How Can An Advanced Process Assessment Be Appropriate?

Sometimes marketing is just a layman in marketing, and the best choice is to "govern by doing nothing" and reuse the process assessment that can serve the people, pay attention to the results and discard the idealization.

But in reality, the most common and hardest thing is precisely "inaction and desire to govern".

[phenomenon]

Q's new marketing management team took office.

As a recruited paratrooper, they urgently need to prove their abilities with their achievements.

Although it is a new industry and new enterprise, it needs a familiar process, but the marketing director and team members have many years of practical experience, and they are full of confidence in themselves.

How can the sales performance increase significantly in the short term?

Regional performance appraisal is a top priority.

At that time, the Q enterprises had seven large areas in the national market. The marketing director believed that the extensive management model that used to check the sales performance in the past was to be changed. There was no ideal result without the perfect process, and the performance evaluation index should be refined as far as possible.

His goal is to work in every area, everyone, and every day. The incentive is linked to the sales movement, and the work process is strictly monitored.

To this end, the promotion activities, terminal construction, after-sales service, shop decoration and other work are included in the assessment range, which will affect the performance income of regional business personnel.

On the index setting, they refer to previous experience in other industries, and set up a large scale system, including attendance, travel time and customer visits. They also have mandatory regulations, including market information collection, product quality feedback and other special assessment.

There are dozens of awards for large and small businesses.

But a year later, the overall sales performance failed to grow, and many regions even appeared in the history of rare landslides.

It's just that the marketing department's promise at the beginning of the year is still to be honored, which is very annoying to the boss, pointing to the director of the marketing.

This really depressed the "parachute" team, and the "cake" of the market performance of the enterprises did not become bigger. The "cheese" of the performance award made the business people eat a lot.

It's a good assessment policy. Why is it so bad?

Examining from "drinking game"

Airborne troops did not realize that policy guidance is more important than indicator details in regional performance appraisal.

In order to clearly illustrate the different effects of different types of policies, we can envisage participating in a "drinking game".

Suppose the marketing director leads a group of subordinates to "share the wine" with their customers, and the more alcohol they drink, the better the sales performance.

The director has a certain amount of bonus as a reward for performance.

The purpose of the game is to draw up a set of reward rules and use the bonus to encourage you to drink the most wine.

Managers usually have four ways:

Practice 1: bottle opening is the prize.

This is actually a "negative incentive policy".

At this time, the manager is like a blind man, who "drinks" with his eyes closed.

As long as you hear the opening of the "bottle", the reward is sent out, which is the worst way.

It is useless to drink wine until it is opened.

How many promotions have been done and how many terminal outlets have been built, will it definitely bring sales volume?

When making performance reward policies, enterprises are most likely to make such a simple mistake. They regard the process as a result, resulting in the weakening of the outcome indicators. The reward is issued, but the performance is not.

Business people are competing for the show. Promotions do not pay much attention to the effect of the promotion. The quantity of the terminal construction depends on the quality. The result is that many bottles have been opened, but there are not many of them in the belly, but the rewards are often taken away by those who will be "superficial".

This will make it hard for those who work hard, and those who cheat and cheat, will lead to a negative change in their mindset, which is worse than no performance appraisal.

Practice two: how many awards?

This is often a kind of "invalid incentive policy".

It's the simplest and the easiest way to get a bottle of a bottle.

On the face of it, managers are no longer confused by the complicated process, and have seized the core of the results, but the actual results are not satisfactory.

Because the number of prizes given to them will make those who are "big drinker" secretly take advantage of them. Even if they do not sell their strength, they will receive more rewards than others.

Enterprise performance award is usually measured by sales volume, but sales volume in a region is often the result of multiple factors: whether the market is mature or not, whether the competition is fierce or not, the size of the enterprise input, the quality of the channel foundation, and so on, these factors are intertwined, and sales volume in each region is difficult to be comparable.

Do the work in the big sales area work better than others?

