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Communication: Lubricant For Performance Management

2008/11/17 17:47:00 41918

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Drawing on the advanced management ideas and concepts of the West and combining with the traditional Chinese management ideas, it has been one of the driving forces for the continuous development of management practice and theory in China in the past more than 10 years.

Performance management is a typical management tool in many introduced management thoughts. But after all these years of practice, we have to admit that performance management has been faced with a certain degree of acclimatization in the practice of enterprise management in China. There are many reasons, but ignoring performance communication is a common and important cause.

In terms of definition, communication refers to the process of information pmission, feedback and mutual understanding between the sender and the receiver.

The four principles of communication: communication is understanding; communication is expectation; communication creates demands; communication and information are different; people can not communicate by just one sentence; they always rely on the whole person to communicate, including verbal and nonverbal communication.

Performance management is a continuous process of communication. The process is ensured by the agreement reached between the employee and its direct supervisor, and a clear goal and understanding of the future work is achieved in the agreement, and the organizations, managers and employees who may benefit from it are integrated into the performance management system.

If there is an estrangement between the company and the staff in the process of performance management, it is unreasonable for the examinee to make the performance goal, and the manager is not satisfied with how to help them solve the problem, and the result is unfair.

At this time, the examiners need to communicate, communicate and communicate with those who have been assessed, solve the impassable pipeline, and reach consensus through convection, so as to improve the performance of employees and organizations in communication.

However, Chinese enterprises regard performance planning, performance control, performance appraisal and performance feedback as the four major parts of performance management. However, they often neglect the key to the success of performance management communication.

Performance management is an activity with large amount of information, wide coverage, more work links and high objective requirements. An open communication network should be established.

According to the characteristics of performance management, it is best to use a full channel communication network, which should consist of numerous channels of communication.

For example, for a pharmaceutical manufacturer to manage the performance of its injection workshop director, it may be necessary to communicate between workshop director, production manager, strategic decision maker, HR manager and quality inspector, so that opinions and information can be opened.

Once the communication is adopted, the complexity of the open and full channel network will be very high.

One of the crux of performance management is difficult communication.

Poor communication may be caused by a number of factors in the above elements.

Moreover, from the process of performance management, performance communication does not start at the time of performance feedback, but runs through the whole process of performance management, continuous and two-way communication.

Then how should communication be applied in all aspects of performance management?

（一）績效理念的前期溝通

Before performance management is implemented, if there is no consensus on performance management theories and methods, it may be an extravagant hope to succeed.

Many employees have obvious opposition when they talk about performance appraisal. They think that performance appraisal is a tool used by enterprises to control them. Enterprises can deduct their salaries subjectively, and promote and demote them without reasonable basis.

Employees' attitudes and attitudes reflect the distrust of employees' performance appraisal system.

Therefore, before implementing performance management, enterprises should do enough propaganda work to convey the true meaning of performance management, not only let managers recognize that performance appraisal is the most important means of performance management, not the "stick" of executives who waved to employees, nor should they be "unprincipled" and "muddle like" everyone is good; and let employees realize that performance appraisal is not to create gaps between employees, but to find out the advantages and disadvantages of employees' work in a practical way, so as to enhance their strengths and circumvent weaknesses and achieve continuous improvement in staff performance.

The spread of the concept of performance management can be carried out in the form of full staff training, academic reports, seminars, mobilization meetings, small areas of learning and discussion, etc., so that all employees can have a correct and clear understanding of performance management, grasp the methods of performance communication, establish a system guarantee for system communication, strengthen the implementation of communication through institutional regulations, cultivate communication awareness among employees, and finally achieve the habit of communication from conflict to willingness to communicate actively to solve problems and improve performance.

（二）績效目標的反復溝通

Making performance goals is the most important part of the whole performance management system.

At present, many enterprises in China lack effective strategic communication. After formulating strategic planning, it is very difficult for them to clearly convey their strategic intentions and objectives to employees, resulting in the lack of common direction and goals for departments and employees in formulating their respective goals.

When performance objectives are formulated, the two sides can communicate in the form of face-to-face interviews.

