How to carry out performance management in small and medium-sized enterprises

From a step-by-step point of view, assuming that the company's strategy has been determined, we have reached a * * * understanding of the enterprise, and we take the strategic landing as the starting point of performance management, then the principles and steps we follow are the decomposition of performance in time and space, from setting company goals, decomposing goals to departments, then decomposing them from departments to posts, and from setting annual goals to quarterly goals to monthly goals. Very simple logic, it should be noted here that target decomposition can not be simply seen as the disassembly of numbers. We should start with specific tasks and measures. For example, to achieve a certain goal of the company, we should not only formulate figures, but also discuss what tasks to accomplish around the figures, and then decompose the specific tasks and standards for measuring the completion of tasks into departments before going to posts.

From the perspective of performance, performance has the theory of results, and credit is not hard work, for example, it will be assessed from profit indicators and sales indicators; There is a process theory that the process determines the result and pays more attention to process management to achieve the result; Competency theory, through the planning, evaluation and improvement of employee competency training, thus improving the performance of individuals and organizations; There is also a comprehensive theory, that is, performance management is carried out from multiple dimensions such as results, processes and capabilities. There is no difference between good and bad performance management methods, but more importantly, it is suitable. Performance management methods suitable for the development stage of enterprises are good, rather than blindly pursuing management innovation. There are many seemingly advanced tools, but they are changed into vests, and the essence is still the same. Starting from our practice, in more cases, the company level should use the result index of KPI, the department level should use the combination of result index and process index, KPI and OKR, and the post level goal should use process index and ability growth index.

From the perspective of performance cycle, the goal of performance management is performance improvement, and the essence of performance management cycle is performance improvement cycle. Starting from the formulation of performance plan (P), the implementation of performance actions (D), the evaluation of performance appraisal (C) and the improvement of performance results (A), it also includes the cycle of individual performance and the cycle of organizational performance. We should pay attention to whether personal goals are reasonable. Whether the individual is fully motivated, whether the post allocation is reasonable, etc. , and the performance cycle of the organization, we should pay attention to whether the strategic objectives are reasonable, whether the values and behaviors enjoyed by the organization have reached the * * * knowledge, and whether the organization's capabilities match. , so as to achieve the purpose of performance improvement.