Don't fall into five misunderstandings when implem

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The implementation of performance management should not fall into five misunderstandings

Company A is a state-owned enterprise, founded in the early stage of China's reform and opening up. At present, it is a large-scale enterprise group. With the development of China's reform and opening up and market economy, and the intensification of domestic and foreign competition, the market that company a used to occupy by relying on policy factors is gradually being eroded by private enterprises and foreign-funded enterprises, and the deep-rooted bureaucratic politics A variety of uncoordinated factors such as unclear corporate strategy, increasing assets but declining overall profitability and risk resistance began to emerge

facing the changes in the internal and external environment of company a, its management and most employees basically understand that the company is at the intersection of decline and change in recent years, and feel the urgency of change and innovation. In recent years, senior managers, in particular, have been very dissatisfied with the uneven busy hours, low efficiency and low quality of work of the functional departments of the headquarters. They have repeatedly asked departments to analyze the reasons and improve their work, but there has been little effect. Therefore, the company decided to rely on external forces, starting with human resources reform, and invited consulting agencies to help with the reform

after contacting and communicating with a number of domestic and foreign human resources consulting companies, company a signed a consulting agreement with an internationally renowned management consulting company (company B), and established a project team. The deputy general manager in charge of human resources of the company served as the team leader, the manager of human resources department and the head of management consulting company served as the deputy team leader, and the deputy director of human resources department served as the director of the reform office, responsible for daily work. In order not to affect the work of the human resources department, several young people newly transferred from the government level are arranged in the office to be responsible for daily affairs. Because the senior leaders are too busy, the whole project is basically operated by the project team office

after a period of interview and thorough investigation, company B proposed a consultation plan, that is, the project consultation does not involve the company's business strategy and upper organizational structure design, but the optimization of human resource management system based on the existing strategy and organizational structure. After two months of consulting activities, the consulting company left the company after submitting the plan. The project team of company a is responsible for promoting the implementation of the plan. Please indicate the magazine you are submitting, but one year later, the performance management plan cannot be implemented. Enterprise a has spent a lot of time and energy, but has done a lot of useless work. The structure is that employees are afraid, managers are disgusted, and the human resources management department is broken

why does this happen? This situation is related to the current situation of enterprise management in China, such as imperfect enterprise management, lagging management level, no change in the concept of managers, uneven quality level of enterprise employees, etc., but the fundamental reason lies in the misunderstanding of enterprise managers, especially the middle and senior managers of enterprises, which leads to the wrong direction of performance management. From our research, there are six major misunderstandings in enterprise performance management at present:

basic concept error: equate performance evaluation with performance management

this is a common error with high efficiency, full function and easy operation. Managers of enterprises do not really understand the true meaning of performance management system, do not regard it as a system, but simply think it is performance evaluation, Think that performance evaluation is performance management

this is a very serious misconception. Performance management is a process of continuous two-way communication between managers and employees. In this process, managers and employees reach an agreement on performance goals, and take this as a guide to carry out continuous two-way communication to help employees continuously improve work performance and achieve work goals

if we simply think that performance evaluation is performance management, we will ignore performance communication. Performance management without communication and consensus will certainly set up some obstacles between managers and employees, hinder the virtuous cycle of performance management, and cause differences of understanding between employees and managers. Employees oppose it, and managers avoid it

in fact, the performance evaluation plan is only a link of performance management, only a summary and evaluation of the preliminary work of performance management, far from the whole of performance management. If employees are only nailed to performance evaluation, they will inevitably deviate from the original intention of implementing performance management, and still cannot solve the situation of unclear responsibilities, low performance, chaotic management, and even the possibility of getting worse and worse

managers who only pay attention to performance evaluation think that the form of performance evaluation is particularly important. They always want to design a labor-saving and effective performance evaluation form, hoping to find a universal evaluation form to realize performance management. Therefore, they spent a lot of time and energy looking for performance evaluation work and methods, but they were unable to find a way to solve all problems and an evaluation form suitable for all employees. Unfortunately, they have always been unable to get out of this misunderstanding, so performance management has not been really implemented, in fact, there is a wrong understanding from the source

role assignment error: performance management is only a matter of the human resources department

