How to make employees actively participate in performance management

In the process of implementing performance management, enterprises will always encounter resistance from all sides. Because performance management is not only the change of employees' behavior, but also closely binds employees' interests and enterprise goals, most employees think that performance management is a golden hoop curse brought by enterprises to restrain employees, so they don't understand, cooperate or even passively resist. If we can't solve this problem from the source, performance management will eventually become a pure form, or abortion directly. Then, how should managers at all levels of enterprises solve this problem related to the success or failure of performance management? According to the experience of coaching performance system for enterprises for many times, this paper puts forward some solutions, hoping to inspire managers at all levels of enterprises. Concept change: let employees accept new ideas. Concept change: let employees accept new ideas and make performance plans? Help employees determine their work goals; ? Help employees make action plans; ? Stimulate employees' sense of post responsibility. Performance interview and performance improvement? Affirm the achievements of subordinates and motivate them; ? Help subordinates to analyze the reasons for excellent performance and poor performance; ? Work out performance improvement plan with subordinates; ? Listen to subordinates' opinions or suggestions on the department. Performance evaluation? Evaluate employee performance results; ? Make employees aware of the gap with colleagues. Performance coach? Point out the mistakes in employees' work and impart skills and knowledge; ? Conduct performance coaching in an appropriate way; ? Revise subordinates' goals in time according to environmental changes; ? Feedback the excellent performance of employees and motivate them. Organizational goal decomposition work unit responsibility performance management cycle Under the pressure of fierce competition, most employees hope to have more say in their work through self-management; At the same time, every excellent employee is eager to get fair evaluation and feedback on his work results, and is eager for scientific horse racing mechanism to make himself stand out. The reason why they are disgusted or even hostile to performance management is largely because they don't understand the real significance of introducing performance management into enterprises. Therefore, the successful introduction of the concept of performance management is the premise for enterprises to successfully implement performance management. The purpose of performance management is to decompose the company's strategy step by step and plan each employee's behavior runway with the expected target value, so that employees can give full play to their potential and achieve their work goals while maintaining the same vector, thus ensuring the achievement of organizational goals and achieving a win-win situation for enterprises and employees; Secondly, through the evaluation of employees' performance and quality ability, the gap between employees' existing knowledge and skills and current job requirements and future career development is found, and the direction of improvement is pointed out, so as to provide employees with necessary on-the-job counseling, improve their competence and make employees have more development opportunities in the future. Siemens company cultivates its own idea, that is, through the guidance and help of managers, it can realize the self-management of employees and give full play to their enthusiasm, initiative and creativity. Involve employees in goal setting: change the way tasks are assigned. The substantive participation of employees in performance management begins with their participation in the formulation of personal performance goals. In this process, line supervisors need to change the previous mandatory task allocation method, communicate with employees on the current goals, and let employees understand: the importance of the completion of their respective goals in departmental goals or company goals and the logical relationship between the two goals; What do companies and departments expect employees to do to achieve their goals? What is the right thing to do? What are the measurement standards and corrective measures? What is the relationship between the ultimate goal and motivation? At the same time, the supervisor should also communicate with employees the methods to achieve the goals, possible problems, required resource support and all other issues. For example, do recruiters in HR department take external recruitment or internal competition measures to achieve the recruitment goal of a certain position? Is it better to use on-site recruitment or online recruitment? Human resource managers and recruiters * * * should fully communicate with their subordinates when making this goal together, help them know the correct methods and measures needed to achieve the goal, and avoid wasting resources or affecting the achievement of the recruitment goal because of improper recruitment methods. By setting goals for employees in this way, employees not only feel concerned and valued, but also improve their ability to analyze and solve problems, and at the same time, their resistance to performance management will be greatly eliminated. By setting goals together with employees, employees can have a clear direction and correct thinking in their work, make employees willing to accept the constraints and guidance of work goals, generate great work motivation, lay a good foundation for efficiently completing their goals, and make employees' work goals truly become their own guides. At the same time, supervisors and employees can choose their own goals from top to bottom, which can stimulate personal responsibility and guide employees to actively set challenging goals, which will have a positive impact on personal performance and team performance. In the performance management of many enterprises, employees