Nine misunderstandings of performance management

Lead: the misunderstanding of performance management is the most fundamental reason for the poor performance management effect of enterprises, and it is also the most difficult obstacle to break through. Then, what misunderstandings and misunderstandings do business managers often have about performance management? Here are a few points for everyone to look at themselves.

Nine misunderstandings of performance management 1. Performance management is the work of human resources department.

The first misunderstanding is the most common in enterprises, and it is also the key to affect the final performance management effect of many enterprises. There are many such examples in the practice of enterprise performance management. Company leaders attach great importance to performance management, and the human resources department also makes great efforts to promote performance management. However, the leaders and employees of various departments don't know enough about performance management, and they always think that performance management is the business of human resources department or personnel department. Some business department managers think that filling in the performance appraisal form will affect normal business work; As a front-line leader, he doesn't want to participate in the performance appraisal of his subordinates and thinks that his evaluation is unfair; I always hope that the human resources department or an assessment team will assess employees. Under the influence of this idea, some departments, especially business departments, will passively respond to performance appraisal. If the company's execution is not strong enough, the performance appraisal of the business department will often be aborted first.

Think? Performance management is the business of human resources management department? There are not a few people who hold this view, and even some company decision-making leaders think so. So what is the deep-seated reason for this understanding? In fact, this is related to the development stage of the company and the ability and quality of employees.

First of all, business people don't pay attention to it. In the case of a small enterprise, business personnel play an important role in the company. Regardless of income or status, business personnel are more valued than functional personnel. Business people always think that performance management is a virtual thing, so performance management is not valued by business people.

Secondly, simple and extensive management methods. As a business department manager, he is often used to simple and extensive management methods, and will be very tired of collecting assessment data and filling out performance appraisal forms on a regular basis. At the same time, he will try his best to resist performance appraisal because he doesn't see the benefits brought by performance management.

Third, there is insufficient understanding of management responsibilities. Business departments often like to do it themselves, in fact, this is an incomprehension of management responsibilities. In essence, managers should focus more on management than specific business operations, and should better motivate and guide their subordinates to operate their businesses instead of doing it themselves. The basic functions of management are planning, organizing, leading and controlling, which will be reflected in all aspects of the performance management cycle.

So, how to change the above understanding of employee existence?

First of all, we should instill in them to change the mentality of big salesmen and realize the importance of management; The second is to train managers in tools, methods and skills related to management, especially performance management, to improve their ability and quality and enterprise management level; Third, from the construction of corporate culture, strengthen the company's execution.

As long as the company's decision-making leaders vigorously promote it, I believe that managers and employees at all levels will gradually accept performance management. With the deepening of performance management, managers and employees at all levels will benefit from performance management, and then performance management will also be valued by managers and employees at all levels.

Second, performance management is performance appraisal, and performance appraisal is to find fault with employees.

Many companies do not have a clear understanding of performance management when they start performance management projects. They believe that performance management is performance appraisal, which is a means to restrain and control employees. Increase employee pressure through performance appraisal, and unqualified performance appraisal is the reason for dismissing employees. Some enterprises blindly adopt the bottom elimination system. If the company's corporate culture, business characteristics and management level do not support this method, performance appraisal will naturally be resisted by employees.

In fact, performance management and performance appraisal are different, and performance appraisal is only a part of performance management. Performance management is a complete cycle, including performance planning, performance coaching and communication, performance evaluation and application of performance results.

The purpose of performance management is not to pay performance pay and bonuses, nor to raise wages. These are all means. The purpose of performance management is to continuously improve the performance of organizations and individuals and ensure the realization of enterprise development goals. Performance appraisal is the most important part of performance management, which aims to correctly evaluate the performance of organizations or individuals and effectively motivate them. If performance management is effective, the above four links should be done well, otherwise the effect of performance improvement will not be achieved.

And performance appraisal is not to find fault with employees. The objectives of performance appraisal are both positive and negative. Praise employees for what they have done well, and even have material and spiritual incentives; For the places where employees are not doing well, we should discuss the employees with low performance and give suggestions and improvement plans.

So, how to change this misconception?

First of all, let employees realize that performance management and performance appraisal will bring benefits. No matter performance management or performance appraisal, it will not harm the interests of managers and employees at all levels, on the contrary, it will promote the improvement of personal ability and quality, which is very critical in the increasingly fierce workplace competition. In fact, no organization will eliminate employees because there is no performance appraisal. Without performance appraisal, it does not mean that it is an iron rice bowl. Performance appraisal is a very effective communication medium between supervisors and subordinates. In the process of performance management, employees will get the guidance and support of the supervisor, and the feedback of performance appraisal results will let subordinates know their own shortcomings and deficiencies, thus improving their personal ability and professional level. Third, it is necessary to strengthen the training of performance management tools, methods and skills for managers at all levels, so as to implement performance planning, performance coaching and communication, performance appraisal and application of performance results.

