Performance Management Has Become A Ceremonial Form Filling Performance.

< p > in performance management, straight line managers tend to fall into the misunderstanding of assessment. Only do some superficial and simple tasks, such as filling out forms issued by human resources department, they tend to think that filling out forms of human resources department is all about performance management, so they have something to do when they have tables, and performance management is meaningless to them when there is no form. I call this phenomenon "form dependency syndrome". < /p >
< p > 1. Vigilant form dependency syndrome < /p >
< p > in the enterprise, when a special time comes, for example, at the end of the year, there will be a strange phenomenon. People in the company are busy filling out forms and talking about assessment. On the surface, everyone is doing a great job and full of excitement. But after that time, enterprises are back to the reality. Few managers are concerned about performance related matters, and various documents of performance management are also shelved. < /p >
< p > in the eyes of many line managers, fill out the forms behind the performance management system organized by the Ministry of human resources, which are all of the performance management. They think that as long as the spaces in those forms are filled, the core and core issues of performance management are how to maintain effective communication with employees, how to achieve the docking of employee goals and strategic objectives. < /p >
< p > I call this phenomenon "form dependence syndrome". In performance management, managers usually regard all forms of examination related as performance management, such as filling in key performance indicators management cards, performance records management cards, performance feedback cards, performance improvement plans and so on. When managers are asked to fill in these forms, they think that enterprises begin to do performance management, and they start to get busy. When the forms are completed and handed over to the Ministry of human resources, they think that the limelight has passed, and they can temporarily stop doing performance management. Therefore, in performance management, managers rely on forms and become a typical form dependency syndrome. This phenomenon is quite common, and it is difficult to get substantial improvement in the short term. It is worth vigilant! < /p >
< p > two, performance management reduced to "ritualistic" filling out performance < /p >.
< p > performance management is a complete system with complete system components and workflow. The PDCA cycle is the track and the basic criterion to ensure the correct implementation of performance management. A correct performance management system should be designed and implemented in accordance with the PDCA cycle of "performance plan, performance communication and guidance, performance evaluation and feedback, performance diagnosis and improvement". If the enterprise does not have such a design, or executors (line managers) do not follow such a process, then performance management will inevitably become a mere formality in the process of execution, and will eventually become "chicken ribs". < /p >
< p > in practice, managers do not play cards according to the rules very seriously. In the eyes of managers, performance management and human resources department's performance management are almost two routes and two things. For example, the human resources department advocates performance management as a communication mechanism between line managers and employees. Managers should take performance management as an important responsibility for them, maintain efficient communication with their employees, conduct systematic performance guidance for employees, set performance goals together with employees, and take various measures to help employees achieve and exceed these goals, so as to achieve the ultimate goal of improving staff's capabilities and improving their performance level. These ideas and concepts are the basic norms that human resources department relies on in designing and implementing performance management, and also the baton of performance management. On the basis of previous communication, the program is approved and approved by the general manager of the enterprise. After that, batons are handed over to the managers of the line, implemented and promoted by the straight line managers, whether the idea of performance management can be implemented, whether the criteria of performance management can be effectively followed, and whether the idea of improving the overall performance of enterprises can be realized depends on the performance of straight line managers. And many of our line managers do not think so. They usually think that performance management is a kind of extra workload that the human resources department or the business executives impose on them. It is not their responsibility, nor does it think that performance management should be communicated with employees. Instead, it is considered that as long as the design of the examination forms is completed, every employee can be scored, divided and so on, even if it is OK, it can be explained to the human resources department, even if the performance management is completed. Therefore, systematic performance management has gradually evolved into a performance appraisal with only one link. It has become a formalistic performance of "ritualistic" management. When the HR department organizes the examination, everyone is filling in the form, and after completing the form, it comes back to reality and puts the performance management aside. < /p >
< p > three, performance appraisal form is only a tool for performance communication < /p >
< p > in fact, the wrong understanding of performance management is also an important reason why performance management can not be effectively implemented. If managers' ideas can not be changed, it is still considered that performance management is to fill out various forms, and the task of not filling out forms is not to do performance management. Then, the performance management level of enterprises will never be substantially improved, and it can only stay on the subjective form assessment level, but can not go deep into the essence of performance management, and can not fundamentally solve employee's performance problems, nor can it rapidly improve the overall performance level of enterprises. < /p >
< p > practice shows that when a manager has some form tools to use in performance management, he will have a strong tendency to concentrate on using these tools and ignore others, and spend the least time on it, and do the least thinking and action on these tables. This is why managers are keen on performance management related forms and form dependence on forms, which is why we are vigilant. Once managers think that forms are all of their performance management responsibilities, they will ignore other more important parts of performance management. They will act according to the minimum standards of performance management, which will be contrary to the original intention of implementing performance management in enterprises. This is very dangerous! < /p >
