Performance, The Boss Must Not Know The Truth.

　　 Goal orientation: performance and strategy

First of all, right. performance appraisal For the top management of the company, we have to ask a question why we need performance appraisal. I think very few people will answer it for rewards and punishments. Most people will say it is to improve the management level of the company. This sentence is very general, basically belongs to the process of answer, and some people will say that in order to enhance the company's performance, this sentence is also vague, this is a representation of the answer, there are many purposes of the company, performance (we should regard profits as an explanation of performance) is only one reason. If we define performance as the ultimate goal of a company, we define the company's phased goal as a strategic goal. So the company's performance is actually serving our strategic objectives. The ultimate goal of performance plan design is to throw performance into strategic objectives. Companies should link each post, each employee's performance appraisal indicators with the company's overall strategic objectives.

　 Two, systematic thinking -- performance system and management system

When designing strategy, we should take into account the internal resource allocation, including the static allocation and process of people, finance and things, and the dynamic configuration of duties and performance. In the management practice, we should connect the performance system with the enterprise management system seamlessly. If we regard management as a separate management module, we will make a very serious systematic mistake, which will bring great trouble to our whole work. In the performance management practice, the human resources department must not be the protagonist and the main body of responsibility. The leading role of performance management should be the upper and lower level system in the organizational system, and the superior should play the leading role and the main body of responsibility in the performance management of the subordinates.

　 Three, process is more important than result -- process performance and result performance.

abound with Boss To their employees, I do not look at the process, only the results. In fact, managers should spend most of their time focusing on the process. If the process control is bad, we will not be able to control the result. Performance is also the case. Only focusing on the results of the performance is ex post performance, can only judge the results, no improvement in performance improvement, that is, the teacher told the students examination results, can not tell them how to improve their performance. Process assessment is to help students improve their performance, find appropriate ways and means, such as the discussion of the formulation of performance appraisal indicators, the supervision of the process of performance generation, and the formulation of employee performance improvement plans. For example, in marketing management, besides the result assessment of year-end sales, we should also pay attention to the number of customers visiting the customer, the area occupied by the shelves, the level of customer contact, and so on. The greater the possibility of our sales increase, this is not only a way for salesmen to improve their performance, but also an important indicator of our process assessment.

　　 Four, flexible use of assessment indicators - Performance unity and diversity.

Generally speaking, the most direct and effective way of encouragement is salary. Therefore, people naturally associate performance appraisal with salary directly. When it comes to performance, we want to deduct wages, and performance appraisal is always a synonym for negative incentives. Is it necessary for us to change this approach so as to change our view of performance appraisal and let everyone regard performance appraisal as a yardstick of self measure? The answer is yes, we can extend performance appraisal in years as a standard of wage promotion to praise colleagues with outstanding long-term performance. We can combine performance and training to enhance the ability of our colleagues who are not able to work. We can also disassemble the performance indicators and praise the excellent colleagues. In a word, we should not always link up with the salaries. This will not only make most people get performance appraisal, but also make people feel that the management method of the company is so monotonous.