How Do HR Managers Do Year-End Performance Talks?

< p > Direct is not necessarily the most effective. Do not come up and talk about "you have to work hard"! Good actress's empathy ability is first-rate. < a href= "http://www.91se91.com/news/index_c.asp" > manager < /a > the role here is not to set the index or to catch up with corrections, but to look forward to the new year's Eve with employees to help employees become more efficient people in the coming year! < /p >
< p > the role has been cleared up. How can the following plays be sung step by step? < /p >
< p > < strong > Step 1: stimulate expectations. Guide employees to think about what kind of scene he most anticipate after 2 years. < /strong > < /p >.
< p > work is a part of life. The expectation and expectation of life will definitely affect his work. Starting from the "expectation of life", managers have the opportunity to observe and understand their needs and motives in a larger picture. < /p >
< p > can lead him to think with such questions: < /p >
< p > What do you want to be like 2 years from now? If you use an adjective to describe it, what are the three words? < /p >
What roles do you assume after p 2 years? What do you want to do in this role? For example, what do you want your parents to do in 2 years if you want to be a child? < /p >
In the process of < p >, employees may show some irrational beliefs, such as being promoted to < a href= "http://www.91se91.com/news/index_f.asp" > management position < /a > in a relatively short time, so that the manager can correct his coordinate system in time. < /p >
< p > < strong > second steps: concretion. Guide employees to materialization and quantification of his expectations. < /strong > < /p >.
< p > the first step is a process of opening, leading him to develop a picture, starting from the second part is to take the action of "drawing" based on this picture, and go towards the direction of deriving concrete behavior. < /p >
< p > the problem that can be used to guide is: < /p >
< p > How do you measure your expectations? What are the more specific manifestations? < /p >
< p > in order to achieve this expectation, what kind of goals do you want to set for yourself or one? < /p >
< p > < strong > third steps: set goals. Lead him to think about what he wants to accomplish in the next 1 years to achieve his goal. < /strong > < /p >.
< p > to this step, we can focus on work. < /p >
Is there any relationship between P and other goals? Can we achieve other goals if we achieve some goals or take some actions at work? < /p >
< p > what can we do to help achieve our goals around work? < /p >
The < p > third step is a step by step. It is based on his needs to set goals for the next year. In this part, we can make some feedback with the results of staff assessment. If he is not aware of the problem of restricting his own development, managers should guide employees to realize these problems based on the results of the examination, and put these problems into the next year. This is an opportunity to transform managers' needs into employee goals. Based on the communication in the first half, managers have the opportunity to discover the combination and promotion points of organizational goals and personal goals. < /p >
< p > < strong > fourth steps: set targets. Guide employees to think about how to measure the goals set out in the third step: < /strong >. {page_break} < /p >
< p > everyone needs feedback, no matter the affirmation of the result or the opinion of improvement. This is the starting point for the next round of action. Without feedback for a long time, a person loses the motivation to continue doing this. Set the index to establish feedback for yourself, and determine the next input based on this output. < /p >
< p > this indicator must be measurable for employees themselves. For example, improving English communication ability, "reciting all articles of new concept 2" is an index, while "English communication ability reaches a middle level" is not an indicator. < /p >
< p > < strong > fifth steps: action. Guide employees to define the next concrete action plan and quantify them as carefully as possible. < /strong > < /p >.
< p > How do you start the first step in order to achieve the fourth step? When and where? < /p >
< p > if this first step or an action is very important to the manager, it can increase the "I promise" link. The way of operation is to write detailed information about the time, place, behavior, frequency and other details of the action on a A4 white paper, which is called a letter of commitment and is signed by the employee himself. Note that this commitment is not a commitment to managers, but a commitment of employees to achieve their goals, and managers are just witnesses. Always let employees recognize that this series is his own goals and requirements. < /p >
< p > what actions will you take then? < /p >
< p > can you accomplish your own index by doing these actions? < /p >
< p > there must be such a question as confirmed above, to remind employees to check whether there are omissions, whether the target is too high, whether the investment is inadequate or not. < /p >
< p > try to quantify the action plan as much as possible, even to a monthly or weekly basis. < /p >
< p > to achieve this goal, how much time do you spend on this matter every month? < /p >
< p > < strong > sixth steps: review. Guide employees to consolidate their time, energy and other resources. < /strong > < /p >.
< p > if the employee's time and energy are not enough to complete all the goals, guide him to make the final plan of action. The executable plan makes sense. < /p >
< p > < strong > seventh step: plan out. Ask the staff to finish their own next year's plan after the talks. < /strong > < /p >.
< p > this is the result of this talk. The document will be a basis for staff tracking and checking. It is recommended that the horizontal axis is time, at least to the month, the vertical axis is the index, and the cross node of the horizontal axis is every action. < /p >
< p > above, employees' conversation and communication are deep, their employees' sense of identity is high, and managers can have a better grasp of the situation of < a > subordinates < /a >, but relatively time-consuming, it takes about 1 to 2 hours, and is more suitable for managers who intend to train subordinates. < /p >
When p was small, there was a tall and big water tower near my house. The water flowing out in winter often formed thick ice chute. A water tower can spray water outwards because it has internal pressure to stimulate, not because we want it to run, or because it turns on the tap. < /p >
< p > the premise that managers want employees to produce some behaviors is to inspire employees' expectations in their hearts. < /p >