I'm afraid not.

Some areas with good foundation can eat for several years even if they are "sitting idle". Enterprises are rewarding "history" instead of rewarding the present and the future.

Rewards are often taken away by those with "congenital superiority".

Such reward rules can not fully mobilize everyone's enthusiasm for work, so that many enterprises have wasted money.

Practice three: incremental reward.

This is an effective incentive policy, especially for short-term performance growth.

In drinking games, in order to make those who can not drink and drink more, people who drink can only drink more than others.

In the past, if you didn't drink one, you would get a prize if you drank one bottle. Before you could drink two bottles, then only third bottles would be awarded this time.

The advantage of this is that the participants themselves are comparable, and the reward strength has been greatly improved under the premise that the total reward is unchanged.

Similarly, enterprises should set incremental prizes on the basis of annual sales volume in each region.

All the rewards are used in increments, giving everyone the chance to participate, no matter how the regional foundation is, so long as there is progress in the past, we can get the reward.

In this way, every business person can find a suitable direction for their efforts. If the reward is sent to those who work hard, the sales volume of enterprises can naturally increase in the short term.

Practice four: average increment award.

The third method can increase sales volume in short term, but the effect is very difficult to last.

The reason is simple: if the high increment award was awarded last year, the base number will increase this year, which will bring new difficulties to the growth area. Who can guarantee the annual growth of the region?

After all, the increment needs ruminating and digestion time.

Therefore, every year the incremental reward incentive mode is used to turn the "geomantic omen".

In the past year, which area has done poorly, the chance of winning the prize next year will be great. In the next few years, the reward policy will be nominal.

How to solve this drawback?

The average increment award is a feasible method.

The average number of sales in the first three years of each region is taken as the base, and the excess part is given the "continuous increment Award", which is better in practice.

In this way, the regions will no longer worry about doing well this year. Next year, the index will be lifted rapidly.

Although it is inevitable that "rising water is high", it is gradual and orderly, and is within the acceptable scope of business personnel.

One year's growth may be a fluke. In three years, it can eliminate accidental factors on average, how much basic quantity should be completed in a region, and the evaluation of enterprises is more reasonable.

Instead of asking for a drink at a time, changing to a drinking game requires a continuous increase in alcohol consumption; if you drink more than the average number of your first three times, you will be rewarded.

In this way, the reward is sent to those who work hard and pay close attention to the long-term interests of the enterprises. Performance appraisal establishes a virtuous circle atmosphere and becomes a "continuous and effective" incentive policy.

What determines the assessment orientation?

When the performance appraisal policy is formulated, the proportion of process indicators is too large, so it becomes a management mode of "planned economy".

If you want to manage everything, you may end up with nothing.

But if we ignore the process completely, we will only talk about heroes with the result of success or failure, and let the business people fight each other's own businesses. The enterprise will lose monitoring and guidance, so it is difficult to achieve satisfactory growth.

In this way, the result assessment and process assessment are both important and one-sided.

But this conclusion is just a "right nonsense" for an enterprise.

What is important is that we must be clear about what conditions should be guided by results and when we must focus on process orientation.

In practice, we find that what kind of performance appraisal policy is adopted is closely related to the ability of managers to control the market.

When managers have sufficient first-line information, mature means of operation and high management level, they are in a strong position and vice versa.

In reality, we can distinguish between four situations.

1. strong managers adopt process oriented and best results.

This is the management mode of "governing by doing something".

To put it simply, "I understand, and let my subordinates understand".

Under such circumstances, managers know more about how to operate the market than their subordinates. It is necessary to copy their mature experience in large numbers, so the weight of process assessment must be increased.

At this stage, the various process indicators are numerous baton commands, which play a very good role in guiding and binding, such as the manager's ear to face and personal guidance, so that subordinates can be freed from the backward work style in the past and replaced by better methods and more effective means, so as to avoid being self fumbling and taking detours.

