How To Design Performance Management Plan

< p > usually, designing a strong performance management plan should start from the following four aspects: < /p >

< p > < strong > 1. A comprehensive inventory of the elements involved in performance management < /strong > /p >

< p > first, before the design plan, < a > HR < /a > the manager should sit down and take a comprehensive inventory of all the elements involved in the performance management, and strive to take all the key elements into consideration.

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< p > here, the following elements should be considered as key elements: < /p >

< p > < strong > 1) the human factor < /strong > /p >

< p > people are the first. The key element of human beings is the division of responsibilities among employees in the performance management. This is a problem that must be solved first. If this problem is not effectively solved in the plan, the subsequent work will be more difficult. The performance management of many enterprises is formalistic and leads to failure, mostly because the problem has not been solved well.

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< p >, what is the division of responsibilities among employees in performance management? < /p >

< p > usually, there are 4 levels of division of labor for an enterprise employee: the CEO, the HR manager, the line manager, and the staff.

In performance management, their responsibilities are divided into the following points: < /p >

< p > < strong > 1, general manager of enterprise.

< /strong > the main responsibility is to provide support for the construction and development of the performance management system, and promote the continuous development and deepening of performance management.

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< p > that is to say, the CEO should be the drummer and cheerleader of HR manager, providing the attitude support and wisdom help to HR manager, helping the HR manager to realize his idea to the greatest extent, so that the performance management scheme can be solved and recognized to the greatest extent by the line manager, and be implemented. In the process of implementation, more time is taken to care, so that the plan is carried out in a correct and timely manner, and the performance management construction is promoted to develop in depth and efficiently.

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< p > < strong > 2, HR manager < /strong >: the main responsibility is to design "a href=" http://www.91se91.com/news/index_x.asp "performance management" /a > construction plan, organize all line managers to effectively implement the plan, and implement the plan; as an internal performance management expert, provide consultation for the line manager in the implementation process, help them continuously understand the performance management correctly, continuously improve the skills of performance management, and become a performance management expert in their own field.

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< p > > strong > 3, line manager < /strong >: line manager should be the middle force of the enterprise performance management, and it is a bridge. It is responsible for the strategy of the enterprise and responsible for the development of the staff. Its importance is very different. Their main duties are to execute and feedback, carry out the performance management plan of the enterprise, and feedback the problems encountered in the execution process to the human resources department, so that the performance management system can be adjusted and improved continuously, so as to better serve the line manager.

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< p > strong > 4, employees < /strong >: employees are the masters of their own performance, have and produce performance, and they continue to grow and improve with the help of line managers.

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< p > this is the element of human in performance management.

Here, there are several key points to note: 1. How to get the approval of the CEO is the key to the problem.

After all, the performance management enterprise is the management change of the whole enterprise, and it is not a general change. For some employees, even "disastrous", it will inevitably encounter some resistance and encounter some difficulties.

At this time, the strength of a HR manager alone is not enough. This requires the CEO to stand more in the front and support and promote the effective performance management. Only with the support of the CEO, can the performance management plan meet with the line manager, otherwise everything will be avoided.

Therefore, the HR manager must work hard on how to communicate with the CEO and get the approval of the boss.

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< p > as mentioned earlier, line managers are the middle force of performance management. They are the final selling objects of your program and get their approval, which is the work that HR managers need to spend a lot of time doing.

The support of enterprise bosses is very important, but the implementation should rely on those < a > line manager < /a >. If they do not try their best in execution, the work ahead is also white.

Therefore, the HR manager must also conscientiously do a good marketing plan, and effectively promote the performance management scheme to the line managers, so that they can "buy" and understand their comfort.

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< p > < strong > two) the product factor < /strong > /p >

< p > in fact, the performance management plan is a product of HR managers. Whether the product's performance is excellent, whether it is practical, and whether the effect is good will become the inspection standard of line manager's acceptance plan.

Therefore, after the human factor is solved, the HR manager should consider the product elements.

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< p > product elements mainly solve why, what, what to do, how to use these problems.

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< p > < strong > 1, why? < /strong > < /p >

< p > to make the plan convincing, HR managers must conduct an in-depth investigation and study of the current situation of the performance management of the enterprise, provide convincing reports to the management, point out the deficiencies of the current situation, and then propose solutions in a targeted way.

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< p > < strong > 2, what is it? < /strong > < /p >

< p > after all, performance management is very different from the performance appraisal we made before. There are great differences in concepts, methods and tools. If HR can not clearly describe what the performance management is, then the plan may also be rejected or even completely negated.

Therefore, HR managers must clearly explain what the problem of performance management is to the general manager and the line manager. Not only should they be clear, but also concise and complicated, they will be eliminated by the management at the time excuse.

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< p > strong > 3, what to do? < /strong > < /p >

< p > after solving the problem of performance management, we must solve the problem of what to do with performance management.

Compared with the use of performance appraisal, the use of performance management is richer and more enchanting, and because of this, performance is not accepted by management. They think that it is not as straightforward and realistic as performance appraisal. Therefore, it is also a matter for HR managers to consider.

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< p > < strong > 4, how to use < /strong > < /p >

The problem of how to use < p > is the problem of process.

For performance management, the proper design of the process will affect its implementation to a large extent.

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< p > usually, a perfect performance management system has the following five processes: < /p >

< p > < strong > A, setting performance target < /strong > /p >

< p > performance goal is the foundation of performance management. Without performance goal, performance management can not be evaluated, and there is no way to assess it.

