Performance management is highlight practical ways to improve employee performance, motivate staff, as well as overall organizational success.
The overall operational performance of an enterprise is inseparable from the strategic planning and goal setting of the enterprise. Under the premise that the direction of the enterprise is correct, the key to corporate performance lies in the work performance of each employee of the enterprise.
Therefore, through the assessment and evaluation of the work performance of the employees of the enterprise, and the timely feedback of the work performance of the employees in a certain period, it can fully stimulate the work enthusiasm and innovative spirit of each employee of the enterprise, promote the ability improvement and potential development of employees, so as to form an efficient work team to fully ensure the realization of the overall performance of the enterprise.
Therefore, the performance management of enterprise employees has been paid more and more attention by enterprises, but in the process of implementing performance management, due to some congenital defects of enterprises, due to the understanding of performance management by enterprises, due to the experience and professionalism of operators, the actual role of performance management is not obvious, and even many enterprise managers are secretive about this.
Based on my many years of experience in HR practice and providing HR management consulting and training for enterprises, the author will share some of his views on the performance management of enterprises for the reference of enterprises and managers.
The four reasons for the failure of enterprise performance appraisal
Organization of performance management
First of all, the organization requires that all performance appraisal results be recorded in writing, but in the performance appraisal process, it is inevitable that there will be emotional subjective assumptions, and once they are in the pen and ink, they become long-term records and affect employees far-reaching. For this reason, managers often adopt an evasive attitude and dare not touch it easily.
Second, organizations often use employees’ performance appraisal results for many purposes, and usually the higher the frequency of exposure of an appraisal event, the greater the pressure and distress the manager. Based on these concerns, managers are reluctant to actually implement the assessment.
Performance management implementer
Americans has always been based on the principle of not being guilty of the world, and the culture of the philosophy of moderation is deep, and most managers are reluctant to play “black face” to make negative evaluations. Therefore, as long as there are “headache characters“, try to delay the performance evaluation work, and the illusion problem will disappear on its own. This is undoubtedly misleading for employees.
Some supervisors are also concerned about the negative effect of poor performance appraisal results, which can undermine employee confidence and team morale. Under such a reluctant attitude of managers, the performance appraisal made must also be vague and cannot form a positive and effective guiding effect on employees.
Employees
The bias or unintentional mistakes of the supervisor or organizer are enough to bring a lot of mistakes to the performance appraisal of the enterprise, and it will also make the employees who accept the performance appraisal become victims. How many employees feel that the company’s performance appraisal process is not thorough enough, and their best side is often difficult to present to managers. They often think that comments such as “ordinary”, “unsatisfactory”, and “substandard” are just frustrating coping by managers.
Problems in performance appraisal itself
- Many enterprises’ performance appraisal standards are not clear in setting and evaluating methods
- Improper implementation of appraisal processes.
- Unclear reliability and validity of appraisal.
- Performance appraisal results are not combine with employees’ performance improvement.
- Other management systems of enterprises lack support for performance appraisal systems are all reasons for the failure of enterprise performance appraisal.
The enterprise thinks that it has found an effective management “weapon”. But due to the deviation in the operation process, resulting in the performance appraisal going through the motions, just in form, advanced has become “taking turns to sit in the bank”, backward “taking turns to carry the stolen goods”. So that in the end managers do not want to test, employees do not want to be teste it. Human resource managers are not interested in organizing examinations.
Second, four ways for enterprises to avoid performance management failures
It can be seen from the above problems that the implementation of performance management by enterprises is not a one-time thing, and an effective performance management system must be established.
Therefore, adhering to a comprehensive, systematic and dialectical concept and effectively implementing performance management should become the basis for enterprises to carry out performance management work.
Let the correct performance management concept penetrate into all employees of the enterprise, eliminate and clarify the wrong and ambiguous understanding of performance management
Performance management is not a “stick” wielded by managers on employees, nor should it become an unprincipled “and thin mud”. The purpose of performance appraisal is not to create a gap between employees, but to realistically discover the strengths and weaknesses of employees’ work so that employees can improve and improve in time.
