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Performance Management: Better Implementation And Implementation In Enterprises

2013/7/31 20:59:00 19

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in fact, performance management is the "top leader" project in enterprises. Its success and failure are directly related to the attitude and action of the "top leaders". If the leader thinks that performance management is a worthwhile thing and can take positive action strategies and invest more energy and enthusiasm, performance management can be successful; if the "leader" thinks that performance management is not worth doing, or that it is worth doing, but does not take positive actions, and always stands behind the manager of human resources instead of going to the front to publicize and promote, then the failure of performance management is only a matter of time.

the author's experience is that the performance management of many enterprises stays in the stage of filling in the form of examination for a long time. The performance appraisal based on "fairness and impartiality" can not guarantee the fairness and fairness of the results. The performance management based on "improving employee performance" ultimately does not help to improve the performance of employees. The implementation of performance management has brought many negative effects to the management of enterprises. The fundamental reason lies in the decision making of the "top leaders" of enterprises.

That is to say, it should be the general manager of the "leader" of the enterprise, rather than the human resource manager, who should be responsible for the failure of the performance management scheme and fall into failure.

this article, combined with the experience of the author, analyzes the main reason for the failure of performance management, namely, the "leader" responsibility, and hopes that this article will give more support and attention to the "leaders" of enterprises so that performance management can be better implemented and implemented in enterprises.

1. The responsibility analysis of "leader" is less than /p.

for the failure of performance management, the "leader" is responsible for the following four aspects:

1, "top leaders" in the curriculum does not include performance management as "compulsory course" .

today, the concept of lifelong learning has been widely recognized, and learning has become the biggest time investment outside the general manager's work.

On their beautifully decorated bookshelves, books of various kinds of management and management are widely distributed, and bestsellers in the market are generally included as spiritual needs and charging needs.

General managers who like teaching and sharing often sell some valuable books to their subordinates, such as "fifth disciplines", such as "Autobiography of Jack Welch", but rarely the general manager recommends the book on performance management, which is the book "performance management, how to evaluate employees' performance", which is regarded as the Performance Management Bible. Mr. Robert Bakwa, it is a pity that it has not been mentioned.

perhaps the general managers did not include performance management as a "compulsory course" in the learning plan. Perhaps they simply did not think that this should be their consideration.

but in fact, this is not the case, because no matter how busy the general manager is and how time is not allocated enough, the performance management scheme will eventually get their approval before they can be implemented in the enterprise. When the implementation of the plan is out of order, it must be reported to the leadership of the general manager level.

In this sense, the lack of performance management in the general manager's knowledge system is not normal. After all, they are not born experts in performance management. The concept of performance management they understand and grasp is not necessarily correct and comprehensive.

performance management is the "leader" project of the enterprise, rather than the human resources department's patent. Therefore, it is suggested that the general manager of the enterprise supplement the performance management lesson in the learning plan.

2, the attention of top leaders in performance management is not enough.

General Manager's attention to performance management is generally focused on what the human resources department has done, not the performance management system itself, which makes the performance management work surface and formalized.

usually, the general manager will regard performance management as a matter of human resources department. It is considered that the result of the enterprise's assessment of departments and employees' performance is the result of what the HR department should consider. What the other line managers should do is to cooperate with the HR department to complete the "prescribed action" (fill in the form and score) without having to do more work.

"P >, so the systematic performance management has been dismembered into a black box performance appraisal, and has become a ceremonial form" performance ". When the" performance "is back to reality, it is discovered that such a practice has no practical effect. It may only be a conscious production of a pile of waste paper, and the Ministry of human resources has often become an object of attack by other departments." this trouble finding department will blow up! "

P is not the Ministry of human resources looking for trouble. They also want to do something that can help other departments and become a respected and respected department. Performance management is such a move.

But the problem is that things are not decided by the human resources department. Everything has to be decided by the general manager, and the human resources department has no right to make any decisions.

Although the general manager often thinks that performance management is a matter of human resources department, when the new performance policy is ready to be implemented, their "will of the will" will play a decisive role.

Therefore, in the matter of performance management, the role of HR manager is still "senior clerk". They only do things under the guidance of the general manager.

when the authority of human resources department is not large enough to order other departments, the general manager's concern about performance management will determine the direction of the performance management decision of the whole enterprise.

therefore, it is suggested that the general manager pay more attention to the process of performance management while paying attention to the results. When the general manager recognizes the importance of the performance management process and gives enough attention and support, the success of the performance management will be possible. Otherwise, it may be merely complaints and censure for waiting for you.