a common understanding of enterprises is that human resources management is a matter of the human resources department, and performance management is a part of human resources management. Of course, it is done by the human resources department. Some of our general managers only do some instructions on the implementation of performance management, and the rest of the work is called to the human resources department. If it is not done well, it is the human resources department, This is also a very important reason why our performance management cannot be effectively implemented. Although the human resources department is responsible for the effective implementation of performance management, it is by no means complete. The human resources department mainly plays the role of process/procedure maker, work form provider and consultant in the implementation of performance management. Whether to implement it or not and how hard to promote it has nothing to do with the human resources department, which is the leadership. The implementation is carried out at the top of the enterprise, especially to obtain the support and encouragement from the top. Without the efforts of the top, all the work of the human resources department is in vain. The efforts of the top management are not as simple as the mobilization at the beginning, but should run through the whole process until the full implementation of performance management. The top management should carry out process control, because there is also the improvement, update and progress of the performance management system. Every step here is inseparable from the care and support of the top management

therefore, those managers who believe that performance management is the business of the human resources department should immediately change their ideas, do it by themselves, actively become the inspiration and supporter of the human resources department, and help the human resources department carry out this important work

the mistake of being eager for success: always want to reach the goal in one step, and pursue perfection too much

pursuing perfection is a common feature of many of our managers. We always want to find a perfect solution to everything, and hope it can solve all problems. Therefore, managers have shown great concern about the form of performance management. The performance management scheme has been changed and the performance forms have been designed one after another, but they are always unable to find a feeling and are always dissatisfied, which makes the human resources department tired of coping and laborious

this understanding has caused a lot of waste of work in the human resources department, which has virtually wasted a lot of human capital. It has also hit the enthusiasm of the human resources department and affected their work enthusiasm and creativity. No one wants to see that they work hard but fail to achieve results and are not recognized

in fact, if you have done a good job in performance planning and continuous communication, other forms of things are secondary. Performance management is definitely not a simple solution to the problem of assessment. You should change the management mode of managers and the working mode of employees more, and remind everyone to pay attention to performance. Managers and employees should work together on performance and achieve results, which is enough. As long as you pay attention to this, any other form is not a problem

mistake of management concept: thinking that performance management is the business of managers and has nothing to do with ordinary employees

this understanding does not jump out of the misunderstanding of previous performance appraisal, and believes that as long as managers know performance management, it doesn't matter whether employees know it or not. What's more serious is that no one knows what performance management is all about except the human resources department and the general manager, which is also an important reason why performance management can't be implemented

if line managers don't understand, they can't seriously implement it, let alone understand it. If employees don't understand it, they are afraid of assessment. If a new management method is implemented, employees will stay away from it

therefore, necessary training is indispensable. Only when employees understand the benefits of performance management to them can they be willing to accept it, and cooperate with the manager to do a good job in performance work, performance planning and performance communication. Only when managers understand the benefits to themselves can they be willing to accept, participate and promote. Therefore, before the formal implementation of performance management, managers and employees must be carefully trained on the purpose, significance, function and methods of performance management. In a sense, this work is even more important than the scheme design itself

mistakes in the implementation of performance appraisal: only performance appraisal has no performance feedback

feedback interview is not only for supervisors and subordinates to communicate the results of performance appraisal and reach a consensus, but also to analyze the reasons for the failure to achieve performance goals, so as to find the direction and measures to improve performance. Due to the psychological pressure and fear of difficulties of managers and employees for the feedback interview, and the lack of sufficient preparation and necessary interview communication skills of managers, the feedback interview often fails or even has a negative effect, which needs to be overcome

the five misunderstandings in the implementation of performance management summarized above are the most common problems in human resource management, and also the reasons for the failure of human resource reform in enterprise a

precautions for performance management:

performance management is a continuous two-way communication process between managers and employees to help employees continuously improve work performance and achieve work goals. Performance evaluation is only a part of performance management

the implementation of performance management is at the top of the enterprise, and its efforts should run through all the time

don't expect a universal evaluation form. More importantly, it is enough to change the management mode of managers and the working mode of employees, remind everyone to pay attention to performance, work together on performance, test the manufacturer's commitment and achieve results

training is indispensable. Employees and department managers should understand the benefits of performance management

supervisors and subordinates communicate and reach a consensus on the performance evaluation results, and analyze the reasons for the failure to achieve performance goals, so as to find the direction and measures to improve performance. (end)

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