Actual Operation Training For Performance Communication Management

According to the survey, only 32% of the results can be effectively communicated. For performance feedback, most enterprises use fuzzy feedback, and 18% of them even keep confidential the results of the examination without any feedback.

Under such circumstances, the failure of performance management is not surprising.

However, small and medium-sized private enterprises have ignored this point. Some owners even narrowly believe that "I give you a job, you have to work well, and what opportunities do you have to speak".

Mr. Tan Xiaofang (Book teacher performance management training course, please contact 13733187876) think that performance communication throughout the performance management, can effectively eliminate obstacles at all levels, maximize performance, and perfect system requirements can not replace the role of communication.

That is to say, communication is ubiquitous. It exists in the whole process of performance management: communication performance concept, performance goal communication, performance process communication, performance results communication.

Specifically, the lack of communication in the performance planning stage will lead to a dislocation between the performance expectations of the company and the employees' performance goals, which will affect the harmonious and win-win situation between the employees and the employees.

The lack of communication between management and employees in performance implementation and management will make employees' mistakes in the process of work unable to be corrected in time, and the support of resources can not be complemented in time, which will affect the achievement of performance goals of employees and enterprises.

The lack of communication in the performance feedback stage makes it difficult for the employees to be convinced of the results of the performance appraisal, and more importantly, it is impossible to optimize and improve the performance of the next performance, which violates the original intention of improving the performance management cycle.

In addition, the neglect of communication in the management process objectively results in the idle waste of performance appraisal resources.

For example, in the eyes of North American performance management expert, Mr Ban, "performance management" is a continuous communication process, which is ensured by the agreement reached between the employee and its direct supervisor, and in the agreement, a clear goal and understanding of the future work is achieved, and the organizations, managers and employees who may benefit from it are integrated into the performance management system.

The real performance management "is the continuous communication process between the two people". He advocates that the performance management is the communication between the employees and the direct supervisor, the high income investment of the organization and the manager, and builds a complete performance management system at the core.

Tan Xiaofang teacher's course example: 1, clear question: "I want to talk with you about the problem that the quantified index is not up to standard, which is difficult for the company to accept, because..." 2, ask the staff's Thoughts: "explain what causes it" 3, solicit the staff's improvement suggestions, and explain your guidance advice: how will you improve?

4, discuss a plan and write it down: then, we discuss the plan; 5, continue to examine the effectiveness: let's discuss the effect in the next quarter or the same time.

In short, the continuous and effective two-way communication between management and employees is the guarantee for the smooth performance of enterprise performance management, and also the soul of effective performance management.