< p > all performance appraisal forms have a common feature. They can not improve their performance. In order to make them play a role, managers must communicate better with their employees. Only in the process of performance communication, these forms will play a role in the right time, otherwise, they can not help employees improve their performance. A competent manager with excellent communication skills can make any assessment form work, and it is useless for an incompetent manager to use any good form. If the company's assessment forms for managers are flawed and can not provide more detailed information on performance improvement, then managers will have no reason not to add the characteristics of other methods, that is to say, managers must do more performance communication, performance record and performance counseling, so as to make performance management play a greater role. < /p >
< p > four, the solution: "3+1" dialogue mode < /p >
< p > if we do not have an examination form, we can do performance management equally, which can also improve employee performance. The channel is the efficient performance communication between managers and employees. The goal is to improve the performance of employees and improve the performance of enterprises. < /p >
< p > I summed up the communication in performance management as "3+1" dialogue process. The so-called "3+1", that is, the performance management as a three step dialogue process, plus a control process, the three step of the dialogue process includes dialogue performance objectives, dialogue performance counseling and dialogue performance evaluation, the control process is the performance of records, the establishment of employee performance records. < /p >
And counselors conduct effective performance counseling to employees, engage in continuous dialogue and communication with employees, help employees correctly understand obstacles and difficulties in their work, provide staff with timely support for their staff, timely feedback to employees, and inform employees on their performance and suggestions, so that employees feel that managers are talking to themselves as supporters and helpers, so that employees are willing to accept managers' guidance from within, willing to make changes, actively work for achieving performance goals, and actively communicate with managers to seek the support of managers. In this way, under the joint efforts of managers and employees, the performance goals of employees will develop in a good direction, and ultimately achieve and exceed these goals. < p > through the dialogues of these three processes, managers and employees can reach agreement on the performance evaluation indicators and indicators. In the performance cycle, managers are the performance partners of employees. When the examination time comes, the performance appraisal dialogue can be carried out, because managers and employees have fully communicated and dialoged during the performance goals and performance cycle, < /p >
Performance appraisal is no longer a difficult matter. Managers are no longer scoring separately, but they are scoring with employees in the form of dialogue, and doing interviews with employees for performance appraisal. In interviews, managers summarize the good performance of employees in the last performance, and encourage employees to continue to work hard. At the same time, managers should also point out the bad performance of employees directly and concretely, and solicit opinions from employees to see if their views are consistent with those of employees. If they are not consistent, then continue to communicate in depth until the two sides reach an agreement. Finally, managers should also make suggestions for improvement to employees, help employees develop performance improvement plans, and achieve the goal of improving employees' performance. P < /p >
< p > besides, a very important point is that performance appraisal should be based on the principle of "no accidents", that is, when the performance appraisal is conducted, managers and employees should agree on the completion of some assessment indicators and the performance of their employees. At least there will be no major differences. This is also a fundamental criterion for ensuring the fairness of the performance appraisal results and must be strictly observed. So, in order to do this well, managers should pay attention to observing and recording employees' performance in performance communication, and form employee performance records. This is also a good way to control the process of performance management. Good performance and bad performance should be recorded, especially bad performance, and employees should be signed to confirm when they are recorded, so as to avoid unnecessary disputes in the future. The key way to record employee performance is the key event method, that is, record events that have significant impact on employee performance. Of course, besides these, other methods are also important, such as work summary, various reports, analysis reports, etc. < /p >
Robert Bakwa, a famous performance management expert in North America, told a story. He once said, "once, the director of human resources of a famous enterprise gave me a vivid introduction to the performance management software system introduced by their enterprises. By virtue of this set, the performance goals of their enterprises were set up by the computer network and the supervisors and staff members. When the examination was conducted, all the performance appraisal was carried out through the computer network. The supervisor only needed to fill out the examination scoring form on the computer, then sent the form to the employees, so that the employees could carry out the electrical signature on the assessment form and send it back to the network system, so that it could save a lot of time, and it was not restricted by the geographical area. It was very convenient and very popular with the managers." it's very convenient, "said Mr. Robert Bakwa. After listening to the director's account, I said, "in fact, technology is bringing convenience to people while destroying something. Performance management is the process of communication between employees and direct supervisors. The process of setting up performance goals and performance appraisal on computers has made employees and direct supervisors lose the opportunity to communicate face to face, making performance appraisal a cold tool, which has reduced the effectiveness of performance management to a certain extent." < /p >
< p > the use of scientific and technological tools often helps people to meet the minimum requirements. Filling out forms is only one of the means of performance management, not all. Performance communication is the key work that management should do well. After all, filling out forms is only one of the means of performance management, not all. Performance communication is the key work for management to do well. I hope our managers can profoundly understand this, make changes in practical work, maintain efficient performance gap with employees, help employees improve performance levels, improve performance capabilities, and enable performance management to truly become a platform for managers to conduct more efficient management rather than burdens! < /p >