Effective Communication Is The Former Of Performance Appraisal.

As the end of the year is approaching, performance appraisal will become the focus.

However, reviewing the results of performance appraisal conducted by many enterprises has not made much contribution to promoting enterprise operation efficiency and effectively motivating employees.

Some examinations are regarded as "finding fault" by employees, and managers are more difficult to implement in the process of execution, which is regarded as a nightmare.

Because the assessment results are linked to interests in varying degrees, inappropriate assessment schemes or incorrect implementation methods will be affected from all levels.

How to carry out performance appraisal can really play a role?

This topic selects a typical case of performance appraisal of state-owned enterprises, invites experts to express their views and focuses on the issue of performance appraisal.

[scenario case]

Case writing: Wang Qijun

The author recently worked for an enterprise (hereinafter referred to as A company) to do the after-sale service of management consulting projects. The main content of the service is to put forward suggestions for improving the system itself according to the implementation of A's performance appraisal system.

Project review A company is a shipping hub enterprise. It belongs to a typical state-owned enterprise. It is merged by several institutions of the former provincial communications department.

Its main business has two parts: first, water power generation is the main source of profits; two, the management of waterway locks is responsible for social responsibility.

More than 80% employees of A company have worked in the company for more than 5 years, and nearly half of them are tertiary institutions, with an average age of 30 to 40 years.

Because A company has been under the protection of the government for a long time, its employees have strong sense of policy dependence and weak sense of market competition.

In 2005, after the current leadership of A company took office, it was felt that the color of the strong institutions in the company seriously affected the market operation efficiency of the company. So in the first half of 2006, the management consulting company was hired to carry out human resources consultation and strengthen the examination to change the situation.

Through consulting the company's strategy and organizational structure, the consulting company has worked out a set of performance appraisal system, which directly evaluates job evaluation and performance appraisal as the basis of employee compensation.

Its basic settings are as follows:

The system consists of two parts: performance appraisal system and performance evaluation index library, which is applicable to A company headquarters and several subordinate new subsidiaries.

The tools used by management consulting companies are: job evaluation 28 factor method, performance appraisal Balanced Scorecard and 360 degree examination.

Performance appraisal cycle: the middle level is below the season, and the high level is half a year.

After the end of the management consultation project, the performance appraisal system was considered and approved by the A company's staff congress and implemented 3 appraisal seasons in A company.

Service effectiveness test in order to understand the performance of A companies in the past year

In the course of service, the author finds that the general attitude of A employees to performance appraisal system is recognized. It is considered that the starting point of performance appraisal is good and plays a role in enhancing the enthusiasm of employees, but there are many problems in key links of performance appraisal system, many of which are prevalent in enterprises.

1. "according to what I do not qualify" and "excellent or less good", in order to improve the enthusiasm of employees, the performance appraisal system clearly stipulates the mandatory distribution ratio of "excellent", "good", "qualified" and "unqualified" staff in the examination results.

During the visit, the management of A company generally believed that the mandatory distribution system should be abolished.

The answer is: in the face of the question of "why I do not qualify" by the staff, the managers have no way to give a reasonable explanation.

When asked about deep reasons, they said that one is that there is no real basis for evaluation. The two is that the relationship with the employees is good, and the work in the future also needs support from employees and is forced to be "unqualified" (which will directly affect the performance bonus of employees), and the future work is not good.

Even more, managers can not even "excellent" can not be evaluated, employees will say, "everybody's work is almost all, if someone is' excellent ', then the work that is not good to be finished in the future will let' excellent 'be done well."

2. "is everyone's work similar?" is it really the same job? It involves the setting of performance goals.

When asked about the setting process of performance target value, most management's answer is that employees first fill in, and then conduct their own examination and approval.

The goal of this performance is often "scoring" rather than "excellent points for employees to jump up and get up".

So at the end of the performance appraisal, everyone's performance scores are basically full marks, and only by attitude scores and ability scores can distinguish the pros and cons.

The score of the objective factor is not effective, but the subjective attitude is the main way to score the attitude ability. It is unavoidable that the staff will raise the question of "what is wrong with me".

3. "does the performance target value really have no statutory?" the author continues to ask, can't the performance target value be set up as an "excellent score"? The problem is more complicated. Most managers worry that employees will not accomplish their tasks, which will affect their performance appraisal results, and will also affect the performance appraisal results of the whole department.

