What problems did you encounter in the performance appraisal? Seek an answer

What practical problems will enterprises encounter when introducing performance appraisal? Can we solve the problem by refining the details of performance appraisal? Obviously, the perfection of technology and details in performance appraisal cannot change the loss caused by the lack of management concept and mentality. Hold employees responsible for uncontrollable results. The general manager of an enterprise encountered a problem: after the year-end bonus was issued, two business backbones were very dissatisfied and asked him to explain. The reason is that competitors compete for share in the market area under their jurisdiction, which leads to the failure to complete the performance indicators signed at the beginning of the year and the bonus is affected. This boss is also a headache. It's not that they don't work hard, but that they are really affected by the strong competition of their opponents. According to the company's performance appraisal system, they do not get the full bonus, but the company's insufficient investment in this regional market is a very objective reason. This example reflects a common phenomenon: the "performance" of employees depends not only on their ability and hard work, but also on the external environment. Someone once analyzed this phenomenon and thought that the embarrassment of performance appraisal lies in "evaluating individual performance, but the indicators used are the product of the interaction between team and environmental factors." This leads to a logical error: making employees responsible for results beyond their control. "A general who has made outstanding achievements and won the love of soldiers once said:" Fighting is fighting. Usually, they are very kind to soldiers and have deep feelings for each other, just like brothers. Once on the battlefield, I have to put aside my personal feelings. When I commanded them to charge, I didn't treat them as adults, but as a group of ants. "This is not the general's ruthlessness, but reflects a cruel fact: as the leader of the army, in many cases he must ignore the existence of individuals-a complete, flesh-and-blood soldier-and only use them as tools. This phenomenon is common in the military, but not in the "for-profit organization" enterprises. Barnard, a management prophet, spent a lot of time explaining the "people" in the organization before expounding the organization theory in his book The Function of Managers. There is a saying: "Man can be regarded as an individual, or as just an aspect or skill expression of general material elements. Which of these two views is "correct" depends on the purpose at that time. When calculating the bearing capacity of the floor slab he designed, the architect regarded man not as an individual, but as a function of gravity, and abandoned other aspects of man. "From this perspective, organizations sometimes have to ignore or sacrifice personal interests in the process of achieving their goals. Performance appraisal itself has two different purposes, on the one hand, it has the purpose of organizational management, hoping to promote the realization of organizational goals through assessment; On the other hand, it has the purpose of personal motivation, hoping to take care of each individual's independent existence as much as possible through performance appraisal. These two purposes are full of contradictions and sometimes even irreconcilable. Sometimes a trade-off must be made between efficiency and fairness. In order to solve the contradiction in performance appraisal, many human resources managers are tirelessly looking for the best solution. They really have the courage to dare to fight and lose. Most people think that the "answers" they find are all wrong, but few people think: what is wrong is not the answer, but the question itself? The description of perfect performance appraisal does not exist in reality, which makes our eyes deviate from the reality of the enterprise. In the minds of many human resource managers, a perfect performance appraisal system includes employee satisfaction, standardized forms, advanced tools, complex processes, sense of accomplishment and many other aspects. We might as well do some analysis from two aspects. 1. Employees should be satisfied. Human resource managers are often "fragile" when making assessments, and employees will be uneasy once they are dissatisfied. They should know where the employees' dissatisfaction comes from, because their work is not done well, or for other reasons. Although rewards and punishments are not the purpose of assessment, the application of performance appraisal results often touches the interests of some employees, and no one can laugh when their money bags are flat. It's normal to be dissatisfied at this time. In addition, the subtext of caring about employee satisfaction is to satisfy employees first, and then create efficiency, which proved to be a big misunderstanding. Many times employees are satisfied because the organization provides opportunities to create efficiency. In other words, the causal relationship between efficiency and satisfaction is just the opposite. The pursuit of satisfaction is even reflected in the mutual evaluation between departments. Unfortunately, many departments originally played the role of "black-faced Bao Gong", such as the financial department. If everyone is satisfied with it, it may be because its work is not done well. At this time, the pursuit of satisfaction is precisely to give up the basics. 2. Forms should be standardized. Tell a joke first. In the early days of the People's Republic of China, a teacher's father came from the countryside to visit relatives. Every time a meal is served, the teacher always makes a phone call and orders the canteen to send something to eat. When he left, the teacher asked him what to bring. He pointed to his mobile phone and said, I want this. Although the teacher was puzzled, he took off his mobile 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, great, I brought back a baby. Just grab it and say a few words to it, and someone will send it soon! The revelation of this joke is that we can't just learn superficial articles. It is more appropriate to tell many enterprises now. Most of the tools for performance evaluation come from the west. In the process of application, enterprises often fail to grasp the essence and only learn the surface, such as cumbersome forms and employee signatures. , often let employees complain. Performance appraisal comes from the west and naturally has a very strong western background. In the process of performance appraisal, the first thing that