In the specific operation, the key task is to set up key performance indicators for employees and form key performance indicators management cards.

Therefore, the performance management plan must explain the formulation of key performance indicators, and guide straight managers to the correct track of index management, so that they gradually abandon the previous bad management habits such as task management and inertia management.

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< p > < strong > b, performance communication and guidance, establish employee performance record < /strong > /p >

< p > after the completion of the key performance indicators, the line managers should maintain timely communication with staff on the contents of the key performance indicators, help them continuously improve their capabilities and improve their performance. At the same time, in order to make the performance management more reasonable and scientific, the line managers should establish performance records for the staff, and the usefulness and benefits of the performance files can be felt in the subsequent performance appraisal and performance feedback.

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< p > < strong > C, performance appraisal < /strong > /p >

< p > performance appraisal is regarded as "Bible" by many managers. Many managers always talk about the assessment when their employees are not performing well, and there is a big tendency to not "quit" your job.

Many people in the industry think that performance appraisal is the most important part of performance management. I think this formulation is inappropriate. It seems that the whole performance management is for examination, and there is no other work to do besides assessment.

Actually, this is not the case. Performance appraisal can only be the most critical part of performance appraisal, and it will never become the most important part of performance management.

HR manager should pay attention to this when designing performance management plan.

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< p > < strong > D, performance feedback < /strong > /p >

< p > performance feedback interview is a crucial link in performance management, and its importance even exceeds the performance appraisal itself.

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< p > after all, the result of performance appraisal is used instead of being archived, but without feedback, it can not be used at all, and the performance appraisal without feedback can not play any role.

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< p > without employees' performance feedback, employees will not be able to know whether their work has been recognized by the manager or not. They will make random speculation and affect their work mood. Without performance feedback, the manager can not know whether the performance appraisal has really played a role, and has no faith in performance appraisal. Without performance feedback, the manager can not point out the shortcomings of employees, and can not give constructive suggestions to employees, which will eventually lead to the progress of employees being restricted, and the management level will not be effectively improved.

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< p > here, I summarize the five step method of performance feedback interview.

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< p > < strong > performance feedback five step method < /strong > < /p >

< p > < strong > first step: collect interview information < /strong > /p >

< p > interview information includes: key performance indicators management card, job description, performance record management card, staff performance appraisal information and other related information (such as work plan, work summary, temporary work arrangement, etc.).

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< p > < strong > second step: draw up the interview plan < /strong > < /p >

Before the interview, the line manager should plan the interview plan, and make corresponding arrangements for the content, location, time and personnel, so as to effectively control the interview process and make the interview effective. P

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< p > < strong > third step: notify employees of the interview plan < /strong > /p >

< p > after the completion of the interview plan, the line manager should inform the staff concerned in advance so that they can make preparations in advance.

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< p > < strong > fourth steps: implementation of interview < /strong > < /p >

< p > interview in a one to one way, to meet only one employee at a time, to communicate face-to-face with each other. The two sides make comprehensive and comprehensive communication on the performance of their employees, praise the positive performance, expand their influence, show negative performance, and put forward constructive improvement suggestions based on the principle of "only description and no judgement", so as to help employees do better in the future.

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< p > < strong > fifth steps: forming an interview record < /strong > < /p >

< p > at the end of the interview, a written interview record should be formed and signed by both sides.

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< p > < strong > e, the diagnosis and improvement of performance management system < /strong > /p >

< p > there is no absolutely perfect performance management system. Any performance management system needs to be improved and improved. In order to improve and improve the performance management system, we must diagnose the performance management system which has been used for a long time after implementing a stage, and make it perfect.

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< p > in addition, in solving this problem, there is another key problem, which is the use of tools.

What tools should be used, HR managers should solve them and design corresponding management tools according to the process of performance management. I think there are probably several tools: key performance indicators management card, performance record management card, performance feedback card, performance improvement card, performance satisfaction questionnaire, performance complaint form.

Indifferent, every enterprise has the reality of every enterprise. When making these forms, HR should closely combine the reality of the enterprise and borrow professor Paul's words, that is, "5-10 percent localization" for the excellent management tools.

In particular, the key performance indicators management card should not only be combined with the actual situation of enterprises, but also must be combined with the work of employees.

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< p > < strong > 3) the result is < /strong > < /p >.

< p > every process of performance management will produce some results. How to use these results should be explained clearly.

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< p > < strong > two, keep active communication with enterprise bosses < /strong > < /p >

After finishing these factors, the manager should keep in touch with the general manager in every element of the P. The communication should be carried out several times, and should be carried out before the plan is formed. Otherwise, when your plan comes out, the general manager will have a big part at the same time, and I am afraid you will have to turn your stomach down. "HR"

Therefore, HR managers should not be afraid of running away from their legs and constantly communicating details with the general manager. After reaching a consensus on each item, they will begin to write a complete plan, so that the general manager will be easier to accept.

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< p > < strong > three, handwriting scheme < /strong > < /p >

< p > in order to reach a consensus with the general manager on the details, the handwriting plan can be written.

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< p > < strong > four, to the line manager promotion plan < /strong > /p >

< p > after the finalization of the plan, the HR manager should organize relevant training seminars, explain the detailed contents of the program to the line managers one by one, and sell them to them so as to get their support so that the plan can be effectively carried out.

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< p > up to now, a complete performance management plan can be released! < /p >