Does Performance Management Need To Be Objective And Quantitative? - Zhang Jianming

??? Host: Hello, netizens. In this issue, the guests we invite are Mr. Zhang Jianming, a senior human resources management expert and a senior management skills training expert. Hello, Mr. Zhang.

Zhang Jianming: Hello, host and netizens.
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Host: Mr. Zhang, your courses have been welcomed by enterprises, especially the two courses of Goal and Plan Management and Performance Management Practice. Do you have any secrets?
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Zhang Jianming: Well, in fact, our course is very popular with enterprises. The main reason is that we usually have a very in-depth exchange, communication and interview with enterprises before doing this course. That is to say, when we design this course, we integrate the real needs of the enterprise into our course, and we develop this course according to our own needs. After the course is over, usually after the enterprise has participated in this training, there are still some tools and forms that can be taken back to the enterprise for practical application, so we learned a course, Not only can there be benefits in the classroom, but also there can be benefits outside the classroom. We summarize and refine the lessons learned in the classroom in combination with some practical experience of our previous consulting projects. Therefore, the enterprise still feels more useful and deep.
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???? Compere: So the task of improving the quality of managers, especially middle managers, is quite urgent in enterprises. Why do you think the effect of improving the management skills (training) of middle managers in some enterprises is not obvious?
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Zhang Jianming: In fact, many enterprises face a bottleneck in the improvement of management skills, management level and basic management after operating for a period of time. We found that in our consulting projects, many enterprises need to break through this bottleneck. Where is the key? The key is to improve the management awareness of managers. If our managers lack such a strong awareness of improving management skills and such an internal need to improve management level from the heart, the efficiency, effectiveness and efficiency of the entire enterprise will be deeply affected after a period of operation, That is to say, when we usually do management, we will know that we should be efficient. In fact, efficiency is really very important. In addition to efficiency, we also need to see the effect, especially the efficiency. So we have three nouns to be aware of: efficiency, effect and efficiency. In general, what does efficiency mean? It is a speed of doing things. The effect is whether a result and purpose we want to produce have been achieved. Here, we should pay special attention to our efficiency. What does efficiency mean? That is to say, we should achieve the best effect with the fastest speed and the lowest cost. So we often lack a knowledge of efficiency in many enterprise management. We are not very clear about how to improve management efficiency and how to be an effective manager. In fact, Drucker, the master of management, once proposed that effective managers should do well in five aspects. For example, the first aspect is that an effective manager should first manage his own time well. If an effective manager cannot manage his own time well, he is not an effective manager. The second aspect is actually to know, that is, what is the output of our work, what is the goal we want to achieve, and what is the result of our work. In other words, if we do not know the results of our work, then our work is often blind. Third, as a manager, we should learn to use one of our strengths, especially the strengths of our subordinates. A manager only sees some shortcomings of our subordinates, but does not find some potential strengths of our subordinates. In such a team, employees are not motivated, and it is difficult to improve their efficiency. On the other hand, we will find that managers sometimes lose their way. Therefore, Master Drucker said that effective managers should learn to put the most important thing first, grasp some key points and important factors in our work, which is actually consistent with our 28 principles. On the other hand, management masters also said that as managers, we should learn to make correct decisions. If a manager makes wrong decisions, then the efficiency is not high, then its efficiency is also low. Especially at the moment of financial crisis, we find that some enterprises in the same industry and similar enterprises operate very well, while others operate very hard. What is the reason? One of the important reasons is that some enterprise management is very effective. As someone said, when the tide ebbs, we will see who is swimming naked, that is, when the financial crisis, we can find that the value of management can be truly reflected.
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Compere: Just now, we also talked about the effect of management. Many enterprises choose to do performance management, but some enterprises have failed, but the general performance management is a mere formality. How do you think enterprises should successfully implement this performance management?