Although performance management is a vertically extends management system form, according to the structure of enterprise administrative functions. It should also be a two-way interaction process between employees and managers. Which includes in-depth communication between the appraiser and the assessee.
Through communication – The appraiser transmits the work items, objectives and work values to the assessee, and the two parties reach a consensus and commitment, and with the help of the vertically extend performance management system. A transmission and amplification mechanism for value creation is form in the company.
Performance management is a means, not an end, if enterprise performance management can not stimulate employee growth, and then promote enterprise development, then performance management has become a useless “form”. If business managers only want to use performance appraisal to control employees, the results are even more predictable. Therefore, it is especially necessary to improve the modern manager awareness, quality and ability of managers responsible for performance appraisal, so that managers at all levels of the enterprise can truly exert traction in all management activities of the enterprise.
Conduct work analysis and formulate practical assessment standards
In order to ensure the formation of a set of scientific and effective assessment standards, effective work analysis, confirmation of each employee’s performance appraisal indicators has become a necessary part of the establishment of assessment standards. Enterprises should strengthen communication and understanding with managers and employees at all levels through questionnaires, interviews, etc., and make job descriptions for each employee, so that employees have a very clear understanding of their work processes and responsibilities, and also make employees psychologically enter the state of assessment.
Different positions and different responsibilities correspond to different job descriptions, and the indicators of performance appraisal are also different. In the grasp of performance appraisal indicators. It is advisable to grasp the key performance indicators, should be clear and not vague, what is missing and what is need to teste. It should be sensitive and not dull, and try to quantify it as effectively as possible.
Let the performance management system become the intermediary of enterprise value creation and value distribution system
The key to enterprise management is to form a management loop in the management process and form a positive feedback mechanism for enterprise growth. Which is also the enterprise growth mechanism describe by Bill Gates. The effectiveness of the role of performance evaluation, or performance evaluation to truly play a traction and incentive role in the value creation of enterprises, must give full play to the leverage of enterprise value distribution, which is a fundamental issue.
Value distribution includes not only the distribution of material benefits, but also the distribution of challenging jobs, promotions and so on. From the current material distribution, there are mainly salaries, bonuses, welfare allowances and forward income. In terms of wages, it is necessary to make employees‘ personal work ability and performance occupy a reasonable position in the composition structure of wages, and become the main factor for personal salary improvement.
Of course, it is more important to strengthen the motivational effect of the work itself on employees, continuously create challenging jobs and empower them to creative, enterprising high-performing employees, and give them more space for career development. At the same time, excellent managers and R&D personnel are gives stock options, making them their “golden handcuffs”. Among them, performance appraisal and evaluation should truly become an objective and reasonable basis for value distribution among members within the enterprise organization.
Form an effective human resource management mechanism
As an important aspect of enterprise human resources development and management, the smooth progress of performance management is inseparable from the establishment of the overall human resources development and management structure and the improvement of the mechanism, and performance management should also become the value orientation of the company’s corporate culture construction. Enterprises must build the entire human resource management system with an overall strategic vision, so that performance management and other aspects of human resource management (such as training and development, management communication, job rotation, promotion, etc.) are require to link, and mutually promote.
It can be said that if a company cannot establish a benign mechanism for human resource management, it is difficult to survive in today’s era.
Of course, because the indian market economy has just started, India still lacks a large number of professional enterprises, but also lacks a large number of employees with high professional quality, and lacks a large number of professional managers with rich experience in enterprise operation and management, in the work of enterprise performance management, human resource management work, in the overall management operation of enterprises.
We all have such and such problems, have experienced such and such failures or pain, but as long as we are constantly working hard, constantly improving, and constantly improving, we fully believe, Our enterprise can get sustainable and stable development!