Some managers also believe that the nature of A's work (hydroelectricity is limited by natural conditions, basically depends on the weather, and there is no real product) decides that the performance target value can not be more scientific and reasonable.

4., "no performance goal assessment has become a problem finding?" because A company has no scientific and reasonable performance target value, the performance target value has been identified as a "passing score". At the same time, there is no strict performance appraisal process record, and the A company's business nature determines the probability of employees' performance. Therefore, A management staff often score by the number of employees' leave times, their employees' work attitude and so on, resulting in no credibility of the performance score of managers.

The final performance appraisal of A company has become a nightmare for managers.

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Because of all these reasons, A company has been running worse and worse since the 3 quarter, and at the end of the examination cycle, there will be many contradictions and a vicious circle.

The positive performance appraisal analysis is shown in Figure 1. Benign performance appraisal is a continuous cycle and spiral process.

Performance appraisal starts from the decomposition of organizational goals and the determination of job responsibilities. Managers at all levels at each level undertake the following four tasks in each performance appraisal cycle.

First, determine the objectives of performance appraisal, including the selection of performance indicators, the determination of target values, the calculation of specific indicators and the weight of indicators.

It should be emphasized that the process of identifying performance goals is a strong interaction process between managers and subordinates, not just managers who fill out such simple things.

What is more important is that managers must not pfer responsibilities to determine the performance target value, otherwise managers will lose the responsibility of the organization to decompose organizational goals and grasp the direction of departments or companies.

The two is to record process data.

In the process of performance appraisal, managers need to constantly communicate with employees about the problems arising in the business process, and seek solutions.

At the same time, managers should record the performance and related business data in time.

At present, the performance appraisal information system can help managers to complete the recording task better.

The three is objective and fair evaluation.

The process of evaluation is actually a summary review process of managers. Managers view the data recorded in the performance appraisal process, and give a comprehensive evaluation score based on their ability and attitude.

The score of the total score should be the absolute proportion.

The four is performance communication and improvement.

After the end of the evaluation, we should find out the good and bad aspects of the employees in the performance appraisal cycle. Managers should review and review the problems with employees, and find out the root causes of the problems and actively coordinate them.

Focusing on the analysis of human relations and organizational ties, we can see that the problems in the performance appraisal process of A company are mainly focused on the first stage, and there are two real problems faced by managers.

One is human relations.

In the process of communicating with subordinates, the attitude of being able to do well is not to embarrass employees, but mainly to fear themselves.

Their "hidden rules" are to improve interpersonal relationships so as to improve their position in the organization.

The two is organization.

Because relying on the sky, I feel that the job analysis and goal setting are of little significance, and keeping the status quo is good.

They believe that the company has been doing this for many years and is also very smooth. It has not thought that it can do more in-depth work analysis, formulate more scientific and reasonable performance goals, or think that it is self seeking to do so, and serious work analysis can not bring any benefits to itself.

In the light of

[expert analysis]

In essence, there is no difference between the advanced and the backward ones.

Check the crux of the failure of the examination

Wen / Yang Gang

The case of A company's failure to introduce performance appraisal is very representative. Most enterprises, especially state-owned enterprises, face similar problems with A company when they introduce performance management system.

However, through in-depth analysis of appearances, we find that A company's situation is not only a problem in the design of the plan, but also in preparation for the introduction of performance appraisal. There are problems in the implementation of performance appraisal methods and processes. Therefore, the failure of A's performance appraisal is expected.

Keyword inventory does not need to specifically analyze the crux of the problem. Through the background information of A company, we can find out a few key words and find out the main reasons that affect the success or failure of A's performance appraisal.

The 6 key words are: state-owned enterprises, hydropower generating units and public institutions, and the average age of 80% employees is over 5 years, and the average age of junior college graduates is 30 to 40 years old.

Careful interpretation of these keywords can enable enterprises that are or are planning to implement performance appraisal to avoid the most common difficulties and challenges in performance appraisal.

1. state-owned enterprises: the biggest advantage of state-owned enterprises is that they can concentrate their efforts on major events. The biggest shortcoming is low efficiency, complex interpersonal relationship, and lack of competitiveness in many industries, especially in competitive industries.

The performance appraisal of A company will inevitably result in sacrificing the interests of some people, and complex interpersonal relationships will inevitably lead to the implementation of performance appraisal facing huge "human feelings" obstacles.