3, narrowly understood success

in the view of many general managers, the biggest success of performance management is to solve the problem of salary distribution, and to get accurate assessment data through effective assessment methods, so as to make the implementation of pay decision. This is also one of the main reasons why the general manager thinks that performance management is "worth" doing.

Under the guidance of this idea, the instructions of the general manager tend to focus on the methods of assessment, showing great concern for the design of the performance appraisal table, and the pursuit of the operability of the examination form is p.

As a result, the focus of the work of the Ministry of human resources has shifted from the pformation of the process and the construction of the system to the study of the assessment method, and passively to deal with the instructions of the general manager.

it is not comprehensive or even wrong to regard performance management as the tool of enterprise wage distribution. This is a narrow understanding of performance management, not the whole of performance management.

we know that in fact, performance management is the booster of effective implementation of the strategic objectives of enterprises. Through the decomposition of enterprise strategy, it is implemented and implemented, so that the goal of employees can be effectively combined with the objectives of enterprises and the comprehensive effectiveness can be achieved. This is the goal of performance management.

therefore, the general manager, as the "leader" and "commander in chief" of performance management, can not treat and treat performance management with utilitarian vision. Instead, we should start from the strategic level of enterprises and start from improving the performance of employees, and strive to promote the development of performance management to a positive direction.

4, excessive connivance line manager

when the general manager pushes the responsibility of performance management almost to the human resources department, the line manager has the reason and the bottom to refuse the work related to performance management.

Because they have not been asked to do more, just fill in the form of work, and fill out the form, the human resources department has no reason to ask them any more. If the "interesting" HR department asks them to fill in the work outside the form, they will be annoyed and think that the HR Department has nothing to do with it.

This makes the line manager completely separated from the performance management system, and its main role has not been brought into play, but to some extent, it has played a negative role, and has made many difficulties and obstacles for the implementation of performance management.

excessive indulgence performance is: first, never have any requirements for line managers to help subordinates improve their performance; two, think that performance management is an additional workload and delay the time of a line manager; three, there are no effective assessment measures for the performance of line managers; four, there is no training for relevant skills of line managers; five, when a performance policy is formulated, there is no requirement for a line manager to participate.

the general manager's connivance to the line manager made them think that the performance management has nothing to do with themselves. "Performance management is originally a matter of human resources department". Therefore, when the process of performance management flows to the line manager, they always passively deal with, perfunctory responsibility, making performance management formality.

two, improvement suggestion

the general manager should reflect deeply on the causes leading to the failure of performance management, and ponder deeply about what he should do and how to take action strategies in order to make the performance management successful. Then he should take the initiative to take performance management as a "homework" and study it, and master the theory of performance management, understand clearly and define the direction.

Fully mobilizing the initiative of human resources managers, and actively discussing the issue of performance management, and reach a consensus on understanding and understanding.

On this basis, more appear in the conference on performance management, and express their views on the performance management decisions of enterprises, more appear in front of line managers, express their concern and support for their performance management, and strive to push forward the performance management of enterprises. They regularly organize the management of enterprises to conduct research on the operation of performance management, and timely adjust them, so as to ensure the effective operation of performance management on the right track and improve and improve in real time.

core tip:

"It is closely related to the strategic objectives and annual plans of the enterprises. Since the" head project ", the enterprise bosses must invest some energy in this work. We do not require the chief executives to participate in the whole process. However, we can not allow the CEOs to always stay at the top end, just do the simple work of listening to the reports and instructions. As the general manager of the enterprise, we must correctly position our responsibilities in the performance management, and resolutely implement it. This responsibility is to support and promote the formulation of the prophase support plan, the implementation of the medium-term support plan, the support for the implementation of the summary in the later stage, and the promotion of performance management from the plan to the practice, from practice to success, so that the performance management system of the enterprise can be continuously improved and perfected, and play a more important role. performance management is the leading project of enterprises.

Enterprise bosses are natural performance management experts. The knowledge of performance management that the general manager knows is not necessarily correct and complete. Therefore, when the CEOs are improving their own learning, they must not forget that they still have a homework to do well, that is performance management.

there is nothing wrong with applying the results of the performance appraisal to the salary distribution, but we must never forget that besides this role, performance appraisal plays a more important role in improving the performance of employees and improving the performance of enterprises.

In addition, performance appraisal will only play a role in the overall process of performance management. Only in the performance management system, the results of performance appraisal will be fair and just, and it will be accepted by employees. Otherwise, it is not incorrect or even dangerous to talk about performance appraisal from the process of performance management!