Common mistakes in performance management, what are they?

Performance management is the most effective management tool for operators; performance management is the whole secret of building a great organization. The words speak very definitely "the most effective means" and "all the secrets", visible performance management of an enterprise and the important status and role of business operators.

But the domestic enterprises generally do a poor job of performance management. Domestic enterprises performance management of the five areas of high incidence of terminal illness is summarized as follows:

1, cognitive area

More than 60% of the failure of enterprise performance management is a failure at the outset. Cognitive problems a major manifestation of:

l?On the performance of the wrong understanding: go to the assessment of attitude, assessment of ability, assessment of innovation, assessment of teamwork, etc. Sony is so played to death;

l?Performance management of the cognitive error: PDCA do not do it all, all the energy to do the performance appraisal and bonuses, the situation abounds; the most typical is to think of all kinds of ways to pay the bonus, but no matter how people are not satisfied.

l?The performance management system of cognitive errors: "a center, two mechanisms, three systems" do not know that the performance must be suitable for its growth of the "soil", the results of the first two rounds of effect is good, followed by more and more poor.

l?Cognitive unity problem: cognitive dissonance will inevitably lead to employees feel that this is to buckle, is to squeeze and exploit us. In this situation, if the company does not have a mainstream voice, performance will die. The success of Alibaba's performance management lies in the company's strong publicity to form a mainstream voice: the implementation of performance management is to help employees grow, by the way, to achieve the company's goals.

l?Recognize the level is not enough: many CEOs believe that performance is the thing of the Ministry of Human Resources. Do not recognize that performance is a tool for the implementation of the company's strategy, resulting in doing performance themselves are not involved. There is no water at the source, performance must die.

2, strategic area

More than 30 companies performance management failure is unclear strategy or no strategy. Specifically manifested in:

l performance is human resources in the dry, the senior did not participate in the strategy is not broken down and issued;

l performance indicators of various departments according to their own work actually set their own indicators and strategy is out of touch;

l strategy is too much, a customer strategy theme of 23, I really do not know how much this decomposition of each department has to be the indicator, the focus of the work is actually in the I don't know how many indicators each department must have if they are broken down in this way.

3, performance indicators area

More than 50% of corporate performance management failure is due to the problem of performance indicators set, specifically in the following areas:

l Performance indicators are too many, resulting in everyone assessed very well, the company is not profitable, not profitable;

l Performance indicators are not systematic, resulting in the assessment of managers in general, the assessment of the staff are very good!

l appraisal indicators are not the company wants to focus on the content, and strategy out of touch;

l appraisal indicators of the scoring standard problem, resulting in the appraisal of the number of points depends entirely on the mood of the leadership and feeling.

4, control area

More than 70% of corporate performance management failure is due to the lack of control mechanisms. Control is one of the important mechanisms of performance management, there is no control performance management is bound to "run off" run off the performance management will die, the problems in this area are mainly manifested in the following points:

l check and feedback mechanism is missing;

l check only irregular check, and finally inevitably become a check;

l performance meeting, the last one is not a check;

l performance meeting, the last one is not a check. >

l Performance meetings are inconsistent with the current meeting of the enterprise "two skins".

5, incentive area

More than 48% of the enterprise performance management failure is due to incentive problems, incentive problems are important in the following areas:

l Bonus issued on the basis of personal performance alone, leading to vicious competition, mutual non-sales, departmental non-cooperation;

l Say good can not be honored;

l Appraisal standards are always changing, can be different from person to person. The appraisal standard is always changing and can be different from one person to another, which makes the appraisal serious and authoritative.