2. hydropower: the power industry is not a competitive industry, and the degree of marketization is not high. Therefore, the employees of electric power enterprises (including Power Grid Corp) generally lack the sense of crisis and competition.

The difference between hydroelectric power and thermal power generation is that its installed capacity and power generation are highly restricted by geographical, meteorological and hydrological factors. It is almost impossible to change through human efforts. In other words, when setting up corporate performance indicators, A companies should not regard performance indicators (operating income, generating capacity, profits, etc.) as performance indicators of the company. Only operational indicators, such as cost and rate, power consumption rate, and key issues (safety production class) can be used as performance indicators at the company level and departmental level.

3. the merger and reorganization of public institutions: the enterprises whose institutions are merged into enterprises are highly dependent. Most of them think that the government will not ignore the problem when the enterprises encounter problems, so their market consciousness and competitiveness are generally low. In addition, A company is in the hydropower industry. This kind of market awareness and competition consciousness are even lower. If we want to carry out performance appraisal in such enterprises, we should first create a good atmosphere for change so that all employees can realize that there is no way out without change.

4.80% of the employees have an average age of over 5 years: the employees whose average age is over 5 years usually shows a problem: employees are very familiar with each other, and their personal relationships are good and forming a number of small groups.

For A companies, in order to successfully implement performance appraisal, a strong department must be set up outside the small group, such as the performance management committee instead of the staff committee.

Of course, members of the performance management committee can be selected from the top and middle levels of the company and the staff representatives. Each member has a term of two years and is elected after the expiration.

It should be noted that the size of the members of the performance management committee should be controlled, and the proportion of different groups should also be stipulated. The practice is that the proportion of the grass-roots staff generally does not exceed 30% of the total membership, because after all, the performance management committee does not represent the interests of the staff, but represents the will of the shareholders, which is essentially different from that of the trade union and the Staff Union.

5. nearly half of the staff's junior college education: This shows that most employees' culture and knowledge level are generally not high. Therefore, in the choice of performance appraisal methods, we should avoid using too complex methods as far as possible. For example, the 360 degree and balanced scorecard are essentially a set of strategic management ideas, but only focus more on the application of performance appraisal. The purpose of the 360 degree assessment method is to comprehensively evaluate the comprehensive quality and skills of an employee, and it is more suitable for personnel promotion and career planning in application, but not applicable to performance appraisal.

The core problem facing most of the unsuccessful enterprises implementing the balanced scorecard is that they do not confirm the company's strategy or goal, and the balanced scorecard is only for examination.

The fact that nearly half of A company has a college degree shows that A does not need to use the balanced scorecard, and KPI can also conduct a good assessment.

If we must use the balanced scorecard, we should first draw up the strategic map -- in order to achieve what goals, from which aspects to improve, and how to evaluate staff's work scientifically, systematically and quantitatively.

6. the average age is 30 to 40 years old: employees of this age group have generally got married and have children. They are also in the important positions of A company, but there is a problem that can not be ignored, which should arouse the attention of consulting companies and A executives: the economic pressure of employees with family and children is usually greater than those who do not get married. In order to maximize the enthusiasm of these employees, the performance appraisal conducted by A company can not exist in isolation, and must be applied to salary adjustment, job adjustment and learning training.

In other words, let employees know the benefits and benefits of performance appraisal, and do not let employees feel that performance appraisal is for the sake of finding employees.

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The performance appraisal of A company is facing difficulties. In addition to the fact that the consulting company has ignored the actual situation of A, there are several problems in technology.

Improper use of mandatory distribution method: the mandatory distribution law is intended to urge employees to strive to achieve the company's performance goals, and artificially create excellent, qualified and backward hierarchical distribution among employees. However, too many cases show that the mandatory distribution law does not apply to state-owned enterprises, but also to state-owned enterprises such as A, which is more suitable for foreign companies and private enterprises.

In fact, A company is more suitable to adopt the percentage rate method for performance appraisal results. By comparing the target value with the actual value, it can be described by numerical rather than literal, so as to create a competitive atmosphere among the employees. The percentage rate method can also be more closely linked with the salary and benefits, so that employees can know that their income is directly proportional to the performance appraisal, thus avoiding the controversy caused by the qualitative assessment of attitude class.

The index standard is filled out by employees: let employees fill in the index standard and audit by department heads. This practice can not play a role in enhancing competitiveness, activating employees' market awareness and competition consciousness in A company, but on the contrary, it will also play a counterproductive role.

