Performance Management "3+1" Dialogue Solution

Performance management is like a strange circle. On the one hand, it is depicted as the Bible of the manager. It is warmly publicized and advocated. On the one hand, it is abandoned and avoided by managers. It is regarded as "chicken ribs".

Then, where is the core issue of performance management?

First, where is the core problem?

The consensus of the industry is that the crux of performance management lies in communication, lack of communication, lack of communication, going through the motions, formalism and doing superficial work.

People who are familiar with performance management know that performance communication is a difficult problem, and managers and employees tend to avoid this process.

It is said that when the performance appraisal has just started in the United States, the most difficult problem for managers is to communicate with employees about the results of performance appraisal.

When there is a policy, there is a solution. When managers are forced to perform performance communication, when performance feedback is regarded as a task, they adopt the practice of "sneaking" into the employee's office when the employee leaves his seat, and then puts the performance check form on the employee's desk. Then when the employee is away from the office, he sneaks in again and returns the performance appraisal form signed by the employee to the personnel department for archiving, even though he has completed the task of communication, even if he has done the performance appraisal.

This may be a true story, perhaps a legend created by someone, or just a joke.

This is not only a problem in the performance management of American enterprises, but also the biggest problem existing in the performance management of Chinese enterprises. It is a common problem that exists universally and is the core of performance management.

Two, the solution to the problem - Dialogue

The idea of performance management tells us that it is a complete system, has a complete process and accords with the P-D-C-A principle advocated by scientific management. It can be continuously improved and developed to help enterprises improve their management level and achieve long-term planning and target tasks.

From the process of performance management, performance communication is an important link in the whole performance management process. It runs throughout the whole process and plays an important role in every aspect of its system. Without communication, any unilateral decisions of managers will affect the enthusiasm of employees, affect the process of performance management, and reduce the effectiveness of performance management system.

That is to say, the whole process of performance management is completed in the communication and dialogue between managers and employees. It can be said that performance communication determines the process of performance management and determines whether performance management is developing towards benign or malignant.

The performance management of many enterprises has no communication from the beginning. The general practice is to make the assessment form first. At a certain time (usually at the end of the year), the HR department will send the assessment form to the line manager. The line manager will fill in the requirements according to the assessment form, and then the HR department will return it to the archive, then the next assessment, or half a year, or one year.

Because of the mode or system, the performance management of an enterprise is mostly a manager doing something to employees, such as punishment, salary reduction, demotion and dismissal.

Such problems arise from both conceptual and procedural problems. I think more is the problem of method.

If we want to do well in performance management, we must first solve problems through methods, and make scientific management and performance management be recognized, liked and used by scientific managers and managers, so that managers will be willing to manage their performance according to the idea of performance management, help them to grow in performance, be willing to communicate with their employees, and are willing to help employees improve their performance level, enhance their performance ability, and help employees become their own performance management experts.

Therefore, in order to make the performance management run normally on the normal track, and do not deviate from its predetermined track in the course of operation, and truly play its comprehensive effect, enterprises must take the dialogue between managers and employees as the most important part of performance management to study and develop, so that performance management becomes the dialogue and interaction between managers and employees, so that problems can be clarified and resolved gradually in the dialogue and communication between managers and employees, so that the performance management of this holy grail will flourishing in the interaction between managers and employees.

To do a good job of performance management, we must do a good job of performance dialogue between managers and employees, so that performance dialogue can become a habit of managers, solve problems with dialogue, and bring performance management into practice.

Three, "3+1" dialogue solution

According to the idea of performance management, we attribute the process of performance dialogue to "3+1" operation mode.

The so-called "3+1" dialogue mode, that is, the performance management system is designed as a dialogue process of achievement goal dialogue, performance guidance dialogue and performance evaluation dialogue. The three step is to add a control link, that is, record employees' performance and make performance documents.

In fact, it is also an important part of the process system of performance management, from target setting to performance guidance to performance document record to performance evaluation.

Performance management is a dialogue process in three steps, which is also the first principle of Motorola's performance management system.

In order to make the performance management system scientific and effective, we must strengthen the research and development of the "3+1" dialogue mode, so that the performance management system can achieve the three step dialogue within the controllable scope.