Key points of performance management that professional managers must pay attention to.

Enterprises have invested a lot of money and energy in introducing performance management projects, and people are often most concerned about whether it is easy to use and effective. So what performance management points should be paid attention to as a professional manager?

First, putting the cart before the horse is unacceptable.

Simply put, the implementation of performance management in enterprises is to ensure the realization of enterprise goals. Good performance management should try to closely link the overall goals of the enterprise with the personal goals of employees. However, when it comes to assessment in enterprises, many people mistakenly think that it is to adjust wages, how to pay wages and bonuses, and even think that enterprises are deducting wages in disguise; Some people even complain that we are too busy now to make any evaluation. It is obviously far from its real purpose to carry out performance management with such thoughts and understanding. The boss must bear the responsibility of correcting these ideological prejudices, and must not let these arguments flood the enterprise and shake the morale of the army.

First of all, let cadres and employees feel the clear position and firm attitude of the enterprise. The boss should tell the purpose and significance of performance management to senior management, middle management and grass-roots level on different occasions, and clearly convey the confidence and determination of the enterprise to promote management change. Secondly, let cadres and employees see the actual action deployment of the enterprise. The boss should instruct the human resources department to organize and implement training and publicity. On the one hand, it is the responsibility and obligation of employees to improve enterprise performance and achieve enterprise goals. On the other hand, we should also convey the company's commitment to employees and list some specific incentives that may be taken. Finally, let cadres and employees get feedback and encouragement in time. The boss should personally or through the human resources department, keep abreast of the ideological and behavioral changes of cadres and employees, praise the good aspects in time, and immediately criticize and correct the bad aspects.

Second, the solid foundation is weak.

Once upon a time, a rich man wanted three floors, so he invited craftsmen to Gai Lou. Seeing that the craftsmen spent a long time laying the foundation, he stopped saying, Stop it, I didn't ask you to build it like this. I only want the third floor, not the two floors below. ? Of course, this is just a joke. Without a good foundation, there will be no first floor and second floor, and the third floor in the hearts of rich people is just an unrealizable castle in the air.

As far as performance management is concerned, people tend to pay attention to performance management truthfully, but often ignore problems other than performance management. And these other problems are just the very important foundation that can't be ignored in performance management. We must consolidate the two most important basic tasks. Generally speaking, it is to improve the responsibility system of the structure and optimize the process system.

The core content of the framework responsibility system includes defining the framework, defining the function and defining the responsibility. Based on the long-term strategy and objectives of the enterprise, it is clear which departments and posts should be set up within the enterprise and what work each department and post should do.

The core content of the process system includes sorting out the main operation processes and key sub-processes. Based on the enterprise's main value chain, around the requirements of quality, cost, speed and service, we should sort out the processes of sales management, R&D management, production management, delivery management and quality management to ensure that cadres and employees do things correctly.

As often mentioned in Jin Yong's martial arts novels, if ordinary people want to become martial arts masters, they must first get through the second pulse of Ren Du. In order to carry out performance management, the boss should first optimize the organizational structure, responsibility system and process system, solve the problems such as lack of structure, confusion of functions, unclear responsibilities and poor process, and then get through the meridians of vertical management and horizontal management of enterprises. With a solid foundation, performance management will be easy to implement and achieve the expected results, otherwise its effect will only be castles in the air.

Third, you are not allowed to intervene.

In the process of implementing performance management in many enterprises, managers at all levels always want to stay out of it and hand it over to the human resources department. Unfortunately, some bosses also hold the idea that supervisors at all levels should focus on their own business. The reason seems to be very good: executives are busy, and it will be a burden to pay attention to the assessment, and many of them lack relevant skills. In this way, performance management and enterprise management will inevitably be out of touch, forming two skins.

Managers at all levels know the work in their respective fields, their subordinates and their own work and performance best. They are the first person responsible for performance management, and their responsibilities cannot be replaced by others. Therefore, managers at all levels must be familiar with the necessary knowledge of performance management and master various skills such as target decomposition, assessment standard formulation, performance counseling, assessment scoring, performance interview and so on. The process of implementing performance management in enterprises is actually a process of constantly training supervisors at all levels to achieve professionalism. Only in practice can supervisors at all levels truly master the methods and tools of performance management. Performance management methods and tools can only play a role if they are applied to specific management work.

Simply put, performance management is about goals. As the top manager, the boss should be responsible for the performance objectives of the enterprise. Therefore, the boss should learn to use this set of methods and tools, which can effectively decompose the company's business objectives and key tasks, make an objective and fair evaluation of the performance of direct subordinates, and strictly honor the promised rewards and punishments. The chairman of an enterprise, when organizing cadres and employees to learn the performance management system, personally led everyone to copy the company's performance management system, with neat handwriting, and finally took the closed-book exam like everyone else. The boss takes the initiative to learn performance management, so the following cadres dare not slack off; The boss has mastered performance management. If the following cadres don't, the boss doesn't have to be afraid of being fooled by them, and he doesn't dare to fool.

The boss should also instruct the human resources department to provide technical support to all departments, organize relevant knowledge and skills training and examinations for managers at all levels, and follow up and guide their actual operations to help them perform their duties effectively. At the same time, by understanding the specific performance of learning and mastering performance management, the boss can also find talents that can be further reused.

Fourth, the indicators should not be set too high.