are completely passive task receivers and performance evaluators, and line supervisors only impose their own performance standards and tasks on employees. When employees are full of resistance to these imposed performance standards and goals, the performance results of their employees and departments can be imagined. Process guidance: helping employees achieve performance. In the process of implementing performance management, the direct supervisor does not just set subordinates' goals and wait for the harvest. Managers who have this illusion can only learn more because they ignore the process guidance for employees. It is clearly pointed out in the concept of performance management that helping employees achieve their goals is the unshirkable responsibility of their superiors. Therefore, after the goal is set, the superior supervisor becomes the coach of the subordinate employees, and the process guidance for the employees becomes a very important task for the superior supervisor. The performance coaching methods of superiors should vary from person to person, and it is enough to give guidance to outstanding employees on the strategy of task completion. Of course, because excellent employees have certain ability advantages compared with other employees, some urgent and dangerous tasks of a department or company are bound to be given to them, and these tasks generally play a decisive role in realizing the current goals of the department or company. At this point, the supervisor should not only seriously communicate with excellent employees to confirm the goals, make detailed and feasible plans, but also break down the tasks or goals into a series of small time nodes. * * * Discuss the possible problems and preventive measures in the process of task execution, regularly check the task execution according to the work plan, help them modify the plan according to the actual situation, solve the feedback problems of employees in time, and ensure the completion of special tasks. For employees with poor performance due to skill reasons, we should not only check and guide the completion of nodes in the performance plan, but also pay attention to the process tracking, point out the knowledge and skills needed to complete the task in time, and impart the mature experience of excellent employees to poor employees, so as to improve their post competence and make poor employees achieve better performance. For employees with poor performance due to attitude reasons, the supervisor should not only publicize the concept of corporate culture, give guidance to such employees on their normal performance, but also care and cherish their personal life and study, cultivate their post identity and organizational loyalty, thus stimulating their enthusiasm for work. In the process of performance coaching, the supervisor should not only give timely feedback on the excellent and poor performance of his subordinates in his daily work, but also make detailed records to provide sufficient objective basis for performance interviews. In the process of implementing performance coaching, if it is found that the employees' work goals cannot be achieved due to changes in the external market environment or objective conditions for achieving the goals, the supervisor should communicate with his subordinates in time the problems existing in the implementation of the goals, and * * * revise the goals, so that the subordinates' goal setting is still challenging and inspiring, and actively accomplish new goals. Performance interview and performance improvement: make improvement plans for employees. Performance interview refers to the communication between the line supervisor and his subordinates on the process and results of performance appraisal, aiming at reaching an agreement on the assessment results, ensuring the fairness and justice of each assessment, and pointing out the aspects that employees need to improve while analyzing their achievements and affirming their advantages. * * * and formulate personal development plans and performance improvement plans for employees. Interview is a two-way communication process, and the superior supervisor should give his subordinates ample opportunities to express themselves in order to effectively understand their problems and ideas. First of all, we should thank the subordinates for their contributions at this stage, guide them to tell the ups and downs in their work and analyze their views on the problem, and let them state and explain the differences. Supervisors should be good at discovering the bright spots of their subordinates and sharing their experiences. For employees with poor performance, we should also praise their good side, establish the confidence of subordinates, and let them make persistent efforts to do a good job. At the same time, the supervisor's feedback to his subordinates should be as specific as possible. Both criticism and praise should be supported by concrete and objective results or facts. With data and information related to employees' performance results, we can truly and fairly evaluate employees' performance, help employees sum up successful experiences, analyze the causes of unqualified items, put forward targeted improvement suggestions, and help employees make executable improvement plans. Avoid vague statements, such as your attitude is bad or your work is good; In addition, ambiguous feedback not only fails to inspire, but also makes employees feel uncertain. The superior should help employees find out the cause of the problem and their own development prospects, formulate new work goals, and give subordinates a new starting point. Through the above-mentioned series of performance management measures, employees will feel that their work goals are clearer than before, and the support of their superiors is stronger in the process of work. At the same time, their supervisor's timely feedback also makes employees know their own advantages and disadvantages at all times, and makes employees gradually realize the change from being afraid of assessment and being assessed to being assessed.