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Zhang Jianming: That's true. Many enterprises are very interested in performance management in our implementation projects and training. In our consulting experience, we do our training, including my own work as director of human resources. In this experience, we find that performance management is summarized into five principles of performance management, That is to say, the first, second, third, fourth and fifth aspects of performance management. In fact, the first thing to do is to establish an effective platform for performance management. Why? Performance management is not a matter of one department or one person, but a process that all managers should participate in. Therefore, it is necessary to establish a platform for communication using a unified working language and the entire organization to promote it. What is the second? Performance management has two stages, that is to say, performance management usually has a stage of introduction and a mature stage after improvement. So the first stage, in the introduction stage, we must use performance management simply and practically, and then after a period of time, we enter a stage of improvement, Don't try to be comprehensive at the beginning. If you want to pursue a perfect performance management system, it will be difficult to implement it in the end. So what do we mean by performance management one two three four five? In fact, performance management should emphasize three levels, that is to say, we need to conduct performance management at the enterprise level, then at the department level and then at the employee level. However, some enterprises start performance management at the employee level, but there is no department level or company level performance management, so this practice is actually not very effective, and often becomes a means and tool to punish and assess employees, It has not been used in a way or process to effectively improve the performance of the entire organization and the level of managers. In the fourth aspect, we talked about four links. From performance planning, performance coaching, performance appraisal to performance feedback, many people's performance management is simplified into one link, namely performance appraisal. In fact, this approach is not a complete process of performance management. So we emphasize the need for four links. Finally, let's talk about the "one, two, three, four, five" of performance management, which means five keys, that is, to do performance management, we need to have a goal setting, including the company level goal, and the department level goal, the employee level goal. If we do performance management setting, then the performance management is often empty, without a foundation. So the first is to have goals, and the second is to decompose. That is to say, different goals should be decomposed. The third is also a very important one. Among the five keys, there should be standards. Appraisal standards should be set, that is to say, appraisal standards should be set before appraisal. Fourth, there should be commitment. Because performance management is often a tool to drive employees and force them to do it, what is the emphasis of performance management in practical sense? It is emphasized that there should be a kind of management of employees themselves, and a kind of commitment of employees should be included in it. The last point is to emphasize what? It means constantly improving and improving, that is, what we call a short board management, and constantly improving and improving problems.
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Moderator: Many people think that performance management needs objectivity, some objective goals, objective data, and some objective standards. Do you think that performance management is to pursue these objectivity and quantification?
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Zhang Jianming: Yes, when we do performance management, we need to use objective goals and objective data to evaluate, so that we can truly reflect a fairness. In fact, we know that there are various categories and types of work. If we blindly pursue this objectivity and blindly follow this data, it may not be really effective for this management, but we are like this. Energized work must be quantified. There is no way to quantify something, so we must refine it. Because the process of management is not an overnight process, it is a process of continuous improvement. Therefore, performance management emphasizes objectivity and quantification. Therefore, our principle of energy must be quantified, and we must refine as much as possible what cannot be quantified. In fact, if we know that management should emphasize objectification and quantification, sometimes we think deeply, and management is often combined with our cognition. For example, many enterprises do performance management, which turns performance management into a tool and means to punish employees. After performance management, how much salary is withheld from an employee, and how much bonus is withheld from that employee. What is the reason in fact? In fact, many managers have a deep understanding of human nature, which is based on X. That is to say, people are lazy. If they want to be lazy, they should take a stick and often beat them. If we say that our cognition is based on Y cognition, that person is good and can be encouraged. Give him some good environment, and he can exert his ability. So performance management actually involves a deep understanding of human nature, which is based on X cognition, or Y cognition, or Z cognition, which is difficult to quantify. But this cognition involves a yardstick in the heart of our managers, that is, a conscience of our managers. This is very important.
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Compere: The word conscience is very new, and it is rarely used by Chinese enterprise managers. What do you think the conscience of managers is?
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Zhang Jianming: Actually, this is also very interesting, because if a manager lacks conscience, then no matter how good the management tools and management methods are, they will be ineffective. In fact, this conscience is a basic difference between human beings and animals. It is one of their own views of right and wrong, and one of their own values. How to judge, what is right, and what is