When the company's strategic objectives are formulated, it is the communication between the senior managers. When the departmental goals are formulated, the communication between the senior and middle managers is carried out according to the departmental statement of responsibilities.

At the same time, the goal is to establish the standard of performance appraisal, whether the assessment standard is made properly or not, which is closely related to the degree of communication between different levels of employees.

Through communication between the target itself and the employees to clarify their goals, they will then communicate with the correct methods and measures needed to achieve the goals.

The best measure to achieve a goal is to communicate and complete the resources needed to achieve the goal.

First, make clear the source of resources and how to make use of the necessary resources. If there is no such resources, what resources can replace them.

（三）績效過程的頻繁溝通

Performance implementation process guidance is used to ensure employees perform according to performance plan and correct the deviation in implementation.

After clarified the performance plan, the employees begin to implement the performance plan; in implementation, the line manager understands the progress and obstacles of the employees through communication, and is obliged to provide the employees with the necessary training and necessary resources support and technical assistance to solve the difficulties of the employees in power, technology, resources, experience and methods, so as to ensure the successful completion of the goals.

At the same time, line managers should timely feedback employees' usual performance to their employees, so that their behavior will not deviate from performance goals.

When employees perform well, give timely praise and encouragement to expand the positive impact of positive behavior, strengthen the positive performance of employees, and recognize the work of employees.

On the other hand, when the employee is not performing well and fails to finish the work according to the plan, he should also sincerely propose to help him correct and adjust it.

In the process of performance implementation, the daily communication between a line manager and an employee is divided into formal and informal, regular and non periodic forms. The main forms are: formal work summary; regular talk with employees; regular regular meetings; collecting and recording key events or data of employee behavior or results; informal walk and improvisation communication; temporary communication to problems; informal praise and criticism; idle time chatting.

（四）績效結果的積極溝通

The communication of performance appraisal results mainly includes the completion of staff goals, the reasons for failure to achieve goals, and so on.

Specifically, the content of communication generally includes three aspects.

First, feedback and affirmation.

The examiner and the examiner discuss the performance results of the previous stage, so that employees have the opportunity to put forward the opinions on the results of the examination, and strive to reach a consensus on the results of the examination.

Second, problem diagnosis.

Aiming at some of the goals, the examiners and the examiners jointly analyze the causes, and analyze how to eliminate the influence of these factors, formulate staff training and guidance plan, and draw up the direction and plan for the next stage of improvement.

Third, staff motivation.

The examiners communicated the incentive plan with the examiners according to the assessment results, and encouraged them to learn from each other's strengths and weaknesses.

However, in practical work, the line manager is deeply troubled by the performance interview work. Many times it is a perfunctory and walk away form.

Line managers do not know how to effectively feedback the assessment results to employees, because employees in the feedback process, it is easy to produce self-defense resistance, and even argue with their superiors, the result is not only the expected goal can not be achieved, but on the relationship between the two, it is embarrassing.

如何才能做好績效結果的積極溝通呢？

First of all, do a good job in preparation for the interview.

The line manager should anticipate what questions the employee may ask and what needs to be explained to the employees in accordance with the staff's assessment results and the characteristics of the employees.

其次，安排好面談計劃。直線經理要根據溝通的內容選擇面談方式，如果涉及私事或保密內容，可采用“一對一”的方式。如果是公共話題，可采用“一對多”的方式。

再次，溝通過程應坦誠面對。在績效結果溝通中，一方面直線經理要能夠全面分析結果產生的各種關鍵因素，另一方面，直線經理要強調一時的結果并不代表未來，幫助員工分析出未來績效改善的突破口。另外，績效結果溝通的過程中，直線經理應善于運用各種溝通技巧和方法，例如漢堡原理等。

For examiners, performance communication is a difficult and challenging job. However, communicating with the examiners and improving their performance should be a professional accomplishment and a responsibility.

Communication is a good lubricant for performance management. Only through communication through performance management can the performance management idea be deeply rooted in the hearts of the people, so as to make the company communicate smoothly and create the competitiveness of human capital.