Penal Staff: Fine Can Rest Easy?

How can a person be punished as a leader when he has a mistake?

The management of employees should not be solved by means of punishment. Punishment of employees is helpless.

Therefore, we do not advocate more fines to solve the problem of management.

What is the solution? It is still the leading role of management procedures, management rules, management training, and management of cadres themselves. Of course, it does not mean that we should stop fines. The necessary penalties still exist, but this is a must.

Alert staff

Even if employees are fined, they should be allowed to discuss with management. What is the responsibility of the manager? The percentage of employees who are under fines is relatively high or the number of times is relatively high. Then our manager should blame himself. He should think about the responsibility of "me" and why so many people are fined.

case

A worker who has been on the job for four months has found a technical failure when he delivered the test after completing a job independently.

The manager decided to punish 100 yuan for this matter and talk to him about it.

As a result, two people had a heated quarrel. After the quarrel, the employee complained the manager to the company's human resources department.

After receiving the complaint, the HR department will talk to the two parties.

The manager thought: the reason why I deducted his 100 yuan bonus was that I worked him for a period of time, and after seeing that he could basically work independently, he let him do it and took it away.

During his independent work, he found that he had sloppy faults. I reminded him many times, but he still had his own way, so this time he had to deduct the money. The employee felt that I should be responsible for the result, but usually the manager didn't help me very much. Now I have to punish me for what has happened. Why? There are many ways to deal with it. Why do we choose to deduct money? So he thinks the manager's level is not good, he will only deduct money and not manage it.

The problem is placed in front of the manager of the human resources department. What should he do? Should it be punished or not? How should we balance the psychological balance between the two?

Analysis

This case involves the division of responsibilities in employee assessment.

The matter is reflected in the human resources department. They know clearly that the manager is wrong, and the money should not be deducted.

Because the manager should be responsible for the work of the staff, especially if the employee has been on duty for four months, you will let him do it, not to mention that you do not have a process control at all, so the problem is that the manager is not the employee.

But how can the HR manager deal with it? Punishment or no punishment? How to balance and coordinate the relationship between the two? Let both sides be convinced.

Later on and others

After talking to the manager clearly, he went to talk with the staff, saying that judging from the standard of performance appraisal, you admit that you should be responsible for the result. Since you admit it, then the money should be deducted.

After many face-to-face communication, the employee accepted the human resources department's arbitration.

In this case, the manager of the HR department looks at the problem first and has a principle. The manager is wrong because his process control is not well controlled, and the performance appraisal is not set well.

But how to coordinate? The manager of human resources takes into account the human side, taking into account the manager's face, so the way of handling is smooth, that is, let managers and employees realize their own mistakes, solve a contradiction, resolve a conflict, and make employees and managers more responsible in their future work.

This is called Chinese management.

This case involves two problems in performance management, one is the division of responsibilities, the other is the division of responsibilities.

First, in the performance assessment, the human resources department should distinguish between the responsibility of the Department Manager and the Department Manager, which is extremely important.

The responsibilities of department managers in performance appraisal include the following aspects.

1., formulate assessment methods suitable for this department.

Different departments have different assessment methods, so the managers should set up their own assessment methods.

2. determine the assessment elements of the people being assessed, that is, which contents need to be examined.

3. objectively evaluate the performance of the people being assessed and communicate with them in depth.

This is what the Department Manager should do, not the human resources department.

This must be very clear.

4. conduct performance guidance for people being assessed.

5. discuss the development plan with the people being assessed.

6. measures to discuss performance returns with those being assessed.

That's how much the company should reward you.

This is not the concept of money, but the magnitude of the problem. In the process of assessment, it is the responsibility of the Department Manager rather than the responsibility of the human resources department.

The responsibilities of human resources department in the process of performance appraisal include the following aspects.

1., formulate management standards for performance appraisal.

Forms, regulations and rules are formulated by the Ministry of human resources.

2. check and supervise the implementation of performance appraisal work.

The result of each department's assessment will eventually be archived to the human resources department, so we must check their implementation.

3. collect, collate and analyze the results of performance appraisal.

4. instruct the assessor to complete the performance appraisal work.

The department manager does not know that it will not, the human resources department guides you, but I do not do it for you.