western enterprises pursue is not effectiveness, but legitimacy. For example, one day, the supervisor promoted Zhang San instead of Li Si. If this happens in domestic enterprises, Li Si will generally scold the boss, but in western enterprises, Li Si is likely to sue the court on the grounds of company discrimination. In order to cope with possible legal proceedings, the performance appraisal form signed by employees will become important evidence. Pragmatic solution management is not advanced, but it is suitable. The main criterion for evaluating a performance appraisal system is its matching degree with the organization. In other words, as a part of the whole management system, the key factor to be considered in the design of performance appraisal system is its "matching degree" with enterprises or organizations. There are several aspects to be considered in such matching: 1. The purpose of the evaluation. Is the purpose of assessment to improve the overall operation level and performance of the enterprise, or to achieve reasonable rewards and punishments for employees? Is it to let the enterprise operate normally, or to let the unskilled managers find a little management feeling? 2. Basis of evaluation. The basis of assessment mainly includes whether the organization's strategy, organizational structure, business processes and job responsibilities are reasonable, and whether * * * knowledge is formed in the enterprise. When the foundation is weak, it is difficult to change from personal evaluation based on rewards and punishments to organizational evaluation based on performance improvement. It is worth noting that the most popular tools such as KPI (key performance indicator of enterprise) and BSC (balanced scorecard) are used to evaluate organizations, which reminds those enterprises with weak foundation to be cautious when choosing evaluation tools. 3. Assess ability. Assessment ability mainly includes data collection ability and performance communication ability of managers. At present, there is a representative view of enterprise performance appraisal in China, which holds that "performance management is equivalent to performance appraisal, without realizing that performance management is a process, and managers' have no good communication with subordinates". The limitation of this view is that it is a common phenomenon for enterprises in China that managers lack communication skills. This leads to a big gap between the performance appraisal system designed based on the above viewpoint, which requires "what managers must do" and "what managers can actually do", so it is not surprising that the performance appraisal system has not been implemented. For Chinese enterprises, when designing performance appraisal system, managers' communication ability should be considered as a constraint factor, and "managers have good communication ability" should not be regarded as the premise and foundation of designing performance appraisal system. In the process of designing performance appraisal system, it is more realistic to take "cost-effectiveness" as an important factor, instead of seeking perfection and keeping up with the fashion. For example, five porters moved the round table together, and some people reported being lazy, so they were assessed. First, evaluate whether they sweat after working for a period of time. As a result, some people are not born to sweat, and some people sweat when they move a little, which is unfair. So I checked my expression while I was moving. As a result, some people acted very well and grinned when they moved, but they didn't contribute. Finally, I simply bought an advanced machine. Everyone wears a pair of gloves when they move, and there are pressure sensors at their fingertips, so that the appraisers can know if they are exerting force when they look at the advanced machines! At present, many enterprises blindly pursue quantitative management and quantitative assessment, but they don't know that the increase in management costs caused by excessive pursuit of quantification is often not worth the loss and needs to be treated with caution. The perfectionism tendency in human resource management of domestic enterprises is often influenced by multinational companies. At present, in the active human resources training market in China, the human resources directors of multinational companies are very sought-after training lecturers, and their training contents often focus on the introduction of advanced tools, ideas and best practices. On the podium, in addition to being well dressed, they also whitewashed and packaged their work practice, talked about success and avoided problems, and the content of their speeches was also mixed with something that should be there, not something at the moment. This is of course understandable: people were initially invited to talk about "best practices". Besides, who will tell a strange audience about their frustration, failure and distress in their work? But excluding the elements of failure, frustration and distress, their descriptions are the same as those of movies: the audience can appreciate the perfection after careful editing, but it is difficult to appreciate the truth behind the scenes. Many human resource managers hope that the introduction of performance appraisal system is a steady and once-and-for-all process, but for China enterprises, the survival rule of "business first" in the early stage of growth makes the management system of enterprises like a rag, full of holes. After receiving the boss's instruction to "import performance appraisal system", human resource managers often find that the company's basic management is weak, the process is unclear, the division of responsibilities is unclear and even the company's development direction is unclear. Enterprises need to adjust in many ways, first of all, they should sort out the strategy, then carry out process reengineering and organizational redesign, and then do performance appraisal, which human resource managers can't do. For human resource managers, the above ideas are often the basic logic of their thinking, but in their daily work, they still play the same role as firefighters: solving practical problems. It is in the case of unclear responsibilities and unreasonable organization that they achieve more realistic goals by introducing an appropriate performance appraisal system. Solve problems through seemingly chaotic methods and realize the gradual improvement of the overall management level. The biggest difference between them and consultants is that they can tolerate many imperfections and take the imperfect status quo as the basis for solving problems instead of "boiling the whole ocean".