Managers use efficient operation mode instead of subordinates inefficient mode of operation, of course, the output effect is doubled.

In this case, managers tend to be centralized, and the way they talk with their subordinates is as long as they are done according to the company's requirements, and the responsibility is not on the sales volume; if you fail to meet the requirements, you will be prosecuted for the increase in sales.

2. disadvantaged managers use result oriented results.

This is a management pattern of "governing by doing nothing".

Simply speaking, "I don't understand, it doesn't matter. Don't confuse your subordinates."

Not all leaders are more competent than their subordinates. Sometimes marketing is just a layman in marketing.

If the manager's market operation ability is still insufficient, he can not copy his immature experience arbitrarily, he should increase the weight of the result assessment and give his subordinates the opportunity to give full play to it.

At this point, the disadvantaged managers should avoid their inferiority and should not guide subordinates in everything, nor should they set up too many unrealistic and idealized process indicators.

Although the overall operational efficiency is not ideal, at least it does not use its low efficiency to replace the relatively high work efficiency of its subordinates, so it will also achieve good sales performance.

Managers in such situations are often authorized. They talk with their subordinates in a way that is difficult to talk about and hard to do. I don't care what you do. I only recognize sales performance.

3. strong managers adopt result oriented and poor results.

This is a management mode of "doing things for no reason".

To put it simply, it means "standing by while you have the ability."

This is relatively rare.

In reality, when managers are very strong, few people will see their subordinates everywhere and not to guide.

If it really happens, it can only be attributed to fighting against people and being dishonest.

4. disadvantaged managers adopt the process oriented approach with the worst effect.

This is the management mode of "no action but desire to govern".

Simply speaking, it is "lack of ability, but blind self-confidence".

This is the most common and the most dangerous.

In reality, many marketing managers have only a smattering of market operation, but are very willing to use process assessment to change subordinates into their own imaginary appearance.

Because of too many indicators or unreasonable assessment criteria, the process indicators often play a wrong guiding and restricting role, so that competent subordinates can not play their roles, and their work is tied up, resulting in a decline in overall output efficiency and a decline in performance.

Although the marketing team of Q enterprises is rich in market experience, it seems to be a strong manager on the surface. But once they come to the new enterprise, they do not understand the first-line information, the status quo of the enterprise can not be grasps, and the characteristics of the industry lack of cognition, in fact, they have become a weak manager.

Under such a premise, they force the introduction of process indicators in the external industry, not only will they not be acclimatized, but also let business people take the blame.

At this time, the performance evaluation policy should be based on result oriented rather than excessive intervention in the process.

This can at least get the second best result of "governing by doing nothing" without getting into a more difficult predicament.

That is to say, for most "parachutist" teams, eager for quick success and instant benefits are often haste to fail. If we grasp the policy orientation of performance appraisal correctly, we will get better results in the details.

In fact, many people fail to realize that when leadership is lacking, we can achieve remarkable results if we use results oriented and strengthened empowerment.

Coolidge, the thirteenth president of the United States, is a very lazy manager.

He was called "silent Carle" because of his few words. He also became famous for sleeping in the daytime.

But under Coolidge's rule of "rule by doing nothing", the United States in the 20s of last century has been unprecedentedly developed. It is called "prosperity of Coolidge".

Coincidentally, the emperor of Ming Dynasty, Emperor Wanli of China, adopted the mode of "govern by doing nothing", which fully authorized the first aid Zhang Juzheng and others, so that the Ming Dynasty also ushered in a rare ZTE prosperity.

From this, we can see that managers can get satisfactory results if they find suitable management methods for their leadership level.

Remember today:

When establishing performance appraisal system, managers are very concerned about what kind of indicators should be set, and what values should be set for each indicator.

The upper and lower levels have been arguing about this, and the managers have worked hard for it.

Do not neglect: leadership is strong, but process oriented. Leadership is weak and result oriented.

Guided by "Deviation", good details will only fan the flames.