Facts And Truths Of Performance Management

A spectacular

However, as the second link of business activities, that is, before the value creation is made, the value distribution is before.

HRD of a private group enterprise was introduced into the company when the boss wanted to implement performance management.

The HRD is also a guy who is a hundred times war. He knows that such a management pformation will involve putting enough manpower, material resources and money into it.

Set goals, set up teams, find ways, and bring teams.

Therefore, the boss and the general manager of the performance appraisal system are clatter to form the performance culture of the company, and the performance appraisal committee is established in the group to clarify the organization and division of performance management of all levels of managers. Therefore, many consulting or training projects are introduced, such as strategic review, assessment index design, performance interview and so on, and the performance appraisal plan of each department is worked out, and the time, responsibility and effect of each job are clearly defined.

Skilled and amazing.

Then the result was a big surprise.

After the performance training, the boss hears that many cadres are generally not high on training evaluation, and look at the effectiveness of these training evaluation.

The chief financial officer said: the training content is rather vague and unrealistic, requiring certain cases so that we can know more about what to do and what not to do.

The sales director said: Generally speaking, there are many theories, but lack of case analysis.

The quality director said: too much theory is not practical.

In the absence of a grasp of the status quo of the company's management foundation, we should objectively evaluate the current situation and existing problems of the company, and adopt corresponding performance management implementation methods instead of such empty theoretical knowledge.

The production director said: the training materials are very detailed and comprehensive, but they belong to the basic knowledge and the theory is in place. Because the understanding level of the participating trainees is different, so this training is only a theory and can not be used as a basis for implementation.

...

See, the result of training is very bad. Even before training, HRD has made sufficient preparations, and has written a large number of practical cases into the training materials, and even explained the process step by step according to the performance management. The result is still very unsatisfactory.

As HRD, what will you do when you encounter such a situation? You hoped to pform the soil through training, and the result was not achieved, but you fell into the target of public criticism.

Is it necessary to continue to improve the analysis of training needs of managers at all levels for performance management, and to improve training materials and arrange training?

If you do this, then you are not a qualified HRD.

Yes, these data on training effectiveness evaluation reflect the fact that training is not well done.

{page_break}

But does this fact mean the truth? What is the truth?

HRD has to start reviewing some of the details of performance management. Let's take a look at the behavior of managers at all levels.

1. The evaluation index of production department has been running for 3 months. HRD has already communicated with the production director for many times, and has provided some suggestions for rectification. But the production director is always too busy with work and has no enough manpower to take the lead again.

Notify the new marketing director and the purchasing director to confirm the progress schedule of the Department's performance appraisal. Even if HRD has listed all the links in the process of performance management, only the great marketing director will draw a tick on the corresponding time schedule. But the marketing director tells HRD to go on a business trip this week and give him back next week. The director of purchasing has made this schedule into an electronic file, and then E-mail has given HRD, without the signature of his and his team managers, and HRD intends to make them promise that the progress of each job may be lost.

Third, the chief financial officer is very considerate of HRD's difficulty in carrying out its function work, and determines the time schedule for all the work on the schedule, and has signed the names of himself and his subordinates. Unfortunately, those behind the work items in the form are not financial centers. They do not have a definite time to finish the work, such as asking the third party data statistics department manager to standardize the work of data statistics, for example, the final assessment plan requires the approval of the general manager.

The reason for not considering the progress of these jobs is that the responsible person is not their finance department, but they may forget that if the performance appraisal scheme of their own department is not actively communicating with the third party data statistics department manager or the general manager for approval, the progress of the assessment may be far from being expected.

...

What facts people want, they will take the initiative to find what kind of data to verify this fact.

However, this is not necessarily the truth.

If you want to know the truth, you may have to recollection the details of HRD, so as to find out the truth of what you think, say and do in a series of work events.

Hearing is believing and seeing is believing.

Let's look at Socrates's application of the critical behavior incident method.

Once, a young man was wearing a tattered dress on the stage. Socrates said to the young man, "young man, your vanity is peeping out through every hole in your clothes."

This young man in the story is dedicated to the praise of his humble, virtues, which are simple and unresponsive to form. However, he wears too ragged clothes and reveals his exaggerated vanity.

Therefore, the fact of performance management is: a game full of games from beginning to end, from the beginning of the game, the game has already begun.

The root of the game is that performance management will always affect everyone's interests. In the face of interests, everyone will fabricate some facts and confuse the truth.

As HRD, it is necessary to recognize the truth and to be brave enough to reveal the truth.

When exposing, you can explain your position to the same class at the same time. When you expose it, you can also reveal your heart to the general manager's heart and mind: performance management is a major management change. From the beginning, there will be a game of interests between all sides. Boycott and slander are unavoidable. But have you done anything in favor of the boss? Do you want to improve the performance of your company? It's not a joke. It's impossible to make the company's performance easy without any effort. It needs the patience and persistence of Phoenix's nirvana, and also needs strict control. This is performance management.