How to use performance appraisal tools correctly

How to use performance appraisal tools correctly

I collected "How to Use Performance Appraisal Tools Correctly" for you, hoping to help all human resources workers.

In the process of labor disputes between enterprises and employees, most of the reasons for dismissing employees are lack of ability, poor performance or incorrect attitude, or even no written reasons. Drive it away? Employees. From the perspective of labor contract law, there are different standards to determine whether employees are competent for the job, and one of the key issues involved is how to use performance appraisal tools. For example, what is the reason why a boiler worker was fired from a chemical plant? Poor attitude makes it difficult to communicate with colleagues? . Later, employees applied for arbitration on the grounds that the performance appraisal results were invalid, and it was illegal to terminate the contract on this basis. Finally, after mediation, the unit compensated a sum of money to close the case. Let's talk about several common evaluation tools and their legal risks.

First, several common or commonly used performance appraisal tools

1、? Virtue and diligence? Assessment method: This is a traditional performance assessment method in China and a typical fuzzy assessment. Most state-owned enterprises and government agencies use this assessment tool. This evaluation tool is more comprehensive in content, not just evaluating performance, de Qin Neng? It also accounts for a very large part. ? But can Germany be diligent? The biggest problem with the assessment method is that human factors account for a large proportion and are subjective. Sometimes? Good people? 、? Mediocre? The assessment score will be high, and the assessment results will be out of touch with the actual performance. As an evaluation tool, it has the highest risk.

2.360-degree performance feedback: 360-degree assessment method, also known as all-round assessment method, was first put forward by Intel Corporation and put into practice. This method refers to the evaluation of employees' performance through feedback from different subjects such as employees' supervisors, colleagues, subordinates, customers and employees themselves. 360-degree assessment has its own advantages. First, it breaks the traditional examination system in which superiors examine subordinates, thus avoiding the appearance of examiners in the traditional examination? Halo effect? 、? Central trend? 、? Tight or loose? 、? Personal prejudice? And then what? Blind spot for assessment? And other phenomena. The second is to reflect the different views of different examiners on the same candidate. More comprehensive feedback information helps to improve the various abilities of the assessed. The third is a way for employees to participate in management. However, almost perfect tools often have fatal shortcomings: first, they become a way for some employees to vent their personal anger. Some employees don't face up to the criticisms and suggestions of superiors and colleagues, but turn work problems into personal emotions and take advantage of assessment opportunities? Personal? . Second, the assessment and training work is difficult. The organization should train all employees in the assessment system, because all employees are both examiners and examinees. Surgery is also difficult and risky.

3. Management by objectives: Management by objectives (MBO) was first put forward by Drucker, a management scientist, in the book 1954 "The Practice of Management", which is recognized as Drucker's main contribution to management practice. Us president bush put 2002? Presidential Medal of Freedom? Awarded to Peter. Drucker mentioned that one of his three major contributions was management by objectives. It has been successfully applied to many companies all over the world.

The advantages of target management are: first, it forms incentives. The best goal is the goal set by every level, department and member of the organization; The second is effective management. Because these goals are the decomposition of the overall goals of the organization, when the goals of all levels, departments and members of the organization are completed, they are also the realization of the overall goals of the organization; The third is to clarify the task; The fourth is to achieve self-management.

However, the limitations of MBO are as follows: First, it emphasizes short-term goals. The goals in most MBO are usually short-term goals: quarterly, monthly, etc. Short-term goals are more specific and easy to decompose, while long-term goals are more abstract and difficult to decompose. On the other hand, short-term goals are easy to get quick results, but long-term goals are not. Therefore, in management by objectives, organizations often seem to emphasize the realization of short-term goals and ignore long-term goals; Second, the guidance period is long. Management by objectives has very high requirements for managers, especially in the initial stage of management by objectives, which requires organizations to improve the assessment ability, identification ability, goal setting ability and summary ability of management employees through continuous training; The third is poor motivation. You can't change the objectives during the implementation of management by objectives, because doing so will lead to organizational confusion.

4. Balanced Scorecard: BSC(BalancedScorecard) is a powerful tool for strategic performance management. The balanced scorecard was written by Robert, a professor at Harvard Business School. Kaplan and David, presidents of Renaissance Solutions. Norton is creating a set of enterprise performance evaluation system and strategic management tools. It divides the evaluation of enterprise performance into four parts: financial aspects, customers, business processes, learning and growth.

Its core idea is: take finance as the core idea, so as to realize the combination of performance evaluation and financial objectives. The balanced scorecard is more suitable as the revised index system than the upper index of performance evaluation, because the balanced scorecard involves four sets of performance evaluation indicators (more than 20 specific indicators): finance, customers, internal business processes and learning and growth. On the one hand, if every index becomes the object of assessment, then enterprises will have many goals to pursue and achieve at the same time, and managers will often lose their code of conduct and be at a loss; On the other hand, if some indicators are not assessed, they may not be able to restrain managers at all. The design index of BSC is more complicated, so the companies that can use BSC are basically the top 500 companies in the world, and it is extremely rare for small and medium-sized enterprises or domestic enterprises to use it successfully!

5. Assessment method of key performance indicators: Key performance indicators (KPI) are the decisive factors for completing a task and being competent for a post. It is a measure based on job responsibilities and closely related to employees' work tasks, reflecting the focus of each position. During the assessment, select 3-5 important indicators closely related to employees' current work from the assessment indicators of each position, and take this as the standard to assess employees' performance. Generally speaking, key performance indicators cannot be used alone. In the current enterprise assessment methods, some enterprises combine key performance indicators with target management, while others combine key performance indicators with balanced scorecard. There are also enterprises that use it alone. When key indicators are used alone, they measure the ability and quality of employees, not their work performance. They can also play a certain role in comprehensive evaluation, which is suitable for annual or phased evaluation of employees' ability and quality, but not for short-term goal realization.

Second, take the performance appraisal tool as a legal risk to evaluate its competence.

Is there a popular saying in HR? Success is also a performance appraisal, and so is failure? The famous Sony company was once planted in the hands of performance management. It is unrealistic for small and medium-sized enterprises to use BSC, because performance appraisal tools should be adapted to local conditions and time, and different enterprise scales should use different appraisal tools. However, the evaluation must be indexed and quantified, and should follow the SMART principle of index design. Therefore, KPI is an assessment tool that individuals highly admire. But all methods and tools are used by people, and how to apply the results is the most critical! The greatest value of performance appraisal is to find the shortcomings of employees and help improve their performance! Of course, from a purely legal point of view, the by-product of the assessment is the person who is considered incompetent. According to the law, if an enterprise is incompetent after training or post transfer, it has the right to terminate the labor contract one month in advance or after paying the payment in lieu of notice, and of course it also needs to pay economic compensation.

When applying the results of performance appraisal, we should pay attention to two aspects: first, when formulating the standards of competence, there should be a logical progressive relationship between legality and compliance. If the assessment results cannot be linked to the ability standard, once you act blindly, you will lose your wife and soldiers. Second, the performance appraisal system itself is a rule and system, which must go through discussion and consultation, democratic procedures and publicity. If we want to change the evaluation method, such legal procedures must be repeated, otherwise, the incompetent evaluation will lack legal effect for the assessed. ;