5. use the results of performance appraisal to formulate corresponding incentive policies.

6. accept complaints about employees' performance appraisal.

If the employee is dissatisfied, if there is no complaint department, the employee can only swallow up his dissatisfaction. It will not matter if he swallows one time. After two or three times, the employee will "quit" or quarrels with the general manager.

The Ministry of human resources should play a coordinating role and have the right to adjudication.

Only when the responsibilities of both sides are clear, can HR managers and departmental managers work smoothly to assess employees' performance in accordance with their respective responsibilities.

But at the same time, we need to attach importance to another key issue, that is, performance interview, which will affect the result feedback and staff motivation of performance appraisal, so we must master certain interview methods and techniques.

Performance interview is actually an important part of enterprise performance appraisal.

Many enterprises focus on performance appraisal and never focus on performance interviews.

In fact, whether monthly or quarterly, managers must interview each employee individually during the assessment period. If quarterly assessment or annual assessment is required, then managers must talk to each employee individually for more than half an hour.

There is such a data: in Beijing's enterprises, 80% of the people to work in a company should consider the brand, wages and benefits of the enterprise, and even the leaders of this enterprise are also factors to be considered. Indeed, some people are joining in the Association for Liu Chuanzhi, and entering Haier for Zhang Ruimin, because they feel that they are running ahead with such a leader.

But there is another astonished figure: nearly 30% of those who leave are not damaged by corporate brands, not because of declining treatment, not because of the problems of the business leaders, but because of their direct leadership, or their bad relationship with the direct leader or their management style.

This figure makes us feel bitter. The image of a company in the minds of employees is built up by our middle level leaders.

There are several opportunities for grass-roots employees to see a handful of top leaders a year.

Whether there is a chance for the grass-roots employees to sit down and talk and chat with the top leaders for a year is even more rare.

Therefore, in the concept of employees, what is the image of the company is the management style and personal image of our middle level leaders.

In the eyes of employees, a middle-level cadre represents the overall image of an enterprise.

Face-to-face is to create opportunities for every manager and let him interview with employees to shape the image of the company.

At ordinary times, managers rarely have time to talk with the employees below for more than half an hour in three months.

But you need to talk about performance interview.

The skills of performance interview: be prepared beforehand; choose the right time and environment (preferably in the company's conference room instead of in the manager's office), otherwise your phone will constantly interrupt the interview with employees, and let employees feel like reporting work; encourage participation under the full participation, allow subordinates to speak and listen carefully; pay attention to the strengths of subordinates; be specific, objective, and have a calm attitude; always maintain that the interview is the communication between the two sides; it is a conversation between the two people, not a single person's speech.

Also, talking about behavior without talking about individuality is a sentence we must always carry out in our performance appraisal interview.

We are going to talk about an act. Do not help others to be qualitative. "Why are you so stupid, so lazy? How can everything depend on your boss? How can you rely on such a strong sex?"

Wait, these are personality.

Performance interview only corrects improper behavior in his work, rather than judging people's personality.

The content of performance interview should focus on the work of the staff during the last quarter. It should be carried out in the following four aspects:

1., talk about the work objectives, the completion of the tasks, the assessment of the results, including quality and quantity.

2. to complete the performance of the work process, this is the process of assessment, mainly the work attitude and performance.

3. summarize the past work, put forward the need to improve, and the direction of efforts, and put forward the next quarter's work objectives, performance guidance.

4. communicate with employees in view of customer satisfaction and the views of the people around them, and seek improvement measures.

A good performance interview can promote communication between employees and managers. Bad interviews often lead to tension between the two sides, so face-to-face is a double-edged sword.

Why do some performance appraisal eventually become formality? It is because we are doing a lot of things not in place, resulting in a very fresh start, the staff feel that I have a future, but the more disappointed employees, the more unassured our manager, the result is not willing to talk about employees, the manager does not want to be led by the Ministry of human resources every day, and finally everything is pushed to the Ministry of human resources to do.

Many of our enterprises have encountered such bottlenecks.

The success of performance appraisal depends more on your implementation capability.

Why does Lenovo do well in performance appraisal? Haier did well in its performance appraisal, because they have strong executive power, which is the key.