Third, pay more attention to performance appraisal than performance management.

In the implementation of performance management, many managers pay more attention to performance appraisal, but obviously pay insufficient attention to other aspects of performance management, which is a common problem in enterprises that try performance management for the first time. Performance management is a system, including four stages: performance planning, performance feedback, performance assessment, performance incentive and development.

Take the performance plan as an example. It is difficult for many companies to conduct performance appraisal because the performance plan is unreasonable. If some employees set performance goals too high, no matter how hard they try, they can't achieve them. For example, some employees set performance targets low, which is easy to achieve, while others set them high, which makes it difficult to achieve internal unfairness in fact and has a great impact on employees' enthusiasm.

On the other hand, if the performance target is set too high or too low, the incentive effect of salary will be reduced, and the purpose of stimulating employees' enthusiasm cannot be achieved. It is very important to set reasonable and feasible performance targets, and a scientific and reasonable performance plan is the key to the success of performance management.

Therefore, when making a performance plan, enterprises should first pay attention to communication with employees or department heads. As the actual executors, employees and department heads have a better understanding of the specific situation of posts and departments than senior managers and human resources department personnel, and have the right to speak on the setting of work objectives and performance indicators.

Secondly, we must reach an agreement with the employees. Performance plan is used for employee evaluation. Therefore, the two sides must reach an agreement when making plans, which can also reduce the resistance of employees in specific implementation. Third, pay attention to differences with employees. Making a performance plan is actually an opportunity for communication and understanding between superiors and subordinates. Inconsistent and contradictory views on performance plans are also the key to finding problems. It is likely that the superior does not understand the specific work situation of the subordinate, or the subordinate does not understand the specific requirements of the work, or the specific intention of the superior. Pay attention to these inconsistencies, find out the causes and problems, and then communicate more effectively.

It's just as absurd for a student to pay attention to exam results and ignore normal study and knowledge improvement. Performance management is a dynamic process, which sets performance goals through performance plans and defines incentive measures when achieving the goals.

Through target management, employees' behavior, clear goals and transparent incentive system are defined, so that employees can clearly know what kind of efforts they will get and what kind of results they will get. However, whether the goal can be achieved in the implementation process depends on many factors. Employees' own efforts and investment, employees' knowledge and ability, working environment, obstacles in the organization and lack of resources will all restrict the realization of performance goals.

From the enterprise's point of view, it is necessary to continuously track and pay attention to employees' performance in the performance cycle, and help employees achieve the set goals through feedback, guidance, training, understanding the obstacles that affect performance in the organization, and providing support. The role of managers is not to set goals. The shopkeeper of cutting? Stand by and watch, but be consulted, coached and logistics supervisor. The completion of performance appraisal and performance incentive (bonus) is not the end of the performance management cycle. In order to achieve and improve future performance, managers should also work out employee training and development plans with employees, and improve employees' knowledge, skills and abilities through self-study, on-the-job guidance and training, post transfer and participation in internal and external training courses, so as to improve employees' performance in the new performance cycle? Further? .

Fourth, too much pursuit of quantitative indicators, denying the positive role of subjective factors in performance appraisal.

Quantitative indicators play an important role in the performance appraisal index system and play an important role in ensuring the fairness and objectivity of performance appraisal results. However, quantitative assessment indicators do not mean that the assessment results must be fair and just, and the fairness and justice of assessment results do not necessarily need to be all quantitative indicators. Managers who require all quantitative assessment indicators are incompetent to some extent, indicating that they are unable to correctly evaluate the working status of their subordinates.

In the practice of enterprise performance management, many managers hope that all the evaluation index results can be calculated according to the formula. In fact, this is unrealistic. In a sense, managers avoid problems, which is also a lazy behavior of managers. Performance appraisal is not performance statistics, so we must give full play to the subjective initiative of the appraiser and make an objective and fair evaluation of the performance appraisal object according to the changes of the actual situation.

Why can't we all rely on quantitative indicators?

This is because in order to be effective, quantitative evaluation indicators must meet four specific preconditions. If none of them exists, the fairness and impartiality of quantitative evaluation indicators will be questioned. These four specific premises are as follows:

First, quantitative assessment indicators must conform to the company's development strategy orientation. If the quantitative assessment indicators do not meet the company's development strategic objectives, it will definitely have a counterproductive effect. Many companies have a key brain drain rate for the evaluation index of human resources department, and the definition of this index is very clear and scientific. What is this? Key talents? How to identify? Drainage? There are clear rules. It is problematic to evaluate the human resources department with such indicators. There are many reasons for brain drain in key positions. Are you determined to go? Talent? Staying will not make any significant contribution to the company. Evaluate key personnel? Turnover rate? Why not assess key personnel? Satisfaction rate? More appropriate.

