Nine Key Factors For Successful Performance Management

First, put performance management Positioning to complete the company's performance and mission height and get the support of the highest decision-making level.

Many companies instinctively react to performance when it comes to performance. staff Assessment. In fact, the concept of performance = employee assessment can no longer meet the needs of enterprises and human resources management in changing environment.

Performance management can not only be confined to assessment and examination, but also to establish systematic performance management thinking. company The mission and goal are the basic points. Evaluation methods, resources support, creation atmosphere and management process are means. The assessment and assessment results are new starting points, and feedback is the prelude to improving behavior. In order to fulfill the company's mission, all activities that the enterprise, team and individual objectives are linked together to manage employees are the connotations of successful performance management.

Therefore, performance management should rise from the past single thinking to systematic overall thinking, and performance management should be planned from the perspective of company development strategy and business plan. Staff assessment is not a goal. Improving employee performance, departmental performance and company overall performance is fundamental.

Based on the above vision, we need to effectively promote performance management based on company strategy and company goals. We need to integrate various resources and rely on all kinds of forces to win the full support of the company's core decision-making level. Only when performance management becomes an integral part of the company's strategy and business objectives, it is necessary and possible to win the support of the highest level.

Two. As a business partner, the human resources manager is responsible for the performance of the company, department and staff together with the department managers, and establishes corresponding rights mechanism.

In the past practice of human resources, human resource managers are only responsible for assessing employees' performance in performance appraisal, and are not responsible for the company's performance. In the new performance management system, the human resource manager must play the role of the original human resource management expert, but must also perform the role of the business partner, cooperate with the line manager to accomplish the common business objectives, manage the staff together, and improve the employee performance and departmental performance around the company goals. Only in this way can the value of human resource management be recognized by business managers, and the performance of business departments and employees can be effectively promoted.

Three. Develop or improve performance standards and assessment methods for companies, departments and employees.

According to the actual situation of the company, the HR manager should examine the current performance management evaluation system, adjust unreasonable contents, and find new solutions to new problems and contradictions. If the company has not yet established a more effective performance appraisal system, it needs to re organize the performance appraisal management mechanism, make clear the company, department and staff's business assessment task and the responsible person, reward and punishment mechanism, assist the business manager to communicate with the staff to confirm the assessment objectives, examination standards and support conditions, and carry out effective internal communication, and get the evaluation plan approved by the senior management and all employees.

Four, provide sufficient support.

Performance management is not able to divide the assessment indicators one by one, but also to provide the assessors with the necessary resource conditions for carrying out the assessment plan. Those who need to provide resource support include employees, departments, and companies. Resource conditions include time, manpower, material resources, budgets, clear job marks and procedures, and clear priorities. Only after the two sides confirm that the assessment criteria are supported by the resource conditions confirmed by both sides, the contents of the examination will be meaningful, which will effectively reduce the overlap and vacuum in the examination, and effectively reduce the wrangle after examination, resulting in unnecessary waste of time and energy.

Five, create a good atmosphere for the implementation of the performance mechanism and its improvement measures.

Human resources management departments should actively publicize the benefits and effects of new ideas and new ways of performance management, and earnestly train business managers, managers and staff at all levels to accept and identify performance management plans, and actively create an atmosphere for new changes in performance management. {page_break}

A new performance management plan should be carried out on the basis of internal identification, so as to find problems, find perfect solutions, and reduce the uncertainty factors for the promotion of new schemes. In addition, we should actively apply new technologies in specific implementation methods and processes, strive for simple process, convenient operation, easy training, minimize staff, business managers and company executives, and resist new performance management changes because of the process.

Six, implement regular performance evaluation and timely feedback on performance and deficiencies at each stage.

Performance management should not be the end of the year. HR managers should actively promote the regular assessment and continuous monitoring of company performance, departmental performance and personal performance. And feedback the evaluation results and monitoring records to the responsibility subjects of performance objectives in time. The focus of the assessment is to recognize the shortcomings on the basis of paying attention to the needs of customers, while training corrective action and fear of proper discipline, so as to achieve the goal of improving performance. It is not usual to be indifferent and wait until the end of the year to test the problem. Then it is found that there is a problem. It is also inappropriate. Employees are dissatisfied, performance is not up and there is no chance to change, so that performance management can not serve the company's strategic and business performance.

Seven, a clear reward and punishment mechanism.

The performance management policy should formulate clear evaluation results and use standards. Conforming to the standard reward and penalty, the consequences must be fulfilled after each assessment, rewarding diligent, lazy, rewarding and punishing. In communication process, the superior should communicate with subordinates and supervisors to confirm the results of rewards and punishments. Fairness, justice and trustworthy is the soul of effective implementation of performance management mechanism. Managers do not abide by their commitments, and their behavior of alienating them will result in doubt, loss of trust and resistance to performance management schemes.

Eight. Necessary knowledge and skills training

The human resources management department should give full consideration to the performance plan based on the company strategy, whether the performers have enough knowledge and skills, organize the training of their knowledge and skills in accordance with the requirements of their departments and positions, and effectively evaluate the training to ensure that the employees participating in the training achieve cognitive transfer and behavior change, and ultimately achieve the goal of performance improvement.

Nine, enhance personal potential of employees and cultivate competent and EQ. competent persons.

In addition to paying attention to the explicit competency of knowledge and skills, performance management should pay more attention to the potential competency of employees' desire, characteristics, motivation, physical quality, social role and self cognition. Can it adapt to the needs of completing the new situation and reporting the environment, and guide employees to set up the right motivation, good intentions, tough personality, firm confidence, social morality, gratitude and benevolence, so as to better meet the job requirements, promote performance management, improve employee performance, improve organizational performance and social performance.

Facing the year-end performance management, may I ask the company's top management, business department and Human Resources Manager: are you ready?