How to do a good job in performance appraisal

With the popularity of management, many companies have introduced KPI assessment systems. But the effects vary widely, and some even hinder the company's development.

Today we will talk about performance appraisal. I hope everyone can leave a message to discuss.

To do a good job in performance appraisal, we must first understand what the purpose of performance appraisal is. I think there are the following points.

First, evaluate the completion of the task.

Second, evaluate employee work conditions.

Third, clarify the direction of improvement.

Based on these points, as well as the performance appraisal situations I encountered at work, let me talk about how to do each point well.

What goals the work needs to achieve should be clearly communicated to team members at the beginning of the appraisal cycle. Don't tell your subordinates that you didn't achieve the goal after the assessment is over, because the subordinates didn't know what goals they needed to achieve at the beginning.

A friend of mine works in data in an Internet company. The boss of the company doesn’t know much about data intelligence. He is the only one doing data work in the company, and he has completed the company's data warehouse system and reporting system alone. As a result, during the performance appraisal at the end of the year, the leader said that his work had not reached the target. My friend asked the leader what his goal was, and he said that he had not used data to understand the business, and the performance of the business department had not improved significantly. This is too confusing, because data intelligence requires the company to have a large amount of data on the one hand, and on the other hand the data team also needs the cooperation of various talents to achieve results. My friend's company has very little data, and he is the only one with data. The leader's imagined goal is basically like reaching the moon. And the more serious problem is, why was such an unreasonable expectation not made clear at the beginning? Once it was made clear at the beginning, my friend would reach an agreement with the leader from the beginning, instead of using this excuse to deduct the year-end bonus at the end of the year.

Therefore, if you want your subordinates to have goals in their work and be convinced in the end, you must clearly explain the work goals at the beginning, so that you can correctly evaluate the completion of the work in the end.

People forget easily, and many of their past memories are one-sided. Friends who have worked for several years must have experienced that during performance appraisals, colleagues who have a good relationship with their leaders perform better.

It’s still my friend who does all the data work. As a result, during the assessment, the leader did not remember what work he had done. Moreover, his leader was not a technical person and was usually suspicious of him. As a result, he was given a very low assessment score.

If you encounter a leader who does not understand the work of his subordinates, does not keep records of employees' work, and ultimately evaluates performance based on relationships, leave as soon as possible. This kind of company has no future.

Record employee performance at least once a week so that a fair evaluation can be made during the final assessment.

When evaluating a person, no matter whether it is excellent, good, medium, or poor, a reasonable explanation must be given to let employees know why they are evaluated in this grade, so that employees can know in the future direction of progress.

My friend's company is still divided into different departments during the assessment, and employees in each department are ranked according to their performance, and then year-end bonuses are given. I think this approach is extremely unreasonable. The level of their company's operations department is very poor, but some people still get high year-end bonuses. The level of the financial products department is very high, but there are still people who don't get year-end bonuses. My friend is even weirder, because he is the only one who does the data, and the results are evaluated together with the artist, and there is no year-end bonus in the end. When I asked the leader why, he couldn't give a convincing reason. In the end, my buddy changed jobs after the year, and his salary was double. It turned out that the company also went bankrupt not long after. It was unreasonable for such a company not to go bankrupt.

Appraisals that fail to explain clearly the results are all rogue and will only make the company worse.

I hope this article is helpful to you. If you have any good ideas, please leave a message. If you want to go further with the author, please pay attention, there will be new discoveries every day.