Second, the performance target setting of quantitative assessment indicators should be scientific and reasonable, and many factors such as internal conditions and external environment can be considered. If the goal setting is unreasonable and various factors and conditions are not fully considered, it will cause greater unfairness. In the practice of enterprise performance management, the key reason why many companies' performance appraisal can't persist in the end is that there is no substantive way to make performance goals fair and just.

Third, quantitative indicators can be clearly defined and accurately measured, data information is accurate and reliable, and the acquisition cost is limited. In fact, there are still a lot of financial report data bound by many accounting standards? Deal with it? Space, then the reliability and validity of many quantitative data will indeed be questioned.

Fourth, the completion of quantitative assessment indicators will not reduce the quality of work, otherwise it will have a very serious negative impact. It is long-term and far-reaching for organizations to meet the requirements of work quantity by reducing the quality of work. For example, what are the evaluation indicators of human resources departments in many companies? Timely completion rate of training work? Human resource managers who have practiced this indicator should know that no human resource department of a company can fail to complete this assessment indicator. In fact, the completion of this assessment index is sometimes at the expense of the quality of work: the training conditions are not available, but after the training, the necessity and effect of training will be affected.

However, in fact, in the practice of enterprise performance management, not all assessment indicators meet the specific premise mentioned above.

Therefore, since the application of quantitative indicators requires certain conditions, it is necessary to give full play to the important role of process indicators in assessment and fully respect the subjective evaluation role of line superiors in assessment. In fact, no one knows the work status of subordinates better than the supervisor, and any competent leader knows the work performance status of subordinates very well, so it is inefficient to seek fairness and justice in performance appraisal with too complicated methods.

Fifth, the implementation effect of performance management is unrealistic and cannot last.

Performance management is a process of gradual improvement. The achievement of performance management has a great relationship with the basic management level of enterprises, which can not be improved rapidly in a short time. Therefore, it is impossible for enterprises to solve all problems by implementing performance management, so don't expect too much from performance management.

Many enterprises fail to implement performance management because business leaders are eager for quick success and instant benefit, hoping to quickly change the status quo of enterprises through performance management, which is impossible in the short term.

Performance management will have a far-reaching impact on enterprises, but this impact is slow. Performance management affects the business philosophy of managers and employees at all levels in enterprises. At the same time, performance management plays a great role in promoting and motivating employees to improve their working methods and performance, but these changes are gradual, not overnight. Performance management will be effective as long as it persists, and the effect of performance management is gradually emerging.

Six, blindly imitate other people's successful performance management methods

The management system of an enterprise must fully consider the characteristics, development stages, strategic objectives, knowledge, skills and abilities of employees. Ignoring the characteristics of the enterprise itself, blindly imitating and following the management practices of other enterprises can only lead to acclimatization. The performance management practice of an enterprise may help the enterprise to create value, but it may not necessarily help another enterprise to create value. Even if two enterprises produce the same products or provide the same services, they are all in the same area, and employees speak the same language or dialect, there will definitely be differences between the two enterprises. In real life, many enterprises practice? Nazism? For example, the performance management forms and performance evaluation scoring methods of other enterprises (especially multinational companies with excellent performance) are either slightly modified or original, that is, implemented in this enterprise. Especially the so-called popular now? Best practice? Fame, coupled with the help of many consulting companies, has led many managers who are eager to improve their performance but don't know where to start to follow suit, and the results are often counterproductive. As everyone knows, no management? Best practice? Only? Best fit? practice Similarly, in performance management, only a full diagnosis of development, strategy and business objectives, values, corporate culture and so on. In order to solve the performance problem of this enterprise.

Among them, the two most obvious examples are 360-degree evaluation and balanced scorecard.

360-degree evaluation, also known as multi-angle evaluation, mainly overcomes the weakness of traditional evaluation tools that only the boss evaluates his subordinates through the feedback of his boss, subordinates, colleagues and customers, and the performance information collection channel is single and subjective. The results of 360-degree evaluation are mostly used for employee development, promotion and performance improvement. But in many domestic enterprises, the 360-degree evaluation results are all applied to the same salary. In this way, the reliability and validity of 360-degree evaluation will be greatly reduced. After a little knowledge of the 360-degree evaluation, the boss of a private enterprise introduced the company and used it to manage the performance appraisal of employees, which was linked to the year-end bonus. As a result, the employees who were assessed were full of complaints (of course, under the unique culture of the company, no one dared to express different opinions publicly). When evaluating colleagues in other departments? Leave a hand? Or? Traveling? , leading to non-cooperation or even hostility between departments, tearing each other apart. The distortion of the 360-degree evaluation results can be imagined.

