, evaluations like Deyun Society can be found everywhere. The result of blind implementation of HR is often that employees obey on the surface and resist behind. The development of enterprises is stagnant, and the more they manage, the more chaotic they are.

Performance appraisal can not only not motivate employees to achieve their goals, but also have the opposite effect, making employees "disgusted with management and perfunctory about their work".

However, it is impossible not to do performance appraisal. Employees are lazy. Without motivation and assessment, there is basically no motivation.

Xiaomi, who once said that it doesn't do performance in China, is an example. At the annual meeting of 20 16 Xiaomi, Lei Jun proposed "just be happy and go to KPI". At the annual meeting of 20 17 Xiaomi, Lei Jun immediately set the KPI of "the overall income exceeds 100 billion". Because the performance of Xiaomi plummeted in 20 16, the sales volume did not enter the top five.

03 do a good job in performance design; It's never easy

"Don't wait for the performance to die, do it indiscriminately." Performance appraisal is really difficult for many enterprises, so some companies even spend millions of external consultants to do performance diagnosis for enterprises.

Under such circumstances, an HR who knows how to "connect strategy and set performance" has become a "fragrant cake" in the eyes of enterprises. Knowing how to design a performance system according to the current situation of the enterprise, rather than simply grading the performance of HR, the salary has always been high.

The reason of high salary is naturally based on the value of performance design to the enterprise and the difficulty of this work operation. Performance appraisal is never as simple as scoring and filling out forms.

Why do many small and medium-sized enterprises often have poor performance in reality?

The performance appraisal of many enterprises is still: basic salary+commission+performance salary.

Description: The basic salary is lower and the commission is higher. Every month, 30% of the total salary of "basic salary+commission" will be regarded as performance salary, for example, "basic salary+commission" = 1 1,000 yuan, and then 3,000 yuan will be regarded as performance salary, and then it will be broken down into different indicators according to different proportions. Every month, the enterprise will put forward corresponding targets for each performance indicator, and finally use KPI scoring method according to the target achievement rate. But employees rarely get 100 points, which means employees will be deducted several hundred yuan every month!

Summary: Disadvantages of basic salary plus commission:

1, increase the basic salary, increase the fixed cost, and directly take the profits. If the proportion of basic salary is large, it will also reduce the creativity of employees.

2. Although it is better to increase the commission point than the basic salary, under the same performance, the cost-expense ratio of the company will increase and the profit rate will decrease relatively. Moreover, the incentive to increase points is time-sensitive. Generally, there will be some effects in the first month or two, and then it will return to normal in the past. Moreover, there is no feeling when employees are added less, and the company can't afford to add more.

Thinking: What do enterprises buy from employees?

Time, study? Physical strength? Experience? Ability? Loyalty? Experience?

Neither. To be an enterprise, the first priority is to make a profit.

What enterprises buy is the explicit value of employees-all values oriented to results and effects!

We should reflect on whether the internal incentive mechanism of enterprises can make employees work voluntarily and whether enterprises can operate independently.

Therefore, small and medium-sized enterprises should change the salary incentive mechanism to motivate employees and let them go to work voluntarily. KSF salary full performance model is especially recommended here, which can realize enterprise profit growth and employee income increase through humanistic value-added synchronization.

Change the fixed salary model to KSF salary performance model (suitable for middle and senior managers and front-line salespeople)

Fixed salary increase is the result that employees want, but the corresponding result is that the wage expense ratio of enterprises increases and profits decrease. Employees stayed, but enterprises rose.

The higher the proportion of fixed wages, the greater the sense of security. However, the price of giving employees a fixed salary increase is an increase in expenses, a decrease in profits and an increase in risks. After all, no one can guarantee that employees with high fixed wages will make high performance.

In order to ensure the interests of enterprises, reduce the proportion of employees' fixed wages and increase the floating part of wages, and there is no upper limit on the floating part of wages, so that employees can make greater achievements for their own income.

KSF is a win-win model for managers and enterprises, and it is a salary scheme that provides employees with salary increase opportunities without increasing the cost of enterprises, thus encouraging employees to work hard. Generally, 6-8 performance incentive channels will be opened for managers, and a balance point will be found in each channel. After this balance point, the distribution details will be made.

So how is KSF's salary designed under the salary model?

1) Improve the flexible creativity of salary, with the flexible part accounting for more than 50%-the more flexible the part, the more creative it is.

2) Divide and subdivide the value of employees, price the value by category, and create how much value to get the corresponding salary return. Really get more for more work.

3) Combining the output value quantification with the value quantification, taking the result as the guidance, deeply analyzing the relationship between the value model and the output value, and establishing a mutually integrated calculation model.

Example of KSF Salary Performance Design Scheme

How to pay the production manager of an enterprise? According to the traditional salary model, it may be fixed at 5000 yuan, as long as he can guarantee that there is no problem. As for the expense rate, cost, staff turnover rate and profit rate, it has nothing to do with him and he won't care.

In KSF mode, his salary distribution is: fixed salary (20%)+ broadband salary (80%), and a part of broadband salary is allocated to 6-8 indicators, and each indicator is set with a balance point (the balance point is selected from the average data of the past year or the knowledge points reached by the boss and employees). As long as the balance point is reached, employees can get this part of their salary.

In this case, we use KSF model to divide his salary into eight parts. And these are closely related to the interests of the company. As a production manager, I also have the ability to improve.

1. For every X yuan increase in output, Y yuan will be awarded, and for every X yuan decrease, Y yuan will be paid less; 2. Every time the cost rate of auxiliary materials is reduced by U, reward V yuan, and every liter of U, pay less V yuan; 3, product performance qualification rate, every increase of m%, reward N yuan, every decrease of m%, less reward N yuan; 4, timely delivery rate, every increase of a%, reward B yuan, every less a%, less B yuan; 5. Employee turnover rate. If there is no turnover rate, reward 200 yuan. For every loss of 1 person, 100 person will be lost;

summary

If enterprises want to maintain long-term performance, they must establish reasonable reward standards.

With reasonable standards, we can correctly calculate the performance of personnel in various departments, and then give appropriate rewards and returns according to the performance, so that employees can play their greatest potential.

Private letter "performance", free to send 100 minutes of internal training video on salary performance management.

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