When setting and decomposing goals, many bosses set the index value on the high side. On the one hand, I hope that under heavy pressure, departments and employees will hit higher goals; On the other hand, in order to let enterprises take the initiative in the game with employees. Employees are at a relative disadvantage and have to accept the company's high indicators. Over time, for the setting of goals, employees just habitually passively obey orders and no longer discuss their rationality, thus losing the incentive effect of goals on employees.

In the performance planning stage, a relatively rational and correct approach should not only emphasize the necessity of goal setting, but also give consideration to its rationality. Therefore, as a boss, we should focus on what safeguards and action plans managers at all levels have formulated around the goal and what resources the company needs to provide. Only by effectively dividing the goal into specific and executable tasks and actions can the goal be achieved predictably.

Fifth, there is no need to follow up the process.

As the saying goes, plans can't keep up with changes. But correspondingly, it's not that the plan can't keep up with the change, and our plan doesn't take the change into account. For possible changes, we are required to predict and formulate corresponding solutions. We should establish and maintain a clear understanding that it is normal to have changes and anomalies in the process of achieving our goals, and it is the value of managers at all levels to effectively deal with all kinds of changes and anomalies.

In the performance implementation stage, there are many ways for the boss to follow up the effective process, mainly including reading various daily newspapers, periodic plans and summaries, listening to various special work reports, and viewing the follow-up reports of human resources or business management departments. Of course, for major anomalies and changes, we must personally participate in or urge to solve them. As for the frequency, depth and breadth of boss process follow-up, it should mainly depend on the actual situation and management maturity of the enterprise. The minimum principle should be that information should be kept open, disposal can be authorized, and responsibility cannot be moved down.

Sixth, data collection is not allowed.

We often emphasize the need to speak with data, so that management is no longer taken for granted. As far as performance data is concerned, it can be divided into quantitative data and non-quantitative data according to whether performance data can be quantified or not.

About quantitative data. Generally speaking, the boss is most concerned about the quantitative data such as order amount, sales revenue, output, output value, cost and profit, which will be reflected in the operating statements and financial statements. At the same time, the boss should also pay attention to some key process quantitative indicators. For example, the boss of a manufacturing enterprise should also pay attention to the data of on-time delivery rate of orders, achievement rate of production plans, qualified rate of quality, downtime rate (times) of equipment failure, delivery error rate (times) and other indicators.

Non-quantized data. Mainly refers to the record of the completion of the key work arranged and deployed by the enterprise every year and month. The so-called tasks, specifically, such as drafting the financial system, organizing market research, carrying out a technological innovation, and submitting a performance analysis report every quarter.

In the performance appraisal stage, the most common problem is that the appraisal results are untrue, which affects the objectivity and fairness of the appraisal. The main reason is the lack and falsehood of performance data. In addition, performance data collection should be timely. Therefore, in order to ensure the accuracy and timeliness of performance data collection, the boss should instruct the enterprise management department to organize the design of various statistical tools, establish the collection and transmission path of performance data, and clarify the collection, transmission and verification responsibilities of the corresponding responsible departments and positions.

Seventh, continuous improvement is not allowed.

Generally speaking, each cycle of performance management includes four stages: performance planning, performance implementation, performance evaluation and performance improvement. Every cycle is not a simple cycle, but a step-by-step process, striving to improve and upgrade after a cycle. However, after the performance appraisal is completed, people are most likely to ignore the implementation of performance improvement.

If the performance management cycle is divided according to the length of time, every year is a big cycle, every six months and every quarter is a medium cycle, and every month is a small cycle; Every ten days, every week and every day is a microcirculation. For each microcirculation, we should pay attention to the improvement and promotion of performance quantification, behavior index and evaluation standard. Every large and medium-sized cycle, we must increase the promotion and upgrading of enterprise management foundation and personnel ability. Therefore, the boss should instruct the company to be in charge of the vice president or human resources department, submit performance analysis reports regularly, put forward plans and measures for performance improvement, and track and report the results of performance improvement.

Eighth, it is urgent to see results.

Every system, process and standard of an enterprise needs a process from establishment, implementation to expected effect. The implementation of performance management is no exception, and it also needs a process to make everyone unify their thinking, improve their management level, form good habits and form a cultural atmosphere. The ultimate goal of performance management is to maximize enterprise value. From the perspective of individual employees, the effect should be reflected in the change of employees' thinking and behavior, and the improvement of employees' ability and performance, which can be regarded as the short-term goal of implementing performance management. As far as the whole enterprise is concerned, its effect should be reflected in the professionalization of management team, the standardization of system flow system and the shaping of humanistic enterprise culture, which can be regarded as the medium and long-term goal of implementing performance management. Is it because of performance management? Because? Promote the transformation and promotion of employees and the whole enterprise in the above aspects, so as to maximize the value of the enterprise? Fruit? . Therefore, we should not only achieve quantitative change, but also strive to achieve a qualitative leap. As a boss, you should take the overall situation into consideration, plan as a whole, step by step, and never rush into it.

In order to shorten this process as soon as possible, I suggest the boss take it? Rigid first, then optimized, then solidified? Policy. This is one of the basic principles for Huawei to effectively manage progress. The so-called rigidity is to do it first? Cut your feet and fit your shoes? Act according to the requirements of the system; The so-called optimization is to constantly summarize, improve and innovate in the process of rigid implementation; The so-called curing is to finally realize normalization and standardization. Only by entering the solidification stage and realizing seamless link with other management systems of enterprises will the effect of performance management be more obvious and lasting.