The correct approach is to put forward the overall goal of the company's leaders, and then implement them separately to the respective sub branches of the respective branches, and then the deputy leaders will be assigned to the respective departments one by one, and become the performance indicators of the departments. After the confirmation of the Department's performance indicators, the department managers will preside the performance indicators of the departments and departments.

The company's strategy or goal is not clear: whether balanced scorecard, mandatory distribution or 360 degree assessment are tools, not goals.

Under the premise of unclear strategy and unclear objectives, it is impossible to achieve success in performance appraisal.

As stated in the case, A company's leadership found that the color of a strong institution has seriously affected the market operation efficiency of the company, which is reflected in two aspects: low efficiency and high operating cost.

In order to successfully implement performance appraisal, first of all, it is clear that the company's strategy and objectives -- generating more electricity is obviously impossible. Because of such uncontrollable factors as geography, hydrology and meteorology, we can only reduce operating costs and increase profit margins. Obviously, the management of waterway locks is also the case, so we can only reduce operating costs and improve operational efficiency as the company's strategy and objectives.

Only by defining strategies and objectives can it be meaningful to introduce performance appraisal. Otherwise, performance appraisal is like a duckweed without roots and will stimulate the internal contradictions of A company.

In addition to paying attention to these common problems, the author also suggests that we should pay attention to the following four aspects when implementing performance appraisal.

1., public opinion first, create atmosphere.

Performance appraisal will touch everyone's interest. No matter what it means, there will always be someone who misunderstands the real purpose of performance appraisal.

In order to eliminate negative cognition, it is necessary for leaders to give a full explanation of the operation status, future development and competitive environment of enterprises before promoting performance appraisal.

Through preaching, let everyone realize the significance of performance appraisal and maximize the understanding of employees.

2. look for supporters and supporters.

Throughout the past and present, any change will be supported by some people. As a leader of an enterprise, there is no need to pursue everyone's support. However, we should identify and win over those groups that support change, and take them as the forerunner of change, and try to avoid falling into the situation of total objection.

Because without a supporter and supporter, it is hard to succeed in wise leadership and good change.

3. increase publicity efforts (after the completion of the programme design), small scale pilot implementation.

Increasing the intensity of propaganda after the completion of the scheme can enable employees to correctly understand the results and the methods and procedures of operation and avoid deviations at the level of the implementation of the plan. A small scale pilot is a more robust approach. After a small scale of success, people will naturally get the support and resolve the voices of opposition, especially for large state-owned enterprises. Small scale pilot projects are more necessary.

4. rational choice of performance appraisal method model.

In essence, there is no difference between the advanced and the backward ones.

Enterprises do not need to be full of blame, and do not have to catch up with the wind.

From the experience of the author's consulting project, the balanced scorecard is more suitable for those who have a solid foundation of management and a high quality of employees. The 360 degree assessment is usually not suitable for staff performance appraisal, and is more suitable for staff adjustment and training. Mandatory distribution method has great side effects and is more suitable for foreign enterprises and private enterprises in competitive industries, and is usually not suitable for state-owned enterprises.

Choosing the right method, choosing the right time and choosing the right person are very important for the pformation of the enterprise.

However, it is sometimes more important to correctly recognize yourself, recognize the internal and external environment of enterprises, and recognize the future direction of development of enterprises.

The balanced scorecard is more suitable for those enterprises that have a solid foundation of management and a high quality of employees. The 360 degree assessment is usually not suitable for assessing employees' performance, and is more suitable for staff adjustment and training. Mandatory distribution method has great side effects and is more suitable for foreign enterprises and private enterprises in competitive industries.

[expert analysis]

If it is a general discussion about how to evaluate performance, it can only be said that the understanding of performance is insufficient, and human resources assessment and performance appraisal are not a concept.

Performance appraisal needs "medicine" under "symptoms".

Wen / Zhou Baoyin

The problems reflected in this case are universal in the practice of human resource performance appraisal in China, and the phenomena of "human relations" and "organizational ties" are very representative.

Is there a problem of management consultation based on Western management theory, or is there any problem with the implementation of the scheme? How can we really improve the performance of the enterprise?

Enterprise level: the meaning of "service" is larger than that of "operation" case. This enterprise is a shipping hub enterprise merged by public institutions, and it is a typical state-owned enterprise.