Balanced Scorecard is also one of the methods used blindly by many enterprises in China. In fact, the application of advanced performance management and measurement tools such as balanced scorecard requires the cooperation of other organizations. First of all, the balanced scorecard is a powerful tool to link enterprise strategy with performance management and help enterprises successfully implement, communicate and diagnose strategies. Through the balanced scorecard, enterprises can gradually decompose organizational goals into departments and employees, so that individual goals can be coordinated with the overall goals of departments and organizations. Therefore, one of the prerequisites for applying the balanced scorecard is that enterprises must have clear strategic goals. Secondly, the balanced scorecard contains four dimensions and as many as 20 indicators. Therefore, enterprises must have a good information system to support the tracking and measurement of measurement indicators. Thirdly, the concept of balanced scorecard is established and developed on the basis of years of practice of mature and successful performance management enterprises in the West. It is hard to imagine that an enterprise that has never implemented performance management and established a performance culture can successfully use such a complex performance measurement tool. High-rise buildings have sprung up, and basic work cannot be skipped. Otherwise, the foundation is not solid, which will lead to the follow-up work not reaching the expected goal, but counterproductive.

Seven, pay attention to the individual performance management of employees and ignore the overall performance management of enterprises.

The main purpose of performance management is to achieve enterprise strategy and business objectives, and its means is to achieve the overall goal of the enterprise through the realization of employees' personal goals. However, in real management, managers often put the cart before the horse. They pay more attention to the management of employees' personal performance, but despise or even ignore the management of enterprises' overall performance. In fact, the overall performance management of enterprises is the focus that managers should pay attention to, and the performance management of employees is a tool and process. A beverage company originally only assessed the individual performance of employees, but did not start with the overall performance of the company. The result is obvious: excellent employee performance cannot bring excellent enterprise performance. High-performance enterprises often have performance management committees, which are personally led by the top management of the enterprise, and the members include the heads of planning, finance, human resources and other departments. Their task is to ensure that the enterprise's strategy and business objectives can be decomposed into individual employees, so that the employees' workers' objectives can be coordinated with the enterprise's objectives, which not only manages the performance of employees, but also organically links the performance of teams, departments and enterprises as a whole, and manages them well.

Eight, once and for all performance system is established.

Performance management system is not a static and rigid system. The establishment of performance management system does not mean that management will be done once and for all. In addition to the inherent defects of management systems, especially performance management tools, the ever-changing external economic, political, technical and social environment constantly puts forward new requirements for the performance management of enterprises and also brings new opportunities. Looking at the evolution history of performance management theory and practice, we can find that performance management theory is constantly innovating and performance management practice is constantly evolving. From Taylor's scientific management theory and Hawthorne's experiment to the management by objectives, key performance indicators, economic added value and balanced scorecard, western management scholars and business management practitioners have never stopped exploring and improving performance management. What's more, whether a performance management practice is suitable for an enterprise, what kind of corrections need to be made according to the special culture of the enterprise in management practice, and how to learn from the advantages of various performance management tools for enterprises are all problems that enterprise managers, especially top managers, must think about and constantly solve. Are business managers in China right today? Do it or not? This classic Hamlet-style performance management question gives the correct answer. After introducing and establishing the performance management system of this enterprise, we should continue to discuss other issues, such as? Change, or not? ,? Abandon or not abandon? More Hamlet-style thinking, exploration, attempts and other performance management issues.

Nine, the pursuit of exhaustion of assessment indicators

Some enterprise managers want to assess everything, regardless of the details, the work done by employees must be assessed, otherwise employees will be lazy and unwilling to engage in work without assessment.

In fact, the selection of assessment indicators must be particularly cautious. Enterprises should pay attention to the correct performance measurement indicators when conducting performance appraisal. There are many indicators that can be used for assessment. Enterprises should find performance goals that can drive value creation and judge their impact on enterprises. The goal of performance management is to ensure that employees do the right thing. Too many assessment indicators will only distract employees and make them have to? Scratch your eyebrows and beard? . For enterprises, managing costs. Comprehensive and detailed measurement indicators will only increase management costs and distract managers and employees. In addition, the indicators should be easy to understand, and complex assessment indicators will only make employees confused.

After all, performance management is still a relatively new concept in China. Traditional culture and management mode still affect enterprise managers, even any employee of the enterprise. In the process of implementing performance management, due to the influence of traditional management culture and consciousness, the incomplete understanding of new performance management concepts, the limitations of performance system design and the experience and skills of executors, there are various misunderstandings in performance management practice. By summarizing the above nine misunderstandings of performance management in China enterprises, I hope to help managers of local enterprises in China avoid the trap of performance management and get out of the misunderstanding of performance management.