Common Problems In Performance Appraisal Of Private Enterprises

< p > strong > 1, part a href= "http://www.91se91.com/news/index_c.asp" > manager < /a > do not really understand the purpose of assessment < /strong > /p >

< p > there are many enterprises that emphasize the introduction of advanced assessment methods in the world. Others also have to have them. It seems that enterprises can go abroad and integrate with the world.

But in the eyes of business managers, examination is nothing but reward and punishment, which is our traditional "carrot and stick".

What is the ultimate goal of performance appraisal? Many enterprises feel that it has been very advanced to pform the personnel department into the human resources department.

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< p > as the name suggests, performance appraisal is to dig out performance through assessment, performance appraisal is only a part of performance management.

Performance management includes several stages, such as performance plan, plan execution, performance appraisal, performance feedback interview, etc. these stages are all linked together, and which part of the problem will affect the final performance level of the enterprise.

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< p > a lot of enterprises tend to simply assess their employees' final output level without paying attention to process management. It is difficult for enterprises to improve their performance level by simply assessing the results.

Before the final result is examined, we should do a good job in performance planning; during the normal work process, we should provide guidance for staff work; after the results of the examination are out, we should conduct performance interviews with employees, analyze the causes, identify gaps, and make performance improvements.

After such a closed loop performance management process, the performance level of enterprises will be improved.

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< p > strong > 2, between the upper and lower levels, < a href= "http://www.91se91.com/news/index_c.asp" > performance > /a > interview < /strong > /p >

< p > the performance appraisal of private enterprises is almost impossible to interview, as if it were only for examination.

And because the score did not exceed 100 points, the negative effect was greater.

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< p > therefore, private enterprises should set up the organizational structure according to the company strategy practically and reasonably, objectively analyze the responsibilities, importance and qualifications of each post in the organization, compile detailed job descriptions, and further determine the company's salary strategy, salary structure, recruitment and training plan, etc.

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< p > when making performance appraisal, leaders should communicate with employees on performance plan. Instead of many business managers, once the plan is finished, everything will be done well. Only the end of the year or the end of the performance cycle will be evaluated and evaluated.

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If P lacks sufficient communication and communication at this stage, it will lead to many enterprises' performance management difficulties.

Superiors should be responsible for their subordinates' performance growth. They should pay attention to collecting, observing and recording the performance of employees, including good and bad performance.

This performance record is a very important factual basis for future performance feedback interviews, rewards and punishments for employees, and even dismissal.

When necessary, employees are required to sign and confirm the performance interview record form.

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< p > < strong > 3, < a href= "http://www.91se91.com/news/index_c.asp > > assessment index < /a > setting is not reasonable < /strong > /p >

< p > many enterprises have more functional and operational indicators and less strategic indicators. They are not even evaluative indicators which are irrelevant to functions, indicators and strategies, and do not help improve their performance.

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< p > small private enterprises should not be too complicated to assess the targets. Some enterprises will understand that they are pursuing the results thoroughly, distorting the assessment system unilaterally, paying close attention to the goal of the results, and missing the behavior objectives of the process.

A customer once had only three assessment indicators for all subordinate companies: profit, income and cost, totally ignoring the different business and scale of each subsidiary, and ignoring the difference between the company's control and management mode.

By the end of the year, there was hardly any branch that was perfect enough, which embarrassed the company's morale.

Therefore, when formulating the assessment index, enterprises should not only determine a reasonable result, but also determine how to achieve the result, so as to achieve the predetermined goal.

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< p > private enterprise basic management work is not solid, lack of talent advantage, in the selection of assessment indicators must be careful.

Efficient performance management should grasp key performance indicators. KPI is the key performance indicator to measure the implementation effect of enterprise strategy. Its purpose is to establish a mechanism to pform enterprise strategy into internal processes and activities of enterprises, so as to continuously enhance the core competitiveness of enterprises and continue to achieve high efficiency.

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< p > < strong > 4, the implementation process of performance appraisal is not serious enough < /strong > < /p >

< p > a lot of private enterprises have a rather serious phenomenon of cronyism or being independent. After the implementation of the policy of rule of law, the idea of rule by man still exists.

In order to appease the sense of imbalance caused by the salary reduction of the relationship or old employees, many bosses are used to giving red envelopes secretly at the end of the year. This practice has caused fatal injury to the assessment results, which has made the ineffective persons not afraid and hurt the enthusiasm of those who work hard, resulting in a sense of injustice, which has made the performance appraisal lose its original meaning.

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< p > the pformation of private enterprises will hurt some people's interests and involve the redistribution of departmental interests. Naturally, conflicts will arise and resistance will be created. At this time, companies need to stand firmly on the side of reform and give enough support. Otherwise, even if the assessment scheme is good, it will not be implemented.

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< p > strong > 5, too many assessment tools, too complicated, < /strong > /p >

< p > most of the private enterprises in China are relatively weak in human resources, the quality of personnel is general, and too complex assessment system is not conducive to application. If even employees do not know how to evaluate the algorithm, the effect of assessment will be greatly reduced.

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< p > even some private enterprises are puzzled by some new terms in foreign countries. KPI has not done well, and has come to BSC (Balanced Scorecard), EVA (employee value assessment), and 360 degree assessment.

When we have not reached a certain scale, it is not necessary for us to blindly refer to the complex assessment methods of pnational corporations, or to focus on pragmatism and pragmatism.

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< p > < strong > 6, most private enterprises did not make rational use of the assessment results < /strong > < /p >

< p > a lot of private enterprises' performance appraisal work has been dynamic and dynamic, and the process is complicated, but the application of the results is not satisfactory. The results of private appraisal are often only related to the current wages, and are not related to the promotion of wages, job promotion and training needs.

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< p > performance appraisal is an important task in the management of enterprises. It is a kind of management behavior necessary to protect enterprises and promote the orderly operation of enterprises' internal management mechanism and to achieve various management objectives of enterprises.

The performance assessment has the following functions: the basis for the recruitment of personnel, the adjustment of the post and the standard of the position and movement, the basis of staff training, the basis of salary and rewards and punishments, etc.

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