Five Principles Of Inventory Performance Communication

< p > < strong > 1: sincerity < /strong > /p >

< p > sincerity is the foundation, the premise, not to be too modest, nor to exaggerate.

If you want your employees to truly feel that you are satisfied with his performance, your praise is due to your true feelings, not a "close" relationship.

Only the communication between the heart and the heart can really touch the staff, and only by sincere praise can it become an inexhaustible motive force for the a href= "http://www.91se91.com/news/index_c.asp" > employee < /a >.

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< p > < strong > Two: objectivity < /strong > < /p >

< p > before carrying out < a href= "http://www.91se91.com/news/index_c.asp > performance feedback < /a >, it is necessary for executives to seriously consider this question: what are the factors affecting a href=" http://www.91se91.com/news/index_c.asp "> employee performance < /a > what is the cause of bad performance? Is it really caused by staff slack or errors?

< p > actually, there are two main factors that affect employee performance: < /p >

< p > on the one hand is personal factors, such as personal knowledge, skills, experience, thinking, dedication, commitment, etc. This is the most common and most common factor; on the other hand, it is a system factor, that is, those factors that employees can not control, such as unreasonable working process, insufficient matching of resources, poor communication and coordination, and serious bureaucracy.

Such factors may exist in the process of employee performance.

Putting an excellent employee in a pathological system environment is also difficult to produce good performance.

However, the reality is that such systematic factors are often ignored by our managers or even selectively shielded.

But employees have the ability to see these things and will remember them in their minds, and are likely to put forward in the process of performance communication.

If executives are unprepared and prepared for this, performance feedback is likely to evolve into an endless debate.

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< p > < strong > Three: concreteness < /strong > < /p >

< p > to evaluate employees, whether praise or encouragement, try to be as specific as possible and avoid general statements.

For example, the employee took a night shift to complete a nearly perfect plan.

At this point, if you can say to your employees, "your plan is complete in structure, clear in logic, full in data and full in argumentation, which has been unanimously recognized by the leaders at the office meeting. In addition, when you know that you have completed the whole night plan for the completion of this plan, you will be much more appreciative of your devotion and spirit."

What employees feel is not only the hard work of overtime, but also the understanding of leaders, and the results of their efforts have been affirmed by leaders.

Obviously, such an overflow is more inspiring than a general saying such as "working overtime and doing well".

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< p > < strong > Four: correction < /strong > < /p >.

< p > there should be a revised channel for the deviation of performance appraisal. This is not to say that the performance appraisal is not serious, otherwise, it is precisely the performance of the seriousness of performance appraisal.

When an examination results in unfair evaluation caused by data or indicator deviation, it affects not only the result of performance, but also the centripetal force of the heart.

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< p > in reality, we often see such a scenario: "you don't need to say this thing, the examination is the company's regulation, you say it is useless, you accept it", in fact, such communication is meaningless, can not achieve any effect, but let the examiners lose the hope of correction.

Therefore, the purpose of examination communication is to correct and correct inappropriate or unreasonable factors. Then communication can have the real effect. < /p >

< p > < strong > Five: constructive < /strong > < /p >.

Positive feedback should enable employees to know that their performance has exceeded or exceeded the expectations of their leaders, so that employees know that their performance has been recognized by the leadership, so as to enhance the positive behavior of employees and make them continue to carry forward in the future work and show better performance. P

Negative feedback should provide constructive suggestions for staff to help employees improve and improve.

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< p > frank and open performance feedback is conducive to promoting the establishment of a healthy cooperative relationship between the two sides of the evaluation, creating a harmonious atmosphere for communication, and at the same time, puts forward higher requirements for managers' management consciousness, management ability and management style.

Paying attention to performance feedback and breaking through the bottleneck of performance is not only a problem that our managers must face, but also the responsibility that our managers should take.

It is also the only way to effectively enhance organizational performance! < /p >