There are many other similar enterprises in China, such as research institutes, municipal public construction services, and subordinate organs of major central enterprises.

These enterprises, in a sense, are similar to functional management departments in enterprises, such as offices.

The difference is that the office serves the leadership of the enterprise, and the above-mentioned enterprises serve the state and the government and have great social responsibilities.

One of the common characteristics of their existence and mission is that the meaning of "service" is greater than the meaning of "operation".

The mission of serving higher units determines that the "performance" meaning of these organizations is different from that of the pure economic organization with "profit taking as the core".

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At the operational level, functional management departments such as offices do most of the functional management such as "service" planning, organization and supervision.

Most of the work content is difficult to quantify, and the job responsibility lacks performance indicators of data expression. Objectively, the assessment results are difficult to calculate.

Difficult to quantify the assessment indicators, leading to the implementation of assessment is difficult to cross the "human relations", the main points of human relations; state-owned enterprises organization and appointment and removal mechanism leading to the implementation of the assessment will inevitably consider the "organization", the mass word of mouth has a lot of good or bad.

It can be said that all kinds of phenomena in the implementation of the plan are inevitable, and the technical means such as "mandatory distribution of examination results" and "360 degree assessment" are not only a moderating effect, but become an excuse for the implementation of assessment.

Institutional level: the "acclimatization" of Western management theory has been developing rapidly over the past 30 years in China's economy. Compared with the rapid development of business, the problem of "short board" has become increasingly prominent and almost reached the point where it can not be solved.

The development of Chinese enterprises is mostly in the stage of "standardization" and "standardization" management.

The internal management of large state-owned enterprises has a certain foundation, such as China Mobile, China Petroleum and other large enterprises, but most of them lack a clear path to improve management.

The problems of mode innovation and standardization management need to be clarifying.

Most of the private enterprises in China are in the "standardized" management stage, especially in the face of more and more intense external competition, the "short board" of internal management obviously affects the business development.

Due to the lack of professionals and lack of theoretical understanding, it is an inevitable trend to improve management through professional management consulting companies.

Management consulting companies help enterprises to establish a scientific management system.

However, how should management technology based on Western management theories be applied to Chinese enterprises? This is a problem that enterprises and consulting companies must be aware of. Otherwise, there will be symptoms of "acclimatized". First, the development history of domestic enterprises is short, and management standardization is not enough, for example, there is no data to calculate and assess indicators in the case.

Two, China's "human relationship" culture is less involved in western management, which is the core of Chinese management.

The concept level: human resources performance and enterprise performance, the company leaders think that "the strong internal institutions color seriously affects the company's market operation efficiency", so human resources consultation is carried out, but can human resource performance management solve the low efficiency of "market operation efficiency"?

Corporate performance can be divided into three levels, organizational performance, departmental performance and personal performance.

The core influencing factors of organizational performance are the development strategy and management team of an enterprise, and are influenced by other external factors, such as the development stage of the enterprise, the enterprise, the overall development strategy of the enterprise, the strength of the core competitiveness, the complexity of the competition pattern, and the intensity of the market competition.

The Department is the basic unit of strategy implementation and operation. After the overall goal is decomposed into various departments, the performance results will affect the department performance.

When the department goal is decomposed to the post, it involves the management of human resources personal performance.

To enhance corporate performance, we need to start from the overall strategic planning, and plan the various markets and businesses of various enterprises in detail, including the division of organizational structure, the division of departmental responsibilities and responsibilities, the smooth flow of information flow, capital flow and logistics, the creation of corporate culture atmosphere, the standardization of organizational behavior, the planning of human resources, the design of remuneration and performance appraisal, and so on.

In short, corporate strategy and top decision team directly affect organizational performance, sector performance partially affects organizational performance, individual performance affects sector performance, and the three constitute corporate performance.

From top to bottom, human resources management is the most basic work, and the impact on the overall performance of enterprises is indirect. It is difficult to enhance the overall performance of enterprises through human resources management.

Facing the realistic problem, we must treat "medicine" with "symptoms".

The western medicine type quick treatment of headache and foot pain should be cautious, otherwise it is not to press the gourd to float the ladle, but is to imitate mechanically.

Corporate strategy and top decision team directly affect organizational performance, sector performance partially affects organizational performance, individual performance affects sector performance, and the three constitute corporate performance.

[expert analysis]

If we are divorced from the specific work of a line manager, performance management will become a "passive water, a tree without roots".

