How To Evaluate Subordinates' Work

Many people also point out that due to the erroneous understanding of performance management by managers, line managers give up guidance to subordinates, while performance management emphasizes communication between upper and lower levels, emphasizes the identity of senior coaches and the improvement of employees' capabilities, and the evaluation and guidance for employees' specific work is a necessary means to achieve this goal. If it is only to conclude and feedback employees' work at the end of the month or the end of the season, the effect is very difficult to achieve, so many people have further emphasized that performance feedback should be targeted and timeliness.

Therefore, in the specific management situation, it is very necessary and effective to conduct immediate evaluation and guidance for employees' specific work.

So, how to evaluate?

1. Sandwich rule is necessary, but it is not essential.

The sandwich rule is a well-known way of performance feedback for employees. First, confirm the work of employees, then point out the problems, and finally put forward the improvement plan and give bright future.

This way helps employees to accept suggestions and opinions from superiors, but sandwich rule is only a procedural problem, which does not include substantive content, similar to the difference between procedural law and substantive law in law.

Especially when the sandwich rule is understood by employees, and the conversation skills of superiors are not high enough, employees know that the "bad words" hidden behind the "good words" are the key. The key is "after", but the effect is often greatly reduced.

Therefore, if there is no substantive content to support the sandwich rule, the result will often backfire.

2, the key is: are you really knowledgeable?

As a middle-level manager, you must be knowledgeable about your business. Of course, for a large enterprise or a high level, the knowledge of the business may not be embodied in the specific execution of the business, but a deep insight into the nature of the industry, the trend of development and the internal and external environment.

Therefore, there are differences in the so-called level of knowledge, but there is no problem as a basic requirement.

When evaluating employees' work, the bottom line of managers should come from knowledgeable people.

It is what we call "scratch the cake" and praise it. If you can point out its advantages and problems in the face of employees, employees will be happy to accept it.

Then, you will enjoy very high professional authority, not from your organizational structure, but your own expertise and knowledge.

Of course, if we can combine sandwich rule with knowing how to do things, then the effect will be better.

But in turn, it is difficult to achieve the goal of beauty, especially for some technical managers who are really knowledgeable, but their management skills are not excellent; some managers may have their management skills in place, but it is a shell that lacks knowledge and support.

I also noticed that in many enterprises, the former is more likely to be bought by employees, because employees get the real ability to grow and grow in the process.

3, tolerance

As a manager, it should have a higher tolerance.

"Knowing the business" is easy to bring about a problem. There is no fish in the clear water, but no one in the world. This is a common problem of many technical origin managers.

However, due to the rapid changes in the world and the diversity of culture and values, anyone must admit their lag and one-sided nature, so managers must gradually develop their tolerance.

Therefore, what I am talking about is tolerance, which refers to the degree of tolerance of the work style part beyond the substantive work content of the work.

For example, a certain employee's slide show about project planning, a certain superior grabbed the style of the slide, and asked the employee to modify some graphics and colors.

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The evaluation of performance management is very familiar to everyone.

But in actual work, managers at all levels mark and evaluate staff performance in addition to the end of the assessment. The more frequent management scenario is to directly communicate and guide employees' specific work.

Many people also point out that due to the erroneous understanding of performance management by managers, line managers give up guidance to subordinates, while performance management emphasizes communication between upper and lower levels, emphasizes the identity of senior coaches and the improvement of employees' capabilities, and the evaluation and guidance for employees' specific work is a necessary means to achieve this goal. If it is only to conclude and feedback employees' work at the end of the month or the end of the season, the effect is very difficult to achieve, so many people have further emphasized that performance feedback should be targeted and timeliness.

Therefore, in the specific management situation, it is very necessary and effective to conduct immediate evaluation and guidance for employees' specific work.

So how do we evaluate employees' work?

1. Sandwich rule is necessary, but it is not essential.

The sandwich rule is a well-known way of performance feedback for employees. First, confirm the work of employees, then point out the problems, and finally put forward the improvement plan and give bright future.

This way helps employees to accept suggestions and opinions from superiors, but sandwich rule is only a procedural problem, which does not include substantive content, similar to the difference between procedural law and substantive law in law.

Especially when the sandwich rule is understood by employees, and the conversation skills of superiors are not high enough, employees know that the "bad words" hidden behind the "good words" are the key. The key is "after", but the effect is often greatly reduced.

Therefore, if there is no substantive content to support the sandwich rule, the result will often backfire.

2, the key is: are you really knowledgeable?

As a middle-level manager, you must be knowledgeable about your business. Of course, for a large enterprise or a high level, the knowledge of the business may not be embodied in the specific execution of the business, but a deep insight into the nature of the industry, the trend of development and the internal and external environment.

Therefore, there are differences in the so-called level of knowledge, but there is no problem as a basic requirement.

When evaluating employees' work, the bottom line of managers should come from knowledgeable people.

It is what we call "scratch the cake" and praise it. If you can point out its advantages and problems in the face of employees, employees will be happy to accept it.

Then, you will enjoy very high professional authority, not from your organizational structure, but your own expertise and knowledge.

Of course, if we can combine sandwich rule with knowing how to do things, then the effect will be better.

But in turn, it is difficult to achieve the goal of beauty, especially for some technical managers who are really knowledgeable, but their management skills are not excellent; some managers may have their management skills in place, but it is a shell that lacks knowledge and support.

I also noticed that in many enterprises, the former is more likely to be bought by employees, because employees get the real ability to grow and grow in the process.

3, tolerance

As a manager, it should have a higher tolerance.

"Knowing the business" is easy to bring about a problem. There is no fish in the clear water, but no one in the world. This is a common problem of many technical origin managers.

However, due to the rapid changes in the world and the diversity of culture and values, anyone must admit their lag and one-sided nature, so managers must gradually develop their tolerance.

Therefore, what I am talking about is tolerance, which refers to the degree of tolerance of the work style part beyond the substantive work content of the work.

For example, a certain employee's slide show about project planning, a certain superior grabbed the style of the slide, and asked the employee to modify some graphics and colors.