Five key factors of introducing performance management

Wen / Chen Jiang

The content mentioned in the case is more specifically the performance management, performance appraisal is an important part of performance management, but the content mentioned in this case actually involves all aspects of performance management.

Like A enterprises, many enterprises are not satisfied with the performance management performance, even the phenomenon of disharmony within the enterprise, business performance has not improved, but on the contrary, there has been a downward trend.

How can enterprises better introduce performance management? I think the following five factors are crucial.

1. top management attaches great importance to the introduction of performance management as a major organizational change. On the one hand, the introduction of performance management involves the issue of profit distribution. Due to many uncertainties of change, we are not clear about future expectations. The implementation of performance management will be subject to strong resistance from managers and staff at all levels, and the responsible departments of performance management will be pushed to the cusp.

On the other hand, performance management will touch all aspects of enterprise management, including performance management planning, tutoring, evaluation, feedback, incentive and other aspects of management work, all need to collect a large number of work performance data from different departments.

Therefore, if the top management does not attach great importance to it, and fails to give full support to the reform work, the performance management department will be faced with many difficulties. The cooperation between other departments and managers will also be greatly reduced. The entry of performance management is likely to stagnate or become a mere formality.

2. in line with the responsibilities of line managers, it is also important to strengthen the sense of responsibility for performance of line managers in addition to the top managers' attention and support.

Performance management is not only a matter of human resources management department, but a process of top-down goal decomposition, continuous guidance, communication and communication.

Generally speaking, in the performance management, the role of the human resource management department should be the enforcer, propagandist, trainer, promoter and supervisor of the whole enterprise performance management game. The role of the line manager is the refinement, implementer and feedback of the performance management plan, that is, according to the characteristics of different departments, the performance appraisal plan should be refined.

If we are divorced from the specific work of a line manager, performance management will become a "passive water without a tree".

3. it is very important to design scientific and reasonable performance plan for scientific and rational design in the following four aspects.

First, the core elements of the performance management system should be complete, including who will do, assess who, who will assess, assess what, how to assess, how often to assess, how to use the results, how to feedback the results, how to communicate and improve.

The two is to classify all the posts of enterprises. The posts of different series and levels should be distinguished from the aspects such as the assessment cycle, the weight of index categories, the proportion of performance pay and so on.

Three is the choice of indicators should follow the "28 principles", highlight the key points, do not strive for all aspects; qualitative assessment of indicators, according to the nature of the post, flexible use of all dimensions of 360 degrees; performance target value must be reasonable and scientific, can not be set by themselves, or will be divorced from the original intention of performance management.

Four, the application of performance appraisal results should be comprehensive, and should not be linked to individual performance pay. The scope should be related to promotion, training, post adjustment, salary adjustment and year-end bonus.

If enterprises lack talents in performance management design, it is recommended to introduce third party organizations to assist in the formulation.

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4. the propaganda of the program should be carried out in a large scale, which is an important guarantee for the smooth implementation of performance management.

On the one hand, only by carrying out a comprehensive and in-depth publicity and explanation of the plan can we ensure that managers and implementers at all levels understand and master the operational essentials of the performance management plan, so as to better carry out the work. On the other hand, through the vigorous publicity of the scheme, all employees can clearly understand what kind of behavior the enterprise is guiding, what kind of actions they are against, and gradually form a good corporate culture, so as to ensure the long-term implementation of the performance management.

In order to ensure that the program publicity work can achieve better results, it is suggested to adopt multi-media and multi-mode publicity methods, such as issuing official documents, wall newspaper publicity, system competition activities and so on.

5. communication is the key to performance management.

However, most enterprises ignore the importance of performance communication and emphasize the evaluation stage.

Performance communication should be carried out in different stages such as planning, counselling, evaluation, feedback and motivation.

From an employee's perspective, timely and effective communication with superiors helps to identify deficiencies in the previous stage of work and establish the next stage of performance improvement, which is of great benefit to improving their performance.

In addition, performance appraisal based on effective communication is an opportunity for both sides to solve problems together. It is a form of employee participation in work management, which can well motivate employees' sense of responsibility and strengthen their responsibilities.

From the manager, through effective communication with employees, it helps to fully understand the staff's work situation, grasp the progress information, and provide pertinent counselling accordingly, so as to help subordinates enhance their ability and ensure the smooth implementation of the performance management system.